In the work I do every day at SYPartners and beyond, I am frequently asked to help with such things as “company values” or “strategic vision” or “purpose statement”. It’s always interesting, especially when we discuss not just the content but also how it works in practice: why will any employee think or act in any different way because there is a new purpose statement? Some people seem to prefer much more clear directives, describing behaviors that employees should do, or a checklists and process maps. I don’t think any way is the right way, but I like to think of them on a spectrum of leadership modes: from the abstract and inspiring to the concrete and directive. The best is when we recognize what each end of the spectrum is good for and use it for that.
With much love