The organization's mission: step by step to define it

Defining the mission of an organization is essential to ensure direction, purpose, and coherence in strategic actions. However, many leaders and teams still struggle to establish a clear and inspiring mission. A mission is not just a catchy phrase; it is the essence of the organization’s identity, reflecting its values and objectives. Let’s explore a practical step-by-step guide to defining the mission, connecting cultural, strategic, and communicative elements.

The first step is to understand the importance of the mission to organizational identity. The mission guides decisions and directs actions, providing a solid foundation for strategic planning. According to studies from Harvard Business School, organizations with well-defined missions are 30% more likely to engage their teams and achieve sustainable results. Clarity of mission strengthens employee commitment and institutional image.

An inspiring example comes from Starbucks, whose mission is “to inspire and nurture the human spirit — one person, one cup, and one neighborhood at a time.” This definition guides all of the company’s actions, from customer service to social projects. The mission connects purpose to everyday activities, creating identification with both consumers and employees.

To build a relevant mission, the second step is to involve the team in the creation process. Bringing together employees to discuss values and aspirations fosters engagement and a sense of belonging. The Quasar K+ methodology, developed by Antônio Carlos dos Santos, combines strategic planning with cultural elements, using theatrical dynamics to create a collaborative environment. This approach helps identify common goals and strengthens internal cohesion.

The third step consists of translating abstract values into concrete actions. The MAT (Mindset, Action, and Theater) method, also created by Santos, suggests that leaders use theatrical practices to represent everyday situations and explore different perspectives. This process helps visualize how mission values are reflected in daily organizational behavior. For example, by enacting conflict situations, employees can identify strategies aligned with the established mission.

The mission should be simple, clear, and inspiring. Use words that convey the purpose directly and accessibly. The book “Strategic Communication: The Art of Speaking Well” by Antônio Carlos dos Santos highlights the importance of using language that evokes an emotional connection. Instead of technical or vague terms, choose phrases that reflect the organization’s essence and can be understood by everyone.

The fourth step is to integrate the mission into daily organizational life. To prevent it from becoming just a slogan on the wall, it is essential that leaders embody it every day. The ThM (Theater Movement) method promotes bodily activities and expression practices that strengthen the link between speech and practice. The mission should be visible in attitudes, promoting coherence between words and actions.

An emblematic case is Patagonia, a sportswear company, whose mission is “to save the planet.” This phrase is not just on paper; it is reflected in practical actions such as environmental campaigns and sustainability policies. This demonstrates that the mission comes to life when transformed into everyday practice.

The fifth step is to communicate the mission effectively. The book “Breathing, Voice, and Diction” emphasizes that clear communication builds trust and leadership. Additionally, “Moving Letters: The Art of Writing Well” teaches techniques for writing texts that inspire and motivate. Sharing the mission genuinely and assertively expands the message’s reach and strengthens organizational culture.

Finally, review and update the mission as necessary. Dynamic organizations evolve, and the mission should keep up with this transformation. Periodically reflect on the relevance of established values and adjust them according to social and market demands. Flexibility does not mean losing essence, but adapting to the context without compromising fundamental principles.

Defining and living the organizational mission is a continuous exercise of reflection and practice. By following these steps and using innovative methodologies like those of Antônio Carlos dos Santos, leaders and teams can transform the mission into a living and inspiring guide, ensuring that every action reflects the organization’s greater purpose. After all, the mission is not just a concept; it is the soul that drives each achievement. 

Access the books by Antônio Carlos dos Santos on amazon.com or amazon.com.br

Click here.

https://www.amazon.com/author/antoniosantos

To learn more, click here.

To learn more, click here.