Retail Observer

RETAILOBSERVER.COM OCTOBER 2023 44 Y ears ago, I set out on a comprehensive project with a client. She'd started her business in her basement, alone, and had grown a small, lean multi-million-dollar company. At the beginning, they were making a beautiful, consumable product, and they were competitive with bigger companies, often outselling and out-performing them because they provided such a unique approach to their products and services. People who worked for her felt like family, and their holiday parties and bonuses became legendary. As she looked to the future, she wanted her company to grow and improve, but there was more turnover than she really wanted, and there were gaps in performance and sales. She wanted to stop hiring people, investing in their training, and having them leave to go sell for someone else. She wanted her company culture to thrive. We set up a project plan that included a series of interviews (so I could get to know the company and its teams). I reviewed their website and branding materials, I looked at their systems and processes, and we met for several working sessions. It was invigorating, hopeful, and energetic – and it was hard work. We created a Strategic Plan, a Team Agreement, and completely overhauled their Performance Management System. They were rockstars – incredible – at implementing, changing, making mistakes, and using their skills to rebuild. They were a dynamic, busy, successful group. It was inspiring! About a year after our project, my client called me, frustrated and perplexed. "We had a team meeting today," she said, "and Melissa raised her hand and asked, "What's our actual plan or direction for the company this year? Where are we going?" There was a short but poignant pause on the other end of the phone. "What the heck?!" my client exclaimed, "We just talked about this for a YEAR!" I had a little chuckle, because this is not unusual, and it's a myth that we must work to overcome, often in ourselves as leaders: "Everyone knows our mission and vision; we already did that." Nope. You've got to say it over and over and over. Recalibration is the key. Creating a common language is one of the most powerful unifiers to point us in the right direction. And, not only that, but it's preventative and proactive. As author Verne Hamish says, "if they're not mocking you, you've not said it enough." Often, and especially when a leader is a founder, we've been living, breathing, sweating, and bleeding our "why" for the duration of the business. We know that our vision is to "provide compassionate care for all patients," or "to delight and celebrate our events and gatherings," or "to provide the right beverage for every situation," or "to protect and serve the community." But it's also your job to make sure that everyone, all the time, knows the purpose of their work is tied to something higher, greater, and over- arching. Because the gravitational pull is always into the muddy weeds of our daily tasks and distractions, and we can forget what we actually believe about our customers or clients or the products and services we provide. We can get transactional only, and as leaders, we can also forget that our job is to articulate and hold the highest vision and mission, and bring that to every single conversation and every single decision. This practice increases engagement, satisfaction, and performance. It supports resolving conflict, gaining clarity, and provides guidance. It helps you and your team know exactly what you can say "yes" to and what you need to let go. Hamish is right: in this case, welcome the mockery of your repeating the vision and the mission over and over! TELLING ALL THE TRUTH SERIES: THE MYTHS OF VISION AND MISSION Libby Wagner Culture Coach Libby Wagner, author of The Influencing Option: The Art of Building a Profit Culture in Business, works with clients to help them create and sustain Profit Cultures. www.libbywagner.com RO

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