{"id":10524,"date":"2012-05-16T10:13:35","date_gmt":"2012-05-16T14:13:35","guid":{"rendered":"\/news_blogs\/john\/?p=10524"},"modified":"2023-09-08T14:20:08","modified_gmt":"2023-09-08T18:20:08","slug":"converting-mission-vision-into-an-end-statement","status":"publish","type":"post","link":"https:\/\/www.cccc.org\/news_blogs\/john\/2012\/05\/16\/converting-mission-vision-into-an-end-statement\/","title":{"rendered":"Converting Mission & Vision into an End Statement"},"content":{"rendered":"
This entry is part 7 of 18 in the series Faithful Strategy Development<\/a><\/div><\/div><\/div>\n

Most leaders are trained to think in terms of mission and vision statements<\/strong>. I was one of them. But CCCC adopted a Policy Governance<\/strong> model and that requires an End Statement<\/strong>. So how many strategic statements do you need? And which one has priority? For leaders who think in terms of vision and mission but who live in a policy governance environment, here’s a case study<\/strong> of how I dealt with the issue at CCCC.<\/p>\n\n\n\n

End Statements<\/h2>\n\n\n\n

I’ve already provided the traditional definitions of vision and mission<\/a>: vision<\/strong> explains why the organization exists (what it wants to accomplish) and mission<\/strong> is its overarching strategy for accomplishing the vision. Now let’s remind ourselves what an End Statement is.  According to John Carver<\/strong> (the developer of policy governance), End Statements<\/strong>:<\/p>\n\n\n\n