Why Mission Matters The Nonprofit Thing That We Don’t Really Want to Talk About…

Defining the Problem

By Rob Mitchell

How many nonprofit brands can you name? How many of these do you really understand what their mission is? How many of these nonprofits provide a regular tangible measurement of how they are achieving their mission?

Some (but certainly not all) have operated for decades with rather ‘squishy’ missions and fill their annual reports with activity reports rather than objective measurements of how much progress they’ve made toward meeting their mission goals. They have great difficulty in telling their supporters how dollars donated directly relate to eradicating a disease, ending hunger, slowing climate change, providing education for those who can’t afford it, ending poverty, etc. Sure, they’ve been busy. They’ve spent a lot of money on activities and projects. They have made a difference. They can cite lots of good work. But what many can’t do is show us how any of this notable activity is having a measurable effect on actually achieving their stated mission – if we even know what that mission is.

The first question to ask is “what exactly is the mission?” Is the mission bold and audacious? Is progress toward the mission measurable? If not, why not?

Time is Vital

Often the most important omissions in defining missions is the element of time… or in another word, urgency. Capital Campaigns are excellent examples of how missions can be defined and achieved before an established deadline. Campaigns specifically define what the needs are, what the benefits will be, how much money is needed, and when the campaign will need to be completed. Organizational missions should be viewed similarly. Let’s tell our constituents what we are going to do, how we intend to do it, how much time it will take and how much money is needed and why the investment is needed now. Next, let’s regularly show them how well we are doing in achieving our plan. Let’s provide a report card that we are proud of. If our mission needs to change, let’s change it and tell everyone what we’ve done and why.

We can look to the business world for notable examples. Entrepreneurs raise billions every year to fund their bold business visions. In order to successfully raise money from investors, these avaricious visionaries need to provide a business plan showing what the end game is, what specific accomplishments need to be achieved, how much money is needed, what the impediments are, and most importantly how all the participants will profit in an acceptable time frame. 

Winning

Americans love winners and will support them. Americans are also often quite forgiving. Some of the best examples are found in sports and politics. 

Mike Tyson was the undisputed world heavyweight boxing champion from 1987-1990. In 1992 he was convicted of felony rape and sentenced to 6 years in prison. He was released after serving three years in the Indiana correctional system, and in 1996 before a paid crowd of millions, won back his heavyweight titles.

Even more noteworthy perhaps, is that while he was in prison, Mike Tyson learned to read beyond a very elementary level and even became a mentor to other young men to try to help them avoid the many pitfalls that might befall them in their lives. Iron Mike turned his incredible life hurdles into an opportunity that makes him, even today, one of the most sought after celebrity guests around the globe.

In the political realm, in the next presidential election, I may be moved to cast my vote for someone who has a reprehensible personal past but nonetheless, whose policies I can support, who I can give credit for his many accomplishments and can see his potential for making Americans’ lives better.

In business, Walmart, then Amazon became winners, in part, because Sears could not or would not adapt to changing technology and changing consumer behavior.

The universities with the largest endowments find themselves in the position of winners not because they need money so badly, but because their alums are the most successful, powerful and oftentimes, visionary. These alums lead the biggest companies, make incredible scientific breakthroughs and are among the most successful individuals in their fields.

The above examples are merely a slice of a greater story taken from the strata of both fame and success, but they all started out just like you. Every one of them, however, began their adventure with a vision: a vision to win a world championship belt; a vision to help America to its true greatness; a vision to become the most dominant company in its space; or a vision to educate the leaders of the next generation.

They all had to build to achieve their success. Your nonprofit is really no different than them. What then will it take for your nonprofit to become a great winner?

I can say with certainty that it will start with a clearly defined vision, executing your mission and ways of measuring your success. Actualizing your vision means taking what you dream of and formulating the means of making it happen in a way you know, and everyone else can see, it succeeds.

You need to build a support system around you. “Cheerleaders” (who are much more important than you might realize) who believe in you, mentors, advisors, managers and role players for many different jobs. If you believe in it, there’s a reason why. And when you believe, you can achieve! But initiative and persistence are your allies. Delay and pessimism are your adversaries.

Time is a commodity that you cannot afford to waste. Resolve today to do what is necessary for your nonprofit to be the winner it is meant to be. Let us know how we can help!