With Peter Drucker's five essential questions and the help of five of today's thought leaders, this little book will challenge readers to take a close look at the very heart of their organizations and what drives them. A tool for self-assessment and transformation, answering these five questions will fundamentally change the way you work, helping you lead your organization to an exceptional level of performance.
Peter Drucker's five questions are:
What is our Mission? with Jim Collins
Who is our Customer? with Phil Kotler
What does the Customer Value? with Jim Kouzes
What are our Results? with Judith Rodin
What is our Plan? with V. Kasturi Rangan
These essential questions, grounded in Peter Drucker's theories of management, will take readers on a exploration of organizational and personal self-discovery, giving them a means to assess how to be--how to develop quality, character, mind-set, values and courage. The questions lead to action. By asking these questions, readers can focus on why they are doing what they are doing in their work, and how to do it better. Designed for today's busy professionals, this brief, clear and accessible book will challenge readers to ask these provocative questions and it will stimulate spirited discussions and action within any organization, inspiring positive change and new levels of excellence, helping all to envision the future of theirs' or any organization.
WHAT IS OUR MISSION?
Peter F. Drucker
* What is the current mission?
* What are our challenges?
* What are our opportunities?
* Does the mission need to be revisited?
Each social sector institution exists to make a distinctive difference
in the lives of individuals and in society. Making this difference
is the mission-the organization's purpose and very
reason for being. Each of more than one million nonprofit organizations
in the United States may have a very different
mission, but changing lives is always the starting point and
ending point. A mission cannot be impersonal; it has to have
deep meaning, be something you believe in-something you
know is right. A fundamental responsibility of leadership is to
make sure that everybody knows the mission, understands it,
Many years ago, I sat down with the administrators of a
major hospital to think through the mission of the emergency
room. As do most hospital administrators, they began
by saying, "Our mission is health care." And that's the wrong
definition. The hospital does not take care of health; the hospital
takes care of illness. It took us a long time to come up
with the very simple and (most people thought) too-obvious
statement that the emergency room was there to give assurance
to the afflicted. To do that well, you had to know what
really went on. And, to the surprise of the physicians and
nurses, the function of a good emergency room in their community
was to tell eight out of ten people there was nothing
wrong that a good night's sleep wouldn't fix. "You've been
shaken up. Or the baby has the flu. All right, it's got convulsions,
but there is nothing seriously wrong with the child."
The doctors and nurses gave assurance.
We worked it out, but it sounded awfully obvious. Yet
translating the mission into action meant that everybody who
came in was seen by a qualified person in less than a
minute. The first objective was to see everybody, almost immediately-because
that is the only way to give assurance.
IT SHOULD FIT ON A T-SHIRT
The effective mission statement is short and sharply focused.
It should fit on a T-shirt. The mission says why you do what
you do, not the means by which you do it. The mission is
broad, even eternal, yet directs you to do the right things
now and into the future so that everyone in the organization
can say, "What I am doing contributes to the goal." So it must
be clear, and it must inspire. Every board member, volunteer,
and staff person should be able to see the mission and say,
"Yes. This is something I want to be remembered for."
To have an effective mission, you have to work out an
exacting match of your opportunities, competence, and
commitment. Every good mission statement reflects all three.
You look first at the outside environment. The organization
that starts from the inside and then tries to find places to put
its resources is going to fritter itself away. Above all, it will
focus on yesterday. Demographics change. Needs change.
You must search out the accomplished facts-things that
have already happened-that present challenges and opportunities
for the organization. Leadership has no choice
but to anticipate the future and attempt to mold it, bearing in
mind that whoever is content to rise with the tide will also
fall with it. It is not given to mortals to do any of these things
well, but, lacking divine guidance, you must still assess
where your opportunity lies.
Look at the state of the art, at changing conditions, at
competition, the funding environment, at gaps to be filled.
The hospital isn't going to sell shoes, and it's not going into
education on a big scale. It's going to take care of the sick.
But the specific aim may change. Things that are of primary
importance now may become secondary or totally irrelevant
very soon. With the limited resources you have-and I don't
just mean people and money but also competence-where
can you dig in and make a difference? Where can you set a
new standard of performance? What really inspires your
MAKE PRINCIPLED DECISIONS
One cautionary note: Never subordinate the mission in order to
get money. If there are opportunities that threaten the integrity
of the organization, you must say no. Otherwise, you sell your
soul. I sat in on a discussion at a museum that had been offered
a donation of important art on conditions that no self-respecting
museum could possibly accept. Yet a few board
members said, "Let's take the donation. We can change the
conditions down the road." "No, that's unconscionable!" others
responded, and the board fought over the issue. They finally
agreed they would lose too much by compromising basic principles
to please a donor. The board forfeited some very nice
pieces of sculpture, but core values had to come first.
KEEP THINKING IT THROUGH
Keep the central question What is our mission? in front of you
throughout the self-assessment process. Step by step you will
analyze challenges and opportunities, identify your customers,
learn what they value, and define your results. When it is
time to develop the plan, you will take all that you have
learned and revisit the mission to affirm or change it.
As you begin, consider this wonderful sentence from a
sermon of that great poet and religious philosopher of the
seventeenth century, John Donne: "Never start with tomorrow
to reach eternity. Eternity is not being reached by small
steps." We start with the long range and then feed back and
say, "What do we do today?" The ultimate test is not the
beauty of the mission statement. The ultimate test is your
WHAT IS OUR MISSION?
What is our mission? Such a simple question-but it goes right
to the heart of the fundamental tension in any great institution:
the dynamic interplay between continuity and change.
Every truly great organization demonstrates the characteristic
of preserve the core, yet stimulate progress. On the one
hand, it is guided by a set of core values and fundamental
purpose-a core mission that changes little or not at all over
time; and, on the other hand, it stimulates progress: change,
improvement, innovation, renewal. The core mission remains
fixed while operating practices, cultural norms, strategies,
tactics, processes, structures, and methods continually
change in response to changing realities. Indeed, the great
paradox of change is that the organizations that best adapt
to a changing world first and foremost know what should
not change; they have a fixed anchor of guiding principles
around which they can more easily change everything else.
They know the difference between what is truly sacred and
what is not, between what should never change and what
should be always open for change, between "what we stand
for" and "how we do things."
The best universities understand, for example, that the
ideal of freedom of inquiry must remain intact as a guiding
precept while the operating practice of tenure goes through
inevitable change and revision. The most enduring churches
understand that the core ideology of the religion must remain
fixed while the specific practices and venues of worship
change in response to the realities of younger generations.
Mission as Drucker thought of it provides the glue that holds
an organization together as it expands, decentralizes, globalizes,
and attains diversity. Think of it as analogous to the principles
of Judaism that held the Jewish people together for
centuries without a homeland, even as they scattered throughout
the Diaspora. Or think of the truths held to be self-evident
in the U.S. Declaration of Independence, or the enduring
ideals of the scientific community that bond scientists from
every nationality together with the common aim of advancing
Your core mission provides guidance, not just about
what to do, but equally what not to do. Social sector leaders
pride themselves on "doing good" for the world, but to be of
maximum service requires a ferocious focus on doing good
only if it fits your mission. To do the most good requires saying
no to pressures to stray, and the discipline to stop doing
what does not fit. When Frances Hesselbein led the Girl
Scouts of the USA, she pounded out a simple mantra: "We
are here for only one reason: to help a girl reach her highest
potential." She steadfastly steered the Girl Scouts into those
activities-and only those activities-where it could make a
unique and significant contribution of value to its members.
When a charity organization sought to partner with the Girl
Scouts, envisioning an army of smiling girls going door to
door to canvass for the greater good, Hesselbein commended
the desire to make a difference, but gave a polite
and firm no. Just because something is a "once-in-a-lifetime
opportunity"-even a once-in-a-lifetime funding opportunity-is
merely a fact, not necessarily a reason to act. If a great opportunity
does not fit your mission, then the answer must be
"Thank you, but no."
The question of mission has become, if anything, even
more important as our world becomes increasingly disruptive
and turbulent. No matter how much the world changes,
people still have a fundamental need to belong to something
they can feel proud of. They have a fundamental need for
guiding values and sense of purpose that give their life and
work meaning. They have a fundamental need for connection
to other people, sharing with them the common bond
of beliefs and aspirations. They have a desperate need for a
guiding philosophy, a beacon on the hill to keep in sight
during dark and disruptive times. More than any time in the
past, people will demand operating autonomy-freedom
plus responsibility-and will simultaneously demand that the
organizations of which they are a part stand for something.
Excerpted from "The Five Most Important Questions You Will Ever Ask About Your Organization" by Peter F. Drucker. Copyright © 0 by Peter F. Drucker. Excerpted by permission. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher. Excerpts are provided solely for the personal use of visitors to this web site.