Why Employees Ignore Your Mission Statement

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We have talked before about bad corporate wallpaper, and because we're in the first 30s of the video, I can't swear yet.
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I will later.
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Yeah, sure you will.
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Why don't your employees buy into your mission statement, your core values?
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Why don't they buy into that?
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Because you do.
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Why why why don't you?
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I'm assuming you've seen this where people.
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Oh, absolutely.
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All day long.
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That is what we're going to talk about.
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Stay tuned.
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She's the CEO.
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He's the marketing and operations guy.
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If it's broken, you need the business fix.
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I don't think we're far enough in yet for me to swear yet.
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So we're going to wait another thirty to forty five seconds before I start the swearing.
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But most company, like companies, spend all money.
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Yes, all the money's all the money on.
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Let's get the creatives in and let's get them to write our help us write our mission statements and our core values.
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And You know what I find the most ironic about that?
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Yeah.
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They bring in someone from the outside to tell you about you.
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Correct.
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It never knows who you are.
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Correct.
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The best business consultant ever.
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The person read the website and is like, this is your mission statement and core values.
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Now write me a very large check.
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Yeah, here's who I think you are.
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Oh, I'm gonna give you four personality assessments to your leadership.
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I'm gonna ask six customers what they did.
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Yeah, that's, uh.
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Yeah.
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How's how's things been anyways?
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We're April fools.
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Happy April Fool's Day.
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If you're listening to the day this releases, we are.
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We are actually.
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There's no fooling.
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We're talking about this topic.
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Yes we are.
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Um. This this can't wait.
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This is a very serious topic.
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Uh, of course, coming out on April Fool's Day.
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Is there anything good or exciting going on in life in general, life in general.
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I mean, I've got a senior in high school, so she's getting ready to graduate.
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She picked a college.
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We're good.
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Where?
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Where she's going to the Ohio State.
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And everyone has to put the the.
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Well, she makes me put the.
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Now I'm going to say she's going to Ohio State, the Ohio State mom.
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So I'm like, you know, it's okay.
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After twenty two college applications, a whole bunch of visits, a refusal to absolutely apply to Ohio State, the force of us doing that.
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And then the magical decision, that's where she wants to go.
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I'm like, wow, aren't you glad Mom and Dad forced you to apply to one college?
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But it just made more sense for her.
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So, you know, I don't care.
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I don't have to be on a plane anymore.
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So yeah, no, you can try.
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And from where we're at, we're by Akron.
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I mean, it's roughly two hours.
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It is a little under.
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I mean, we won't talk about how I think it's the most painful drive in the state of Ohio.
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But, you know, Columbus to Cincinnati is much worse because a lot of.
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That's two lanes.
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Oh see, by then I'm just loopy, so I don't care.
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Right.
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No, that's the Columbus to Cincinnati is much worse because like I said, it's only two lanes.
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That's true.
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Um I remember coming home from Cincinnati one time in one of my old.
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I had an old like creeper van.
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It was great and I was doing like ninety miles an hour just with the flow of traffic.
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I mean, it sounded like the Millennium Falcon getting ready to come apart.
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And I'm like, this is sketchy.
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Um, so yeah, it's the racetrack.
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It is a ninety mile an hour, two lane racetrack.
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It's a good time.
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It is.
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I don't Columbus, I don't think is that bad.
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No, no. And it's it's a good excuse to go down for like a day and make a good chunk out of it.
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Exactly.
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So what about you?
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Anything good going on?
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Uh, whether the spotty Ohio weather, I like spring.
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Correct.
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And then second fall.
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Spring.
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Second fall.
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Spring.
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Right.
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Still, here's winter again.
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Um, there's been a couple of motorcycle rides, so that's.
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I'm calmer now.
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Okay.
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That's good.
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You weren't like my middle schooler who was like, I'm not wearing a coat at the very beginning of March.
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And we're like, bad, bad.
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No, don't put that away yet.
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Don't you remember?
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You you've lived here your entire life.
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This is not it's not spring, right?
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He's like, I'm no longer wearing pants.
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I'm only gonna wear shorts.
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And we're like, no, you're not right.
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No, you're you're.
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Don't burn the pants.
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Yeah.
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You're gonna want the pants.
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Yeah.
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Uh, that being said, when we go, like when I think about like the mission statement that we have as a company for me.
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Um, our mission is to build lasting authority and connection for businesses through high value podcast and media production.
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Yeah.
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Was that was that read with the gravitas?
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Very nice.
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And I mean, for us, our like, our core values, I mean, success is a shared thing.
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Yeah, these are super easy things to put into place.
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Yeah.
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For we're, I'm assuming we're going to talk about clarity.
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Yeah.
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What is yeah.
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For clarity.
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We solve insurance and HR headaches.
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That's it.
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Yeah.
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That's it.
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Our purpose statement.
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We provide peace of mind by simplifying the complicated and then our core values, you know, service excellence, community and teamwork.
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It's really simple.
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Do good.
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Be good is our motto.
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Yeah.
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I mean, these are all very simple things.
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They all I there are things that I know your employees can connect with.
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I know they can remember and say, correct.
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They're not hard.
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I mean, for us, I don't have our mission statement in my email signature.
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Yeah, I do have success as a shared thing in my email signature and everyone looks at it and they know it.
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They feel it.
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They, they, they go about it that way.
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Um, the ones that I love and I brought two problem ones here.
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Um, Facebook, their mission statement.
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Um, if you're driving, you may want to pull off to the side of the road and like buckle up, um, Facebook or meta now is to give people the power to share and make the world more open and connected.
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How?
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Right, right.
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By polarizing everyone.
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Correct, correct.
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Um, let's spread as much misinformation as we can.
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That is how we're going to connect people.
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That is how like I, I mean, I never feel angry after getting on Facebook.
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No. Um, I mean, just what a load of horseshit.
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Yeah.
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Um, the other one that I truly love too is Walmart.
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Oh, yeah.
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They say it on their commercials, though.
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They say it on everything.
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I mean, they drill this into people's head.
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We help people save money so they can live better.
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Meanwhile, Walmart employees are, I believe now they're the second largest recipient of government benefits.
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Yeah.
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Because they don't make enough.
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So you want people to live better.
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Except for your employees.
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And then everyone wonders why.
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When I walk into a I won't walk into Walmart, but when I walk into a Walmart, I leave thinking, do I walk out in front of a bus?
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Yeah.
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Um, I you can't feel good about that.
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You just you just oh, it's just terrible.
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It's.
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And to me, that's that disconnect that I see in so many cases where it turns into corporate fluff or we're far enough in, I can say it now.
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Shitty wall art.
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Yes.
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Um, as you have said, the shitty wall art that so many people, they, they pay the consultants to come in and we're gonna, we're going to, we're going to go ahead and creative this out.
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We're going to.
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And that's when all the whiteboards go into the conference room and everyone gets excited, not the consultants get excited.
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Everybody gets a new t shirt.
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They get new bracelets that say the things on them.
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They get a hoodie.
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Oh yeah, new cup.
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Right, right, right.
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All these things.
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And of course, they usually do those in a shitty way too, because in like three weeks you can see that's been scratched off the coffee mug.
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Um, because someone's like, yeah, no, I don't want anything to do with this.
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Yeah.
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Then we've got like the flip side of this.
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Yeah.
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Where I know someone that has mission and mission statements for their family.
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Yeah, I do.
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We do.
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And it's so funny because any post that I see from you, it's in there.
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It is one hundred percent in there.
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I mean, it's not necessarily written out in there.
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Yes, but something of that is in there.
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Yes.
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Um, once again, we're going to the reason why I want to talk about that is obviously this is a subject that you're going to speak really well to.
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Yeah.
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As to how to do it the right way.
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Correct.
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The problem.
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And what I think is great is that you do have that you have that as a driver in your life.
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And that to me is why people need the mission and vision and core value statements.
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Where the hell are we going?
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What are we doing?
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Yeah.
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Now, getting people to buy in, like your twelve year old son.
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Yes.
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Who bought in when he was.
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I'm trying to think when we first did this, he was, I think, four when we started family purpose statement.
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Right?
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Yeah.
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So a little bit of size in at fourteen.
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It's great.
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It's about to say a little bit easier to buy in at four.
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Well, he was a hostage.
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Now he's not.
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He's still a hostage.
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But it's not as big.
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Less of a hostage.
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Eighteen year old, she's still she's still buys in.
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Right.
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So to me, the fact that you've gotten probably two of the toughest people on the planet, teenagers, to buy into this.
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They do that.
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That almost speaks more than getting your employees to buy into this.
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Yeah.
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So that being said, um, like I said, we've seen the shitty wall art.
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Yes.
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Um, why do most of these fail?
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And I mean, like, why, why do employees like do it when the boss is looking?
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Mhm.
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And then depending on which boss it is.
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And then when the boss turns around, goes away.
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Yeah.
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So a couple things I, I think it's really important that we call it crappy wall art.
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So because most mission statements are written up, right?
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They're written for the owner.
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They're written for the board.
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They're written for the website.
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They are not, especially the website, especially the website.
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They are not written down to the people actually doing the work.
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So if you wonder why no one buys in, it's because you wrote it up and you didn't talk to the people downstream to say, hey, do you know what we actually do?
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So tell me what it is you do here at Initech.
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I mean, yeah, if you want to, if you want to truly understand where your organization is and you already have a mission statement, a great test is to is to go to your team and say, hey, what do we do?
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What's our purpose statement or what's our mission statement?
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And if they've been with you for more than like three days and they look at you and go, ah, you have a problem?
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Yes.
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Yeah.
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And I think part of the reason we have that problem is because they fail that reality test around did they did they plan accordingly?
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And I would like to talk about, you know, the three A's of a dead mission statement.
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Did you bring the letter people today?
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I did not.
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I'm disappointed.
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I know they're on the.
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They're on my fridge.
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Are they on your fridge?
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I need photographic evidence on them.
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We need to.
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I'll send a photo.
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We need to put that to Instagram and we'll put it on Instagram.
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Yes, they are on the fridge.
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So the three A's of a dead mission statement are authenticity, alignment and application.
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Ooh, I like those.
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Yeah.
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So the first one, why did they die?
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Because it's not authentic.
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So the question is with authenticity is does leadership actually live it?
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Right.
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Because if your mission statement says integrity but leadership avoids hard conversations, the mission is dead DOA dead mission statement.
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So it goes right back to what we talked about in the nice leader trap.
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If you're nice instead of kind, you're avoiding accountability.
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Your mission statement becomes fiction.
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Do you really want fiction in your mission statement?
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No. Employees don't read that poster.
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They read your behavior.
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Yes.
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So if your actions don't match your adjectives, your mission is marketing, right?
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So let's just be safe.
00:12:29.740 --> 00:12:30.940
Let's just be honest about it.
00:12:30.940 --> 00:12:32.240
Most of the time.
00:12:32.240 --> 00:12:35.340
Your mission statement doesn't mean jack to the people in the organization.
00:12:35.340 --> 00:12:37.306
It's marketing for the people outside of your organization.
00:12:37.306 --> 00:12:37.572
Correct?
00:12:37.572 --> 00:12:40.740
If you want it to go far, it has to do both things.
00:12:40.740 --> 00:12:41.773
Yes.
00:12:41.773 --> 00:12:45.440
And it markets to the people in the organization first.
00:12:45.440 --> 00:12:46.206
All right.
00:12:46.206 --> 00:12:49.306
So the second one's alignment super easy question.
00:12:49.306 --> 00:12:51.206
Does it connect to the work.
00:12:51.206 --> 00:12:53.806
Most mission statements are too abstract.
00:12:53.806 --> 00:12:58.539
Changing the world driving innovation, empowering excellence.
00:12:58.539 --> 00:13:00.806
What the heck does that mean?
00:13:00.806 --> 00:13:07.139
Those are the ones that I love because those, as I like to say, try to blow sunshine where the sun normally does not shine.
00:13:07.139 --> 00:13:11.572
And that means jack squat to Carol, who's reconciling invoices at four forty five on a Tuesday.
00:13:11.572 --> 00:13:13.340
Okay, changing the world.
00:13:13.340 --> 00:13:16.105
I don't think Carol gives a crap about it.
00:13:16.105 --> 00:13:16.440
Carol.
00:13:16.440 --> 00:13:16.940
Carol.
00:13:16.940 --> 00:13:17.840
Carol does not care.
00:13:17.840 --> 00:13:23.206
So if your mission doesn't connect to daily decisions, it can't guide behavior.
00:13:23.206 --> 00:13:25.706
So I think mission should answer.
00:13:25.706 --> 00:13:27.139
What are we doing?
00:13:27.139 --> 00:13:29.539
Who are we helping and why does it matter today?
00:13:29.539 --> 00:13:30.840
Not someday.
00:13:30.840 --> 00:13:34.406
And sometimes, for the sake of simplicity, it can just be.
00:13:34.406 --> 00:13:35.740
What are we doing?
00:13:36.740 --> 00:13:37.940
I think that's perfectly fine.
00:13:37.940 --> 00:13:42.706
Because who you're helping is a given in your mind and a given in the mind of your team members.
00:13:42.706 --> 00:13:43.039
All right.
00:13:43.039 --> 00:13:45.105
We solve insurance and HR headaches.
00:13:45.105 --> 00:13:46.539
That is what we do.
00:13:46.539 --> 00:13:47.572
Headaches are painful.
00:13:47.572 --> 00:13:49.306
We take away pain.
00:13:49.306 --> 00:13:50.206
That's it.
00:13:50.206 --> 00:13:50.940
All right.
00:13:50.940 --> 00:13:52.539
Third is application.
00:13:52.539 --> 00:13:54.173
All right.
00:13:54.173 --> 00:13:56.505
And this is the one that I think sometimes gets hard for people.
00:13:56.505 --> 00:13:57.940
Does it show up in decisions?
00:13:57.940 --> 00:13:59.440
That's the question you're going to ask.
00:13:59.440 --> 00:14:01.340
And this is the one that the leaders often miss.
00:14:01.340 --> 00:14:12.940
So if your mission doesn't show up in how you hire, how you promote people, how you handle mistakes and what you reward, then it's not operational.
00:14:12.940 --> 00:14:13.906
It's ornamental.
00:14:13.906 --> 00:14:17.406
It's just a stupid decoration that nobody likes.
00:14:17.406 --> 00:14:18.406
Ornamental.
00:14:18.406 --> 00:14:19.906
Ornamental.
00:14:19.906 --> 00:14:21.940
And if nothing changes when you take the poster down.
00:14:21.940 --> 00:14:22.972
It was a decoration.
00:14:22.972 --> 00:14:25.306
It wasn't anything of consequence.
00:14:25.306 --> 00:14:31.440
So that's my thought alignment Application authenticity.
00:14:31.440 --> 00:14:37.505
It's interesting because the, the thing that I like about the, the triple A. Yeah.
00:14:37.505 --> 00:14:47.605
Um, besides the towing is, uh, which my vehicle's occasionally need is, uh, it is like you have to have all three of those pieces.
00:14:47.605 --> 00:14:48.173
Yeah.
00:14:48.173 --> 00:14:50.539
Or else it, it matters zero.
00:14:50.539 --> 00:14:53.005
If one of those is missing, don't worry about the other two.
00:14:53.005 --> 00:14:53.373
Exactly.
00:14:53.373 --> 00:14:54.039
Because they don't matter.
00:14:54.039 --> 00:14:56.005
No, I mean, come for me, business consultants.
00:14:56.005 --> 00:14:57.139
I do not care.
00:14:57.139 --> 00:15:00.572
As a business owner, you can easily answer these three questions.
00:15:00.572 --> 00:15:01.373
Yes.
00:15:01.373 --> 00:15:02.806
Does leadership actually live it?
00:15:02.806 --> 00:15:05.306
Does it connect to the work and does it show up in decisions?
00:15:05.306 --> 00:15:08.740
You do not need a consultant to help you figure that out.
00:15:08.740 --> 00:15:12.173
No. You know who would be the best to help you figure that out?
00:15:12.173 --> 00:15:13.605
Oh, who was the woman in accounting?
00:15:13.605 --> 00:15:14.005
You just.
00:15:14.005 --> 00:15:14.440
Betty.
00:15:14.440 --> 00:15:14.906
Carroll.
00:15:14.906 --> 00:15:15.706
Carroll.
00:15:15.706 --> 00:15:16.206
Ask Carroll.
00:15:16.206 --> 00:15:17.440
Ask Carroll in accounting.
00:15:17.440 --> 00:15:17.806
Yeah.
00:15:17.806 --> 00:15:19.773
If you ask Carroll, she will tell you.
00:15:19.773 --> 00:15:20.572
Yeah.
00:15:20.572 --> 00:15:25.306
Your people that have been there, your people that are in the trenches with you, they will tell you if it if it matches.
00:15:25.306 --> 00:15:25.572
Yep.
00:15:25.572 --> 00:15:26.840
Is this in alignment with what we do.
00:15:26.840 --> 00:15:30.306
And they're like, mm, no. If we were like that.
00:15:30.306 --> 00:15:31.940
Would you like being here more?
00:15:31.940 --> 00:15:32.572
Yes.
00:15:32.572 --> 00:15:33.005
Okay.
00:15:33.005 --> 00:15:34.005
Now we have a target.
00:15:34.005 --> 00:15:34.605
Yep.
00:15:34.605 --> 00:15:35.940
So how do you bridge that gap?
00:15:35.940 --> 00:15:38.440
How do you get from what?
00:15:38.440 --> 00:15:39.706
How do you get from.
00:15:39.706 --> 00:15:45.406
We're going to change the world to put in the damn numbers.
00:15:45.406 --> 00:15:46.005
Carol.
00:15:46.005 --> 00:15:46.572
Yeah.
00:15:48.373 --> 00:15:50.139
You translate it, okay.
00:15:50.139 --> 00:15:51.505
Translate Thai and teach.
00:15:51.505 --> 00:15:52.173
Okay.
00:15:52.173 --> 00:15:54.440
So leaders think their job is to state the mission.
00:15:54.440 --> 00:15:58.539
The real job is to translate the mission into decisions and repeat it daily.
00:15:58.539 --> 00:15:59.740
You make it livable.
00:15:59.740 --> 00:16:01.406
So you translate you Thai and you teach.
00:16:01.406 --> 00:16:02.505
So translate.
00:16:02.505 --> 00:16:05.572
You take the big vision and you break it into everyday language.
00:16:05.572 --> 00:16:14.639
Instead of we drive innovation, you're going to say we solve problems faster for our clients so they can grow their business.
00:16:14.639 --> 00:16:15.505
That's it.
00:16:15.505 --> 00:16:17.173
That makes sense, doesn't it?
00:16:17.173 --> 00:16:18.706
It can be simple.
00:16:18.706 --> 00:16:20.940
We provide peace of mind by simplifying the complicated.
00:16:20.940 --> 00:16:23.605
We take hard things that business owners are afraid of.
00:16:23.605 --> 00:16:27.340
HR and insurance and we make it easy for them to do.
00:16:27.340 --> 00:16:28.440
That's it.
00:16:28.440 --> 00:16:29.206
That's simple.
00:16:29.206 --> 00:16:29.539
It is.
00:16:29.539 --> 00:16:30.605
There's no buzzwords.
00:16:30.605 --> 00:16:33.039
No, there don't need to be.
00:16:33.039 --> 00:16:33.505
The.
00:16:33.505 --> 00:16:34.740
And you have to think about it, too.
00:16:34.740 --> 00:16:41.440
When we talk about like jury trials and like, I'm not a lawyer, but like, they talk about how you have to be able to explain it to a fourth grader.
00:16:41.440 --> 00:16:42.206
Yes.
00:16:42.206 --> 00:16:44.240
You have to be able to explain it to a fourth grader.
00:16:44.240 --> 00:16:44.706
Correct.
00:16:44.706 --> 00:16:45.572
In your business.
00:16:45.572 --> 00:16:46.005
Correct.
00:16:46.005 --> 00:16:56.240
I understand that your people are smarter than that, but you have to make it easy for them to understand when they are emotional, when they are charged, when when they're tired.
00:16:56.240 --> 00:16:56.940
Make it easy.
00:16:56.940 --> 00:16:59.840
Not only that, but sometimes we don't speak the same language.
00:16:59.840 --> 00:17:03.572
So if you bring it down to fourth grade level, there's a pretty good chance they're going to get it.
00:17:03.572 --> 00:17:04.339
Exactly.
00:17:04.339 --> 00:17:08.306
So the next thing we do is tie we connect the mission to the person's roles.
00:17:08.306 --> 00:17:11.139
So accounting Carol, it's not just about processing numbers.
00:17:11.139 --> 00:17:13.373
She's protecting cashflow, right?
00:17:13.373 --> 00:17:15.339
Customer service isn't just answering calls.
00:17:15.339 --> 00:17:16.705
They're protecting relationships.
00:17:16.705 --> 00:17:19.639
So the people care more when they see where they fit.
00:17:19.639 --> 00:17:25.639
When you see your part, you're able to adopt the mission more easily, more willingly.
00:17:25.639 --> 00:17:27.039
It's not just make me richer.
00:17:27.039 --> 00:17:27.972
No, it's.
00:17:27.972 --> 00:17:28.772
It's I need you.
00:17:28.772 --> 00:17:30.505
Do these things and we all help each other.
00:17:30.505 --> 00:17:31.972
We all rise together.
00:17:31.972 --> 00:17:33.405
And then the third is to teach.
00:17:33.405 --> 00:17:36.639
So you repeat it constantly at five employees.
00:17:36.639 --> 00:17:38.205
We've talked about this before.
00:17:38.205 --> 00:17:39.173
At five.
00:17:39.173 --> 00:17:40.605
Culture is proximity.
00:17:40.605 --> 00:17:43.339
At twenty five, culture is repetition.
00:17:43.339 --> 00:17:44.572
You have to keep saying it.
00:17:44.572 --> 00:17:52.272
And if you're not saying it weekly, it's not sticking because a mission statement isn't declared once just by decree.
00:17:52.272 --> 00:17:53.806
Everybody knows what it is.
00:17:53.806 --> 00:17:55.605
It is constantly repeated.
00:17:55.605 --> 00:17:57.839
It is taught daily.
00:17:59.073 --> 00:18:00.039
I just like it.
00:18:00.039 --> 00:18:01.039
Here's our mission statement.
00:18:01.039 --> 00:18:01.605
Memorize it.
00:18:01.605 --> 00:18:03.240
Memorize it.
00:18:03.240 --> 00:18:05.839
No, no, that shouldn't be homework.
00:18:05.839 --> 00:18:08.306
No, they should hear it enough that they should just know.
00:18:08.306 --> 00:18:08.972
And they should.
00:18:08.972 --> 00:18:11.306
They should hear it and feel it enough.
00:18:11.306 --> 00:18:12.373
Yes, that it just happens.
00:18:12.373 --> 00:18:14.173
Well, and having it visible within your.
00:18:14.173 --> 00:18:16.873
I do not have a problem with you putting it on your wall.
00:18:16.873 --> 00:18:20.506
I do not have a problem with you posting it in places where people can see.
00:18:20.506 --> 00:18:21.605
I have a problem.
00:18:21.605 --> 00:18:24.839
If you do that and you don't do anything with it, correct.
00:18:24.839 --> 00:18:25.205
That's it.
00:18:25.205 --> 00:18:27.205
You just have to do something with it.
00:18:27.205 --> 00:18:27.673
Correct.
00:18:27.673 --> 00:18:30.605
It's it should be visible on the wall.
00:19:27.826 --> 00:19:29.826
And on the faces.
00:19:29.826 --> 00:19:30.226
Yes.
00:19:30.226 --> 00:19:32.293
In the hearts and minds of your people.
00:19:32.293 --> 00:19:33.526
It's nice.
00:19:33.526 --> 00:19:38.192
We're doing a lot of sunshiney stuff today, but it's important.
00:19:38.192 --> 00:19:39.492
You have to make it mutual.
00:19:39.492 --> 00:19:39.860
Yes.
00:19:39.860 --> 00:19:40.826
Oh, one hundred percent.
00:19:40.826 --> 00:19:42.860
Yeah, one hundred percent.
00:19:42.860 --> 00:19:43.192
Yeah.
00:19:43.192 --> 00:19:49.360
So when it's when it's one sided, you say it's got to be mutual.
00:19:49.360 --> 00:19:49.625
Yeah.
00:19:49.625 --> 00:19:56.726
And I see so many that are this big, fluffy, like we're going to change the world because the CEO is the one that's going to take the credit for all that.
00:19:56.726 --> 00:19:58.425
All the other people are going to be like, what the hell?
00:19:58.425 --> 00:20:00.160
Like I was, I was part of this.
00:20:00.160 --> 00:20:01.593
Why don't I get credit?
00:20:01.593 --> 00:20:05.226
Like, or the business owner did it once ten years ago and it's still the mission.
00:20:07.893 --> 00:20:10.460
You may not even do the same things, but it's still your mission.
00:20:12.026 --> 00:20:16.226
When they when the employee says like, why the hell am I going to buy into this changing the world?
00:20:16.226 --> 00:20:17.860
Because I know you're going to take the credit for it.
00:20:17.860 --> 00:20:18.293
Yeah.
00:20:18.293 --> 00:20:18.992
What?
00:20:18.992 --> 00:20:20.192
Why am I buying into this?
00:20:20.192 --> 00:20:21.226
What's what's in it for me?
00:20:21.226 --> 00:20:21.692
Yeah.
00:20:21.692 --> 00:20:23.593
How do you connect that for them?
00:20:23.593 --> 00:20:25.625
So I think you have to make it mutual.
00:20:25.625 --> 00:20:28.293
I mean, you know, most mission statements can be one sided.
00:20:28.293 --> 00:20:33.360
So it's really about asking the employees and like, what do you need?
00:20:33.360 --> 00:20:34.093
What do you want?
00:20:34.093 --> 00:20:36.293
So you've got to be collaborative with it.
00:20:36.293 --> 00:20:43.160
And I know for us as an organization, we go through, we look at our mission and purpose quarterly and say, is it still in line?
00:20:43.160 --> 00:20:44.893
And we go, yep, still aligns.
00:20:44.893 --> 00:20:46.192
Do our core values still align?
00:20:46.192 --> 00:20:50.293
I mean, not everybody does things the same way that we do, but we run on a cadence where we're just looking at it.
00:20:50.293 --> 00:20:54.960
And every year when we do our we do a two day retreat with our leadership team.
00:20:54.960 --> 00:20:57.425
We're really taking that point to home.
00:20:57.425 --> 00:21:02.360
But I would say when you're translating it to your team, you want to be simple, specific, and shared.
00:21:02.360 --> 00:21:03.660
Oh yeah, super easy.
00:21:03.660 --> 00:21:06.160
So if people can't remember it, they can't repeat it.
00:21:06.160 --> 00:21:06.692
Correct.
00:21:06.692 --> 00:21:08.826
Short beats clever every time.
00:21:08.826 --> 00:21:17.726
I know as an insurance brokerage, there are other brokerages that are like transforming the world, one digital footprint at a time, one blah blah blah blah blah.
00:21:17.726 --> 00:21:22.160
I'm like, come on, we all have insurance in HR headaches like we do not have to make.
00:21:22.160 --> 00:21:24.393
Stop making it sound so fancy and hard.
00:21:24.393 --> 00:21:26.526
This this is not a glamorous thing.
00:21:26.526 --> 00:21:28.826
No. We provide peace of mind by simplifying the complicated.
00:21:28.826 --> 00:21:29.992
We take things that people go.
00:21:29.992 --> 00:21:31.425
Oh, and we make them nice.
00:21:31.425 --> 00:21:32.492
So simple.
00:21:32.492 --> 00:21:33.492
Make it repeatable.
00:21:33.492 --> 00:21:36.460
Make it clear what success actually looks like.
00:21:36.460 --> 00:21:38.492
Solving a headache shared.
00:21:38.492 --> 00:21:41.860
I think this is where, you know, clarity kind of leans in sometimes too.
00:21:41.860 --> 00:21:43.226
This is where you do things with.
00:21:43.226 --> 00:21:44.460
Success is a shared thing.
00:21:44.460 --> 00:21:50.793
So if the mission only benefits revenue ownership and growth metrics, employees are going to disengage.
00:21:50.793 --> 00:21:54.960
If the mission improves their work, their stress, their development solves a problem.
00:21:54.960 --> 00:21:57.026
So they are truly helping a customer.
00:21:57.026 --> 00:21:59.192
They buy in one hundred percent.
00:21:59.192 --> 00:22:04.492
If your mission doesn't make employees lives better, it's not going to make your business better.
00:22:04.492 --> 00:22:08.625
And then specific, vague missions don't guide behavior, right?
00:22:08.625 --> 00:22:11.625
No, because like, how am I supposed to change the world?
00:22:11.625 --> 00:22:15.093
Make it clear exactly what success looks like.
00:22:15.093 --> 00:22:17.360
The world's changed.
00:22:17.360 --> 00:22:18.393
The world has changed.
00:22:18.393 --> 00:22:19.460
World has changed.
00:22:19.460 --> 00:22:19.793
That's.
00:22:19.793 --> 00:22:21.492
That's how I. That's how I'm successful.
00:22:21.492 --> 00:22:21.960
The world.
00:22:21.960 --> 00:22:24.059
The world has now changed and I'm done.
00:22:24.059 --> 00:22:25.293
I'm going to punch out and go home.
00:22:25.293 --> 00:22:25.893
Thanks.
00:22:25.893 --> 00:22:27.460
No, it's not how it works.
00:22:27.460 --> 00:22:32.093
So I talked a little about the visioning piece of how you put it together.
00:22:33.192 --> 00:22:34.692
Let's talk about operations.
00:22:34.692 --> 00:22:37.625
So, Josh, that's me.
00:22:37.625 --> 00:22:46.826
Yeah, it is you and I know because both of us have been in meetings with people who have terrible mission, vision and values.
00:22:46.826 --> 00:22:47.425
I think that's it.
00:22:47.425 --> 00:22:48.026
Yes.
00:22:48.026 --> 00:22:56.960
So whether it has been organizations that we volunteered in, organizations that we have worked for, organizations that we've consulted for, they are just I think we just have a lot of trauma around it.
00:22:56.960 --> 00:22:57.593
But.
00:23:00.059 --> 00:23:02.160
I put well put.
00:23:02.160 --> 00:23:05.826
How do you take a mission statement and actually operationalize it?
00:23:05.826 --> 00:23:11.992
So like making sure that marketing promise isn't just creating more cognitive dissonance for the team and they're not banging their head against the wall.
00:23:11.992 --> 00:23:14.526
Yeah, because I have, I have a wonderful example of this.
00:23:14.526 --> 00:23:15.526
I'm sure you do.
00:23:15.526 --> 00:23:27.793
There's times where we are in like where someone says, like, I've been in company meetings and they've said their mission and vision statements, and I start looking around the room like, am I, am I in the right place?
00:23:27.793 --> 00:23:28.425
Right?
00:23:28.425 --> 00:23:30.360
AM I somehow in the wrong place?
00:23:30.360 --> 00:23:32.692
Disney World, right?
00:23:32.692 --> 00:23:33.692
Oh my gosh.
00:23:33.692 --> 00:23:43.360
To me, it's the biggest thing is like the, you have to look at your operating procedures and make sure that they are aligned with the mission.
00:23:43.360 --> 00:23:50.293
Too many people are like, okay, for our operating procedures, we are going from point A to point B, yeah, as quick as we can.
00:23:50.293 --> 00:23:55.960
And that may completely bypass your actual mission.
00:23:55.960 --> 00:24:03.826
Like if your mission is quality first, but your operational stuff is geared towards get, get it done, get it done, get it done, get it done, get it done.
00:24:03.826 --> 00:24:11.793
And I see it so many times where people talk about like, hey, quality is job number one and we're stamping out fifteen thousand of these an hour do more.
00:24:11.793 --> 00:24:12.726
Right?
00:24:12.726 --> 00:24:14.393
Um, that's not alignment.
00:24:14.393 --> 00:24:14.860
Right.
00:24:14.860 --> 00:24:19.492
So it's making sure that your operations align with what you're trying to say.
00:24:19.492 --> 00:24:23.593
Because the problem is, is everyone says we want to be customer service number one, right?
00:24:23.593 --> 00:24:26.293
But do you do things to make customer service number one?
00:24:26.293 --> 00:24:29.992
Or do you just say once again, speed, speed, speed?
00:24:29.992 --> 00:24:34.259
The same thing is realize that you don't need to be the Rolex.
00:24:34.259 --> 00:24:36.093
You don't need to be the Rolls-Royce.
00:24:36.093 --> 00:24:40.026
You don't need to be this top end quality.
00:24:40.026 --> 00:24:44.526
There's room for all sorts of different levels of quality.
00:24:44.526 --> 00:24:44.960
Yeah.
00:24:44.960 --> 00:24:45.526
Not.
00:24:45.526 --> 00:24:50.992
There's a reason why I probably besides the the numbers involved with it, why don't drive a Rolls Royce.
00:24:50.992 --> 00:24:57.692
There is a reason why I don't have a Rolex and probably why I wouldn't ever have a Rolex.
00:24:57.692 --> 00:24:58.860
It's just not what matters to me.
00:24:58.860 --> 00:24:59.860
It's not what's important to me.
00:24:59.860 --> 00:25:03.026
It's about delivering the right value for the right customers.
00:25:03.026 --> 00:25:03.460
Yes.
00:25:03.460 --> 00:25:06.625
So make sure that your SOPs align with that.
00:25:06.625 --> 00:25:11.093
Um, every SOP should have a Y attached to it.
00:25:11.093 --> 00:25:17.492
Like, like every piece of that SOP, you should be able to tie back to the mission and say, how does how does this affect this?
00:25:17.492 --> 00:25:20.625
How does this play in with our mission statement?
00:25:20.625 --> 00:25:21.793
Does it fix it?
00:25:21.793 --> 00:25:22.960
Does it do the things?
00:25:22.960 --> 00:25:23.692
Yeah.
00:25:23.692 --> 00:25:26.160
So many times it does not go ahead.
00:25:26.160 --> 00:25:28.026
Well, and I was going to say I had an example.
00:25:28.026 --> 00:25:29.093
I was on the way here.
00:25:29.093 --> 00:25:30.160
I was hearing.
00:25:30.160 --> 00:25:38.893
So Klarna, the online company last year, they decided they were going to be operationally efficient, got rid of all their customer service people and automated it.
00:25:38.893 --> 00:25:41.860
Now they are slowly bringing customer service people back.
00:25:41.860 --> 00:25:45.093
Service was one of the things that's in their like core values.
00:25:45.093 --> 00:25:50.860
So it's like when you're going to make an operational decision, can you also make sure that you're aligned with your values as you're doing it?
00:25:50.860 --> 00:25:58.593
Because we care about the customer and we got rid of all of the customer service people that could help answer the customer questions like, oh, this is a problem.
00:25:58.593 --> 00:26:01.826
The fact that it took them a year to figure out that it was a bad idea.
00:26:01.826 --> 00:26:06.293
I got questions, but like, I think it goes to your point about you've got to be aligned.
00:26:06.293 --> 00:26:10.293
Yeah, you have like every decision you need to look at how does this fit with this?
00:26:10.293 --> 00:26:13.793
Otherwise you're you're making knee jerk random decisions.
00:26:13.793 --> 00:26:21.026
To me, it's the the other piece to that that so many people miss is if you don't have the operating procedures in place.
00:26:21.026 --> 00:26:21.893
Yes.
00:26:21.893 --> 00:26:23.793
You're not repeatable.
00:26:23.793 --> 00:26:35.625
Therefore, like if you I give McDonald's as an example because especially if you've watched the the movie about Ray Kroc, you realize how ridiculous he was about this.
00:26:35.625 --> 00:26:38.625
But that's what it took to build that empire.
00:26:38.625 --> 00:26:39.026
That is.
00:26:39.026 --> 00:26:39.293
Yes.
00:26:39.293 --> 00:26:42.992
That is the reason why he totally changed fast food.
00:26:42.992 --> 00:26:45.059
McDonald's does not have the best burger.
00:26:45.059 --> 00:26:46.492
No, but it's consistent.
00:26:46.492 --> 00:26:48.460
You know exactly what you're going to get.
00:26:48.460 --> 00:26:55.360
And it doesn't matter if you get it here or on the other side of the country, you are going to get the exact same thing.
00:26:55.360 --> 00:26:55.726
Yes.
00:26:55.726 --> 00:27:00.192
Your, your SOPs need to set that up within your mission.
00:27:00.192 --> 00:27:11.160
Now, the other thing that I like about this too, and you made a great point to it, is most companies, they market their sparkly new mission to the world before they sell it to their team.
00:27:11.160 --> 00:27:16.692
And even they, they give their team the sweatshirt and they think that's how you market it to them.
00:27:16.692 --> 00:27:18.093
Yeah, they'll get it by osmosis.
00:27:18.093 --> 00:27:21.793
If everyone's wearing the same shirt, they'll read it enough and then they'll like it.
00:27:21.793 --> 00:27:22.692
That's not true.
00:27:24.460 --> 00:27:25.660
If it doesn't work that way.
00:27:25.660 --> 00:27:29.992
If it's on every coffee mug in this facility where everybody else also wears the same thing.
00:27:29.992 --> 00:27:30.526
Prison.
00:27:30.526 --> 00:27:31.593
Don't do that.
00:27:36.226 --> 00:27:37.160
Just saying.
00:27:38.192 --> 00:27:38.492
Yeah.
00:27:38.492 --> 00:27:41.793
Don't put numbers on on your.
00:27:41.793 --> 00:27:48.860
So yeah, I mean, to me the problem is, is so many people, they market stuff at the last minute.
00:27:48.860 --> 00:27:51.026
And this is marketing across the board.
00:27:51.026 --> 00:27:51.793
I see it all the time.
00:27:51.793 --> 00:27:52.893
There's an event coming up.
00:27:52.893 --> 00:27:54.460
Oh, we should market this.
00:27:54.460 --> 00:27:56.692
You're a week out from your event.
00:27:56.692 --> 00:27:59.460
Like you needed to start marketing this a year ago.
00:27:59.460 --> 00:28:00.425
Yeah.
00:28:00.425 --> 00:28:05.893
The way that you are going to market this is by scaling the truth within your company.
00:28:05.893 --> 00:28:11.759
It starts with the message internally and once again has to go down by osmosis.
00:28:11.759 --> 00:28:13.226
And then you can give him the mug.
00:28:13.226 --> 00:28:13.759
Yes.
00:28:13.759 --> 00:28:15.460
Don't give him the mug first.
00:28:15.460 --> 00:28:27.526
Make them feel it and then give them the mug where they're going to be like, oh, hey, the saying on this seems to be it seems to describe this place, not they get the mug and go, who the hell is this about?
00:28:27.526 --> 00:28:28.425
Oh, us.
00:28:30.960 --> 00:28:32.826
I don't believe that.
00:28:32.826 --> 00:28:34.059
It's the.
00:28:34.059 --> 00:28:37.093
And the test that I always like to do is like the eyes test.
00:28:37.093 --> 00:28:43.360
The spark test is like if you walk into a customer service, a customer first place.
00:28:43.360 --> 00:28:44.125
Yeah.
00:28:44.125 --> 00:28:49.759
And everyone looks, looks like they're five minutes away from putting a hole in the wall that's shaped a lot like them.
00:28:49.759 --> 00:28:50.492
Yeah.
00:28:50.492 --> 00:28:55.425
And I mean, I see it, I'm going to use some of the, some once again bank examples.
00:28:55.425 --> 00:29:00.960
Um, you see some tellers like, oh, I'm going to try and look busy so I don't have to take care of this guy.
00:29:00.960 --> 00:29:04.860
Now, granted, it could just be because I'm walking in the bank and they don't want to scare me.
00:29:04.860 --> 00:29:07.726
But you always has questions, Right.
00:29:07.726 --> 00:29:08.559
Right.
00:29:08.559 --> 00:29:09.093
Why?
00:29:09.093 --> 00:29:09.726
Why?
00:29:09.726 --> 00:29:12.925
How did the decimal point get this far to the right?
00:29:12.925 --> 00:29:17.360
But really, you see it all the time in the way that people approach things.
00:29:17.360 --> 00:29:20.692
Um, recently, I mean, it was at a restaurant.
00:29:20.692 --> 00:29:21.960
No one was at the front.
00:29:21.960 --> 00:29:25.259
They talked about how it's supposed to be a great time there.
00:29:25.259 --> 00:29:28.692
There was no host or host or hostess at the front.
00:29:28.692 --> 00:29:29.226
Yes.
00:29:29.226 --> 00:29:30.726
And I'm like, wow.
00:29:30.726 --> 00:29:35.925
I mean, to to not be greeted when I walked in the door, but like, hi, thanks for coming on in.
00:29:35.925 --> 00:29:36.492
Yes.
00:29:36.492 --> 00:29:43.059
Um, once again, I'm instantly like, okay, this their mission about this doesn't work.
00:29:43.059 --> 00:29:48.226
Um, once again, if the marketing says we care, your Klarna example's perfect for this.
00:29:48.226 --> 00:29:53.460
If their marketing is like we care about you can please continue to hold.
00:29:53.460 --> 00:29:59.559
I, I it drives me nuts when I call some place and they're like, we care about your business.
00:29:59.559 --> 00:30:00.759
Please continue to hold.
00:30:00.759 --> 00:30:07.625
And I'm like, you've said that every fifteen seconds for the last Eight minutes.
00:30:07.625 --> 00:30:11.660
I don't care how nice the person is on the other end of the line, they are getting an earful.
00:30:11.660 --> 00:30:12.326
Yes.
00:30:12.326 --> 00:30:21.492
Um, so yeah, it's one of those things where if your marketing says we care and the operation is thirty minutes on hold, you're not only telling your customers that your mission doesn't matter.
00:30:21.492 --> 00:30:24.160
Your internal people are the same thing.
00:30:24.160 --> 00:30:25.559
One hundred percent the same thing.
00:30:25.559 --> 00:30:30.492
Because if you're willing to tell your customers the most, like the probably the second most important people, this.
00:30:30.492 --> 00:30:31.960
Yes.
00:30:31.960 --> 00:30:33.026
What?
00:30:33.026 --> 00:30:36.625
It drives me absolutely nuts.
00:30:36.625 --> 00:30:43.425
Now, on the flip side of this, I'm going to talk about a local grocer, Leach's meats and sweets.
00:30:43.425 --> 00:30:44.326
Okay.
00:30:44.326 --> 00:30:47.026
I walk in the people there.
00:30:47.026 --> 00:30:48.425
Hey, how's it going?
00:30:48.425 --> 00:30:51.559
Yeah, they all jokingly kind of complained.
00:30:51.559 --> 00:30:52.660
It's another day at work.
00:30:52.660 --> 00:30:56.226
Yeah, they're happy to see they like being there, right?
00:30:56.226 --> 00:30:56.526
Yes.
00:30:56.526 --> 00:30:56.826
Right.
00:30:56.826 --> 00:30:57.160
They would.
00:30:57.160 --> 00:30:59.925
Would they rather be at home on the couch watching Netflix, maybe.
00:30:59.925 --> 00:31:01.026
Yes.
00:31:01.026 --> 00:31:02.093
In the same sense.
00:31:02.093 --> 00:31:05.559
You go walking in there and they're like, hey, good to see you.
00:31:05.559 --> 00:31:07.826
Totally, totally different mindset.
00:31:07.826 --> 00:31:08.425
Yeah.
00:31:08.425 --> 00:31:12.692
I mean, it's once again and you walk in, it's palpable.
00:31:12.692 --> 00:31:13.492
Yeah.
00:31:13.492 --> 00:31:16.125
Um, they're yelling from across the room.
00:31:16.125 --> 00:31:17.726
Hey, how's it going?
00:31:17.726 --> 00:31:25.259
And I mean, yes, there's this palpable feeling of like, oh, they genuinely care about the service they offer.
00:31:25.259 --> 00:31:30.660
We don't see that in so many places that say they actually care.
00:31:30.660 --> 00:31:31.259
Mhm.
00:31:31.259 --> 00:31:39.492
Um, the other thing is you have to be like, you have to put the return on investment in the mission.
00:31:39.492 --> 00:31:39.860
Yes.
00:31:39.860 --> 00:31:46.293
How does it like the mission has to remove what I like to call the operational debt or fires from the employees.
00:31:46.293 --> 00:31:47.026
Okay.
00:31:47.026 --> 00:31:49.160
Um, same thing you alluded to with this.
00:31:49.160 --> 00:31:57.559
Just from an operational standpoint, it is the if we do this, this is going to make your job easier or this is going to make your job more fulfilling.
00:31:57.559 --> 00:32:05.160
If we keep this in mind, we are constantly looking at moving things around, moving tasks around in our organization.
00:32:05.160 --> 00:32:07.425
We. I mean, there are certain.
00:32:07.425 --> 00:32:09.093
There are certain ones that like editing more.
00:32:09.093 --> 00:32:09.960
There are certain ones that.
00:32:09.960 --> 00:32:10.226
Right.
00:32:10.226 --> 00:32:11.059
Like writing more.
00:32:11.059 --> 00:32:14.625
There are certain ones that like the social media side more.
00:32:14.625 --> 00:32:17.160
Do they all still have to do some of the same stuff?
00:32:17.160 --> 00:32:17.526
Yes.
00:32:17.526 --> 00:32:26.026
There's, there's, they're all doing the three main things, but we're trying to weight them accordingly to make sure that, oh, hey, you really enjoy this.
00:32:26.026 --> 00:32:28.425
Well, I want to make sure that you do this.
00:32:28.425 --> 00:32:32.759
Um, that is making sure that they're successful in this.
00:32:32.759 --> 00:32:35.860
And it's that once again, we're still accomplishing that mission.
00:32:35.860 --> 00:32:37.226
We're taking the roadblocks out.
00:32:37.226 --> 00:32:38.860
We're doing those other things.
00:32:40.692 --> 00:33:24.222
I'm excited to talk about our little collaborative pieces here because I think these are going to end up being hilarious.
00:33:24.222 --> 00:33:24.889
Yeah.
00:33:26.889 --> 00:33:32.155
Um, the, the poster on the wall audit.
00:33:32.155 --> 00:33:33.190
Yeah.
00:33:33.190 --> 00:33:36.389
And now I occasionally send to you some of those demotivational things.
00:33:36.389 --> 00:33:40.155
I love those, um, those are some of those demotivational posters are my favorite.
00:33:40.155 --> 00:33:46.355
I still remember I was like ten years old and someone at my dad's office had one that said it had all the hands in the center.
00:33:46.355 --> 00:33:49.789
It said teamwork because none of us is as dumb as all of us.
00:33:50.789 --> 00:33:52.690
As soon as I saw that, I thought yes.
00:33:52.690 --> 00:33:56.589
So hopefully if you have those posters up in your office as satire, great.
00:33:56.589 --> 00:33:57.690
Don't look at those.
00:33:57.690 --> 00:34:03.289
But my question is, is like, if you took down if you took the mission statement down today.
00:34:03.289 --> 00:34:04.556
Yeah.
00:34:04.556 --> 00:34:06.389
Would anything change?
00:34:06.389 --> 00:34:10.755
Like if you took that poster off the wall, would anything change?
00:34:10.755 --> 00:34:18.389
Um, or if like you, could you easily change your mission statement one hundred and eighty degrees?
00:34:19.623 --> 00:34:23.190
Because if you can change it one hundred and eighty degrees, then it wasn't a mission statement the first place.
00:34:23.190 --> 00:34:24.289
It was never there.
00:34:24.289 --> 00:34:25.090
That's my thought.
00:34:25.090 --> 00:34:26.056
Yeah, I'm the same way.
00:34:26.056 --> 00:34:27.490
It's not like, is it?
00:34:27.490 --> 00:34:29.423
Is it operational or is it optional?
00:34:29.423 --> 00:34:31.956
I think is the discussion thought.
00:34:31.956 --> 00:34:41.289
And my piece is if we take it off the wall And I'm like, hey, what's our, what's our purpose statement?
00:34:41.289 --> 00:34:42.655
And they can't say it.
00:34:42.655 --> 00:34:49.355
And that tells me that I haven't done a good job because we talk, we talk about it all the time as an organization.
00:34:49.355 --> 00:34:57.255
So I think that it's really about if you're not modeling what you mandate, if you're not continuing to, to repeat it and scale it, that's where the issue is.
00:34:57.255 --> 00:35:02.222
Like it's just wall art if you don't do the things around it.
00:35:02.222 --> 00:35:03.822
So one other.
00:35:03.822 --> 00:35:05.655
No, I, I wholeheartedly agree.
00:35:05.655 --> 00:35:09.190
And I see where people are like, okay, we're changing our mission statement.
00:35:09.190 --> 00:35:12.589
And I'm like, okay, you can, you can do that.
00:35:12.589 --> 00:35:13.389
Yeah.
00:35:13.389 --> 00:35:16.589
Mission statement should never change in my book, though.
00:35:16.589 --> 00:35:17.889
They should evolve.
00:35:17.889 --> 00:35:18.755
I agree.
00:35:18.755 --> 00:35:20.556
You you can, I agree.
00:35:20.556 --> 00:35:21.489
Ten degrees.
00:35:21.489 --> 00:35:21.989
Sure.
00:35:21.989 --> 00:35:23.155
More than ten degrees.
00:35:23.155 --> 00:35:26.355
You should be making two millimeter shifts at the most.
00:35:26.355 --> 00:35:32.822
And if you're like, I would think if I went in and I said, I'm going to blow up our mission statement or purpose statement, they'd be like, why?
00:35:32.822 --> 00:35:34.955
Like, we know, we, we like it.
00:35:34.955 --> 00:35:36.556
We don't know why we do.
00:35:36.556 --> 00:35:37.289
What are you going to do?
00:35:37.289 --> 00:35:38.422
And I'm like, no, no, no, no.
00:35:38.422 --> 00:35:41.556
Like there would be I think there'd be some confusion in questions.
00:35:41.556 --> 00:35:45.989
They might do it because we've got a lot of trust, but like there's no reason to.
00:35:45.989 --> 00:35:49.755
I want friction around like we need to be something different.
00:35:49.755 --> 00:35:53.455
If you go, we're changing the statement and they're like, well, we didn't even know it was in the first place.
00:35:53.455 --> 00:35:57.255
Like you have congratulations, you're a failure.
00:35:57.255 --> 00:35:58.355
You have shitty wall art.
00:35:58.355 --> 00:36:02.589
Nobody like that's the that's the issue is like, ask yourself, do people even care?
00:36:02.589 --> 00:36:02.889
Yeah.
00:36:02.889 --> 00:36:07.255
And if people if you're like, I don't think anybody would care, that's a problem.
00:36:07.255 --> 00:36:07.755
Yeah.
00:36:07.755 --> 00:36:08.855
Throw out the coffee mugs.
00:36:08.855 --> 00:36:09.222
Yeah.
00:36:09.222 --> 00:36:13.189
And the hoodies have a big hoodie burning party out in the parking lot.
00:36:13.189 --> 00:36:13.422
Yeah.
00:36:13.422 --> 00:36:21.589
I mean, I think a great again, I said it earlier, a great gauge of where your employee engagement is is do you know our purpose statement?
00:36:21.589 --> 00:36:22.689
Do you know our mission statement?
00:36:22.689 --> 00:36:24.389
Whichever one you use, we use them.
00:36:24.389 --> 00:36:25.622
We use both.
00:36:25.622 --> 00:36:32.822
Um, if you can quiz people and they can tell you or they can give you a good summary of what you do, you're winning.
00:36:32.822 --> 00:36:35.822
If they're like, if they look at you and then go back to their work.
00:36:35.822 --> 00:36:38.622
Or they, like you can tell they're like deer in the headlights.
00:36:38.622 --> 00:36:39.655
You have a problem.
00:36:39.655 --> 00:36:41.055
Yeah.
00:36:41.055 --> 00:36:42.955
And don't hire a consultant to fix that problem.
00:36:42.955 --> 00:36:45.455
It's your problem.
00:36:45.455 --> 00:36:46.222
Yours.
00:36:47.389 --> 00:36:49.055
If you need guidance on it, fine.
00:36:49.055 --> 00:36:52.422
But somebody else cannot tell you what you do know.
00:36:52.422 --> 00:36:53.355
No, it's got to be.
00:36:53.355 --> 00:36:55.089
You know, you get so frustrated.
00:36:55.089 --> 00:37:01.855
Let me just as someone who has paid a lot of consultants and I get frustrated at some point in time because I look at them and I go, you don't know my business the way I do.
00:37:01.855 --> 00:37:06.289
I'm like, oh crap, yeah, I've done that several times.
00:37:06.289 --> 00:37:14.422
The other thing is too, is like, you ask the people that do the things, like the consultants that you need are the ones that you're already paying on a weekly basis.
00:37:14.422 --> 00:37:15.155
Yes.
00:37:15.155 --> 00:37:15.789
Yeah, yeah.
00:37:15.789 --> 00:37:24.889
And the ones that help you shape the path, but they're not like, this is not, they're not going to come down from a mountain with stone tablets and give you something new and it's not going to happen.
00:37:26.589 --> 00:37:29.055
All I could think of was Michael Scott declaring bankruptcy.
00:37:29.055 --> 00:37:31.589
At that point, I declare bankrupt.
00:37:31.589 --> 00:37:32.389
Yeah.
00:37:32.389 --> 00:37:48.055
Um, speaking of which, hopefully that's not the case, because what I want to ask about like mission statement, vision statements, million dollars, ten million dollars, they the same core doesn't change, but you have to deepen your clarity.
00:37:48.055 --> 00:37:48.589
All right.
00:37:48.589 --> 00:37:55.189
So at a million, the mission is intuitive and at ten million it has to be intentional.
00:37:55.189 --> 00:38:00.755
I agree, so more people means more interpretation and more interpretation creates more inconsistency.
00:38:00.755 --> 00:38:04.022
So you have to be really consistent.
00:38:04.022 --> 00:38:05.489
We used to have a longer mission statement.
00:38:05.489 --> 00:38:06.889
We don't anymore.
00:38:06.889 --> 00:38:19.422
There is a reason why I talk about operations and building the operations no matter where you're at, because once again, if you are open to interpretation, that's where you run into issues.
00:38:19.422 --> 00:38:24.422
When you are scaling from one to ten to twenty million, is that's where you're going to get those issues.
00:38:24.422 --> 00:38:25.755
Yes.
00:38:25.755 --> 00:38:38.222
Um, the other one that I like to is, and this is why we once again, I always joke that you have this clear and kind way of saying things and I am direct.
00:38:38.222 --> 00:38:38.755
Yeah.
00:38:38.755 --> 00:38:39.689
There.
00:38:39.689 --> 00:38:41.822
I don't want to say synonyms.
00:38:41.822 --> 00:38:50.855
Um, people like most people would probably rather have the here you go from you rather than the slap in the face from me.
00:38:50.855 --> 00:38:52.089
You hand it to them.
00:38:52.089 --> 00:38:52.355
Yeah.
00:38:52.355 --> 00:38:54.689
I slap them around with it like it's a dead fish.
00:38:54.689 --> 00:38:55.055
Yeah.
00:38:55.055 --> 00:38:56.989
Um, yeah you do.
00:38:56.989 --> 00:39:00.822
That being said, I know my answer.
00:39:00.822 --> 00:39:05.655
Why do you feel a short, maybe a little bit ugly and honest?
00:39:05.655 --> 00:39:10.255
Mission statement is better than the long beautiful.
00:39:10.255 --> 00:39:13.755
Like the woo woo statement.
00:39:13.755 --> 00:39:15.155
Yeah.
00:39:15.155 --> 00:39:16.955
Fluff feels good in a room.
00:39:16.955 --> 00:39:18.689
Does not it does.
00:39:18.689 --> 00:39:19.622
It feels good in the room.
00:39:19.622 --> 00:39:23.822
When you're dealing with a board or you're dealing with people that like, just want you to feel smart.
00:39:23.822 --> 00:39:24.355
It's fine.
00:39:24.355 --> 00:39:25.755
It feels good for a second.
00:39:25.755 --> 00:39:29.655
Directness really works in the real world and it works with your people.
00:39:29.655 --> 00:39:34.722
So I mean, yeah, the prettier the mission statement, probably the more impressed your board is going to be.
00:39:34.722 --> 00:39:36.589
Honest ones really guide behavior.
00:39:36.589 --> 00:39:43.522
Yeah, I see it less snark and sarcasm like I. Yes, I have an airline one.
00:39:43.522 --> 00:39:45.222
You can guess who it is, I don't know.
00:39:45.222 --> 00:39:47.822
I do know who it is, but I'm not going to say because I don't need them to yell at me.
00:39:47.822 --> 00:39:49.189
Um, to connect the world.
00:39:49.189 --> 00:39:55.122
Creating opportunities, fostering understanding, expanding horizons by connecting people and communities to each other in their own potential.
00:39:55.122 --> 00:39:57.855
How about you just say we help people get where they need to go?
00:39:57.855 --> 00:39:59.289
Like, what is that for?
00:39:59.289 --> 00:40:00.222
Fly the airplane.
00:40:00.222 --> 00:40:02.255
Fly the airplane.
00:40:02.255 --> 00:40:02.489
Yeah.
00:40:02.489 --> 00:40:06.655
No. To me, like when I see stuff like that, I instantly.
00:40:06.655 --> 00:40:10.589
And I'm just going to say this flatly, my bullshit meter just gets pegged.
00:40:10.589 --> 00:40:11.822
It's fluff.
00:40:11.822 --> 00:40:12.722
It is fluff.
00:40:12.722 --> 00:40:13.822
Connecting the world.
00:40:13.822 --> 00:40:14.222
Really?
00:40:14.222 --> 00:40:16.889
Because I waited on hold for forty five minutes on Sunday.
00:40:16.889 --> 00:40:18.722
Because you couldn't connect to an operator.
00:40:18.722 --> 00:40:21.822
I'm not not feeling real connected here.
00:40:21.822 --> 00:40:23.689
Not feeling real connected here.
00:40:23.689 --> 00:40:29.022
No, I totally and I mean, obviously, like I'm not going to have a fluffy statement about anything.
00:40:29.022 --> 00:40:30.722
No, no. If someone.
00:40:30.722 --> 00:40:35.455
I guarantee if I made a fluffy statement about something, people would be like, are you feeling okay?
00:40:35.455 --> 00:40:36.789
Are you having a stroke?
00:40:36.789 --> 00:40:42.022
Um, so yeah, that to me, and it's one of those things where if it's fluffy, you can't execute on it.
00:40:42.022 --> 00:40:45.189
No, if it's direct, I can execute on direct things.
00:40:45.189 --> 00:40:46.822
I cannot execute on fluff.
00:40:46.822 --> 00:40:48.789
No. Unicorns are not executed.
00:40:48.789 --> 00:40:50.089
I mean, be direct.
00:40:50.089 --> 00:40:50.455
Yeah.
00:40:50.455 --> 00:40:53.255
Like we develop technology that keeps people moving.
00:40:53.255 --> 00:40:54.122
That makes sense.
00:40:54.122 --> 00:40:54.289
Sure.
00:40:54.289 --> 00:40:55.289
That's not fluffy.
00:40:55.289 --> 00:40:56.822
No. It's Goodyear.
00:40:56.822 --> 00:40:57.289
Yeah.
00:40:57.289 --> 00:40:57.922
That's it.
00:40:57.922 --> 00:40:58.222
Yep.
00:40:58.222 --> 00:40:59.589
Simple.
00:40:59.589 --> 00:41:01.489
Uh, couple of key takeaways.
00:41:01.489 --> 00:41:05.489
Um, I love the coffee shop test.
00:41:05.489 --> 00:41:10.489
Ask them what the company's goal is in their own words.
00:41:10.489 --> 00:41:15.455
Yeah, I'm okay if they mangle the statement, as long as they have the idea.
00:41:15.455 --> 00:41:20.189
As long as I can draw a line from point A to point B without too many curves.
00:41:20.189 --> 00:41:21.422
Yeah, I'm good with it.
00:41:21.422 --> 00:41:21.622
Yeah.
00:41:21.622 --> 00:41:23.855
We take care of people's HR and insurance issues.
00:41:23.855 --> 00:41:25.689
That's fine, I like that.
00:41:25.689 --> 00:41:26.289
Yep.
00:41:26.289 --> 00:41:30.622
We I mean, we help them create quality podcast to get the content out.
00:41:30.622 --> 00:41:30.922
That's it.
00:41:30.922 --> 00:41:31.255
Great.
00:41:31.255 --> 00:41:32.122
Love it.
00:41:32.122 --> 00:41:34.689
I'd say combat the three A's of a dead mission statement.
00:41:34.689 --> 00:41:37.489
Make sure you have authenticity, alignment and application.
00:41:37.489 --> 00:41:38.289
Yes.
00:41:38.289 --> 00:41:38.789
Yes.
00:41:38.789 --> 00:41:53.422
Now from that, in those audits, what you're doing, make sure that you are incentivizing the behaviors that fit with your mission statement and not being like, hey, um, do like be really, really good to people as quickly as you can.
00:41:53.422 --> 00:41:55.922
Yeah, duh.
00:41:55.922 --> 00:41:59.355
Translate Thai and teach your mission statement for it to stick.
00:41:59.355 --> 00:42:00.055
Yep.
00:42:00.055 --> 00:42:00.955
Super simple.
00:42:00.955 --> 00:42:03.789
Oh, that is, it is, um, to me.
00:42:03.789 --> 00:42:06.889
Make sure like success is a shared thing is our core value.
00:42:06.889 --> 00:42:11.255
And once again, make sure that the mission includes the team, not just you.
00:42:11.255 --> 00:42:11.789
Yeah.
00:42:11.789 --> 00:42:14.955
Great mission statements are simple, specific, and shared.
00:42:14.955 --> 00:42:15.855
Love it.
00:42:15.855 --> 00:42:22.622
Uh, core values versus mission statement, which is more important for a ten person team core values because they drive behavior?
00:42:22.622 --> 00:42:22.955
Yeah.
00:42:22.955 --> 00:42:24.522
No, I mission sets direction.
00:42:24.522 --> 00:42:24.855
Yeah.
00:42:24.855 --> 00:42:26.289
Value set decision.
00:42:26.289 --> 00:42:27.655
Brilliant jerk.
00:42:27.655 --> 00:42:32.722
Can they ever can they ever, like, be aligned with your mission temporarily?
00:42:32.722 --> 00:42:35.522
I agree behavior always exposes alignment eventually.
00:42:35.522 --> 00:42:39.589
Yeah, because they'll come in and for like the first six months, you're like, wow, this person's great.
00:42:39.589 --> 00:42:42.122
And then six months later, you're like, I hate them.
00:42:42.122 --> 00:42:42.855
Yeah.
00:42:42.855 --> 00:42:45.789
Josh, what's the Cringiest mission statement you've ever heard?
00:42:45.789 --> 00:42:49.922
Uh, Hershey's undisputed marketplace leadership.
00:42:49.922 --> 00:42:51.789
What the hell does that mean?
00:42:51.789 --> 00:42:54.322
How does that tie to chocolate?
00:42:54.322 --> 00:42:56.189
I don't know.
00:42:56.189 --> 00:42:58.255
Undisputed marketplace leadership.
00:42:58.255 --> 00:42:59.889
How long have they had that?
00:42:59.889 --> 00:43:00.455
I don't know.
00:43:00.455 --> 00:43:01.922
I Google how long they've had that.
00:43:01.922 --> 00:43:03.055
Maybe they've had it forever.
00:43:03.055 --> 00:43:05.189
When I saw that, I was like, seriously?
00:43:05.189 --> 00:43:08.722
At that point, I'm like, because that to me, I go back to pinky and the brain.
00:43:08.722 --> 00:43:09.589
Yeah.
00:43:09.589 --> 00:43:11.489
Come, brain, we have a mission.
00:43:11.489 --> 00:43:12.355
Take over the world.
00:43:12.355 --> 00:43:13.022
Yeah.
00:43:13.022 --> 00:43:13.722
Narf.
00:43:13.722 --> 00:43:16.589
I just I'm like, yeah.
00:43:16.589 --> 00:43:24.322
Uh, that being said, make sure your mission statement actually is your mission and make sure it's also your employees mission.
00:43:24.322 --> 00:43:27.955
If you want them to buy in, they need to be a part of it.
00:43:27.955 --> 00:43:30.522
Thank you to everyone that has come along for this ride.
00:43:30.522 --> 00:43:36.055
Next week is episode fifty, which we're both really excited about.
00:43:36.055 --> 00:43:37.089
We're going to bring you.
00:43:37.089 --> 00:43:38.722
It's going to be a celebration.
00:43:38.722 --> 00:43:40.322
We are bringing you in on that.
00:43:40.322 --> 00:43:42.022
So make sure you show up for that.
00:43:42.022 --> 00:43:44.455
Um, business Podcast.com.
00:43:44.455 --> 00:43:52.322
Um, and then as always, go to the website, share this with a friend or just maybe share it with your boss.
00:43:52.322 --> 00:43:53.722
Yeah.
00:43:53.722 --> 00:43:57.622
Or the marketing consultant you hired to do your mission statement, right?
00:43:57.622 --> 00:44:00.055
Any one of those people, do us a favor.
00:44:00.055 --> 00:44:00.722
Take care of yourself.
00:44:00.722 --> 00:44:04.855
If you can take care of someone else, we will see you very, very soon.