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follow attached instructions carefully pertaining lectures have been attached 

MAN3046 Leadership & Team Development Course

Module 3 assignment: Please check for grammar errors no plagiarism professor will be putting in turnitin

Review the link to FSW’s Vision and Mission Statement. https://www.fsw.edu/about/mission

Evaluate and critique each statement based on this week’s lecture/video content. (links below & 1 transcript attached)

How would you rate them as far as meeting the criteria explained in the lectures with regard to the organization?

For each statement, revise it to better fit the paradigm of an effective mission/vision statement.

Finally, evaluate how two or three of the strategic initiatives listed do or do not reflect the mission statement.

Provide at least two citations and you must relate the critique to this week’s video/lecture content. For your citations, you can cite the videos or outside research. Be sure to include the citations in a separate reference page and format your paper per APA.

Write a 1-2 page paper, APA format, and fully address the above criteria.

Module 3 Audio Overview:

Welcome to Module 3. This module focuses on organizational Mission and Vision Statements as they relate to corporate strategy and the accomplishment of strategic goals. Particular emphasis is on how teams and team performance must be aligned to the overall organizational mission and vision. The main elements that should be included in a firm’s Vision and Mission statement are identified. Carefully worded vision and mission statements are artifacts that help identify the critical success roles needed throughout the organization to support the business environment and lead to improved team performance .

Learning Outcomes

LO 1 Appraise and defend the reasons why a team is successful and what are the critical success roles.

LO 2 Compare and contrast different types of teams to determine how to improve team performance in a business environment.

LO 4 Judge how group dynamics affect a team’s success and determine how to improve team performance in a business environment.

Videos for this module 1 transcript attached that video is no longer available.

MAN3046 Leadership & Team Development Course

Module 3 assignment

:

Please check for grammar errors no

plagiarism

professor will be putting in

turnitin

Review the link to FSW’s Vision and Mission Statement.

https://www.fsw.edu/about/mission

Evaluate and critique each statement based on this week’s lecture/video content. (links below & 1 transcript attached)

How would you rate them as far as meeting the criteria explained in the lectures with regard to the organization?

For each statement,

revise it to better fit the paradigm of an effective mission/vision statement.

Finally, evaluate how two or three of the strategic initiatives listed do or do not reflect the mission statement.

Provide at least two citations and you must relate the cri

tique to this week’s video/lecture content. For your citations,

you can cite the videos or outside research. Be sure to include the citations in a separate reference page and format

your paper per APA.

Write a 1

2 page paper, APA format, and fully addre

ss the above criteria.

Module 3 Audio Overview:

Welcome to Module 3. This module focuses on organizational Mission and Vision Statements as they relate to corporate

strategy and the accomplishment of strategic goals. Particular emphasis is on how teams

and team performance must

be aligned to the overall organizational mission and vision. The main elements that should be included in a firm’s Vision

and Mission statement are identified. Carefully worded vision and mission statements are artifacts that help

identify the

critical success roles needed throughout the organization to support the business environment and lead to improved

team performance .

Learning Outcomes

LO 1 Appraise and defend the reasons why a team is successful and what are the critica

l success roles.

LO 2 Compare and contrast different types of teams to determine how to improve team performance in a business

environment.

LO 4 Judge how group dynamics affect a team’s success and determine how to improve team performance in a business

en

vironment.

Videos for this module 1 transcript attached that video is no longer available.

https://youtu.be/rAGc9dx

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https://youtu.be/XrCFWitul

o

MAN3046 Leadership & Team Development Course

Module 3 assignment: Please check for grammar errors no plagiarism professor will be putting in turnitin

Review the link to FSW’s Vision and Mission Statement. https://www.fsw.edu/about/mission

Evaluate and critique each statement based on this week’s lecture/video content. (links below & 1 transcript attached)

How would you rate them as far as meeting the criteria explained in the lectures with regard to the organization?

For each statement, revise it to better fit the paradigm of an effective mission/vision statement.

Finally, evaluate how two or three of the strategic initiatives listed do or do not reflect the mission statement.

Provide at least two citations and you must relate the critique to this week’s video/lecture content. For your citations,

you can cite the videos or outside research. Be sure to include the citations in a separate reference page and format

your paper per APA.

Write a 1-2 page paper, APA format, and fully address the above criteria.

Module 3 Audio Overview:

Welcome to Module 3. This module focuses on organizational Mission and Vision Statements as they relate to corporate

strategy and the accomplishment of strategic goals. Particular emphasis is on how teams and team performance must

be aligned to the overall organizational mission and vision. The main elements that should be included in a firm’s Vision

and Mission statement are identified. Carefully worded vision and mission statements are artifacts that help identify the

critical success roles needed throughout the organization to support the business environment and lead to improved

team performance .

Learning Outcomes

LO 1 Appraise and defend the reasons why a team is successful and what are the critical success roles.

LO 2 Compare and contrast different types of teams to determine how to improve team performance in a business

environment.

LO 4 Judge how group dynamics affect a team’s success and determine how to improve team performance in a business

environment.

Videos for this module 1 transcript attached that video is no longer available.

MAN 3046 Module 3 Lecture Presentation 2 (b2MyaR0gMo0)

Hi. Bruce Johnson here. And in this video today, I want to take a look at two of the most strategic decisions any business, any organization, any company can ever make. And those two decisions are what is our mission, and what is our vision. Unfortunately for most companies, they often come up with rather poor answers to those two questions. Because there’s often a lot of misunderstanding among their executive team about what the terms actually are. So one thinks a mission is this, someone thinks it’s this, someone thinks it’s this. And when there’s confusion on your team, you can almost guarantee that the results you’re going to get are going to be less than optimal. So if you like to make better strategic decisions about your company, your business, or your organization that can literally propel it toward the future, and can help you take more market share, then you’re going to want to listen and figure out how to differentiate between a mission statement and a vision statement. With that said, let’s take a look at the first one, a mission statement. Now for me the best way to define something is to go back to what the word itself means. So for example, when you hear the word mission, what do you hear? For example, if a military organization is going to go on a mission, what does that mean? Chances are it means that a group of them are going to go out for a specific purpose to do something, quite frequently to a specific person or group of people. If you hear that a religious organization, like a church, for example, is going to go on a mission’s trip, you assume that a group of people are going to go out to try to do something for a specific purpose to a specific group of people. So a mission is about what somebody does. It’s not meant to be necessarily aspirational. It’s about what you do. And a good mission statement should define what you as a company do, and in fact what you don’t do, and quite frequently for who you might do it. And we don’t have enough time in this video to go through what makes a good mission statement or good vision statement. I’ll do that in further videos. But let me just give you an example of what I would consider to be a good mission statement. A good mission statement from my perspective would be United States Tennis Association. United States Tennis Association says that their mission is to promote and develop the growth of tennis. Now they don’t necessarily define who they’re doing it for, because the name of the organization– United States Tennis Association– kind of does that. But some people might choose to add that on there– for tennis players in the United States, or for in the United States. Because it’s clear that the United States Tennis Association is not trying to promote and develop the growth of tennis in Kazakhstan. It’s in the United States, kind of understood. But those two things that they focus in– promoting the growth of tennis, and developing the growth of tennis– have really driven that organization in the last decade since they created it. And in fact, if I understand correctly, tennis is the only organized sport– I mean, mainline sport– that has actually been growing in the past decade in participation. It was declining, and now it’s inclining. Why? Because they got very clear on their mission. It is about promoting and developing the growth of tennis. And that drives everything, including resource allocation, initiatives, et cetera. And it’s working. A great missions statement– simple, direct, and operative. Now that’s a mission statement. On the other hand, what’s a vision statement? A vision statement is something completely and radically different. A vision statement– if you go back to its root word– is about vision. It’s about seeing something. A vision statement is not about what you do. It’s about what you want to be or become. It’s something in the future. A mission statement is kind of perfunctory– this is the work we do, it defines what we do. But a vision statement should inspire the hearts of the people who are working it to be something that’s aspirational, something that the people get excited about and thrilled about. And they say, I want to be a part of that. It is not just what you do. It’s about what you want to be or become. And that’s radically different. So let me give you what I would consider to be a good vision statement from a railroad company, Norfolk Southern. And theirs is not defined by railroad at all. Their vision statement is to be the safest, most customer-focused, and most successful transportation company in the world. Now whether you think they are doing that or not is irrelevant. It’s aspirational. It’s what they want to be. And you can see how the people at Norfolk Southern would get really excited about that. We want to be the safest. We want to be the most customer focused. We want to be the most successful transportation company in the world. And that’s why often in vision statements you’ll hear words like, we want to be the preeminent. We want to be the premier, or the best in class, or world class, or something like that. It’s meant to be aspirational, where people say, yes, I want to give my time, my energy, to that thing. So that’s really the difference between a mission and a vision statement. Mission statement is about what you do. Vision statement is about what you want to be or become. A mission statement is focusing on today, what we do. Whereas a vision statement is focusing on what we want to become. It’s focusing on the future. And that’s the difference. So now in future videos, we’ll talk about what makes a good one or a bad one. But for right now, you have enough to start moving forward into finding a great mission statement, a vision statement to your accelerated success. I wish you the best until next time. Bye-bye.

MAN 3046 Module 3 Lecture Presentation 2 (b2MyaR0gMo0)

Hi. Bruce Johnson here. And in this video today, I want to take a look at two of the most strategic

decisions any business, any organization, any company can ever make. And those two decisions are

what is our mission, and what is our vision.

Unfortunatel

y for most companies, they often come up with rather poor answers to those two

questions. Because there’s often a lot of misunderstanding among their executive team about what the

terms actually are. So one thinks a mission is this, someone thinks it’s thi

s, someone thinks it’s this. And

when there’s confusion on your team, you can almost guarantee that the results you’re going to get are

going to be less than optimal.

So if you like to make better strategic decisions about your company, your business, or

your organization

that can literally propel it toward the future, and can help you take more market share, then you’re

going to want to listen and figure out how to differentiate between a mission statement and a vision

statement. With that said, let’s ta

ke a look at the first one, a mission statement.

Now for me the best way to define something is to go back to what the word itself means. So for

example, when you hear the word mission, what do you hear? For example, if a military organization is

going t

o go on a mission, what does that mean? Chances are it means that a group of them are going to

go out for a specific purpose to do something, quite frequently to a specific person or group of people. If

you hear that a religious organization, like a church

, for example, is going to go on a mission’s trip, you

assume that a group of people are going to go out to try to do something for a specific purpose to a

specific group of people.

So a mission is about what somebody does. It’s not meant to be necessari

ly aspirational. It’s about what

you do. And a good mission statement should define what you as a company do, and in fact what you

don’t do, and quite frequently for who you might do it. And we don’t have enough time in this video to

go through what makes

a good mission statement or good vision statement. I’ll do that in further videos.

But let me just give you an example of what I would consider to be a good mission statement.

A good mission statement from my perspective would be United States Tennis Ass

ociation. United

States Tennis Association says that their mission is to promote and develop the growth of tennis. Now

they don’t necessarily define who they’re doing it for, because the name of the organization

United

States Tennis Association

kind of

does that. But some people might choose to add that on there

for

tennis players in the United States, or for in the United States. Because it’s clear that the United States

Tennis Association is not trying to promote and develop the growth of tennis in

Kazakhstan. It’s in the

United States, kind of understood.

But those two things that they focus in

promoting the growth of tennis, and developing the growth of

tennis

have really driven that organization in the last decade since they created it. And

in fact, if I

understand correctly, tennis is the only organized sport

I mean, mainline sport

that has actually been

growing in the past decade in participation. It was declining, and now it’s inclining. Why? Because they

MAN 3046 Module 3 Lecture Presentation 2 (b2MyaR0gMo0)

Hi. Bruce Johnson here. And in this video today, I want to take a look at two of the most strategic

decisions any business, any organization, any company can ever make. And those two decisions are

what is our mission, and what is our vision.

Unfortunately for most companies, they often come up with rather poor answers to those two

questions. Because there’s often a lot of misunderstanding among their executive team about what the

terms actually are. So one thinks a mission is this, someone thinks it’s this, someone thinks it’s this. And

when there’s confusion on your team, you can almost guarantee that the results you’re going to get are

going to be less than optimal.

So if you like to make better strategic decisions about your company, your business, or your organization

that can literally propel it toward the future, and can help you take more market share, then you’re

going to want to listen and figure out how to differentiate between a mission statement and a vision

statement. With that said, let’s take a look at the first one, a mission statement.

Now for me the best way to define something is to go back to what the word itself means. So for

example, when you hear the word mission, what do you hear? For example, if a military organization is

going to go on a mission, what does that mean? Chances are it means that a group of them are going to

go out for a specific purpose to do something, quite frequently to a specific person or group of people. If

you hear that a religious organization, like a church, for example, is going to go on a mission’s trip, you

assume that a group of people are going to go out to try to do something for a specific purpose to a

specific group of people.

So a mission is about what somebody does. It’s not meant to be necessarily aspirational. It’s about what

you do. And a good mission statement should define what you as a company do, and in fact what you

don’t do, and quite frequently for who you might do it. And we don’t have enough time in this video to

go through what makes a good mission statement or good vision statement. I’ll do that in further videos.

But let me just give you an example of what I would consider to be a good mission statement.

A good mission statement from my perspective would be United States Tennis Association. United

States Tennis Association says that their mission is to promote and develop the growth of tennis. Now

they don’t necessarily define who they’re doing it for, because the name of the organization– United

States Tennis Association– kind of does that. But some people might choose to add that on there– for

tennis players in the United States, or for in the United States. Because it’s clear that the United States

Tennis Association is not trying to promote and develop the growth of tennis in Kazakhstan. It’s in the

United States, kind of understood.

But those two things that they focus in– promoting the growth of tennis, and developing the growth of

tennis– have really driven that organization in the last decade since they created it. And in fact, if I

understand correctly, tennis is the only organized sport– I mean, mainline sport– that has actually been

growing in the past decade in participation. It was declining, and now it’s inclining. Why? Because they

1

Mission, Vision, Values & Goals David Grusenmeyer

Sr. Extension Associate, PRO-DAIRY Introduction Teams and team building efforts are popular buzzwords in today’s work environment. Bringing individuals together in the workplace and getting them to work together as an effective team is a challenge. The sports team analogy is often sighted and sought after in the workplace, but seldom achieved. What is it about successful sports teams that make them function so well as teams? Several observations stand out:

1. The coaches or captains are successful at establishing the same vision in the mind of each team member; that at the end of the season they will be #1 in their league, city, state, or nation.

2. All members share a common team mission or goal; to win each and every game they play.

3. There’s an opponent, or a goal to be bested, and everyone knows clearly who or what it is.

4. Each player has a personal mission and goals that mesh with or complement those of the team; to perform their part of each play during the game to the best of their ability.

5. Each team member knows their position and how their individual efforts contribute to the team’s success. They also know their teammates depend on them.

Business owners/managers will experience success in team building and success in their business to the extent they:

1. Have clearly defined organizational mission, vision, values and goals. 2. Clearly articulate the mission, vision, values and goals to everyone involved

with the business. 3. Mesh the business’s mission, vision, values and goals tightly into those of

each individual so that in achieving individual goals and visions, business goals and visions are also achieved.

Think about your business. Is there a clearly identified vision of where the farm is headed? How will the business look or operate in one, two, five or ten years? If you don’t know where you’re going any road will take you there. And, if you can’t clearly describe where you’re headed how can you expect your family members, employees, or agri-service professionals to help you get there? Do you have a clearly defined mission? Why is your farm in business? What do you hope to achieve? Does everyone on the farm ∼ family, employees, and agri-service representatives ∼ know what that mission is? Do they see your commitment to it everyday? Have they accepted the mission as important to them? Does each individual know how their efforts contribute to the mission?

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Are there specific goals and objectives? Does everyone accept these goals and see how achieving farm goals will help them achieve their own personal goals? Are the goals and objectives translated into work performance standards and expectations for each employee? These are not easy questions, but as we increasingly depend on the talents and efforts of others to make our farm successful, answering them affirmatively becomes ever more important. Core Values Even though we frequently talk about mission and vision first, the basic underlying foundation for both are our core values. Core values are the principles and standards at the very center of our character, and from which we will not budge or stray. Core values are extremely stable and change only very slowly over long periods of time. Core values form the basis for our beliefs about life, ourselves and those around us, and the human potential of ourselves and others. Values and beliefs form our attitudes and guide our behavior. The behaviors we engage in are what people around us see, along with our skills and actions. Our outer or public shell of behaviors and skills can change rapidly and dramatically through our lives, influenced by our environment and guided by our more stable core values and beliefs.

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For some people identifying and communicating personal core values can be a difficult task. Core values are so close to the center of who we are that they tend to be very protected and not shared with others until a personal relationship has been established. The fact that these values are so central to what’s important to us individually, makes it all the more important to think about them first as a basis for establishing sound and meaningful mission, vision and goals in both our life and business. Once the values of an individual or organization are identified, it’s frequently useful to rank them from more to less important. Then when questions come up later where one value must be traded off against another the decision will be easier to make and communicate. For example, say the core values of a farm business are efficiency, family, safety and respect for others. If a question comes up about implementing a practice that will improve operational efficiency but may compromise the health and safety of employees, knowing the relative importance of efficiency versus safety will help guide the decision. If an employee’s child is hospitalized are they expected to be at the farm for their shift regardless, or with their child in the hospital? Knowing the relative importance of family versus operational efficiency will help answer that question. It won’t necessarily make these decisions easy or totally objective but it will bring some guidance and consistency to the decision making process. In the high stakes game of professional football Tom Landry coached the Dallas Cowboys for years. Win or loose he always maintained a cool, calm, stoic presence on the sideline. A reporter once asked him how he was able to maintain such a calm focus with all the pressures. Coach Landry replied it’s easy because I have my priorities straight. First is my God, second my wife, third my family and fourth is football, so if I loose on the weekend I have lots of more important things to support me through the week. Defining your core values first will help you get your priorities in order. Mission A personal mission or a farm business mission statement deals with questions like, “Why are we here?”, “Why do we exist?”, “Why do we get up each day and do what we do?”, “What is it that we get paid for?” “What function does the organization perform? For whom? How?” The mission is a broad statement of personal or business scope, purpose and operation that distinguishes me, or my farm, from others. A farm business cannot have values, beliefs or a mission outside of the people who makeup that business. Therefore, especially for small closely held businesses, it’s important that each principle in the business write their own personal mission statement first, then come together as a group or team to develop a mission statement for the business.

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A farm business mission statement reflects the core values and beliefs of the individuals who lead the business. To the extent there are large differences between a farm mission and a personal mission, or between farm business values and personal core values, there will be discord and friction for that individual within the business. Weather you’re an owner, an employee or a consultant, one way to help assure happiness and fulfillment at work is to be certain your values and mission are in alignment with those of the business. People have been known to become physically ill from the stress of working in a business where their core values were at odds with the values and ethics practiced in the business In addition to giving structure and direction to an individual or business, well-written mission statements are excellent tools to inform others about what’s important to you and how you operate your business. Example mission statement 1: “Our priorities are God, family (people), business. Our goal is to be a place where people (our most valuable asset) have the opportunity to grow spiritually, personally, intellectually, and financially. Through putting God first and people second, our success as individuals and as a business is guaranteed.” Example mission statement 2: “To produce large quantities of high-quality milk as economically as possible, in order to provide an adequate standard of living for both owners and employees.” These two mission statements communicate very different notions about what’s important on these two farms and also give some indication that day-to-day business may be conducted differently as a result. Any mission statement that concisely represents truth and reality about the individual or the farm is a good mission statement. Likewise, any statement that doesn’t honestly and accurately represent the values and beliefs of the individual or the farm is a poor mission statement, regardless of what is says or how good it sounds. If excellence is a stated value or the pursuit of excellence a stated mission, yet average, industry standard, or legal requirement is “good enough”, then what is the real commitment to excellence? Do they really “live” their stated mission? Mission statements serve to inform employees, friends, neighbors, and agribusiness people about what’s important to you and your business. They also serve as anchors and guideposts for both strategic and operational or tactical decision making on the farm. Vision While a mission is a statement of what is, a vision is a statement of what or how you would like things to be. A picture of the future you’re working to create, what you want to be when you grow up, what you want your business to become.

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Without a vision of where you’re going how can you develop a plan to get there and how will you know when you’ve arrived? Without a vision of where we would like to be, we can continue hiking various trails through life, climbing mountain after mountain, only to discover each time that we’ve arrived somewhere we really don’t want to be. Nothing was ever created without a vision. It guides us, gives us direction and purpose, and can serve as a powerful motivator for those around us and ourselves. In order to truly guide and motivate a vision must:

1. Be aligned with the core values of both the individuals and the farm business.

and 2. Be effectively communicated to and accepted by everyone involved in the

farm.

The more precise and detailed you can be in writing a description of your vision of the future, the easier it will be to communicate it to others and gain their commitment to it, and the more likely you will be to achieve it. Being able to articulate a clear vision of the future is essential if you expect employees and agri-service consultants to help you get there. Success comes through bringing aboard people ∼ as partners, employees or consultants ∼ with core values that fit well with the business, and who understand and accept the business mission and vision as matching closely with their own. Developing visions and missions that are truly shared takes time, effort, energy and commitment. You can’t expect that just because you develop mission and vision statements, read them at a staff meeting and even hand them out in printed form, that everyone will immediately accept and work toward achieving them. You need to walk the talk and be totally committed to them yourself first, and then discuss them with your employees and consultants at least eight or ten times before they will believe you’re really serious and begin to internalize these statements. Goals & Objectives Mission and vision, although frequently short statements, are broad, encompassing and far-reaching. They can often seem overwhelming and perhaps even impossible to achieve. The metaphors, “How do you eat an elephant? – One bite at a time” and “A journey of a thousand miles begins with the first step”, fit well in regard to achieving a mission and vision. Goals and objectives create the bite size pieces, the road map and manageable stepping stones to achieve the mission, make the vision a reality, and navigate the course we have set for our business, or for ourselves.

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Reading the business literature is confusing as to what’s a goal and what’s an objective, they’re used interchangeably from one business author to another. The education literature however is consistent and specific. Goals are the bigger fuzzy things and objectives are the small:

– S pecific – M easurable – A ttainable – R ewarding – T imed

steps through which we achieve our goals. It doesn’t really matter what we call them as long as we keep in mind the principle of, “start small and break it down to minuscule” in terms of identifying the steps that will move us in the direction we want to go. While it’s possible to get bogged down in minutiae, the reality is, few people error on the side of too much detail when it comes to writing goals and objectives. More often than not employees are confused and frustrated by a lack of detail. To be effective goals and objectives must be written. If they aren’t in writing they’re merely ideas with no real power or conviction behind them. Written goals and objectives provide motivation to achieve them and can then be used as a reminder to you and others. Clearly and specifically written, they also eliminate confusion and misunderstanding. Among all the attributes of a well-written objective, the most important are measurable results and a timeframe for completion. Being able to quantify results and evaluate the timeliness of accomplishing goals allows owners or managers to assess the performance and progress of the overall business as well as individuals and teams within the business. Having well developed goals and objectives also helps:

– Maintain focus and perspective – Establish priorities – Lead to greater job satisfaction – Improve employee performance.

Researchers studying the effects of goals as part of a company’s overall performance management process found that the level of performance is highest when:

– Goals are clearly stated and contain specific objectives – Goals are challenging but not unreasonable – Employees accept their goals with a true sense of ownership – Employees participate in setting and reviewing their goals.

As time goes on and goals are achieved, or conditions and situations change, it’s important to reevaluate and establish new goals and objectives. Failure to periodically

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set new or more challenging goals can lead to stagnation in the business and boredom among employees. Finally, as goals are achieved or milestones along the way are reached, providing positive feedback and rewards for yourself and employees is critical to maintaining enthusiasm and continued progress.

What’s Your Goal Setting Quotient?

1. I work from a comprehensive business plan or a formal

long-range strategic plan. 2. My business (team) has an operational plan that is revised

annually. 3. Each of my family members and employees has an

individual plan that covers his/her goals for the year. 4. I meet with my family members or employees regularly to

review progress toward their goals. 5. I meet with my team regularly to check on progress toward

goals. 6. When a goal is set I make sure it’s monitored and doesn’t

fall through the cracks. 7. I build my relationships with family members and employees

around tasks we mutually identify and pursue. 8. I feel good when I relinquish control and pass responsibility

on to others. 9. Business goals are set by all the key people, not just by me. 10. I praise my family members and employees freely and

publicly when they accomplish their goals.

Yes No

A yes to all 10 puts you at the top in management proficiency with regard to goal setting.

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Summary The following analogy of a group of people carpooling together may help to pull things together. It would be very difficult for everyone in a carpool to make a decision on whether to turn right, left or go straight at the next intersection if each was headed for a different destination. If they’re all going to the same place, they may have different ideas on which way to turn and exactly how to get to where they’re going. One may like the scenic route, another knows about road construction that should be avoided, a third may want to take a shortcut and arrive early, a fourth may need to run an errand along the way. Since their destination is the same, even though there is diversity in their ideas, they should be able to reach a consensus decision on the route to take based on information provided by each. Likewise in a business it’s difficult or impossible to agree on strategic or even tactical decisions if everyone in the business ∼ owners, managers, family members, employees ∼ are not all headed in the same direction, toward the same mission and vision. If a family, a business, or a team doesn’t have a common direction ∼ mission, vision and core values ∼ arguments will occur surrounding nearly every decision and agreements may be impossible. Developing shared mission, vision and values is the first step in laying a foundation for making strategic and tactical decisions that will move the business forward. Having them in place won’t eliminate arguments and disagreements, but at least the disagreement will be about how to best get to the same endpoint as opposed to heading in opposite directions. Getting Started Discovering and developing a business’s mission, vision and values is not an easy task. For small and closely held businesses the business mission, vision and values stem from those of the individuals involved, it makes sense that each individual should first identify their personal mission, vision, values and goals and then come together to develop them for the business. The following worksheets are designed to help you work through the process of identifying your personal core values and developing a personal mission statement. Some of them may also be useful in developing your business mission and vision statements. I recommend using all of the worksheet exercises in the sequence in which they appear here. However, these are simply tools to help you through the process so feel free to use any or all of them in whatever sequence you believe will be helpful. The objective is to get you thinking from several different perspectives about what is important to you and what you stand for.

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Characteristics Survey

Below is a list of 20 personal characteristics arranged in alphabetical order. Rank each item according to the importance of that characteristic for YOU. Study the list carefully. Then place a 1 next to the characteristic that is most important for you; place a 2 next to the second most important characteristic, etc. The characteristic that is least important to you, relative to the others, should be ranked 20. Work slowly and think carefully. If you change your mind, feel free to change the ranking. The end results should show how you truly feel. Add characteristics that are important to you but missing from the list. _____Ambitious (hard working, aspiring)

_____Broadminded (open-minded, tolerant, accepting)

_____Capable (competent, effective)

_____Cheerful (lighthearted, joyful, happy)

_____Courageous (brave, standing up for your beliefs)

_____Dependable (reliable, trustworthy, responsible)

_____Forgiving (willing to pardon others)

_____Friendly (pleasant, warm, outgoing, good-natured)

_____Helpful (working for the welfare of others)

_____Honest (sincere, truthful)

_____Imaginative (daring, creative, original)

_____Independent (self-reliant, self-sufficient)

_____Intellectual (intelligent, reflective, knowledgeable)

_____Logical (consistent, rational, realistic)

_____Loving (affectionate, tender)

_____Obedient (dutiful, respectful)

_____Organized (clean, neat, tidy)

_____Polite (courteous, well-mannered, respectful)

_____Self-confident (self-assured, poised, self-aware)

_____Self-controlled (restrained, self-disciplined)

_____ ____________________________________

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Values Survey Below is a list of 20 values arranged in alphabetical order. Rank them in order of their importance to YOU as guiding principals in YOUR life. Study the list carefully. Then place a 1 next to the value that is most important for you; place a 2 next to the value that is second most important to you, etc. The value that is least important, relative to the others, should be ranked 20. Work slowly and think carefully. If you change your mind, feel free to change your numbers. The end results should show how you truly feel. Add values that are important to you but missing from the list. _____Achievement (attaining personal and professional goals, accomplishment)

_____A comfortable life (a prosperous life, adequate finances)

_____Equality (brotherhood, equal opportunity for all, fairness)

_____An exciting life (a stimulating, active life)

_____Family security (caring for loved ones, being cared for)

_____Freedom (independence, free choice, autonomy)

_____Happiness (contentedness, fulfillment)

_____Inner Harmony (freedom from inner conflict, accord, balance)

_____Leaving a legacy (something that endures after you are gone)

_____Mature love (sexual and spiritual intimacy)

_____National security (protection from attack)

_____Pleasure (an enjoyable, leisurely life)

_____Salvation (deliverance from sin, eternal life)

_____Self-respect (self-esteem, pride, self-worth)

_____A sense of accomplishment (making a lasting contribution)

_____Social recognition (respect, admiration, appreciation)

_____True friendship (close companionship, love)

_____Wisdom (a mature understanding of life, insight, knowledge)

_____A world at peace (freedom from war and conflict)

_____A world of beauty (beauty of nature and the arts)

_____ ______________________________________

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What’s Important ?

Look back at your ranking of values and personal characteristics. Are there values or personal characteristics that are important to you and are not listed? If so, add them to your list. Now list below, in rank order of importance, your top eight most important values and top eight most important personal characteristics. These are your core values and characteristics that you would not compromise on or stray from regardless of the situation. Values Characteristics

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My Roles In Life

Identify all the roles you play in your life (e.g. daughter, son, student, employee, parent, grandparent, husband, wife, church member, school board member, local charity committee member, etc.). Then describe the purpose you serve in that role. Why you do it? What’s important about it? Who depends on you? Who benefits?

Role Your Purpose In That Role

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Interacting With People To a great extent getting along in this world means getting along with and interacting with people. List ways that you successfully interact with people. Examples: Advise Entertain Reassure Teach Lead Manage Encourage Educate Love Stimulate Motivate Inspire Help Study Plan Sell Provide Excite Enthuse Serve Support

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If I Won an Award

If I won an award, what would the award be for?

What would I want the presenter to say about me?

What would my parents, grandparents, spouse, children, siblings be proud to hear about me?

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What Do I Want In Life ?

What do I want people to say about me in 10 years. . ., 20 years. . ., when I die?

What do I want to accomplish in my life?

What do I want to do (experience) in my life?

What do I want to have (posses) in my life?

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A Perfect World

Visualize your perfect world. How does it look? What are people doing? What are people saying? How does it feel? Write a description of this perfect world. Example: My perfect world is a place where people know their destinations and enjoy their life journeys. My perfect world is a world at peace where people are helpful, friendly and truly care about everyone. My perfect world is a world where I am in close contact with my God, my family, my friends and my environment. My perfect world . . .

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Personal Mission Statement

Combine words and concepts from your values list, characteristics list, roles in your life, interacting with people list, and things you want in life, along with your description of a perfect world, to create your personal mission statement. Example: My life purpose is to use my energy and my people skills to teach and motivate people to know their destination and enjoy their life journey. My life purpose is . . .