Truth 9
Direction Statements Need to Be Lived to Be Effective

Think of your current job, or think back to your most recent job or volunteer position. Think about the type of work you perform, who you interact with, what your objectives are. Now think about your organizational direction statement, which may also be called a vision, mission, or goal. Do you know the direction statement? Does one even exist? Do you believe in it? Are your personal objectives aligned with the direction statement?

If you're like most people working in a job or volunteer position, you probably don't know what your direction statement is and aren't aligning your daily work to ensure that the goals in the direction statement are met. Maybe the reason is a poorly communicated or nonexistent direction statement, or maybe it's so high-level and fluffy that you don't know how to relate it to what you do. Or perhaps the direction statement was developed in a cave, and you don't believe in it. Whatever the reason, a direction statement exists for one purpose—to drive an organization's direction. If it's not fulfilling that purpose, it's just wallpaper.

Keep the direction statement posted where team members can see it.

Breathing life into a direction statement doesn't need to be difficult. You've already done the hard work by developing and agreeing on a direction statement. Now you just need some discipline to guide your execution. Consider doing the following:

• Keep the direction statement prominently displayed. Too many times a direction statement gets developed and then, after a brief honeymoon period, is filed in a drawer never to see light of day again. Keep it posted where team members can see it. Bring it out during team meetings. Make sure it can be seen and is a constant reminder of what your team is about.
• Measure your progress against the direction statement. On a monthly or quarterly basis, provide a status report of results achieved that support your direction statement. Presumably you developed the direction statement to drive your organization toward some results, so why not show the team and other stakeholders how you're doing against what you said you would do?
• Ensure that your personal objectives align with the direction statement. You need to set the example and construct your personal objectives (the goals you commit to doing with your manager and on which your compensation and rewards are based) such that they align with and reflect the tone, values, and goals of the direction statement.
• Ensure that individual team member objectives align with the direction statement. People will perform based on how they are measured and/or compensated. If you want your team to live the direction statement, make sure their personal objectives align with the direction statement.
• Orient new team members to the direction statement. As new team members come on your team, make sure they understand the direction statement and have an idea as to how they will drive their work under it.
• Adjust the direction statement as the organization changes. Face it—things change. What your organization had originally set out to accomplish may now be different due to external factors, reorganizations, or shifts in priorities. Don't fall on your sword with your direction statement if it no longer fits into your overall organization. Just make sure you don't get in a mode of making frequent minor changes to a point where the team becomes confused or frustrated with the degree of direction shifting.

You developed a direction statement because you wanted to set a tone of business, inspire the team to perform, and ensure that all were rowing in the same direction. Don't treat the direction statement as a finite activity. Remind the team of your direction, show them what results are being achieved, and don't be afraid to change it when it no longer meets the need.