Strategy
2024.10.08
Mission, Vision and Values: What if we changed the paradigm?
Traditionally, defining an organization’s mission, vision and values is undertaken by “senior” leadership. This approach unfortunately often results in a lack of familiarity and buy-in from individuals and teams. The mission, vision and values can also be at risk of being disconnected from the daily operational reality experienced by teams in the field.
Due to these significant issues, our clients are increasingly willing to involve middle managers and field employees in this valuable exercise.
In this article, we share an alternative approach we successfully undertook with a client while creating a new organization, with a new mission, vision, and values as foundational components of a large-scale merger.
A rich, cohesive and mobilizing approach
There proved to be many advantages to the “top down and bottom-up” approach. First, the content provided by employees was always very rich. Each participant brought their specific experience base and perspective on the company. It also allowed us to multiply the ideas collected and realities confronted. The resulting mission, vision and values statement truly reflected the company’s DNA and employees recognized themselves within them.
Second, with the bottom-up participation, the workshops and activities had a meaningful impact on the cohesion and commitment of the teams involved. This is particularly valuable in restructurings or mergers, which can be anxiety-ridden. Employees from different lines of business or functions can find themselves together, discussing and developing the organization towards new horizons while having a common goal.
Finally, involving employees promotes their commitment to the company. They will have contributed to formulating the company’s raison d’être and feel accountable for what happens next. DThrough these contributions they will also feel heard by their leadership, being part of these high-impact conversations in a meaningful way.
Succeeding in the exercise: some keys to success
- Promote a diverse and unifying process
This is about offering different ways to get involved, with groups of different sizes. Some employees will prefer to speak in small committees, while others will choose to speak in larger groups. Offering a range of days and time slots also promotes maximum participation.
Since different kinds of people prefer different formats, we mixed it up, offering multiple ways to get involved: “World Café” activities, discussion groups, individual interviews, and presentations to various subgroups.
- Invest as a leader
What if the workshops were led by members of the Executive Committee? This is the bet we made, which was highly appreciated by employees. How can you not feel listened to by your management when an ExCo member plays the role of facilitator? Of course this requires some preparation, plus leaders who are committed to the cause. In addition, for this type of approach to work, the management committee and the board of directors must be convinced of the benefits of involving employees in a participatory approach.
- Create meaning and work on the substance
The risk with this type of exercise is for the client to find themselves in debates on semantics more than on the meaning sought. Everyone has their own affinities with certain words. And it’s very hard to craft nuanced words when dozens or hundreds are holding the pen! It’s therefore important for the facilitator to refocus the discussion on the substance and not the form. Once an agreement has been reached on the meaning, there will always be time to call on a marketing or communication company to wordsmith the final exact language and create the “wow factor” around the new vision and mission.
- Communicate the approach
To establish a democratic process, we need to explain it! Depending on the size of the company, it may not be the case that 100% of employees will be able to be involved. However, this is not a reason to not communicate internally. It is important to explain the selection criteria for participants and to take advantage of the enthusiasm around this motivating exercise.
Do you have a visioning or strategy exercise coming up in the coming months? Have you considered involving your employees and managers? If you already use a participatory approach, what are your best practices for engaging your employees in strategic planning?
- Dare to do things differently
To truly bring about change, such moments of reflection should involve as many people as possible, from all hierarchical levels, to be connected to the internal reality and seek buy-in. This will be very important when the time comes to bring to life the changes brought about by the collective choices.
You want to be even more daring? Involve suppliers or partners to make the discussion even more rich!
