Bill has experience working with both Fortune 50 corporations and smaller divisions and INC 500 small businesses. Starting in operations (manufacturing) supervision, Bill developed strong command and control tools and experience in traditional business environments. A circuit of Business Development, Sales, Human Resources, and Quality career broadened his understanding the work of business. Development of formal quality management and improvement skills added tools, provided access to business processes, and revealed the waste and inefficiency occurring in both mechanical processes, but in the processes that guided the work of people as well. A deep immersion in the work of organizational effectiveness blended with data based decisions of the quality tools developed an awareness of some e false premises that business operated under. These hidden premises were accepted as truths, largely because it had always been that way.
One of these false premises was the corporate mission statement prepared by senior management under the guidance of an external expert. Often the mission statement was written in sessions following a set format or formula, almost using a fill-in the blanks process. Occasionally, even the managers were not involved in creating the mission, and the experts provided drafts for approval, much like a marketing campaign.
When the organization did not respond positively to this grand “marketing” statement, these managers discovered was that they bought a myth, the mission myth.
Mission Myth grew from this experience. Bill worked in groups, organizations, and companies that were able to achieve outstanding results with good people while groups with higher rated personnel achieved less. In addition, both had “Mission Statements” posted prominently on the wall.
These more successful groups had a real felt mission. The mission tied the why, the what, and the how all together in a way that was bit understood and energizing. It was a feeling like standing on the sidelines as the National Anthem played before the opening kick-off, combined with the confidence that you were well prepared for an excellent performance.
The mission inspired and focused the energy of the group to achieve something together: something that they highly valued. It is the foundation and an anchor point to build the full experience. However, to make the mission a force of cultural energy, there were several other key components: the vision, core values, strong leadership throughout, and personal accountability to all other teammates.
These additional attributes are perhaps the most significant lesson that Bill has gained and sees missing in many applications of leadership and organization work. It’s about being whole, living the depth and breath of who you (and your company) are and wish to be.