I have a retreat exercise that never fails to surprise board members and staff. I collect mission statements from several organizations doing similar work—including their own—and ask retreat participants to identify which one belongs to their organization.
More often than not, they can’t do it.
I watch as engaged, committed leaders who have devoted years to their organization read through statement after statement, looking puzzled. They’ll point to one and say, “This sounds like us,” only to discover it’s from an organization three states away that they’ve never heard of.
The silence that follows is always telling. These are people who know their programs inside and out, who can speak passionately about their impact, and who genuinely care about their mission. But their mission statement? It could belong to anyone.
This exercise isn’t meant to embarrass anyone—it’s meant to highlight exactly why mission statement work matters. If your own leadership team can’t distinguish your mission from your peers’, how can you expect donors, partners, or community members to understand what makes you unique and necessary?
The good news? Once organizations realize their mission statement isn’t working, they’re usually motivated to fix it.
Red Flags: Mission Statements That Don’t Work
Here’s what you’ll want to avoid when you begin crafting your new statement:
- Too Vague: “To improve lives and build stronger communities through innovative programs and partnerships.” Problem: What do you actually do? This could be anyone.
- Too Internal: “To provide our clients with comprehensive, evidence-based services that meet their diverse needs through our integrated approach.” Problem: Sounds like a service description, not a mission. Also, what services?
- Too Grandiose: “To eliminate poverty, end hunger, and create lasting social change for all vulnerable populations worldwide.” Problem: This is a vision, not a mission. Also, completely unrealistic for most organizations.
- Too Jargony: “To facilitate capacity-building initiatives that empower stakeholders through sustainable, culturally-responsive programming designed to address systemic barriers.” Problem: No one knows what you actually do.
The Mission Statement Development Process
Step 1: Gather Your Core Team
Don’t try to write this alone or in a huge committee. Bring together 4-6 people who deeply understand your work: your executive director, board chair, program director, development director, and 1-2 others who can speak to your impact.
Step 2: Answer the Fundamental Questions
Before writing anything, spend time honestly answering these questions:
What We Do:
- What are our primary activities?
- What services do we provide?
- What’s our approach or method?
Who We Serve:
- Who are our direct beneficiaries?
- Are there specific demographics, ages, or locations?
- Who benefits indirectly from our work?
Our Immediate Impact:
- What immediate change happens because of our work?
- What problems do we solve day-to-day?
- What do people gain from our services?
Step 3: Write Multiple Versions
Don’t aim for perfection on the first try. Write 5-7 different versions using this formula:
“We [primary activity] for/with [target population] in [location/context] by [approach] to [immediate impact].”
Examples:
- “We provide job training and placement services for formerly incarcerated individuals in urban communities through employer partnerships to reduce recidivism and build economic stability.”
- “We deliver emergency food assistance and nutrition education to food-insecure families in our region through community partnerships to improve food security and health outcomes.”
Step 4: Test and Refine
For each version, ask:
- Can someone understand what we do in 30 seconds or less?
- Is it specific enough that it wouldn’t fit another organization?
- Does it include who we serve and what change we create?
- Would a potential donor understand why we matter?
- Does it help us make decisions about programs and partnerships?
Step 5: The Reality Check
Once you have a strong draft, test it:
- Staff test: Can your staff explain it clearly to someone new?
- Board test: Do board members feel excited to share it?
- Donor test: Would this statement help someone understand why to give?
- Decision test: Does it help you decide what opportunities to pursue?
Common Challenges and Solutions
- “We do too many things to fit in one sentence.” This usually means you either need to find the common thread that connects your programs, or you might need to consider if you’ve lost focus. Good mission statements can encompass multiple programs if they serve the same population or create the same type of change.
- “Our work is too complex to simplify.” Complexity is precisely why you need a clear mission statement. Your statement should be the simple, memorable version that opens the door to deeper conversations about your work.
- “We serve everyone in our community.” While your programs might be open to all, there’s usually a primary population you’re designed to serve or that makes up the majority of your participants. Be specific about who most needs and uses your services.
Implementation: Making Your Mission Statement Work
Once you’ve crafted your mission statement, the real work begins. Here’s how to make it actually useful:
- Use it consistently across your website, grant applications, presentations, and marketing materials.
- Reference it in meetings when making programmatic decisions. Ask: “Does this opportunity align with our mission?”
- Train your team so everyone can articulate it confidently and explain what it means in practice.
- Review it annually to ensure it still fits your work and aspirations.
Your Mission Statement as Strategic Tool
A well-crafted mission statement isn’t just marketing copy—it’s a strategic tool that should guide decision-making, focus program development, and help you communicate your value to funders and community members. It should help you say “no” to opportunities that don’t fit, “yes” to partnerships that advance your work, and give anyone who asks a clear, compelling answer about why your organization matters.
When board members, staff, and volunteers can all articulate your mission clearly and feel energized by it, you’ve got a statement that works.
Ready to Get Started?
The best mission statements come from honest reflection about your organization’s core work and impact. They’re not about sounding impressive—they’re about being clear, compelling, and useful.
If your current mission statement doesn’t help you make decisions, explain your work to others, or inspire your team, it’s time for a refresh. Block out a few hours with your core team and work through the process above.
Your future funders, board members, and community partners will thank you for the clarity!
Hat Tip to Your Success,
P.S. Need help facilitating this process for your organization? SWG has skilled facilitators who can help your team navigate different perspectives and land on a mission statement that everyone can rally behind. Sometimes an outside perspective is exactly what you need to see your work clearly!
Download our August freebie, a Mission Statement Refresh Guide, to guide your next steps.