Planning An Effective Mission Statement

There was a television series that was a big hit beginning in 1966. It had a trademark scene that would open up with a man receiving a clandestine message about an evil problem. This man would be told about the problem as well as who was causing the problem. He would also be told about some support that would be assigned to him if he decided to eliminate the problem.

This television series was called Mission Impossible. The series, which was created and initially produced by Bruce Geller, follows the missions of the Impossible Missions Force (IMF), a team of secret agents employed by the United States government. The team is sent on covert missions to combat dictators, evil organizations, and (primarily in later episodes) crime lords. (From Wikipedia, the free encyclopedia)

Just as in the series, a mission is always preceded by acknowledging that there is a problem needing to be addressed. A mission can be short termed or on-going according to the depth of the problem. The IMF specialized in short term missions that could have long term consequences. However the leader maintained an ongoing mission which was to eliminate evil threats to the United States. This is why the leader was always contacted about specific problems.

Today’s non-profit organizations are also started by leaders who recognize problems that they want to eliminate. These leaders consider a problem to be significant enough to make it their mission to do whatever they can to eliminate it. Therefore a good mission and mission statement first requires the recognition of a problem that needs to be eliminated.

An effective mission statement is concise, to the point, realistic, operational, inspirational, motivational, informative, and even emotional. It is not too abstract or even too intellectual. The mission clearly states the purpose of the organization. It is forward-thinking, positive, and describes success. It is clear and focused so that the reader can identify with the statement. It reflects the organization’s values, and clearly enumerates the reasons why the organization exists. (Boardsource –http://www.boardsource.org)

DETERMINING A PROBLEM
Since a mission statement expresses why an organization exists, it should be easy to understand the problem that is being eliminated by the success of the mission. The Yong Women’s’ Christian Association (YWCA) has an example of a clear mission statement that expresses an underlying problem that is associated with the mission statement. The mission statement for the YWCA reads as follows: The YWCA USA is a women's membership movement nourished by its roots in the Christian faith and sustained by the richness of many beliefs and values. Strengthened by diversity, the YWCA draws together members who strive to create opportunities for women's growth, leadership, and power in order to attain a common vision: peace, justice, freedom, and dignity for all people. The YWCA will thrust its collective power toward the elimination of racism, wherever it exists, and by any means necessary.

In their mission statement, the YWCA presents a problem as well as what they plan to do about the problem. A problem must be something that stops or hinders positive progress. It is a wrong that requires one or more solutions to make it right. The importance of a problem depends upon how much of an impact that it has on others. When determining a problem, several factors are considered. It is important to determine who has the problem as well as who is effected by the problem. Even though there are problems that effect things, animals, etc. the importance of a problem is not realized until it is associated with its impact on people.

The YWCA was originally formed in London by Emma Robarts and Mrs. Arthur Kinnaird in 1855. The YWCA movement was introduced to the United States with New York City and Boston opening women's residences in 1858.

Mary Jane Kinnaird, Emma Robarts and the YWCA, YWCA Central Club, 16-22 Great Russell Street WC1. The Young Women’s Christian Association has its roots in two separate developments in 1855. The first was the setting up of a hostel for Florence Nightingale’s nurses, on their way to and from the Crimea, by Mary Jane Kinnaird. In 1857 it was opened up to working girls. This hostel was in Upper Charlotte Street and continued to offer accommodation and other facilities such as a lending library after the war. Three further hostels followed in the early 1860s following the establishment by Kinnaird of the Association for Girls (1861).

Meanwhile, Emma Robarts in Barnet founded ‘a band of 23 friends who agreed to meet in spirit each Saturday evening to plead for each other, for loved ones individually and for young women as a class’ (Percival 1954: 54). By 1859 this had become a successful prayer union - spreading to a number of towns and villages. But it did not stop there - in the words of Robarts, ‘If we pray for others, we must also work for them’. At the time of her death Emma Robarts was working on a union of the Prayer Union and the Association for Girls. Arrangements were soon completed - and the title Young Women’s Christian Association was formerly adopted in 1877. (Reproduced from the encyclopaedia of informal education [www.infed.org])

A mission statement that includes the problem helps those who join the cause to stay focused upon solutions that are foundationally connected. At the same time if the problem changes then the mission may also change. It is very important that the mission is associated with a clearly defined problem in order to maintain direction within the organization. Therefore I believe that a problem statement should be determined even before a mission statement is developed.