Mission Accomplished

By day I am a cool-headed consultant, advising arts organizations and leading workshops with titles such as "How to Write a Mission Statement That Succeeds." But tonight I am a frustrated board member, just back from another meeting that leaves me wondering about the future of this organization and our capacity to help it move forward. Without a clear sense of mission, we are hamstrung. There is no coherent viewpoint from month to month, and therefore no consistent criteria for making decisions, plans, or innovations. There is more talk about putting our organization "back on the map" rather than about why we exist and whom we serve. An upcoming anniversary and pro bono branding expertise have pressured the board into delivering "the story" for the media before we have been able to declare a mission for ourselves.

Sad to say, judging from the mission statements littering websites across the internet, my experience is not unique. For the most part, the mission statements of performing arts organizations are riddled with cliches, platitudes, and generalities. Many are not mission statements at all, but rather a grocery list of generic activities topped off with a grand claim to "excellence" or "quality." As well-intentioned as they may be, they are neither informative nor appealing to the general reader.

A mission statement is not just a mandatory exercise to check off the board's "to-do" list and upload to the website. It is a management tool, a recruiting device, and a programming guideline. It is the “secret weapon” of the highly successful performing arts organization. What's more — it's free, and it’s completely within your control. You don't have to get a grant to do it, and I've never known a critic to review one.

So why are we so challenged to create successful mission statements? Because it's hard. By nature, the process reveals the inevitable faultlines among stakeholders and requires deep dialogue to reach consensus. It is a messy process, and requires substantial investment of time, thought, and personal goodwill.

And, let's face it, it's not a sexy process. Programming is sexy. Fundraising receptions are sexy. Media attention is sexy. But no one gives out awards for “best mission statement.”

Writing a mission statement takes rigor, and honesty: Are we really equipped to undertake this work? Is this where are energies are best directed? Are we assessing our place in the community fully and objectively? Is there a need for what we do, or what we want to do?

Management guru Peter Drucker described the non-profit mission statement as having three “musts.” It must address community needs, reflect organizational expertise, and elicit commitment.

Mission statements are negotiated from beliefs so deep that they are rarely spoken. Drilling down to that core set of values, that fundamental purpose, that envisioned future takes persistence and a way with words. Like a haiku, the mission statement is deceptive in its simplicity and brevity, which is in reality the product of relentless focus on both internal and external realities.

Which means that we must get better at articulating how our performing arts institutions contribute to the larger community, not just in terms of our own love for the performing arts but in terms of the community’s needs.

When a mission statement succeeds, it inspires stakeholders of every kind to join the cause. It attracts attention with its energy and its ambition. For example, which of these two statements (one is fictional, one is real) truly ignites your imagination?

The Ann Daly Dance Group is a nationally touring modern dance company that embodies 21st century culture. We create, perform, and produce dance performances of the highest quality and innovation. In order to support dance and our community, our training program brings dance to the schools, and we sponsor an annual citywide dance festival.

Forklift Danceworks envisions a world where art and creativity are at the core of our daily lives. Through its performances and collaborations, the company seeks to enable people to connect with that which is larger than themselves, often in unexpected ways. FLDW values creativity, diversity, and connection, and the dances produced by the company serve to demonstrate our core belief that all people are inherently creative.

When a mission statement succeeds, it provides an elegant guide to decision-making: Does this programming or operational or financial initiative advance our mission? Even before being evaluated for budgetary feasibility, a proposal needs to be evaluated for strategic value to the mission.

When a mission statement succeeds, it reminds us exactly why our organization exists, and of its grandest potential to make a difference in the world.

When a mission statement succeeds, it aligns intention and action. It is easy to operationalize, with clear benefits and beneficiaries. It is results-oriented.

And when a mission statement succeeds, board members go home from their meetings with an unmistakable sense of purpose and accomplishment.

Based in Austin, Texas, Ann Daly Arts Consulting LLC provides strategic advising to individuals and organizations that make, fund, or serve the arts. Together we share a commitment to shaping a meaningful future for the cultural sector.A  longtime thought leader in arts and culture, Dr. Daly is a frequent author and speakerbooks on the performing and visual arts and has served as cultural commentator for the New York Times, Village Voice, Chronicle of Higher Education, and NPR's “Marketplace.” She has contributed articles to Dance/USA Journal, Grantmakers in the Arts Reader, Inside Arts (Association of Performing Arts Presenters), and International Arts Manager. nationally and internationally.

Article used by Permission of the Author
© 2002-2006 Ann Daly
 Previously  published in the International Arts Manager
March 2006

For more information and to subscribe to Dr. Daly's monthly e-letter go to http://www.anndaly.com/eletter/