Whether it be the success of an individual or an organization, motivation and focus are two of the most important ingredients of success. Leaders know this and often say things, intending to unite and focus the efforts of teams. As well-intentioned as it may be, if it is insincere, it results in not adding what was needed to keep the team on track.
During my work across the industry, I have encountered this situation often. Leadership sincerely followed the guidance of consultants or individuals that I label as “passion peddlers” who convinced them of the benefit of using motivational language for support but these self-appointed “experts” only provided part of the overall equation, without considering the complete list of inputs needed to make these efforts add the value intended.
One of the phrases, often taught, was the phrase “mission critical”. The phrase, “mission critical” is often used to describe a project or initiative and its importance to an organization. In the proper use of the phrase, “mission critical” means that the overall organization can not achieve success without it. Often, it is meant to motivate “the team”.
In my experience, I observed that, after stating that the effort was “mission critical” the emphasis or focus waned the effort died. Sadly, the next time that an initiative or project was called “mission critical”, it was looked upon with skepticism and lacked the appropriate engagement.
“Walking the Talk”
There is an overused axiom that emphasizes the importance of “walking the talk”. Despite its overuse, it could not be truer than in this situation. Motivation is fleeting and it can not be treated as a “one and done” effort of leadership. My advice to those who use the phrase “mission critical”, as a motivational tool, is that it should be found throughout the initiative from beginning to end. A leader can not say something is “mission critical” and then walk away. Another piece of advice that I have for leadership is that the true meaning of what is said with words are aligned with one’s actions.
The starting point in the proper use of “mission critical” includes these important elements which must exist and be part of the organization’s mindset, prior to using it:
A clear and well understood organizational mission
The mission must be measurable
Organizational objectives (within the mission) must be established and measured
The Next “Giant Leap”
From that point, a “mission critical” initiative or project can be initiated, if:
The current overall organizational performance must be less than the expected level
Some aspect of the organization is impacted by a less then acceptable performance level
The future performance of or the survival of the organization is seriously threatened
Having met the foundational requirements and one or more of the previously noted criteria, leaders can freely consider using this descriptor in relation to the effort. That is, with this one caveat, that they mean it!
“Mission critical” efforts and projects need to have a direct impact on the survival or growth into a new or larger market. The next stage is to continue emphasizing the importance through the actions related to the effort. This is when the motivation occurs. If those involved and those indirectly related to the effort see that the focus on and support of the initiative or project and its team is akin to a “life or death situation for the organization, they will be aligned correctly and place the proper emphasis on their actions. “Mission critical” cannot be once said and then forgotten; “Walk the talk” from beginning to end.
I am not suggesting that leadership refrains from using the phrase “mission critical” from their motivation “tool-kit”. I am recommending that it is only used when it is truly that important and will remain as such throughout its existence. The improper use of motivational phrases and activities ultimately reveal themselves through leadership’s actions that are aligned with them. The proper use leads to another important phrase that is often used in conjunction with the “mission critical” phrase, that being “mission accomplished!”
The Cii is available to help individuals and organizations with every aspect related to the components of success. If you need help, please do not hesitate to contact us.
Phillip C. Reinke,
Founder and President of The Continuous Improvement Institute.
After 30 years of successful organizational transformation from “ground up” and performance improvement in Fortune 100 companies such as General Electric, First Data Corporation, Western Union, BankOne/First of Chicago, National City Bank and Washington Post/Kaplan Higher Education, Phil set out to share his experience with a broader audience of companies that could not afford to fully deploy the highly demanded and much needed, Six Sigma culture.
Contact: (954) 839-8477 I phil@thecii.com