Jim Johnson explains how an operational mission differs from a mission statement. A concrete, named objective gives teams clear targets and alignment, dramatically improving performance. He identifies five drivers of culture: the dream, vision, purpose, core values, and mission.
It's not a mission statement. While mission statements are valuable, I think they get captured by the purpose just fine. This is an actual, like, military mission. We actually name it Operation Beachfront, Operation Takeover, Operation whatever you want to call it. And then we define that mission. What does it mean to actually achieve that mission? This gives us target to shoot for. It gives us something to talk about all the time. It gives us something to measure on whether we're on pace or not on pace. And it gives us something to rally. We're able to rally around this operational mission that we're on to get everybody on board and align that. That's all where we're going. It's clear. Whenever we don't give them any direction, it's not clear, and we leave direction up to them. And their direction is like, how much money can I make? Or can I just make enough money to meet my needs? But whenever we all get on board for like, hey, we're going to go get this thing, and there's something of value at the end. Whenever you achieve that thing, you'd be shocked at how much more a team produces and they actually achieve their potential. And so these are the components of creating culture. We've got to talk a little bit about living a culture and what does that look like whenever we live a culture? Want to just stay on track here? We've got five drivers of culture. I've shared them with you. The dream, the vision, the purpose, the core values, and the mission.
