Mission and Values

This chapter opened with the observation that people in business talk a lot about mission and values, but too often the result is more hot air than real action. no one wants it that way, but the loftiness and the impresponinherent in both terms always seem to make it end up like that.
Chapter 1 begins with observing that people engaged in business activities focus on their sense of mission and value. However, the fact is that there are more things than actual actions. No one wants to do this, however, these two terms seem both profound and vague, but they always make us feel this way.
But there is too much to lose by not getting your mission straight and by not making your values concrete. i'm not saying your company will collapse in flames the way Arthur Anderson and Enron did-they are extreme examples of a mission-and-values meltdown. but I am saying your company will not reach anywhere near its full potential if all that is guiding it is a list of pleasant platitudes hanging on the loby wall.
However, if you cannot determine the right mission for the enterprise, or establish a clear value, it will cause great losses. It doesn't mean that your company will collapse in an instant. For example, if you believe in security or security, they are just an extreme example of a complete collapse due to the conflict between the company's mission and values. But I would like to say that if your company does not really guide itself forward, except for the unused slogans hanging in the lobby, it will never be able to fully tap into the potential of your company.
Look, I realize that defining a good mission and developing the values that support it takes time and enormous commitment. there will be long, contentious meetings when you wowould rather go home. there will be e-mail debates when you wish you coshould just go do real work. there will be painful times when you have to say good-bye to people you really like who just do not get the mission or live its values. on days like those, you might wish your mission and values were vague and generic.
As we can see, it is essential to clarify a good corporate mission and establish the values that support it. You will have a long, long meeting, and people really want to get up and go home immediately. When you plan to put yourself into practical work, someone will send an email to discuss it with you. There are also some tough times, some employees you like clearly, but they just don't shoulder the company's sense of mission or follow the established values, so they have to say goodbye to them. If you have such a day, you may want your mission and value to be mediocre.
They can't be.
But the reality is not.
Take the time. Spend the energy.
Then, you should spend your time and energy.
Make them real.
Make the mission and value of an Enterprise Real.