Clarification

If you are still confused, the following is an analogy for a progress meeting. Progress meeting are similar to a coach’s meeting with his/her athlete during practice. In my younger years I competed in riding competitions. These events are timed and each round gets more difficult so getting through the course quickly and with the fewest mistakes is critical. This was serious business... My coach and I would meet prior to the event to create a plan based on the type of obstacles and the horse I was riding. After each round we would meet again to assess my status, the horse’s status and the course. We would revise our plan based on the current situation to improve our time and win the event.

I was committed to winning by executing the plan that the coach and I had designed. The coach was committed to winning despite not riding the horse. He was watching and had a different perspective. He also had a lot of knowledge and experience. I never did figure out what the horse was up to. In this sense, these meetings were like a progress meeting; the employee is committed to making progress and executing on their goals. The manager has aligned with the goals and accountabilities of the employee and certainly has a perspective of what is getting accomplished.

These meetings with my coach, which the horse attended sometimes, were an opportunity to share perspectives and assess with real data where we were given our goal of winning. This is just like the conversation that takes place between managers and employees during progress meetings using the Keyne Method. Right after our meeting I got back on the horse and we went back into the arena and started jumping. That is the essence of a progress meeting between manager and employee. I do recommend that you do not actually go jump in the work place after a progress meeting – you may feel like it however - I recommend against it.   

Learn more about Progress Meetings and the Keyne Method >>

Progress Meetings Defined

The progress meeting is not an after the fact appraisal meeting. No one is being judged or appraised. It is a proactive coaching meeting designed to produce feedback, conversation, next steps and alignment. It is designed to give power and support not to give judgment and assessment.

As a precursor to progress meetings, employees and managers work together to build a performance agreement based on the employees accountabilities and goals of the employee. Progress meetings are 30 minute meeting every two months to discuss the progress being made towards demonstrating the company values, fulfilling job accountabilities, achievement of goals.

For progress meetings, typically I wear my Sundays finest – kidding – usually I am in just shorts and sandals – kidding again. Dress how you typically dress. Certainly face to face meetings are the best. I like meeting at a coffee shop or restaurant; however, the phone and screen sharing/web conferencing work.

The rest of the progress meeting is a gap analysis between the manager’s and employee’s perceptions of the employee’s job accountabilities, demonstration of the corporate values, and the status of his/her goals. During the meeting, the employee and manager trade views. The meeting is about listening and reflecting. I have participated in this process as both employee and manager and in my opinion listening to the view and scores of the other is the best part. The meeting also lays out a great process from which to hold conversations about performance.

Learn more about progress meetings >>

A Very Keyne Way to Set Goals Continued

Last week we defined goals according to the Keyne Method.  This week we continue to outline the process.

Tension often exists between setting realistic goals and stretch goals. The Keyne Method creates a breakthrough solution for this issue; when outlining goals, define the criteria for meeting the goal, exceeding the goal and missing the goal. The exceeded criterion allows you to create a realistic stretch goal. Almost everyone likes to produce results beyond their set goals. I noticed that my clients who follow this process focus on exceeding the goals. This method also forces you to really think about your goal. It is such a simple concept. It works quite elegantly. Of course each target of meeting, exceeding and missing needs to be quantifiable. Here is an example:

Goal: attain 10 million in new sales revenue for 2013

Score	Definition
Missed	attain 9 million or less in new sales revenue for 2013
Met	attain 9-11 million in new sales revenue for 2013
Exceeded	attain 11 million or more in new sales revenue for 2013

We encourage our clients to set goals in partnership with their manager. Employees that set goals with their managers really create alignment. It allows employees to define what they are actually committing to and allows managers to understand and agree to those commitments. I love this aspect; it is very powerful and positive. 

As I said at the previously, all goals have clear measurable results with a target date. Target dates ensure achievement of goals. Can you imagine a goal that said Company X will attain $250 Million Net Profit by whenever? Can you imagine the power of this? NOT! Compare that to saying Company X will attain $250 Million Net Profit within six months. Now that creates a game to play and a completely different outcome. 

Another aspect of this goal setting process encompasses flexibility. We all know that we live in tumultuous business times and things change on an hourly, daily and weekly basis. If circumstances change and you accomplish your goal early…..no problem your manager will score your goal and then you will set new ones. The flexibility of staying on top of your goals and keeping them always up to date through software is quite appealing and powerful. 

Goals can move the company forward into new territory. How? The Keyne Method suggests creating goals linked to the corporate initiatives; this process ensures implementation and support of the initiatives. Linking goals to the corporate initiatives requires employees and departments to define the piece of the initiatives they take personal accountability for. God I do love saying that………… linking to the corporate initiatives. The linking part gets to me because it is all so emotional.  

Before I leave goals and move on a word of caution. Goals can confront people. For some employees and even managers having and setting goals is a fearful and risky exercise. Recently with my water treatment and chemical company client, I watched many key employees struggle with the concept of goals. They did not understand goals. When asked to define goals, they would name activities fought defining clear measurable results for fear of being held accountable. If you confront this issue, have compassion and stick with this process. Over time the stragglers will start to understand and design better goals. Hang in there this goal setting process is powerful, useful and will also support you in having a productive and performance oriented organization. It is also very Keyne. Goal on!

More information about KeyenLink >>

A Very Keyne Way To Set Goals

Goals are where the rubber meets the road. Goals create high performance organizations. Goals create accountability. Goals have clear measurable results with a target date.

A side note; much of the philosophy of this article is taken from the Keyne Method which was created by recovering strategic planning consultants Wayne and Kelly Nelson. They are also the developers of KeyneLink; a cutting edge execution management system that is used by many companies globally.

The Keyne Method categorizes goals into four types: individual, departmental, developmental and team. In today's post we will look at each of these in more detail.  Next week we will continue discussing the Keyne Method of goal setting.

Individual Productivity Goals
• Represent how each individual will be involved in meeting the corporate initiatives
• Are totally within your power; nobody else is involved
• Example: An individual sales goal

Department/Management Goals
• The department’s or group’s contribution to a corporate initiative
• The manager’s productivity goals for the department
• Example, keeping the sales motif in mind: the sales department will attain 10 million in new sales revenue for 2013

Professional Development Goals
• Goals that advance an employee in his or her professional development
• May be related to leadership skills, technical skills, specific job-related skills, or the like.
• Examples: graduating with an MBA by 2013, completing a course/seminar by 2013, attending a conference, etc.

Developmental goals are really positive; knowledgeable employees are more valuable to the company and better suited to drive the corporate initiatives forward. All of our clients mandate that every employee including the CEO have at least one developmental goal every year. My company also does this. Side note, developmental goals are not “I am going to be my best,” “I will have a positive attitude,” or “I will smile more.” Nor is this the section where you say I will live the corporate values.

Team Goals
• Goals that require more than one person to be accomplishment
• Can have members across departments, divisions, and/or levels of an organization.
• Consist of team sponsors, team leads and team members.

 More information about KeyneLink >>

Get a brand new BHAG

BHAGs—again, Big Hairy Audacious Goals—are a term you hear frequently in the business world. Some leave the “hairy” off and just refer to BAGs, but I like leaving the hair in. Maybe it’s a jealousy thing. In any case, a BHAG is a 5 to 10-year stretch goal that should light people up and fill in what is missing within the organization. BHAGs are unreasonable, yet still possible; Collins and Porras say that a BHAG should have a 70 percent chance of fulfillment. I have seen value for organizations in simply rolling around in this BHAG territory. It allows a leadership team creative freedom to put some positive, bold goals in front of the organization.

To begin the BHAG process, sit around in loincloths and smoke a peace pipe with some very special tobacco. As the smoke wafts to the top of the corporate wigwam, imagine what the company could produce and become. Okay … in reality sit in your business-casual uniform in a generic conference room at the company or some other meeting place and imagine what the company could produce and become.

The first part of creating BHAGs for your business is to ask the leadership group to brainstorm worthwhile goals for the organization. These goals should, by their very nature, require employees to demonstrate the organization’s reason for being and values. (See? It is all coming together.)

An example of this is my plastics manufacturing client. The company’s BHAG was to prove that its model of manufacturing could thrive in the United States. Achieving this BHAG required the organization to live out of its values of passion and improvement and necessitated the organization to fulfill two other BHAGs: 1. Grow the company to $50 million and 2. Fully integrate five unique and useful technologies. This company just had its most profitable year. It was also recognized as the leading manufacturer of its state. This company is on track to reach the $50 million mark within three years.

Back to the process; to create BHAGs, follow a similar process to the one for creating the Reason for Being. Record the team’s ideas on flip charts, post the charts and discuss. Then divide into two groups to share and synthesize the suggestions. Ideally, get a facilitator involved, such as yours truly, and work with the group until there are between one and four BHAGs. Finally designate a group and leader to wordsmith and fine-tune the BHAGs by a target deadline.

As a personal example of a BHAG, I aimed to write a book within two years. When I first articulated this goal in 2009, it seemed impossible; I almost flunked out of college because I could not write papers. Writing my Master’s thesis nearly ended my marriage and almost killed me. At first, I kept my BHAG a secret, only mumbling and muttering about it in private. I discussed it only with my writing group. However, I felt that striving towards my BHAG—whether I achieved it or not—would be beneficial. At the very least I would have writing for my blog, newsletter, and articles. I would be forced to improve my writing and take the next steps in developing as a consultant. In retrospect, my BHAG sent my life on a completely different trajectory. In the end, I did publish my book. Now I think of myself as an author, and so do others.

Learn more >>

Foundation a la Brucie

The foundation is elegantly simple. When constructing a building what is need to construct upon to have a strong building? The answer is obvious, you need a strong foundation. What do all religions have? Foundation documents: the Torah, the bible, the Koran and the like are examples. What do we call these documents? The foundation of the faith. What do the Constitution, the Declaration of Independence and the Bill of Rights do for the good old US of A? Why it forms our foundation. Are you getting this? There is a theme here.

Organizations also need a foundation that outlines its goals and purpose. As an organization grows and develops, having mission and vision (or in my words, “Reason for Being”), BHAGS (Big Hairy Audacious Goals) and values can create a “True North” for the organization. (“True North” is a Steven Covey term that relates to the true direction of an organization. It is based on the analogy of a compass.) 

The Reason for Being, BHAGs, and Values of a company can be critical to the overall success of the organization but they’re often forgotten. The corporate Reason for Being is typically created by the senior leadership team, captured on posters, and strategically tacked up around the building. Meanwhile, the Reason for Being, BHAGs, and Values are seen as irrelevant to the organization’s day-to-day operations. In other words, the organization’s behavior is not congruent with its declaration of ideals.

However, at their best the Reason for Being, BHAGs, and Values, a give an organization a future to live into. This potential future galvanizes and focuses the organization. Whether or not goals are met entirely, movement toward them develops teamwork and is valuable to the company.

How exactly can you create the foundation material of an organization? One of the issues with this topic is that each bloodsucking consultant like yours truly and especially the other ones writing this book —God bless our souls because the world would be a boring place without us—has a different idea of what a mission statement, values, BHAGs, etc., should be. The lack of an agreed-upon definition creates lots of confusion. Corporate citizens argue about what a mission is, what a vision is, and what the differences are. Yikes! Save me or stab me with a stick.

So, in the face of all that, let me finally give you the right definitions. KIDDING! There is no “right” way to do this kind of foundational writing—the exorbitant fee charged by the bloodsucking consultant claiming to have the right way notwithstanding. There are only two necessary ingredients to foundational writing: that the work is relevant to the participants and that the participants are prepared to demonstrate, through committed action, their adherence to what they created—no kidding.
Over the next couple weeks, I'll post some tips and thoughts for creating meaningful and relevant Reason for Being, BHAGs, and Values for your organization.

Learn more >>

Plan to Plan

Planning and great execution make the difference both in stupid games and in the real world of business. Over and over our clients demonstrate the power of what Dwight Eisenhower said: “In preparing for battle I have always found that plans are useless, but planning is indispensable.” Stupid games give us direct access to this lesson. In some of the games, like in life, you can run and gun and still be successful. But with the stupid game ‘The Cube,’ if you run at that puppy it will eat you up and spit you out.

Picture, if you will, that a PVC cube glares down at the group daring them to come forward and accumulate 26 points. The Cube is big and white, made of gleaming PVC pipe perched on top of a bucket like something from Millennium Park. Any slight push or graze by the group as they attempt to pass through the cube sends it tumbling to the ground. The consequence for that failure is that you lose all your points and the group must begin all over again.

Groups must plan in order to be successful at the Cube. Everyone needs to know when they are going and what they are going to do. Even if they don’t follow the exact plan, the discipline of planning supports the group’s success. That is an invaluable lesson when lived. Group planning works.

For more information about CMI's business planning process click here.

Sailing True to North

There you have it: simple yet powerful ways to create the foundational material of your organization including a discussion of the dark side of these endeavors, as well as lots of encouragement and examples of what positives can happen when this is done in a real and authentic way.

So, stay in the light and honor what you come up with. Let the written Reason for Being, Values and BHAGs be your organization’s “true north.” With this foundation you will be able to find your way in these challenging and chaotic business waters.

Happy sailing and let us know how you are doing.

For more about CMI and Bruce Hodes click here.

Get a Brand New BHAG

I like the sound of it. What is a BHAG anyway? Big Hairy Audacious Goal. BHAGs have been adopted by the business world. It is a term you hear frequently. Some have left the hair off and just refer to BAGs. Personally. I like leaving the hair in. It is a jealousy thing. A BHAG is a five- to ten-year result. BHAGs have got to light the organization up. On the face, they need to be worthwhile.

A BHAG has got to be something that fulfills on a “missing” within the organization that would be most positive when attained. It is unreasonable, yet still possible. A BHAG is not predictable, and yet its attainment would be worthwhile and gratifying. Collins and Porras say that the BHAG should have a 70% chance of happening. I have seen value for organizations in simply rolling around in this BHAG territory. It allows a Leadership Team to be audacious and put some positive, bold future results in front of the organization.

To begin the BHAG process, what you do is sit around in loin cloths and smoke a peace pipe with some very special type of tobacco. As the smoke wafts to the top of the corporate wigwam, you imagine what the company could produce and be. For real now—come back! You are actually sitting in your business-casual uniform in a generic conference room at the company or some other meeting place.

The first part of creating the BHAGs for your business is to ask individuals to speculate on what they would consider to be worthwhile goals for their organization. Ask them to consider goals that are not probable and by their very nature would require people within the organization having to live out of the Reason for Being and Values of the organization. These are the ones that were recently created. See? It is all coming together.

Again, these are charted and posted for discussion. Again, in larger groups they are synthesized and shared. A facilitator then gets involved and works with the group until there are 1–4 BHAGs . A group is created to wordsmith and fine-tune with a leader and a time frame is generated for the wordsmiths to get back with the group. This process is similar to the one utilized for creating the Reason for Being and the corporate Values.

A personal example of a BHAG and its usefulness for me personally is writing a book. When I first articulated this goal, it seemed impossible. It was not really impossible but it sure seemed that way. However I could see that engagement with this BHAG—whether it happened or not—would be beneficial.

Engagement with my BHAG would push me along. I would have articles for publishing, my blog and my newsletter. This BHAG would engage me in improving my writing. It would force me to take the next steps in developing myself as a consultant. Now I think of myself as a writer and author and so do others. This is a new development. There is still a slight chance that I will not fulfill on this BHAG, however the very engagement of it has sent my life into a completely different trajectory.

Now, Onto Values

Business people, me included, are resigned and cynical about company values being inauthentic. Ask BP. I’ll bet they have values. Enron and Arthur Anderson did, too. So, those are the horror stories of companies and organizations run amok. That is the ugly side.

I have also seen our clients—based on their articulated values—do the right thing over and over again. I have done the right things because I was standing for a value. This country has done the right thing—countless times—standing for its values of free speech and individual rights.

In this process, when we say values we mean behaviors that we expect from ourselves and others. This is conduct that will support the organization in delivering on the Reason for Being and are also, independently, the right behaviors and beliefs to have. You are only looking for 4–6. Too many and you end up with something like you do when you add all colors: sort of a purplish, brownish goop.

Start out by asking the group what values they come to work with. Then ask if they did not have to work they would still demonstrate those values and behaviors just because they are the right ones to have. Also add what values, because they are the right ones, would you want your children to adopt for work.

Typically I ask for more than a one word answer. If the value is “Integrity,” then I ask the group to give me a sentence that describes what integrity means. Everyone then writes their 3–6 values on flip-charts and posts them on the walls. Participants then present their values and the group can ask questions. Typically, the group discovers that their values are in the same ball park. There is comfort and reassurance for the group in that fact. This is good news.

The next step begins when you split the group— typically into groups of 5-7 people. Ask the groups: Given our Reason for Being, what are the 4-6 behaviors and values that will truly support the business, employees and customers? What are the right values to have, even if they are not advantageous in some business situations? These do not have to incorporate or include with any of the individual values. They do need to align.

The groups then present what they created. There is dialogue and comments. Then, similar to what was done in the Reason for Being session, organize the participants into two groups and ask them to synthesize all this input and come up with the organizations values. It can be based on what has been generated before or something new and organic.

Again, I now get directly involved demonstrating my unbelievable value. We distinguish and demonstrate commonalities between the two versions. Compile one version that contains or incorporates what the groups have created. A group is then formed to wordsmith and generate the final cut of the values. The leader of the group and their “by when” date are established. This methodology is simple, easy, and works.

For more on values click here.

Companies Need to Know Their “Reason to Be”

Let’s outline how to approach this. When thinking about the mission, think about purpose. Begin the exercise with the following questions. This can be done prior to the session. Ask participants who are coming to the “Reason for Being” session to consider the following.

1. What is the purpose of your organization? 
2. What would be lost if the organization were not in existence? What possibility would be lost if the organization went out of existence? 

Begin the “Reason for Being” session by asking each participant to consider the following: Ask them to imagine that they have enough money to support their perfect life style. Then what reason for being and company purpose would be so enlivening and engaging that the participant would work at the company for no money? What purpose would be so worthwhile that they would stay fully engaged and working tirelessly for the organization?

With certain people I have seen this question only evoke resignation. They come back with there is no reason on earth beyond money that would keep me in this organization. They then add: “Are you kidding and on drugs?” This resignation is not a good sign for their participation.

With most people, this question makes them think. The question raises interesting issues and insights. One thing that I consistently see with the generation of late-twenties to mid-thirties is their deep interest in engaging in something that will make a real difference in the world and their community.

Again, how this can be incorporated into the reason for being is the challenge. Individual answers are flip charted and posted on the walls. Then everyone reviews. Participants ask questions of each other and give feedback.

Next, the large group divides into smaller groups of five to seven. The question presented is: “If the organization ceased to exist what would be lost?” If the group needs a scenario, tell them that the company was bought and the new owner simply mothballed the company. All employees were given a severance and are ok. What has the world lost by this organization no longer being in existence? The answers are again noted and the process is repeated five more times with related questions.

I have seen this exercise get the group to real depth and insight about the impact the organization has on its customers, employees, and communities. Provocative answers rise to the surface. Ask the groups to report on what they see from this exercise. Results again are flip charted, posted and read. Questions and comments are raised. At this point, themes are emerging.

The last part of the exercise is to form new groups. At this point I typically go for two groups. The groups synthesize the work that has been done and come up with their company’s Reason for Being that would touch, move and inspire them and other employees. Here is where I get involved.

It’s a good thing I have something to do given the very big bucks that I am charging. I work with the two versions to draw out the similarities and commonalities. After I have combined it to the extent that I can, I then ask for a group of volunteers who want to form and wordsmith the final version of the company’s reason for being. They will create the final draft. A leader and a date are selected when they will present their work to the entire group for comments and feedback.

The point here is not that it is word smithed to everyone’s satisfaction. The Reason for Being has to include all the relevant points so that the group aligns behind it and engages the rest of the organization in embracing and demonstrating what it says.

For more on The Reason for Being click here.

Of Course I’m Right

Some of my thinking comes from the article “Building your Company’s Vision” by Collins and Porras, the authors of Built to Last. In it they describe how to write a reason for being, values and BHAGs. I have added spice. One of the issues with this topic is that each bloodsucking consultant—God blesses their souls because the world would be a boring place without them— has a different definition for what a mission statement, values, BHAGs etcetera, should be.

The lack of an agreed-upon definition creates lots of confusion. Corporate citizens argue about what a mission is, what a vision is and what the differences are. Then we get into what the heck a BHAG is. Yikes! Save me or stab me with that stick.

So, in the face of all that, let me finally give you the right definitions.

KIDDING! There is no right way to do this kind of foundational writing—the exorbitant fee charged by the bloodsucking consultant claiming to have the right way notwithstanding. The necessary ingredients in this exercise is that it be relevant to the participants and that they are prepared to demonstrate through committed action their adherence to what they have created— no kidding. Relevance is important, and in my way of thinking it is the only thing that is important.

Another way of thinking about this is the story about the sculptor. In this story the sculptor claims to see the piece of art that they are creating within the stone. There is this aspect to creating the mission and reason for being. It is like the Reason to Be, Values and BHAGs of the organization already exist. It has not been clearly articulated or distinguished, so that what needs to happen is that the participants work together to reveal something that already exists.

For more information about writing a company mission and vision visit the CMI Business Planning website. 

What Happened at Ralph’s

This tale begins at a ranch-style home in a suburb of Minneapolis not far from a lake. Heck nothing in Minneapolis is far from a lake. Seven key employees were attending the session. We were sitting around Ralph’s, the CEO’s, living room and were hammering out what mattered to them as a company. We were specifically working on the mission and reason for being for the firm. One of the things we discovered was that the whole decision to get into the Workman’s Compensation insurance business was because it gave leverage to the ability of this business to transform that industry.

This was an exciting possibility to Ralph. He had experience with a disability and was passionate about helping companies and workers deal with health and safety issues. The “Reason for Being” of this company became the transformation of the workman’s compensation insurance industry. This meant something to the whole group.

To support the Reason for Being, it was decided that this company was going to organize itself into real work teams. This was, at the time, a radical design and construct for the insurance industry. The “work team” design supported and leveraged the company’s ability to transform and impact their industry. It brought underwriters, nurses and sales people together working to impact the cost and quality of their workman’s compensation insurance. The design was chosen specifically to improve the service delivered to injured workers and their companies.

At the time, this company was in the forefront of their industry. Offering work to injured workers they could actually do so that they could get back to work as soonas possible was, at the time, a radical idea. In seven years, the company went from seven million to 250 million in revenue. The company went from seven employees to 200. The organization grew from one office to five. In addition, the company went public.

The success of the company had an impact on the industry. Many companies emulated their approach in managing this type of insurance. At some point the leadership of the company even began to talk as if the Workman’s Compensation industry had indeed been transformed. What was interesting was that when this occurred the vision seemed to change for Ralph and the leadership team.

In the years after the event at the suburban ranch house, this company became very corporate. It now occupied a turquoise-glass encased tower. Ralph’s corner office was all windows overlooking a park and manmade lake.

I remember the founder telling me how much he was worth. This became one of his major conversational themes. It seemed that the company, at that point, lost the magic and became just another corporation. This organization became average and ordinary—where before it was special and driven. The point is: that having a vision can drive and motivate people. However, if it is not authentic and relevant the momentum can be lost.

Here is good news. There are simple ways to facilitate leadership groups to help them come up with a purpose, values and BHAGs. Here is more good news. Whether or not this foundational material is important and relevant is to up to you and the top leaders of the company. For purpose and values to take hold within a company and shape behaviors and attitudes, employees must perceive and understand that the leadership group is actively demonstrating the Reason for Being, Values and BHAGs.

For other examples of CMI's successful clients visit our website.

Posters, Plaques, Horse Manure & Resignation?

Why the “Posters, Plaques, Horse Manure & Resignation” in this title? When I thought about the topic of mission, values and BHAGs, the above indicates my initial reaction. “Posters and Plaques” are because this is what typically happen to mission and values. They are created by the senior leadership team and then put on posters that are then put up around the building. Nice chatzkes, like plaques, coins and little statuettes, are created and emblazoned with the mission and values. These are then put on every desk throughout the organization. That can mean a lot of chatzkes.

“Horse Manure” is in the title because this is how many a corporate citizen reacts to this topic. Why? Because the connection between whatever is in the mission or values statement is not seen as being relevant to what is going on within the day-to-day operations of the organization. The behavior of the organization and what is described in the organization’s mission or values statement and their BHAGs are not seen as congruent.

Resignation is in the title because it reflects my fear that this article will not make a difference. I fear that leadership teams will still go and write these empty mission and value statements. I am scared that they will continue to be empty rollouts of these pronouncements. My biggest concern is that the mission and values will continue to be irrelevant to day-to-day operations of the business.

Enough of this tirade. It is a downer. But then it does not have to be this way. Let me be extremely positive about the mission, values and BHAGs as a potentially positive aspect of organizational life. I have seen many examples of companies and organizations where the values and mission of the organization form their heart and soul. Hey, get over yourself and your surprise and disbelief at what I am saying. I am anything other than complicated.

At its best, a Mission/Reason for Being, Values and BHAGs give an organization a future to live into. It is the thing that galvanizes and focuses the organization. A small insurance company is a case in point. This is their “Reason for Being” story and how it can galvanize and motivate an organization. It is also a morality tale of how, when a vision is delivered on, there can be implications.

Learn more about Mission/Reason for Being, Values and BHAGs by visiting the CMI Business Planning Website.

Posters, Plaques, Horse Manure & Resignation vs BHAGs, Values & Reason for Being

Mission, Values, Initiatives and Goals

What are their true purpose in an organization?  Follow my blog over the next couple months to read all about this topic.

Read more of my writing at: http://www.cmibusinessplanning.com/news.html