With companies so focused on next quarter’s sales, it seems that many CEOs have forgotten the importance of rallying their team around a compelling purpose and vision. Or have statements like purpose, cause, vision, mission, positioning, or values been butchered for so long that they don’t mean anything anymore? Unless their importance is driven from the top, these statements don’t have a chance of success anymore than a $5 motivational poster hanging in the break room.

I think it comes down to two things. The first is that the C Suite doesn’t really understand the distinction or definition of these statements—they typically can’t tell you the difference between a vision or a mission. And secondly, they typically don’t have any idea how to use these statements to drive behavior and ultimately arrive at a destination. It seems they would rather focus on three-year sales goals and pray that everyone in the organization acts accordingly to make it happen.

But it doesn’t have to be that hard. Realizing there are no commonly accepted definitions or guides on how to maximize effectiveness of a visioning process, let me give you my definitions. They feel like common sense to me, but give me your opinion.

Core Statements include:

Purpose. It’s WHY we exist. Purpose is bigger than any business goal. When an organization has a clear purpose, it attracts talented personnel, strategic alliances and loyal customers.

Vision. It’s WHAT we aim to achieve. A clear vision is a depiction of a desired result that motivates, energizes and helps an organization describe its destination.

Mission. It’s HOW we plan to achieve our vision. A good mission statement determines the best path to achieve the vision.

Values. It’s what we stand for and HOW WE BEHAVE. Values are the traits and qualities that shape daily actions with other employees, customers or suppliers. These values shape corporate culture when they become deeply held and high priorities.

Brand Positioning. It’s HOW we DIFFERENTIATE from our competitors. Typically crafted at the end of a brand strategy process, this statement clarifies our unique value proposition to our primary audiences and our point of distinction relative to competitors.

I believe that when an entire organization clarifies, understands and lives each of these core statements, they have a significantly improved probability for success—both short-term and long-term.

[Previously written and posted on b2bbranddebate.com]