Now is not the time to be backing away from our organizational Mission and Vision. Now is the time to use them as touchstones to guide our decisions, inform our strategies, and steer the ship through the turbulent waters ahead.
One of my senior leader colleagues used to describe our strategic direction as a compass. A set of principles that we come back to when the way forward seems unclear, foggy, even scary. A tool to help us navigate.
These are challenging times for many organizations and sectors. External forces are disrupting the knowns, creating vast amounts of unpredictability, and upending long held core tenets.
But while one may not have clarity about how things will pan out, and in what time horizon, this is not the time to retreat.
For many organizations I work with, their core Mission focuses on serving the underserved. There are many factors at play that are making that work more challenging than ever. But true to their Mission, they are not questioning their core purpose. Rather they are using their Mission as their guide; they are seeking ways to be innovative and resourceful in order to continue to meet the needs of the underserved despite new external factors.
Another non-profit organization I work with includes within its core purpose: creating an environment for civil discourse. Now is not the time to abandon their true north. But rather to recognize that these times mean they are needed now, more than ever.
For many organizations who aspire to excellence in their sector, their Vision is not useful just in the best of times. Rather, it guides them as leaders to ask: what would the best of the best do in these trying times?
For example, one client, whose vision is to be a model of excellence in their sector, would never consider giving up on that vision.
Why? Because it is the essence of who they are becoming.
Are these challenging times for them? Yes, indeed.
Yet, they are using their Vision to chart their course. To make some bold decisions. To persevere.
Another client seeks to transform lives and communities through innovative services.
Are they throwing in the towel because of factors outside their control? No!
Rather, they are leaning in and seeking ways to innovate. To try things that others aren’t willing to try…to transform the lives of those they serve. To be a leader not a follower.
If instead we back away from our Vision to be the best in our sector or in our region when the going gets tough, who will take notice? Turns out all sorts of folks.
First and foremost, our staff.
Okay, if we’re not striving for the best anymore, then maybe I don’t need to continually look for opportunities for improvement for myself, my unit and the work we do. Maybe when we have final candidates to fill a key position, we’ll settle for the second best and over time our team will become average. Maybe I won’t pursue that certification in my field; or worse, maybe I should find an organization who will applaud me for seeking to be the best.
If we back away from our Vision of best, maybe our customers and our community will begin to wonder…
…if we’re not going to keep the skills and our staff at the top of their game.
Maybe we’ll forgo a leading edge technology that would help customers decipher what is ailing them, and rather hold onto an older piece of equipment into maintenance mode.
Maybe we’re not able to attract top talent anymore because we’ve settled for being just good or very good.
Best inspires action, raising the bar, not being satisfied with good enough.
Best excites me as a staff member. Energizes me. Makes me proud to be on the team.
I want to excel and contribute when together we aspire to be the best.
My colleague, Bryan Williams, shared a gem: the opposite of excellent is not poor; the opposite of excellent is average. I recall fondly our dinner conversation on this very point. Five-star service loathes a four.
I do completely understand that these are very challenging times. The conversations we are having about navigating these choppy waters bring me back to why I got into healthcare and human services work in the first place. To serve. To create systems where people will be better off. To take the limited resources given and make a difference.
And somewhere along the way, and in conjunction with many of you, we determined that excellence was a worthwhile pursuit. Excellence in how we care for our communities. Excellence in how we lead and manage. Excellence in how we demonstrate that our work is making a difference. Excellence is equipping our staff to be at their best. Excellence is making sure our systems and processes are continually evaluated and improved.
Excellence does not need to equate to most expensive, nor luxury.
But rather to continuously improve in the core things that we declared as our vital touchstones. Staying true to our Mission and Vision. Using the compass of our strategic direction to guide us, especially when facing difficult decisions. Having strategic clarity, and using it as a guidepost, for putting our resources where they will best serve our Mission.
Now is not the time to back down.
Now is the time to step up.
These are the moments when our core purpose, mission, vision and values will shine through – if we hold them up, really high (!), to light the way forward.
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Kathy Letendre, President and Founder of Letendre & Associates, advises organizations and leaders to create their excellence advantage.
Contact Kathy by phone or text at 802-779-4315 or via email.