Mission Statement Examples
Public Broadcasting System (PBS): To create content that educates, informs and inspires.
Google: To organize the world’s information and make it universally accessible and useful
Make-A-Wish: We grant the wishes of children with life-threatening medical conditions to enrich the human experience with hope, strength and joy.
- Pablow: ???
Vision Statement Examples
Disney: To make people happy
Ford: To become the world’s leading Consumer Company for automotive products and services.
Avon: To be the company that best understands and satisfies the product, service and self-fulfillment needs of women—globally.
- Pablow: ???
Here is my rough diagram of an ideal conversation based on the idea that
it is made up of observed converging and diverging incidences.
My hypothesis is that in an ideal conversation
“For every convergence there is an equal and opposite divergence”
That is, after an incidence of convergence in views that it is only natural
that we would get a divergence of views and over time and conversation, using our agreed values, (eg. Enjoyable-Considered, Accountable-Reasonable, Responsible-Transparent)
we would eventually get another convergence along with its subsequent divergence.
In this example below it is a smooth transition from convergence to divergence and back again. But in a less than ideal conversation/relationship there would be longer periods of
divergence or convergence, skewing the diagram to the left and right.
Of course in a double helix model there is no actual divergence or convergence, just an appearance from the side view. In plan view it would appear to be more like a wagon wheel.
Atlassian is about to launch on the NASDAQ and they have included their cultural values in their document.
The following are the key elements of our culture that contribute to Atlassian’s ability to drive customer value and achieve competitive differentiation:
- Openness and Innovation—We value transparency and openness as an organization. Since our inception, we have put online all of our product pricing, documentation, knowledge base and record of product enhancements. We believe this approach promotes trust and makes customers more comfortable in engaging with us in our low-touch model. In addition, we are dedicated to innovation and encourage our employees to invent new applications, uses and improvements for our software. We promote invention through our internal, quarterly “ShipIt” hack-a-thon, where employees from all different departments across each of our global locations participate in a 24-hour innovation competition. Each “ShipIt” hack-a-thon results in hundreds of small and large innovations across our products, processes and operations. In addition, we run our company using our own products for a broad range of use cases, which promotes open communication and transparency throughout our organization.
- Dedication to the Customer—Customer service and support is at the core of our business. We have four major customer support centers and we strive to provide “legendary service” to our customers. In addition to providing a personal touch, our service team is also encouraged to seek scalable, self-service solutions that customers will love. Our customers span the largest and oldest organizations to early-stage startups, and each and every one receives the same dedicated service. We made the strategic decision to invest in superior service that drives greater customer happiness and breeds positive word-of-mouth rather than build a traditional sales infrastructure.
- Team-driven—We were created to serve the needs of teams. Therefore, it is natural that we value teamwork highly and have organized the company to encourage active teamwork. One of our core values, “Play, as a Team”, encourages our employees to be both team oriented and entrepreneurial to identify problems and invent solutions. Teamwork starts at the top of our organization with our unique co-CEO structure and is celebrated throughout our company.
- Long-term Focused—We believe that we are building a company that can grow and prosper for decades to come. Our model, which is designed for customer scale, starting small, making important investments and growing with our customers over time requires a patient, long-term approach, and a dedication to continuous improvement. Our investment in research and development is significant relative to traditional software models and is designed to drive long-term sustainability of our product leadership. Given the choice between short-term results and building long-term scale, we choose the latter.
A lot of people talk about “company core values” but what are they, really?
So how about just for now we call them Behavioural Values, and lets relate all our values to how we want to behave.
Now anger is an interesting concept. Some people reckon it is an emotion or feeling and can’t be controlled.
But we can’t have our staff getting angry at each other or the customers now, can we?
So how do our behavoural values fit with anger?
Well, how about we agree that what ever anger is that we don’t want it to get in the way of doing business and it needs to be addressed.
So what if we created our behavioural values around anger in order to work at our optimum but still stay cool, calm and collected.
Here is what I have come up with that might just do that.
To be DARING but at the same time keep it ENJOYABLE, CONSIDERED, ACCOUNTABLE, REASONABLE, RESPONSIBLE and TRANSPARENT.
And understanding that although anger is an understandable emotional, it is not an acceptable behaviour, especially if we what to achieve a higher purpose.
I went to the Digital Entrepreneurs Manila Meetup last night in Manila with a successful entrepreneur named Jorge Azurin and PR and community manager of Instagram Philippines, Petim Maminta both were excellent speakers and experts in their fields.
Jorge has years of experience with 12 startups under his belt and yet he is still going through a founder divorce from his latest startup. He put it down to the integrity of the founders he chose. Jorge had one slide stating the “power of persuasion”, which is more a one way process or monologue. I actually believe in the “power of convergence”, more a two way process or conversation.
So in that context I think it comes down to our own integrity, as, in the end we are responsible for choosing who we work with, just like we are responsible for who we choose to marry. As my dear old mums says “you make your bed, you lie in it”
So how do we measure and improve integrity and especially our own integrity? Good question grass hopper.
Firstly being able to see and step up to this first point, that ultimately, I alone am responsible for integrity, that the buck stops with me and understand the importance of this nuanced view.
Once this can be agreed to or added to then we, (my brotherd and I) have 7 simple steps that we believe can measure and also strengthen our own integrity. We use the acronym DECARRT.
- Daring – Be willing to step up when the need arises and maybe even when there is not a need, and stand up for stepping up.
- Enjoyable – Making sure how we step up is enjoyable for all, a roller coaster ride should still be fun.
- Considered – Being cautions when we step up, using disclaimers, like ” I think”, appreciation, acknowledging and apology like “I beg to differ”.
- Accountable – When we step up successfully we get the accolade but when not successful we can acknowledge it.
- Reasonable – We step up using evidence based reasoning rather than mere emotive views.
- Responsible – Being more formal and prepared in our approach to stepping up, like complaining responsibly & going direct to the source.
- Transparent – We are all part of the experiment of stepping up and what we say and do is always open to scrutiny, no matter who it is.