3 Compelling Directive

Introduction

A compelling directive bridges stakeholder needs and the strategy to meet them, playing a crucial role in organizational transformation. It combines mission, vision, and values into a single guiding touchstone. While mission statements focus on the present, describing who the organization serves, what it does, and desired performance levels, vision statements focus on the future, providing clear decision-making criteria and describing the ideal organization’s products, services, culture, and individuals. 

Effective mission and vision statements are essential for guiding consistent communication and influencing behavior, as research shows that a clearly articulated vision, fully implemented across an organization, makes a profoundly positive difference. They provide timeless, inspirational guidance; enable and empower the workforce; and serve as an intermediate step between understanding stakeholders and developing a strategy. Ultimately, they help align, coach, appreciate, and motivate individuals to achieve a purpose larger than themselves, contributing to sustainable excellence.

Read Chapter 3, Compelling Directive, in the [Re]Create Book.

Objective – Understand the Compelling Directive concepts, components, and relationships and how they contribute to leadership and organization [re]design for sustainable excellence.

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What is your intent? Where are you taking your organization (division, department, etc.)? This lesson applies compelling directive concepts to your organization. Specifically, describe the mission and purpose of your organization. If these do not exist, develop a draft for both. Next, describe the organization’s vision. If one does not exist, you will create a draft. Finally, identify and describe the values of the organization in the culture.

Mission and Purpose 

Video 0:47

Objective – Describe the Mission and Purpose of your organization. If these do not exist, then develop a “draft” for both.

Step 1 – Products and Services

Identify the products and services that your organization creates. What do you provide to your customers today? What does your organization do? Identify the core operations and competencies involved in creating and delivering the products and services.

Step 2 – Customers

Identify the key customers that you serve. Who receives and uses your products and services? Who are the primary beneficiaries of your products and services? Note – Use the worksheets from the previous Lab #2 to help with this step.

Step 3 – Purpose

Why do you do it? Why are you in this business? Is your purpose altruistic, for-profit, or both? What difference are you making in your stakeholders’ lives?

Vision and Values 

Video 2:20

Objective – Describe the Vision of the organization. If a vision does not exist, then develop a “draft.” Identify and describe the Values of the organization.

Step 1 – Products and Services

What is the vision for the ultimate products and services? Why do customers keep you in business? This could also include the ideal vision for your higher calling or purpose. Describe the vision of the ideal products and services. What are the benefits for the customers or primary beneficiaries? What problem does it solve? Describe the vision of the ideal core competencies.

Step 2 – People

This is the WIIFM part of the vision. “What’s in it for me,” or in this case, what is in it for the people in your organization. What is the vision for the perfect place to work? Describe the ideal organization from the workforce perspective. What is the vision for the ideal workforce – one that reaches its full potential and shares in the benefits of the organization’s success?

Step 3 – Culture

An organization's culture is defined by its values, norms, and shared experiences. What is the “desired” culture? Describe the ideal organizational culture, including the values and the associated behaviors. Include the ideal version of symbols, rituals, and heroes in the organization.

For more information on developing a vision, see the article below:

Latham, J. R. (1995). Visioning: The concept, trilogy, and process. In Quality Progress (Vol. 28, Issue 4, p. 4).

Conclusion

A compelling directive combined with an understanding of the current reality (e.g., stakeholder feedback) creates tension and energy for change. At the same time, an effective mission, vision, and values empower the workforce by guiding decision-making in situations not covered by the corporate policy manual, which is essential for innovation and agility. In addition, the compelling directive informs the focused strategy and helps leaders set priorities. Most importantly, it helps leaders say “No!” to those initiatives that are not essential to the mission and vision.