As happens so often, I had a fun and interesting meeting with a company recently. Those who were present in the meeting included the members of the company’s governing board and the senior management team. And, thankfully, this particular leadership team is truly a capable and gifted team.
Their question, “How can we increase sales?”
My response, “What is the nature of your mission in one sentence?”
As we went around the room of the dozen or so in attendance, the answer resulted in a dozen or so different and/or partial answers. No clarity, no unity of purpose; everyone on a different page.
So for the next few weeks we will do two things: We will work with the sales team developing a clear and efficient sales process (because that is what the leadership said they want) and, we will refine and clarify the corporate mission, because that is what will actually drive sales results.
So why focus on articulating a corporate mission when what the client is asking for is improved sales results?
Because in order for the vehicle of the enterprise – the corporate organization – to drive straight down the road with any speed (let alone efficiency) and motivate customers to join them (i.e. “sales results”), the front end of the company must be aligned around a singular mission. Only when this happens will everyone in the organization have any possibility of getting and staying on the same sheet of music. And when THAT happens, everyone who touches the organization will sense the aligned momentum - and be more likely to want to get on board (i.e. sales will increase).
With these thoughts in mind, and as a reminder, here are a few essential ingredients regarding developing front-end alignment around a mission:
It Starts at the Top: If the leaders do not lead in establishing and clarifying the mission of the enterprise, it will not come to pass. Ever.
Leadership’s Passion: The mission must be real; it must come from the forces that drive leadership to “get up in the morning.” Otherwise it will lack the force and momentum needed to lead the enterprise.
A Shared Purpose: The leader(s) must speak to the mission at every opportunity and continuously remind the organization “what we are all about.”
Broad Ownership: The mission cannot be crammed down from the top. Though it must come from the leadership, as it is being initially articulated, there must be a process that solicits – and listens to – input from a variety of members of the entire organization.
Simply Stated: Complexity leads to confusion. It’s that simple.
Not optional: This sounds harsh, but it is entirely practical. Once the mission is developed, refined, articulated and adopted, all members of the team must subscribe to it. Eventually, those who do not should be helped to find another team that is a better match for their passion and motivation.
Better than Words Alone: The senior most leaders must demonstrate their personal commitment to the mission. The best example of commitment to the mission is commitment to the mission. At the top.
There certainly are other factors that could be listed. Yet the point is not complicated. Alignment around mission leads to greater efficiency, greater momentum, and is an essential baseline for building a stronger and more productive sales effort. Such alignment must start with the leaders
The bottom line is this: without front-end alignment, it is hard to keep things moving ahead with any speed or efficiency...let alone and real locomotive-like horsepower in the sales team.