Missions and mantras and messages...oh my!

Mission statements. We've all read them. We've all tried to write them. And we've all discovered that, nine times out of ten, they stink.

Why? Because in most cases, companies write mission statements that simply state what they think their customers (or, in some cases, investors) want to hear. They state the company's reason for being, or future goals, but say nothing about what the company actually does FOR it's customers or why. They offer nothing for employees to rally around, no guiding philosophy that ensures everyone is on the same page and working together towards a common end.

Basically, most mission statements sound like they came out of the Dilbert Mission Statement Generator (my favorite: We have committed to conveniently revolutionize competitive catalysts for change in order to synergistically network excellent intellectual capital while promoting employee growth.)

Guy Kawasaki, author of The Art of the Start, suggests replacing mission statements with mantras, a 3-4 word statement that explains to employees why the company exists. He says, "The ultimate test for a mantra (or mission statement) is if your telephone operators (Trixie and Biff) can tell you what it is. If they can, then you’re onto something meaningful and memorable. If they can't, then, well, it sucks."

Developing a good mantra is a great way to escape the hell that meaningless mission statements have become.  To use Kawasaki's example, a mantra of "Healthy fast food" actually conveys a message, whereas “The mission of Wendy’s is to deliver superior quality products and services for our customers and communities through leadership, innovation, and partnerships” says...well, nothing, if all you want is a burger.

As Michel Neray (founder of The Essential Message) said in a presentation last week, "Nobody has ever bought anything because of a mission statement."

But you can't come up with a mantra (or mission statement, or vision statement) if you don't know how your company is truly different. What do you do that makes you stand out? That your competition doesn't do? What needs do you fill, what problems do you solve, that make you valuable to your clients or customers?

That's why we focus on Essential Messages.  We help companies and individuals discover their true differentiation, and communicate it in the most compelling way through all their customer touchpoints - sales, marketing and service. (in case you were wondering, that's our Essential Message - and everyone in the company knows it by heart.) The only thing that counts for customers, employees and other stakeholders is who you are, what you do and the true value you offer. That's an Essential Message.

Your mission, should you choose to accept it: take a good, hard look at your company's mission statement. What is it really saying? Anything? Nothing? Does it effectively communicate your true differentiation to your target market, or is it a "Dilbert"? How could you change it to something more effective - an Essential Message, or a mantra? What do you need to know about your company, your competition and your customers in order to do so? How could you find these things out?