Every organization, every last one, can have a relatable mission, purpose & vision. When creating these things, it's all about being true to who your organization is at its core, and realistic with how they can deliver this promise to your customers & employees.

Companies of all sizes engage with clients/customers, employees, investors, and the public. A relatable purpose is important. Companies don’t have to be altruistic to communicate they care. A clear mission and list of goals facilitates business at many levels.

Every (for-profit, at least) company has a surface-level mission: "Sell X". A deeper purpose can be found in the answer to "Why is someone's life better if they have X?" When you have that answer, that can guide future efforts, e.g. "What comes next after X?"

Working without a mission and purpose is like playing a game without keeping score. You'll do certain rote actions but you will have no motivation to push beyond your limits, nor will you be bothered if things aren't going well.

Yes, indeed, a sense of mission & purpose improves employees’ work quality & productivity just as a lack of mission inhibits even the best employee from doing great work. People need a lasting answer to the question: "How does my work matter in this world?"

If mission is clearly defined & the team knows HOW to achieve it, yes, employee performance, quality, productivity, engagement, satisfaction should fall in line.

Lead with purpose. When you are relentless in your pursuit of living your values, others will know there is space for them to do the same. Oh...and asking the team what drives them personally goes along way too.

Mission is only a collection of words unless someone breaks it down to beliefs worth holding. Leaders help employees connect their dots all the way to the big picture. They offer clarity, encouragement, advice, and support at the ground level.

Leaders need to listen to their employees suggestions on ways to improve the service. They have to be willing to make changes based on the constructive feedback. The mission might now change but how you achieve the mission can change over time.

Employees draw on their connectedness with the company’s mission especially when times are hard and they are asking "Why am I doing this? Why do I work here?" all the time. If the mission helps them answer these questions, they stay with the company = retention.

People join a company for the purpose. People leave because the mission is not being executed, is not clear or seems unattainable with the approach. A solid mission is "mission critical" to employee retention.

Often attributed to millennials but I think the importance of connectedness to mission is increasingly becoming a differentiator for employers regardless of generation.

Nobody likes working for a company (or a boss) when their *actual* personal mission, goals, and values don't align (even if their *stated* mission and goals do align).

Part of being a purpose-driven business is being clear about values and objectives. Recruiters should attract talent that aligns with the mission to ensure long-term success. A carefully crafted strategic plan for hiring is imperative for retention and engagement.

I don't think the issue is so much hiring people to fit the mission as it is clearly defining and communicating that mission. Most normal people will work for a compelling mission if they know what it is and see it clearly and consistently demonstrated.

1:1s and team meetings should include discussions about how to interpret values and mission in practical ways, recognition when employees demonstrate them, and in-depth discussions about what they mean.

I’d say whenever there is a milestone or a setback. A milestone reinforces people’s belief in the direction they’re taking towards their mission. A setback gives pause to clarify beliefs internally and course-correct in context!

If you're a leader, especially in the CSuite, don't focus on broadcasting it to your entire org. Just focus on instilling it to your direct reports and ensure they carry it forward. They become vessels.

Every moment of every work day, we should be reinforcing the mission & values in our behavior. Lead by example, behave as you expect your employees to behave.

Best case, the mission permeates the ENTIRE organization starting at the top. But sometimes contact center leaders have to lead the charge because they are closer to the customer. This is where CX roles can help bridge the gap.

Hierarchy doesn't mix well with Mission and purpose. If they do it looks like ivory towers and corporate rhetoric. Mission and purpose need to form part of the culture and language of a company so it is at all levels.