By Caroline M. Cole

DeBeers claims a “diamond is forever,” Exxon wants to be “a tiger in your tank,” Timex “takes a licking and keeps on ticking,” Energizer “keeps going and going and going,” and “Like a good neighbor, State Farm is there.” Meanwhile, BMW is “the ultimate driving machine,” Carlsberg is “probably the best lager in the world,” Maxwell House coffee is “good to the last drop,” Wheaties is the “breakfast of champions,” and Campbell Soup is just “M’m! M’m! Good!” Apple wanted you to “think different,” Burger King told you to “have it your way,” Subway encourages you “eat fresh,” the U.S. Army pushes you to “be all you can be,” and Nike tells you to “just do it.”

Short and memorable, slogans are instrumental marketing tools that keep a company’s product in a consumer’s mind. Little wonder that some career coaches encourage job hunters to develop personal slogans to include with their applications as a way to stand out to and be remembered by prospective employers. This well-intended advice, however, is problematic, if only because it downplays or ignores the fact that effective slogans must be grounded in an organization’s mission statement; as such, slogans developed in isolation will seem random, shallow, and gimmicky. Nevertheless, there is something to be said about being able to sum up who we are and what we stand for in a few lines. It is for this reason that, regardless of our employment status, we should bypass slogans and, instead, develop a mission statement to project who we are and what we bring to every endeavor.

Conventionally, a mission statement (a.k.a., a corporate philosophy, credo, or value statement) is one or more sentences explaining the purpose, principles, and aspirations of an organization. By answering who, what, where, how, why, and for whom, mission statements articulate why the organization exists and, ideally, what makes it unique. While mission statements depict a company’s identity, slogans pitch that identity to specific markets, often by evoking functional and emotional benefits. Thus, whereas a company may have a single mission statement, it can have multiple slogans to promote individual products to different audiences. The Coca-Cola Company is a case in point.

Coca-Cola is most famous for its cola products, but the company itself represents over 50 beverage brands—including Minute Maid, Fanta, Hi-C, Fruitopia, Dasani water, Odwalla, and NESTEA—and its mission statement, appearing as a list of bullets, applies to the entire line:

• To refresh the world…
• To inspire moments of optimism and happiness…
• To create value and make a difference

In contrast, Coca-Cola has numerous slogans, each promoting a unique product in its line. Moreover, each of these products has several slogans to target different demographics, as the following products and their corresponding slogans demonstrate.

Coca-Cola (representative samples from its 46 slogans to date)
Drink Coca-Cola (1886), Delicious and Refreshing (1904), Refresh Yourself (1924), Ice Cold Sunshine (1932), The Best Friend Thirst Ever Had (1938) A Sign of Good Taste (1957) It’s the Real Thing (1969), Have a Coke and a Smile (1979), Official Soft Drink of Summer (1989), Always Coca-Cola (1993)

Minute Maid
The best there is (n.d.), Goodness you can taste (n.d.), Orange juice with real orange pulp (2007), Light on Calories. Loaded with Taste (2011), Put Good In. Get Good Out. (2013)

Fanta
Wanta Fanta (2001), Drink Fanta (n.d.), Fanta. Play on. (n.d.), More Fanta. Less serious (2011)

Dasani
Treat yourself well. Every day. (2001), Dasani water. Can’t live without it (2003)

As these and other product taglines demonstrate, slogans can be catchy, but they say little about the purpose, values, or goals that presumably give the product a reason for being in the first place. The same can be said of personal slogans an individual may espouse:

Born to be wild.
Conceive–believe–achieve.
Live free, or die.
Fight on.
Live life to the fullest.
No guts, no glory.
Be happy.
Have no fear.
Infuse life with passion, always.
Keep on keepin’ on.
What doesn’t kill me makes me stronger.
Failure isn’t an option.

Serving the same function as the slogans a company might use, these and comparable mottos convey attitudes and emotional sentiments to the audiences an individual may encounter, say a social or professional network; unfortunately, they likewise simplify and, perhaps, trivialize principles representing the individual as a whole.

Take, for instance, the motto “born to be wild.” This slogan might embody characteristics of someone people would like to be around, say, during a spring break vacation, a bachelor party, or a night out on the town, but it is unlikely that same persona would be welcome in a lecture, client meeting, maternity ward, memorial service, and so on. The individual who adopts this slogan might be able to acclimate to all of these venues with equal aplomb, but waving a “born to be wild” banner can inadvertently promote one set of personality traits at the expense of others. It is for this reason that a personal mission statement can be more effective in representing who we are.

Articulating the purpose and values of an entity (be it an organization or an individual), mission statements represent the essence of that entity, and it is from here that businesses and individuals can build and project their reputation.

In “The Power of Identity,” global brand consultant Wally Olins explains:

Every organization carries out thousands of transactions every day: it buys, it sells, it hires and fires, it makes, it promotes, it informs through advertising and the Web. In each transaction the organization is in some way presenting itself—or part of itself—to the various groups of people it deals with. The totality of the way the organization presents itself can be called its identity. What different audiences perceive is often called its image.

Although addressing organizations, Olin’s comments are equally applicable to the individual. Every transaction, every behavior, every interaction, every choice, every viewpoint, and so on reflects who we are, the values we hold, and the priorities we maintain. Collectively projecting an image to others, these elements give us a reputation, and regardless of whether we agree with that reputation, it shapes how others respond to and interact with us.

We may not always we able to control what others think of us, but we can be more conscientious of and proactive in where and how our choices, behaviors, and positions align with the values and beliefs we advocate. A mission statement is a tool that can help in this effort. And by adapting the strategies that organizations use to develop their mission statements, we can create a personal mission statement that ensures our purpose, principles, and aspirations are reflected in all facets of our lives.

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To articulate why they exist, which is the foundation of any mission statement, organizations often start with conventional reporter questions (that is, who, what, where, how, why, and for whom), and plug the resulting answers into a mission statement template, such as:

<Name of organization> aims to <affect what change>, for <whom/what>
by <what manner or method> while <values to incorporate in the process>.

Although they can promote cookie-cutter phrasing, such templates are most effective when companies use them as guides, modifying them as necessary to emphasize or downplay elements that are important to the particular organization, as the following examples demonstrate:

The Connelly Group aims to improve the literacy practices of McDade County elementary school children by offering after-school tutoring programs that teach strategies in critical reading, writing, and thinking in ways that are sensitive to each student’s learning style.

Babbitt Farms advocates and promotes sustainable farming practices. Using green manures, organic fertilizers and amendments, and composting, we are committed to growing the healthiest produce for local markets. We also employ free-range husbandry methods, raising livestock in a manner that is humane for animals and responsible to the environment.

Custom Shelving Inc. is committed to making and installing long-lasting organizational systems for residential properties in the most cost-effective manner, guaranteed. In doing so, we bring integrity, honesty, and respect to all participants in all facets of the company—from our boardroom, to our workshops and warehouses, to our customer’s home.

Although companies may be able to use reporter-like questions to generate content for their mission statement, these questions might not be as effective for individuals. “Who am I?” “What am I?” “Why do I exist?” and comparable questions can seem too abstract or esoteric to address in any concrete, meaningful way in a handful of sentences. Therefore, we might use alternate questions to identify core beliefs, regardless of the work we do. For instance:

• What motivates and inspires you?
• In what areas do you excel?
• What adjectives would you use to describe yourself?
• What adjectives would you like others to use to describe you?
• Which of your characteristics do you value most?
• Whom do you admire and why?
• What do you value most in others?
• What are your priorities?
• How do you define success in non-monetary terms?
• What beliefs shape the way you see and interact with others?
• What needs do you strive to fill, and how do you work to fill them?
• What activities give you the most fulfillment?
• What project or endeavor to date has given you the greatest satisfaction?
• What contributions would you want to make, and how do you envision making those contributions?
• What would you do if time, money, and fear were not obstacles, or if success were guaranteed?
• What behaviors, actions, attitudes, and habits do you aim to have or demonstrate on a daily basis?
• What legacy would you like to leave?
• How would you like your obituary or tombstone to read?

These are not the only questions to ask. Rather, they offer a starting point for examining what we value in ourselves, in others, and in the contributions we can make. The fact that some of these question overlap likewise provides an opportunity to think about these matters from different perspectives; therefore, if some questions do not resonate, perhaps others will. Whatever questions we use, the goal is to identify patterns in terms of who we are, what we value, and forums that give us the most satisfaction. The resulting details can help us draft our personal mission statement.

Some individuals might find that the mission statement template businesses use (with modest changes) works for them as well:

<Name of person> aims to <affect what change>, for <whom/what>
by <what manner or method> while <values to incorporate in the process>.

For those who may need different structures or approaches to represent their values and missions, the following templates might spark ideas:

My purpose is to <do what, become…>. In order to <do or become this person>, I will <actions, behavior>.

*  *  *

Because <reasons>, I value <values>. Therefore, I am committed to living my life with <characteristics, principles> in order to <goals>. Other people will be able to recognize the values I hold <in what forums, by which actions, through which efforts…>

* * *

I believe <value, principles> because <reason>. To live out these values, I <do, be, achieve…what>, so that I can<reasons, goals>.

* * *

In order to <reasons, goals>, I will <do, become, achieve…> in ways that incorporate my beliefs that <beliefs, principles, values>.

* * *

I commit to <being, doing, living in what ways>, so that <reasons>.

* * *

To be recognized by <whom> as someone who is <characteristics, personality traits>, I will <do what, act how…>.

There are infinite possibilities for creating a personal mission statement so, rather than trying to develop a “correct” or perfect statement at this stage, we should focus on identifying and articulating the values and characteristics we have, as well as those we’d like to develop; the ways we’d like to put them into practice; the forums in which we’d like to use them; and, perhaps, the reasons for doing so.

At this point, some people ask whether they should create more than one personal statement, say one statement for personal endeavors and one for professional endeavors. Some companies, after all, develop a mission statement for individual divisions or components within the larger organization. For example, the multi-part mission statement that Ben & Jerry’s posts on its website highlights the forums in which the company lives out its purpose:

Ben & Jerry’s is founded on and dedicated to a sustainable corporate concept of linked prosperity. Our mission consists of 3 interrelated parts: 

Social Mission: To operate the Company in a way that actively recognizes the central role that business plays in society by initiating innovative ways to improve the quality of life locally, nationally and internationally.

Product Mission: To make, distribute and sell the finest quality all natural ice cream and euphoric concoctions with a continued commitment to incorporating wholesome, natural ingredients and promoting business practices that respect the Earth and the Environment.

Economic Mission: To operate the Company on a sustainable financial basis of profitable growth, increasing value for our stakeholders and expanding opportunities for development and career growth for our employees. 

Underlying the mission of Ben & Jerry’s is the determination to seek new and creative ways of addressing all three parts, while holding a deep respect for individuals inside and outside the company and for the communities of which they are a part.

The site goes on to list some of the ways the company lives out its “progressive, nonpartisan social mission that seeks to meet human needs and eliminate injustices in our local, national and international communities by integrating these concerns into our day-to-day business activities.”

Individuals can certainly follow this model, but prior to doing so, it may useful to consider why more than one mission statement would be necessary in the first place? Where might these statements be different? In what ways, and why?

The answers to these questions might reveal ways to make a single personal mission statement more precise, thereby allowing the individual to bring core belief, principles, and practices to personal and professional endeavors. Or, the answers may reveal inconsistencies and disruptions in the ways or forums in which the individual aspires to live; in this case, it may be more valuable to spend time examining whether it would be possible to bring together those incongruous parts, than developing distinct mission statements that encourage disparate values.

Once we have a draft of our personal mission statement, we can increase its effectiveness by making sure it is:

• Concise. Mission statements can be a phrase or a few sentences, but they are seldom more than a paragraph, primarily for reasons outlined in the following points. Therefore, as we modify and refine our statement, we should make sure that every word has earned its place in the final version.

• Simple. Mission statements do not need to be simplistic, but they should be simple enough to understood by a child. To that end, we should replace any jargon, flowery language, and other abstractions with concrete, tangible references that can help us and, as necessary, others know the criteria by which we live our lives.

• Memorable. Mission statements are most effective when they can be recalled at a moment’s notice—especially in moments of uncertainty, confusion, anxiety, or crisis; after all, it’s during these moments that turning to principles we articulated during more settled times can be most beneficial. The more concise and simple the statement, the easier it will be to remember.

• Genuine. Mission statements are not meant to impress others but, rather, guide us in being and becoming our best selves. Certainly our ideal image might be informed by others but, considering that we are often alone when it comes to explaining or defending our choices, we should create a mission statement that reflects what we believe; what we are willing to live by; what we are willing to defend; and what we are willing to accept the consequences for, if necessary.

• Obtainable, but challenging. Mission statements encourage us to commitment to and work toward upholding the best vision of ourselves. We may struggle to live up to this ideal in every decision and action; nevertheless, we should be able to recognize the times we succeed in living out our mission statement, even if we are not as consistent in those efforts as we’d like to be.

• Measureable. Mission statements should include tangible references, giving us benchmarks against which we can measure our progress. By identifying the types of choices, behaviors, actions, attitudes, and so on that are consistent with the values we profess, we can better assess the extent to which we are succeeding, as well as ways we may need to modify our efforts.

• Long standing. Whereas a company’s slogans can be replaced within a year or less, its mission statement provides a foundation upon which all other elements—decisions, products, services, offerings, acquisitions, among other things—are built for years to come. The same should be said of a personal mission statement.

Granted, the early drafts of our statement may need tweaking or even extensive revision to ensure it does, in fact, reflect what we are willing to do or support, but once we finalize our personal mission statement, we should commit to upholding the values and goals represented in our statement for the long haul. As such, we should continually monitor our actions and behaviors against our mission statement to make sure they are and remain in alignment. For additional insight, we might solicit feedback to gauge whether others’ perceptions of our choices and actions are in line with the image we aim to project and adjust our actions accordingly.

Companies use their mission statements to guide employees at all levels in making choices that are consistent with the company’s values. In comparable ways, we can use a personal mission statement as a compass to help us navigate the decisions and actions we encounter on our journey. Along the way, we can achieve greater clarity and direction in determining our priorities; identify where and how to use our talent, time, networks, money, and other resources to best support our values and goals; develop benchmarks to gauge our success and to determine where to modify our efforts; and remain focused on and accountable to endeavors that matter most to us.

Reputations are built and sustained by consistent practice. By developing a mission statement that articulates what we believe and by using that information as the criteria to measure our choices and behaviors, we can ensure greater consistency in what we do and, in turn, in what others see, helping us build and reinforce a reputation we value.

Working toward Areté…
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