Making Mission Statements More People Speak
Getting ready to visit more family in DC
Risk is often framed in terms of assessment, calculation and mitigation, but rarely do we talk about the emotional engagement needed to navigate those risks successfully.
Whether it’s launching a new product, taking on a new role or sailing around the world, our ability to manage risk isn’t just about chasing rewards—it’s about how deeply we’re connected to the mission.
How we talk to ourselves about goals or missions is the start to this emotional engagement.
Let’s jump into it
My husband and I are pursuing a bold dream: circumnavigating the globe by sailboat. Along the way, we’ve invited friends and family to join us on this risky adventure.
Some aren’t seasoned sailors, but they’ve found their own reasons to come aboard, like our finance friend who said, “Did you know I’ve always wanted to sail across the Pacific?”
Well, no I didn’t—but it underscores a key point. The way we talk to ourselves about challenging, risky goals is different from how we write these in business.
Crossing the Pacific is 30 days of this same view
Too often corporate mission statements or innovation project goals are written in overly formal language, leaving employees feeling disconnected from the bigger picture.
We don’t think in mission statement language, and we sure don’t talk that way either.
In business, making a lasting impact involves more than just rationally framing risks. It’s about engaging with the process and the mission—and ensuring that engagement extends to everyone involved.
A helpful resource
This is where the concept of a “Mission Statement Spark” comes in. I’ve created these “sparks” to quickly transform statements into something more relatable and emotionally engaging for your team, especially when talking about them.
Mission Statement Sparks
Sparks are just the beginning. If a company’s mission is “to empower healthcare providers through innovation,” adding a spark could look like, “What if we could empower healthcare providers through innovation?”
But even more advanced would be, “What if we could create the next big thing to simplify healthcare?”
Here are some practical tips for you leaders:
- Reflect on Your Thinking: Think back on how you thought about a big idea. Was it about something ‘cool’ or ‘never seen before’? Odds are, your employees are thinking this too.
- Use Relatable Language: Reframe your mission statements in everyday language that resonates with your team. Ask yourself, “How would I explain this to a friend over coffee?”
- Make Statements Feel Dynamic: We all need the formal mission statements or project goals for stakeholders. But realise they feel stiff in their more formal, credibility-seeking language.
- Incorporate Personal Goals: Find out what personally excites your team members about the mission. How can achieving this goal also help them achieve something they care about?
- Encourage “What If” Thinking: Invite your team to envision the possibilities that achieving the mission could bring. Use phrases like “Imagine if…” or “What if we could…?”
Next time you’re communicating a mission statement to your employees or innovation goal to your team, think about what language sparks curiosity and consideration. Because it’s not just about managing risks—it’s about finding the right spark to ignite action and keep the journey exciting.
If you want to talk to people about big goals or corporate missions, speak in their language
And there’s more
✏️ Join: One of my mentors is speaking at Stratfest in NYC on 1 October and it looks like a great agenda.
📚 Read: Thinking in Bets by Annie Duke brings poker knowhow to everyday risk assessment.
🎧 Listen: How to Tell Sexy Stories About Unsexy Brands by Problem Solvers is a refreshing look at brand narratives.
📍Visit: If I ever became a sculptor, The Noguchi Museum on Long Island, NY USA would be a key inspiration.