Skip to main content

Mission Statements for Associations

Whether the words “mission statement” make you shudder or not, the matter comes down to a simple question. Why should you exist? You as a leader should be able to answer that question and it should provoke more than a grunt in your listener!

Here are some sample mission statements, some reasons to exist:

  • We provide support, education and advocacy for people with a rare medical condition.

  • We provide Internet solutions at a low-cost in an effort to help non-profit animal rescue and placement organizations end the plight of homeless animals.

  • We advance the professional interests of Marriage and Family Therapists.
  • A mission statement is something that you can point to at every board meeting and ask yourself, is this what we’re doing? Is this decision going to bring us closer to our mission or further away from it?

    As a board member, you should evaluate your activities using your mission as a guide. If you have staff, your staff should evaluate each of the organization’s many activities using the mission as a guide—and the board should hold them accountable using the mission as a guide. You get the picture!

    In a nonprofit environment, it can be difficult to focusing the organization’s efforts. This is because many different things are “worthwhile,” and the people factor is huge. We’re all volunteers, we’re all in this together, and we don’t want to spoil the feelings of collegiality and community that are at the core of the nonprofit sector’s staying power.

    Even so, you can still end up wasting time and being ineffective if you don’t pay close attention. A mission statement can help with this. Is this car wash that only has a 7% return on investment really that important or are we just doing it because an influential board member is really stubborn about it? Should we take a stand against a sponsor’s product that’s potentially harmful to our community? Or should we keep quiet because they keep the bills paid? Our Executive Director sure hasn’t convinced us that anything is actually happening to realize our goals. Should we let her go even though it will be very emotional?

    A strong organizational mission can help with these and many other issues. Now, a mission can be adjusted or adapted over time, but from day to day it remains an anchor for the organization’s activities.

    Popular posts from this blog

    An Army of Davids

    So, I've been spending some time with Glenn Reynold's book (Glenn being of course the seminal and highly influential Instapundit ), and I must say that it gives me lots of language I can use to talk about phenomena that are easily observable right now. I think you could say that Glenn Reynolds has done for technology what Virginia Postrel did with design topics . Which is to say, they beat the drum and say, hey, look at what this democratization of knowledge can do for you! In that vein, the book is really pretty visionary, pointing out the magic of the internet age. And I for one see it as magical. You know how Laura Ingalls Wilder's Pa in Little Town on the Prairie said to Laura that it was an amazing time to be alive (that was in the 1890s)? I've been actively thinking that to myself for the past few years, and An Army of Davids gives me ample evidence to back that up with its talk of citizen empowerment and the "comfy chair revolution." The theme of ...

    Public sector information design

    Here's an article from the UK's Design Council talking about how information design is important in public-sector efforts. Of course, it's helpful to everyone, but this is a good example of the universal need for better presentation of information--and more design.

    Get Out of Your Own Way

    This book, by Robert K. Cooper, was on the library's newly arrived shelf. It's pretty good, although if you read biz books a lot, there's a lot you'll want to skim. Still, the principles he talks about are good to think on. The subtitle of the book is "the five keys to surpassing everyone's expectations." These keys are: 1. Direction, not motion 2. Focus, not time 3. Capacity, not conformity 4. Energy, not effort 5. Impact, not intentions Each key has three or four supporting chapters that talk about subprinciples. Some things that I identified with from key one is that a) "good and great are the enemies of possible," a quote Cooper attributes to his grandfather. It's pretty self-explanatory though. The other thing is he talks about "what's automatic, accelerates." Basically, if you can put effort into something until it becomes automatic, you've won the battle. So focus resources on issues and behaviors that will eventually...