After all, what else is there to do.
This is not an easy question however. We have been conditioned to want and need things in life — to keep us safe, keep us happy — but we’ve not been taught to create the things we love. Or encouraged to pursue unless of course we have the means to do so. It appears frivolous, a bonus in life.
I was chatting with a friend the other day, and casually discussing how ‘inclusivity’ is important in the creative process. Yet more often than not, we do it on our own. It led us to some sharp admissions; each with our hoard of ideas, we act like a secret agents! We squirrel away on our creative projects when we find the time. But we know that this is at odds with the spirit of creativity. What is going on? And why do we hide away?
It’s one thing to articulate your Why, and another entirely to keep it alive and at the centre of every daily business activity. Leadership is the act of being a compass – it comes down to the way you talk about what you do. The organisation’s ‘WHY’.
People don’t think, they respond. In our connected world, the perception is that people are always-on, but they’re not always receiving. Emotional relevance and matching values are critical to gain attention.
Price is a measurement of creating value.
But if you’re focused on only making money, then you cannot be focused on creating that value that you need to attract clients and potentially make a profit.
The mission is the vehicle that drives the company in a consistent direction. It’s why you get up in the morning. It’s the glue that binds an organisation together and connects it to customers.
Attracting an audience is about matching beliefs and values, and storytelling is critical to illicit genuine response (good or bad!)
Expressing your natural passions and motivations may not come naturally at first, and my work helps uncover and articulate those innate motivations that are second nature to you, but often unconscious too.
The reason why so many mission statements seem vague and irrelevant and fail to inspire, is not because they are too lofty or too abstract. It is because executives tasked with translating the mission lack the commitment and imagination to make the thousands of simple connections between mission and execution that are necessary for credibility and success.