Lose the cookie cutters: A mission statement manifesto for cultural organizations
Conductor Tiffany Chang recently shared a fascinating analysis of the mission statements for 71 orchestras across the U.S. In a crowded market where ticket sales have declined by 50% over the past two decades, her insights provide some real motivation to step away from the standard formula and create something unique.
Tiffany identified six words that were used over and over in these mission statements: enrich, inspire, education, educate, entertain and engage. She also found that most mission statements neglected to mention the region they serve: only three mission statements mentioned their city, only twelve statements mentioned their region, and only eight mission statements mentioned their state. Even more unfortunate is her discovery that 31 orchestras use almost identical language:
“The mission of [insert orchestra here] is to enrich, educate, and inspire our community through excellent orchestral music.”
Does it really matter that orchestras across the U.S. are using cookie cutter language in their mission statements? If they’re looking to grow their audiences, yes.
First, every strategic decision should connect back to the organization’s mission. If the mission statement is perfunctory and vague, there is no foundation upon which to base strategy and decision making.
Second, too many arts leaders forget that marketing spans across all aspects of an organization: your website, your ticketing process, your interaction with community members and patrons, your social media, your organizational culture, and, yes, your mission statement.
With 51% of today’s consumers choosing brands whose values align with their own, and 67% trying brands for the first time based solely on shared values, the mission statement provides a valuable opportunity to communicate an organization's values.
Cookie cutter statements just don’t cut it. As Tiffany writes, “Generic mission statements…say ‘inspire,’ but you don't feel inspired. You don't respond enthusiastically with ‘hey, that's totally for me!’
Compare the generic approach in the arts world to the diverse and inspiring mission statements found in the for profit world. Take Chipotle, for example.
We believe that food has the power to change the world. We do it by being real.
Chipotle was born of the radical belief that there is a connection between how food is raised and prepared, and how it tastes. Real is better. Better for you, better for people, better for our planet. It may be the hard way to do things, but it’s the right way.
This isn’t just food for thought, it’s thought for food.
Being real means:
Making food fresh every day. (No artificial flavors, colors, or preservatives. No freezers, can openers, or shortcuts.)
Using only 53 ingredients which you can pronounce.
Being committed [to local and organic produce and responsibly raised meat.]
Fighting for our planet. We commit to divert 50% of our waste from landfills during 2020. We recycle our used plastic gloves into waste bags.
Treating our people right. Supporting people who live our values with real culinary training, career opportunities and great benefits.
One meal might not change the world, but the way we make it might.
Real ingredients. Real purpose. Real flavor.
And how about Warby Parker?
Warby Parker was founded with a mission: to inspire and impact the world with vision, purpose, and style.
We’re constantly asking ourselves how we can do more and make a greater impact—and that starts by reimagining everything that a company and industry can be. We want to demonstrate that a business can scale, be profitable, and do good in the world—without charging a premium for it. And we’ve learned that it takes creativity, empathy, and innovation to achieve that goal.
We believe that buying glasses should be easy and fun. It should leave you happy and good-looking, with money in your pocket.
We also believe that everyone has the right to see. We work with a handful of partners worldwide to ensure that for every pair of glasses sold, a pair is distributed to someone in need.
There's nothing complicated about it. Good eyewear, good outcome.
Finally, take a look at Asana.
We're in business to help you thrive
Asana powers businesses by organizing work in one connected space.
Our story is your story. You want to do good work. You're motivated by mission and purpose. And you want your work to make a difference. We want the same thing.
We believe in teams. Yours and ours. Our mission, culture, and commitment to fostering a diverse, inclusive workplace let us build a product people love and stay true to ourselves.
Each of our values is aligned with what will guide us to achieve our mission: To help humanity thrive by enabling the world's teams to work together effortlessly.
These examples from the for-profit sector demonstrate what Tiffany Chang prescribes: they “make us feel something and call us to action. [Specificity makes] them feel real and inspiring (without using the word inspire!) They all paint a clear picture of belonging to a unified purpose. And they all suggest concrete strategic intent.” As Tiffany points out, the power of this approach is that it provides a goal to work towards—a way of knowing when an organization has truly been successful.
The truth is, no matter the sector or industry, customers want to know how your product or service can help them, not how amazing you think your organization or your product is. As Nina Simon says, consumers choose for themselves every day what they think is relevant to their lives. They are constantly asking, “Is it worth the time, effort, and cost? How much meaning am I’m going to get out of this experience? What’s in it for me?”
How can an arts organization answer these questions in a way that convinces the consumer that they’re relevant? By turning the lens from the organization to the consumer. This means using colloquial rather than lofty or elevated language, reflecting the needs of its community, being specific about the benefits it offers and who it can help, highlighting the transformation the customer will experience when engaging with the product, and helping the customer see how they can participate and “belong.”
Ready to lose the cookie cutters? Try this recipe instead. Start by answering these questions:
Who specifically do we serve?
What meaningful engagement can we provide to our community that will transform them or make their lives better?
What specifically do we offer beyond our art?
What specifically makes us unique?
What specific values do we stand for?
How do we actively demonstrate our values in our community?
Here’s a sample mission statement built around this formula for an imagined orchestra in midcoast Maine:
We believe orchestral music can be a powerful force for good.
The people of Lincoln County are at the heart of everything we do. Each season we aim to delight our community by delivering not only high quality orchestral music, but also the benefits that come hand in hand with live performance: joy, connection, hope, healing, inspiration, serenity, renewed purpose, and respite.
We cherish our small town vibe as an integral part of what makes us great and we welcome all community members to find their place here at the Newcastle Symphony—whether it be through a traditional concert experience, an outdoor summertime performance, a family event, or an intimate house recital.
We are committed to making our music accessible to all. In addition to our free ticket initiative, you’ll find us outside the concert hall collaborating regularly with community partners like Two Bridges Regional Jail, the Lincoln Home Senior Retirement Community, Lincoln Health, and the Central Lincoln County YMCA.
Led by our community advisory board, we are passionate about fostering a diverse, supportive, and inclusive community by building connections through music. At every performance, you’ll hear music by diverse and contemporary composers, connect with your fellow concert-goers in innovative new ways, and get to know our musicians personally.
We’re building vibrant community through music.
With the ongoing pandemic jamming a wrench into business as usual, there's no better time than now to shift the focus from your organization's needs (an egocentric approach) to your community's needs (a customer-centric, empathetic approach). And your mission statement is a great place to start.
