Organizations spend significant time and resources crafting Purpose or Mission statements that encapsulate their vision, values, and strategic goals. Yet, despite these efforts, many companies fail to embed this Purpose meaningfully within their workforce. The disconnect isn’t in the formulation but in the execution – turning Purpose into a living, breathing part of the organization. Here’s why.
The Disconnect Between Strategy and Execution
Research consistently shows a significant gap between strategy formulation and execution. According to a Harvard Business Review (HBR) study, 95% of employees are either unaware of or do not understand their company’s strategy. This suggests that while the Purpose may be articulated at the leadership level, it fails to resonate down the line, leaving the majority of employees disengaged from the company’s core objectives.
This problem is compounded by the fact that strategic clarity diminishes as you move down the hierarchy. A study by MIT Sloan found that only 28% of executives and middle managers responsible for executing strategy could list three of their company’s strategic priorities. Even more concerning is that alignment plummets between the top team, where 51% are in agreement, and senior executives just one level down, where only 22% align with the top team’s vision. Also, change is elusive and very few organizations can confidently land their initiatives – be it process improvements, launching new technology, restructures or influencing corporate culture. HBR reports that 70% of all change initiatives fail.
Why Internal Communications Matter
This is where internal communications become crucial. For a Purpose to be more than just a statement on a website or in a corporate presentation, it must be communicated in a way that inspires, aligns, and engages every employee. Effective internal communications are the bridge between the lofty ideals of Purpose and the day-to-day realities of the workplace.
But internal communications alone aren’t enough. They must be part of a broader strategy that includes strong leadership presence, both internally and externally. When leaders not only articulate the company’s Purpose but also embody it through their actions and personal branding, the message becomes much more powerful.
From Purpose to Passion
The shift that organizations need to make is from focusing solely on Purpose and Planning -tasks that are often completed in isolation at the top – to fostering Partnerships and Passion throughout the organization. Purpose and Planning set the direction, but it is Partnerships with managers and employees, and the Passion they bring, that drive execution.
Leaders who cultivate strong personal brands, both within and outside the organization, play a critical role in this process. They not only attract talent and enhance brand recognition but also foster a culture where employees are passionate advocates for the company’s mission. When employees see their leaders genuinely living the company’s Purpose, they are more likely to align with it themselves, creating a powerful ripple effect across the organization.
The Need for a Holistic Approach
When pitching Purpose, it’s vital to include elements of change management, alignment, and leaders’ personal branding. These aspects ensure that the Purpose doesn’t just land but comes alive within the organization. This requires more than just initial buy-in; it needs ongoing investment in design, content, and training to build the necessary resources and templates that will sustain engagement over time.
Without these efforts, the hard work of crafting a Purpose statement is likely to be wasted. Employees won’t just absorb the company’s story by osmosis; they need to be inspired, engaged, and aligned through deliberate and consistent communication efforts. Leaders need to be equipped not only to share the company’s narrative but to embody it in their own personal brands.
Get started. Close the gap.
Many organizations have internal teams dedicated to managing these aspects, yet they often lack a clear understanding of the ‘why’ or the ‘how.’ As a result, initiatives take longer than expected, or they lose momentum and fizzle out. By taking a more integrated approach – one that includes Purpose, internal communications, and personal branding – organizations can close the gap between strategy and execution, ensuring that their Purpose statement is more than just words on paper. It becomes a driving force that aligns, engages, and motivates every member of the organization, from the top down.
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