A Leadership Story: Connect To The Mission

In this series, I am reviewing Kouzes & Posner’s five dimensions of leadership, which include:

• Model the Way
• Inspire a Shared Vision
• Challenge the Process
• Enable Others to Act
• Encourage the Heart

Engaged employees need to know they belong to something meaningful that is worthy of their commitment. They need the sense “We are all in this together” and that no barrier should stop them from collectively achieving success over time. They need to know the mission.

Most managers I train know how to find the mission but can’t articulate it. A buried resource is like training that is not applied. Not worthless, but not powerful either. Others know, but don’t see the connection between what they do and the organization’s fundamental purpose. Accountants just account, receptionists receive, maintenance workers maintain. They need leaders to help them rise to the next level.

Years back, I was conducing leadership training for State Fish and Wildlife employees.  I explained that mission statements tell those who care what the organization does for whom. I turned to a maintenance manager and said, “Your agency has a great mission statement!” He answered, “Yeah, it’s all right.” I asked him if he had it memorized. He replied, “Yep – To preserve fish and wildlife for current and future generations.” Impressed, I said, “That must inspire you to do your best work, knowing that purpose.” Intransigent, he responded, “Nah, you do maintenance here, you do maintenance there, it doesn’t really matter where.”

This was not going where I had hoped, so I tried a reverse. (I was not about to let him win this battle. I had 20 other managers watching.)

I asked, “So what is the worst thing you could do to screw up in your job?” That energized his thinking! “I could let the boiler blow,” he mused with amusement. I said, “Well, that’s no big deal. The State of Oregon can afford another boiler….I can see it might be a safety issue, but you could just put up a wall with a sign on it, saying, ‘Stay away. Boiler may blow at anytime.’” Upset, he countered, “No, you don’t get it. If lose the boiler, you lose heat.” I smirked (not something I do very often), “Hey, these are Fish and Wildlife people. They’re used to the out-of-doors. If you lose heat, tell them to put on a jacket.”

Now his dander was up. “No, you don’t get it. You lose heat to the ponds, the fish die!”  I lost my assurance and asked, “So you don’t see any connection between you and the mission of your organization?” He felt trapped, and backed off, demanding, “Wait. I need to think about this.”

When he came back for part two a few weeks later, he came up to me at the break, and asked, “Say, remember our conversation about the mission last week?” “Sure, I do!” I exclaimed. “Well,” he began, “I have been observing people at work this week, all doing important jobs. Some are in suits and ties. But they ain’t worth nothin’ without me. I let the boiler blow and future generations are down the tubes.  I’ve been coming to work with a lot more energy lately. I want to thank you for that.”

That was a great feeling and a great memory for me. People need others to show them how much trouble bad work can cause and how important their good work can mean. And it all starts with a sense of purpose encapsulated in the mission statement.

Who could you help connect and engage to your organization’s mission?

Glen