What’s your T-shirt Say?

 This article has been hanging on the wall of my office since May of 1998.  Only now have I taken the time to have it published.  It started with a bet – a disagreement between friends and ended with the wisdom of one of our nation’s greatest leaders.   The essence of the article is captured simply in a letter and a handwritten note – a question and an answer.

The Question – the letter follows:

May 1, 1998

General Colin Powell

Address Withheld

Washington D.C. 20037

Dear General Powell:

In a recent discussion with Steve Cavanaugh, President and CEO of the Louisiana Workers Compensation Corporation, I made the following comment:

“The difference between our success in Desert Storm and our failure in Vietnam, was that in Desert Storm we had a clearly articulated Mission and in Vietnam we didn’t.”

Steve disputed this statement.  It was his belief that improved technology was the primary difference in the outcomes of these conflicts. 

We both agreed to accept your opinion “as law”.  Please help us resolve this dispute. 

Thank you for taking time to consider this on our behalf.  More importantly, thank you for your tremendous contributions to our country. 

Sincerely,

Michael G. Manes

In two weeks to the day, we had our answer in a handwritten memo.  It follows:

15 May 98

General Colin L. Powell, USA (Retired)

Address Withheld

Washington D.C. 22314

Dear Mr. Manes,

You’re both right! 

Wars are won by a combination of the right policies, the right weapons and technology, and most importantly, dedicated and courageous troops.

Sincerely,

Colin Powell

I won the bet.  Steve had agreed that if I could get an answer from General Powell, I’d win regardless of what he said.  I responded with the following thank you note.

General Powell:

Thank you for your response.  From your history, I know you are a great warrior.  From your answer, I know you are a great peacemaker.  Thanks again, Mike Manes

Max DePree, a prominent authority on leadership, cites that “the first role of a leader is to define reality.”  Simply stated this first role requires you to identify your “current reality” – the starting point. 

Henry Kissinger said, “the task of the leader is to get people from where they are to where they have not been.”   This is the Vision – “the future ideal” – the end game.

To be successful as a leader you must bridge these points.  The Mission is the vehicle created for this journey.  The Mission defines your organization, who it is, what it does, and for whom.  It is the “rallying point” for the courageous and dedicated team members that will join you on this trip. 

The Mission provides “MOE” - a rallying point to mobilize, energize, and organize the people that are your company.  Technology is a critical tool that will be used by the people to achieve the Mission.  Sometimes the Mission facilitates the development and utilization of technology.   

I believe that President Ronald Reagan defeated and dismantled the Soviet Union without firing a shot.  Technology was an important part of his Vision and his plan – having it, not using it, was sufficient for him to accomplish his Mission.    

When John F. Kennedy said, “I believe this nation should establish for itself the goal, before this decade is out, to land a man on the moon and return him safely to earth (May 25, 1960).”, the technology for such an adventure did not exist.  It became a critical part of the Vision and Mission – it was the tool we used.  It was not the rallying point but rather the workbench. 

Tomorrow’s world is the most fast moving, competitive, and challenging we’ve ever seen.  Having success in the past is no guarantee on the future.  Good technology, good tools, and good intentions alone won’t get you there. 

What is critical is a Vision that can be shared, a Mission to achieve the Vision, and dedicated and courageous followers that will use technology and any other tools needed to achieve the Mission and capture the Vision.

Peter Drucker mentioned the importance of all people inside and outside of your organization knowing and understanding your Mission.  He suggests that a Mission Statement that can be captured on a T-Shirt can probably be effectively communicated.  To maximize the effectiveness of your team and their efforts, they need to understand your Mission and commit to it.  THEY NEED TO “GET IT – BELIEVE IT – LIVE IT.”

In reality most Mission Statements are longer than a T-Shirt can hold (even an XXL like I wear).  It is possible, however, to “capsulize” the theme and power of a Mission Statement into a few words – onto the front of a T-shirt. 

The best I’ve seen in the past year are as follows:

“Member Driven, Member Defined” – The Louisiana Bankers Association

“Reach, Teach, and Unleash” – The Highland Park United Methodist Church

If you know these organizations you know this is what they are about.  If you don’t know them this gives you a reasonable insight into who they are and what they do.

My Mission as Square One Consulting is based upon a statement made by Peter Drucker.  He said “the best way to predict the future is to create it.”  My Mission – “To architect change.”

As I close, I’ll suggest the most important question, you’ll be asked today – “What does your T-shirt say?”

Your answer is…?

©Square One Consulting (September 2001)

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