Mission Leadership: Applying precision to corporate strategy

I've been into loads of organisations over the last seven years, working at the strategic level, both as a consultant and as an internal strategy lead. One thing that I have observed repeatedly, is that corporate strategy is too often, distinct from what actually happens in the business.

I remember trying to bring in a new strategic governance into a major organisation (we literally wanted people to act in line with the strategy!) I had major push back in the implementation from Directors, not because they saw it as a bad idea, but because they weren't measured on performance in line with the strategy. Their Key Performance Indicators (KPIs) and Measures of Success (MoS) were derived from an annual plan - and there was a disconnect between these annual plans and the strategy.

Again, when I worked with the NHS on the COVID Vaccination strategy, there was a disconnect. HOW we wanted to deliver the programme centrally, wasn't in line with how trusts and primary care organisations are normally measured (or compensated). So people were driven to different behaviours.

So how can we solve this conundrum? How do we align precisely, the activity of the business with the strategy?

Mission Leadership

We have developed Mission Leadership from Mission Command - this is the British Military mode of operations when deployed. At it's core, it devolves decision making to the lowest possible level. People work towards achieving a Commander's Intent and are free to do so how they see fit, within specific boundaries, be those time, space, resources or legal boundaries.

This isn't just a theory tough, this methodology has been proven in operational businesses already, including the turn-around of an health care company and in a start up training business. It works when it is embraced.

What is mission leadership?

It’s a well known phrase, the strength of the team is greater than the sum of its parts. In business, there is often a trend to ‘de-centralise’ in order to build agility. And whilst that decentralisation can unleash creative growth, if it isn’t controlled somehow, there is no guarantee that that growth will benefit the whole organisation. In this article, we intend to show the importance of alignment at the organisational level and how when we combine it with decentralised execution – we unleash the real potential!

• Vision The first and most obvious thing is that as an organisation, we have a compelling purpose and vision. A purpose needs to be something that employees (and customers for that matter) feel like they can get behind and believe in. It transcends what the organisation currently does and describes why it exists in the first place. A vision is more time-bound. Where is the company going over a period of time (let’s say 5 years to fit with many investment cycles). What are we going to achieve, [perhaps in terms of growth, revenue, market share or indeed number of people we have helped.]
• Missions Next, we need a well-planned out mission for the next 12 months that is tied to achieving the vision.? This is like macro level KPIs in a way – and should tie key milestones in organisational development into the overall plan to achieve the vision. Once we have these factors in place, we have the ability to look at how the organisation actually runs so that people pull in the same direction.
• Measures - What gets measured gets done! It's really important that the MoS and KPIs for everyone are aligned with the mission. If we've got the mission right and it's aligned with achieving our vision, then this flow of planning pulls everyone towards achieving the vision.
• By measuring what we do, we also begin to understand what is working well and what isn't. Are we really shifting the dial towards our vision? What do we need to change and what do we need to do more of?

Simple right?

What works well?

The question we need to ask ourselves, is HOW do you enable de-centralised execution and all of the benefits that that accrues, and maintain centralised control?

In other words – how do we keep people moving in the same direction without constraining them?

Step One: Team leaders align their mission to their boss’s mission (1 Up)

Step Two: Individuals in the team align their activity with their boss (so they are now aligned 2-up)

Step Three:? The team align amongst themselves. They understand what their peers are doing and why and work out where they need support – this creates a layer of ‘mutual support’ – where people actively look to where they can support each other.

Step Four:? Teams align with other teams…. In much the same way as team members look to where they can support each other, team leaders look to see where they can support other teams activity where appropriate. They offer up that support whilst informing the wider organisation.

So at every layer of the organisation, each individual has:

??????? A Mission

??????? Measures of Success (KPIs)

??????? Defined Operating Space

??????? Key Tasks

??????? Understand what everyone else is doing (interdependencies)

So in the end, they know what the company is doing, their boss’ part in that, what they have to achieve and what they are responsible for and how they can support their peers if needed.

What needs to be in place for it to work?

First, organisations need to embrace the process wholeheartedly. You can’t go half-hearted on this stuff, because if you do, all you'll get is confusion and division. For Mission Leadership to work, clarity and commitment are key. This means starting at the top: leadership needs to be fully invested in aligning strategy with execution.

Next, ensure you’ve got a regular review process in place. At Mission Inc., we recommend reviewing every 30 days. These check-ins keep things agile and allow teams to course-correct before small misalignments become major problems.

But it’s not just about the process—you need people who are skilled and motivated to execute. Without the right capability and mindset, even the best strategy can fall flat. You must invest in leadership development and provide ongoing support to ensure teams have the tools they need to succeed.

Fostering a culture of mutual support is critical too. Mission Leadership thrives on collaboration. When people know they can depend on each other, they are more likely to take initiative and deliver results aligned with the bigger picture.

Lastly, KPIs that align to strategy are non-negotiable. As we’ve discussed, if people are measured against criteria that don't map to the mission, it leads to disjointed behaviour. Aligning KPIs with strategic objectives ensures everyone is working towards the same goal.

How do we apply it?

To make Mission Leadership a reality, you need a structured approach. We are currently developing a support package to enable all of these things - watch this space.

1. Strategy Workshops: The first step is running strategy workshops. These sessions help leadership teams clarify the vision and craft a mission that can be cascaded through the organisation. In these workshops, you set the foundations for the 'CEO’s Intent'—the big picture everyone is working towards.
2. Development and Cascade of Missions: Once the high-level strategy is defined, you break it down into clear, actionable missions. Each team and department should understand their own mission and how it fits into the larger organisational vision. This cascade ensures that every level of the business is pulling in the same direction.
3. Automate the Process: One of the strengths of our SaaS (Mission Inc) platform is its ability to automate strategic alignment. By using technology, you can streamline tracking and reporting, ensuring that everyone’s efforts are visible and measurable. Automating these processes reduces friction and frees up time for more strategic thinking.
4. Build in AI and Machine Learning: To take it even further, build in AI and machine learning to help monitor performance and provide real-time insights. This allows you to not only track alignment but also predict where future misalignments may occur, allowing you to address them before they derail progress. Our new AI chief of staff, Monty, allows us to understand where we are performing well, what actions we have taken that are having a positive effect and which haven't. As it develops further, it'll be able to spot trends and generate real growth momentum.
5. Develop People to Execute: Finally, execution is where the rubber meets the road. Ongoing leadership development and coaching are essential to build the skills and confidence needed to make decisions in alignment with the overall mission. By investing in your people, you ensure they have the capability to execute effectively within their defined operating space.

Conclusion

Mission Leadership provides a framework for decentralised execution while ensuring that everyone is aligned towards a unified strategic vision. By empowering individuals and teams to make decisions at the lowest possible level, yet keeping their actions aligned with the overall mission, you achieve agility without chaos.

In this model, each individual understands not only their role but also how their work contributes to the broader organisational objectives. With this alignment, businesses can bridge the gap between strategy and execution, fostering a high-performance culture where every member is pulling in the same direction, towards the organisation's vision.

The strength of Mission Leadership lies in its simplicity and clarity. Everyone has a mission. Everyone has measures of success. Everyone understands their space to operate and how their efforts fit into the larger whole. It's a methodology that's not only proven in combat but in businesses large and small, from turnarounds to start-ups.

By instilling these principles, you can unlock the full potential of your organisation—achieving strategic objectives with the precision and adaptability that high-performing organisations demand.

#LeadershipDevelopment #HighPerformance #OrganisationalExcellence #BusinessStrategy #MissionLeadership