Herb Kelleher got it right when he said, “The business of business is people.” In every organization people are what makes the organization achieve success or failure. Vision is the long term ideal. However, the military uses the word mission completely different than any other organization. A mission should be the short term goal that leads to the success of the vision.

I have had employers tell me that no one really cares about all of that touchy feely stuff that makes up vision, mission, values. I obviously do not agree with those sentiments. Vision, mission and values are more important than competitive advantage any day. The reason? Because people are the ones moving toward something and people have emotions. Emotions are what we are essentially talking about. Either the engagement is there or it is not, but the emotional tie to doing a good job has to have a larger purpose than just doing a job.

This all ties back into the culture of the organization. How many people in organizations feel that they can’t bring a good idea to the table? How many people long to actually contribute to the overall good? The old days of just nine to five are long gone, people want to be a part of something they can believe in. When they lose that belief; disengagement becomes the status quo.

Herb Kelleher got it right when he said, “The business of business is people.” In every organization people are what makes the organization achieve success or failure. Vision is the long term ideal. However, the military uses the word mission completely different than any other organization. A mission should be the short term goal that leads to the success of the vision.

I have had employers tell me that no one really cares about all of that touchy feely stuff that makes up vision, mission, values. I obviously do not agree with those sentiments. Vision, mission and values are more important than competitive advantage any day. The reason? Because people are the ones moving toward something and people have emotions. Emotions are what we are essentially talking about. Either the engagement is there or it is not, but the emotional tie to doing a good job has to have a larger purpose than just doing a job.

This all ties back into the culture of the organization. How many people in organizations feel that they can’t bring a good idea to the table? How many people long to actually contribute to the overall good? The old days of just nine to five are long gone, people want to be a part of something they can believe in. When they lose that belief; disengagement becomes the status quo.

If management truly value the workforce they will understand and share their vision. when that happens the workforce will choose to engage.

Peter A Hunter
http://www.breakingthemould.co.uk.