10 Comments
Sep 15Liked by Svyatoslav Biryulin

It’s an important point as it links up with your Why, and what you do

(btw it’s never too late to craft one)

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Many thanks for the support! It is the most important thing, maybe.

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Highlighting the connection between what someone does at work and how it helps or delights the customer is gold. And you're right - it's not always clear to people. Then they are just turning the handle for a pay check.

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It almost never clear to people unless their higher-ups make a deliberate effort.

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Sep 12Liked by Svyatoslav Biryulin

Such an important point (and a helpful structure to articulate a mission statement)! Whatever form of articulation an organisation chooses (Purpose, Vision, Mission - not all the same of course, but it's the content that matters) it needs to be truthful, believable and inspiring. As you say, most people value reasons to work other than just 'doing the job' or 'earning money' (I had to convince a 'shareholder value' focused CEO of this a few years ago!)

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Many thanks for the comment. I like structures, but I don't worship them. To me, strategy is the set of answer to 25 questions that I described in my book. And I fully agree that mission, purpose and vision must be truthful, believable and inspiring.

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Sep 11Liked by Svyatoslav Biryulin

Appreciated. I needed to hear this now❣️👍🙂

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Many thanks for commenting and restacking!

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In the "Playing to Win" strategy framework, we call the Mission our "Winning Aspiration."

It checks the boxes for giving us something to aspire to and something that inspires everyone who works toward it.

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I loved the personal story in the post, Svyatoslav.

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