Nearly every organization, regardless of size or industry, has a written mission statement. You will find them displayed on office walls, printed on brochures, and featured prominently on websites. They are intended to communicate to the outside world what the organization stands for. But in many organizations, the people tasked with living out that mission every day either do not know it or do not feel connected to it.
According to Gallup’s 2025 mid-year employee engagement survey, only 32 percent of employees feel strongly connected to their organization’s mission. That means nearly seven out of ten people are either indifferent to or unsure about the very reason their organization exists.
This disconnect is not just a morale problem; it is a performance problem. Employees who connect with their organization’s mission are more engaged, make better decisions, and are more likely to stay. Without that connection, a mission statement becomes little more than a piece of corporate décor.
The Gift Card Test
Here is a quick experiment: stand at the entrance to your building one morning and offer employees a $10 gift card if they can recite the mission statement without looking it up. In some organizations, you might give away quite a few. In many, you would still have most of those gift cards in your hand at the end of the day.
The point is not whether employees can memorize the exact words. The real goal is ensuring they have a clear, working understanding of why the organization exists so their decisions, priorities, and actions align with it.
Why Mission Statements Fail
Many mission statements are long, vague, and overloaded with buzzwords. They describe what the organization does and how it does it, but rarely get to the heart of why it exists. As Simon Sinek said, “People don’t buy what you do, they buy why you do it.” A mission statement that fails to answer why will struggle to inspire and guide.
Another common issue is audience. Too often, mission statements are crafted with customers, board members, or investors in mind. While external stakeholders matter, the mission should first speak to the employees, the people who must live it every day. When employees feel the mission was written for them, they are more likely to see their role as integral to achieving it.
Finally, many mission statements are so generic they fail to influence decision-making. In high-performing organizations, the mission acts as the north star and serves as a decision filter. Leaders and employees alike should be able to ask, “Does this action help us fulfill our mission?” If the answer is no, it is worth reconsidering. Research shows that when employees feel connected to the mission, engagement rises, turnover decreases, and performance improves.
From Words to Purpose
So, how do you turn a hollow mission statement into one that inspires? There are many approaches, but one of the most effective I have seen is the “Why Discovery” workshop.
These workshops bring together groups of five to fifty people from the same organization, representing every department and leadership level, from frontline staff to the CEO. The only prerequisite is a genuine commitment to the organization. This is not a space for cynics or disengaged employees; it is for those who care deeply about the work and want to make it better.
The process is structured but personal. Participants share stories of times when the organization was at its best, moments that made them proud to be part of the team. These stories are captured and examined for common themes. The group then crafts a concise “Why Statement” that reflects the organization’s collective contribution and the positive impact they strive to make.
The outcome is often a single, powerful sentence. It is not just a polished piece of writing; it is a shared commitment. Because it is built from authentic experiences and values, it resonates deeply. Employees leave not only knowing the mission but feeling ownership of it.
Making the Mission Real
A mission statement, no matter how well written, will fail if it lives only on a poster or a website. Leaders must embed it into the daily life of the organization. That means referencing the mission in decision-making, using it in performance conversations, and celebrating examples of employees who bring it to life.
When employees see leaders consistently acting in alignment with the mission, it builds trust and reinforces that the mission is not a hollow statement. It is the standard by which the organization operates.
Evaluating Your Mission Statement
Not every mission statement needs to be replaced. Some simply need refinement. When evaluating yours, consider:
Does it answer the question, “Why do we exist?”
Is it written for the employees who must carry it out, or for an external audience?
Does it serve as our north star for decision-making?
If your mission passes these tests, you are ahead of the curve. If not, it may be time to bring your team together to rediscover your purpose.
The Bottom Line
A mission statement done well is more than a collection of words. It is the heartbeat of an organization. It should inspire, guide, and connect. When employees understand and embrace it, the mission becomes a daily driver of engagement, performance, and alignment.
The most effective mission statements are not handed down from the top. They are co-created with the people who live them every day. When that happens, the mission stops being something you post on the wall and starts being something you see in action.
About the author: John Bostain, President of Command Presence Leadership, is a U.S. Navy veteran and former public safety professional with 29 years of experience as a trainer. A John Maxwell Certified speaker, trainer, and coach, he has engaged more than 50,000 professionals across North America on leadership, organizational development, and safety. His company was named the 2023 Georgia Veteran Owned Small Business of the Year by the SBA.
