Sometimes an organization knows very well what it does, but finds it harder to clearly explain what makes it unique. Not because there is anything wrong with how it operates, but because it has developed organically, in response to external expectations and enthusiasm from within. Sound familiar? Then it may be time to pause once again and reflect on your mission and vision. That can sometimes seem like a theoretical exercise, but if they are right, they give you clarity and solid ground beneath your feet.
Recently, we were approached in this way by a communications officer who had just started at his (cultural) organization. He found it difficult to present the organization’s work to the outside world in one coherent story. His colleagues couldn’t quite put their finger on it either. So they were looking for an outside perspective.
It was an organization with impressive work, a strong reputation, great employee commitment, and a lot of ambition. But with a mission that had become increasingly broad. When we examined it, we noticed that there were actually two missions in one sentence, seemingly separate from each other.
Where to begin?
So at the start, we too had to to search a bit. We couldn't immediately put our finger on exactly where the lack of clarity lay. In fact, we thought we would have to have difficult conversations in order to make tough choices.
And so we started by asking questions. Questions that challenged, helped to deepen the discussion, and invited people to choose.
Conversation in motion
With the questions, the conversation started moving. Literally. We invited the group to take positions in the room. It helped make differences visible. It made clear what was important and where there was doubt. But also where everyone unexpectedly turned out to agree.
Faster than expected
And what was so wonderful: clarity emerged faster than we had expected. The questions helped us identify what was truly essential.
We did not cut back on the work. On the contrary. We made clear which part of the work was a means, and what the actual goal was. Precisely because of that, a clear story emerged.
“I can now explain much better what my organization does, and now from my heart, not just from my head.”
A basis for coherence
Once we knew what the organization’s actual purpose was - the impact it wanted to make in society and in the cultural field - we could start building. We looked for the organization’s core missions, and gave all the puzzle pieces of its operations a logical place within them. And yes, that also involved making choices: we discussed what they would continue to do in the future, what they would no longer do, and what new things they would need to start in order to truly achieve the desired impact. At times, that felt unfamiliar. We smoothed off a few rough edges. And so we arrived at a story that the communications manager could work with from then on.
From questions to direction
Sometimes that is exactly what an organization needs: the right questions for a clarifying conversation. That helps to make explicit what until then had only been implicit, to clear away vagueness, and to say together: what do we really mean? This creates a shared story that provides direction without narrowing things down.
The icing on the cake came during the final check-out. An employee said: “I can now explain much better what my organization does, and now from my heart, not just from my head.” An organization that can step into the world like that is incredibly powerful.
Does this sound familiar? Your organization is in a strong position, but the story no longer quite keeps pace?
When mission and vision lose their sharpness, it can help to look at the core again. We are happy to facilitate that conversation—with respect for what is already there and with an eye for what provides direction.
