From Platitudes to Performance: The Role of Vision, Mission and Values ISPI 2015 David C. Hartt,...

© 2015 Hartt Performance Group, LLC

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From Platitudes to Performance: The Role of Vision, Mission and Values

ISPI 2015

David C. Hartt, EdD, CPT, PMPAssistant Professor, Human and Organizational Learning

The George Washington University, Hampton Roads [email protected] 757 634 5019

mailto:[email protected]


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Objectives

All participants will be able to…1) Discuss the strategic purpose of VMV2) Define: Vision, Mission & Values (VMV)3) Review VMV from recognized organizations4) Examine your own VMV


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Why Is Your Business…In Business?

Profit is not the wrong answer, but it is not entirely the right answer.

Profit is the byproduct of a well thought out and executed purpose…aka Vision, Mission & Values (VMV)


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Leadership Levels of Impact

(tactical): Your work team, your office

(operational): Your division, your company

(strategic): Your community, state, society

Micro

Macro

Mega


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Stand and Remain Standing if…

• Your company has…– A Vision Statement?– A Mission Statement?– A Values Statement?

• If yes to any, can you state them?• Can your employees state them?• Do your refer to your VMV in

making important/strategic decisions?


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Are You a High Performing

Organization (HPO)?

The modern managerial ideal: An organization that is so excellent in so many areas that it consistently outperforms most of its competitors for extended periods of time.


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5 Elements of HPOs

1. Strategic Approach2. Customer Approach3. Leadership Approach4. Process and Structure5. Values and Beliefs

Drucker & Van de Ven emphasize the need to align behavior to strategy (walk the talk) All elements directly or indirectly tie back to an organization’s alignment with Vision, Mission & Values

Aligned to VMV


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Peter Drucker

• Encourages managers to continually ask the right questions such as…– What is our business?– What is our value to the customer?

…the important decisions are strategic decisions


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Quadruple Bottom

SocialFinancial

Environmental

System

Alignment of elements w/in

the organization

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=u2VnKcCkfk5jpM&tbnid=Znw30ZmAJhHvPM:&ved=0CAUQjRw&url=http://www.qualitylogoproducts.com/stress-balls/dollar-sign-squeezie.htm&ei=bdAnUYusM8TS2QWBoYGoCA&bvm=bv.42768644,d.b2I&psig=AFQjCNGKnSm3Yg5kh3BkyNk5sgaztkAgXg&ust=1361650098397209

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=asel9wXkMQj63M&tbnid=20wqzsyjq_2X3M:&ved=0CAUQjRw&url=http://pagefreezer.com/blog/2012/05/10/how-financial-companies-are-succeeding-at-social-media/&ei=QNEnUYeKIam62wXUyoCYBw&bvm=bv.42768644,d.b2I&psig=AFQjCNHB6HU4_FNgA6EwqHz-0jdCZ8OMKg&ust=1361650311271001

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=lyrfiyWTClBmYM&tbnid=f_ptqIAo3ppN4M:&ved=0CAUQjRw&url=http://blogs.middlebury.edu/csoseniors/archives/6191&ei=ytEnUcaONuis2QWZvIH4BQ&bvm=bv.42768644,d.b2I&psig=AFQjCNHTkFYhjx2MAM6lqyGGvlIzjfw_6A&ust=1361650474695572


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The Data

• 75%-95% of all errors (variance) in an organization are attributed to management (Deming, Rummler, Dean)

• Only 14% of a firms performance is dependent on the leader (Nitin Nohria, Harvard Business School)

• 86% of performance dependent on others

• Do they know where to align their behaviors?


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75% -95%

5%-25%

Organizational Variance (Problems)

Variance Attributed to ManagementVariance Attributed to the Worker

14%

86%

Organizational Performance

Performance Dependent on the LeaderPerformance De-pendent on Others


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Value of Vision• Three brick masons where busy at their

trade, working side by side, when along cam a curious tourist. “What are you doing?” the traveler asked the first mason. “Laying bricks,” the first man shot back. “What does it look like?” Undaunted, the traveler repeated his question to the second mason. “What are you doing?” he asked. “Building a wall,” the dutiful worker replied. “And what about you?” the traveler asked the third mason. “What are you doing?” “Me?” The third mason looked up, and a slight smile crossed his face. "I’m building a cathedral.”

(chicken soup for the soul)


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Vision, Mission, Values (VMV)

• Vision: A desired outcome yet to be achieved (a compelling vision of the future)

• Mission: The purpose of your efforts and means to reaching the vision

• Values: The key characteristics that define the standards of conduct and a framework in which decisions are made


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http://www.harttperformance.com/what-we-can-do-for-you-2/


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Current Examples

Vision: Aligned individual, team and organizational performance

Mission: To solve ill-defined problems by providing:• The right performance solutions• To the right people• At the right time• In the right location• At the right cost

Core Values: Integrity, Objectivity and Service (IOS)• Integrity in word and deed• Objectivity to provide data driven solutions• Service to our clients, our partners and our community


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“Land on the moon and return safely to earth.”

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=NDSULHdarQt7SM&tbnid=BhUyEmFJeLEs_M:&ved=0CAUQjRw&url=http://www.rabbithole2.com/presentation/preparations/nasa_logo_and_rebirth_symbolism.htm&ei=fMAjUfilG-qa2gWp9YCYAw&bvm=bv.42553238,d.b2I&psig=AFQjCNE8b4TmYQz1gWTw8pnItsF8K0HlxQ&ust=1361383866321565


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VMV & HPOs

• How do you make VMV more than platitudes?– Starts at top. Walk the Talk, but….

• You can’t talk yourself out of something you behaved your way into.

– Decision Making• Communicate VMV often• Touchstone for decision making

– Thinking long-term• Intentional• Sustainable (fiscally, socially, environmentally,

systemically)


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Web Search

• Use your laptops, iPads or mobile devices to find the VMVs for your company or your favorite stock.– Was it easy to find?– Clearly stated (pithy and

memorable)?


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“We build good ships here, at a profit when we can, at a loss if we must but

always good ships.”

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=Atey9s7wadwWDM&tbnid=2Y2BXMXQc4zvjM:&ved=0CAUQjRw&url=http://shipbuildinghistory.com/history/shipyards/1major/active/newportnews.htm&ei=plIYUdG8Hqm02AWxrYDADg&bvm=bv.42080656,d.aWM&psig=AFQjCNE0jMbqGMJTBE7B-JcwFfOGyw4mTQ&ust=1360634856426295


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Current Examples

• To organize the world‘s information and make it universally accessible and useful.– Mission Statement

• Committed to building a more just, verdant, and peaceful world. – Mission Statement

CIA

https://www.cia.gov/about-cia/cia-vision-mission-values/index.html


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#1 2012 On Bloomberg Top 50

#10 2013 Vision: A World Beyond Cash

Mission: Making Payments Safe,

Simple and Smart

Values: • Trust, • Partnership, • Agility• Initiative

http://www.mastercard.com/corporate/ourcompany/about-us.html


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#12 On Bloomberg Top 50

Mission: To be our customers' favorite place and way to eat

Values: • Customer experience • Commitment to our people• The system• Our communities• Business profitably• Continuous Improvement


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#1 On 2015 Fortune 500

Mission: Saving people money so they can live better.

Beliefs:• Respect for the Individual• Service to our Customers• Striving for Excellence• Act with Integrity

http://corporate.walmart.com/our-story/


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Framing Alignment

Strategic Direction

Vis

ion

Mission

Values

MegaSocieta

l

Macro Org

Micro Business Unit

Operations

Tech

nolo

gy

BD/Sales

Accounting

HR Policy

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Framing Alignment


Strategic Direction

Vis

ion

Mission

Values

MegaSocieta

l

Macro Org

Micro Business Unit

Operations

Technology

BD/Sales

Accounting

HR Policy

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Framing Alignment


Strategic Direction

Vis

ion

Mission

Values

MegaSocieta

l

Macro Org

Micro Business Unit

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Framing Alignment


Strategic Direction

Vis

ion

Mission

Values

MegaSocieta

l

Macro Org

Micro Business Unit

work

workplace

worker


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Dr. David HarttAssistant Professor, Organizational Leadership and LearningGeorge Washington [email protected]

Contact Information

mailto:[email protected]


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Speaker Bio

Dr. David Hartt is an Assistant Professor and the Director of Organizational Leadership and Learning (OLL) graduate programs at the George Washington University Hampton Roads Center. In addition, David is the Managing Principal of Hartt Performance Group, LLC where he is responsible for the analysis, design, development, implementation and evaluation of performance and learning initiatives for public and private sector clients. David holds a doctorate in Organizational Leadership, is a Certified Performance Technologist (CPT), a certified Project Management Professional (PMP), a Past President of the Federal Government Distance Learning Association (FGDLA) and a past board member for the International Society for Performance Improvement. David can be reached at [email protected] or 757 634 5019.


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ReferencesAmerican Management Association & Institute for Corporate Productivity (2007). ‘A global study of

current trends and future possibilities.” How to build a high-performance organization (2007-2017)

Bloomberg Businessweek’s Ranking of the Top-performing companies (2012). http://www.businessweek.com/magazine/bloomberg-businessweeks-ranking-of-topperforming-companies-01192012-gfx.html

Fortune 500 2014 Rankings

http://fortune.com/fortune500/

Kaufman, R. (2006). Change, Choices, and Consequences: A Guide to Mega Thinking and Planning. Amherst, MA. HRD Press Inc.

Kaufman, R. (2000, 2006). Mega Planning: Practical Tools for Organizational Success. Thousand Oaks, CA. Sage Publications.

Van de Ven, A. (1999). “The buzzing, blooming, confusing world of organization and management theory: A view from lake wobegon university.” Journal of management inquiry, 8,p.119.

Gilbert, T.F. (1978). Human competence: Engineering worthy performance. New York, NY: McGraw-Hill.

http://www.businessweek.com/magazine/bloomberg-businessweeks-ranking-of-topperforming-companies-01192012-gfx.html



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