Is Your Vision & Mission Statement Inspiring — or Just Business Jargon?

Almost every leadership textbook emphasizes the importance of a compelling vision and mission statement. And they’ll tell you that you, as a leader, must define it, communicate it, and ensure everyone in the organization knows it by heart. This is Leadership 101, right? But here’s the problem: Words alone don’t inspire people.

I’ve seen this play out firsthand. Once I worked in a command where this was followed religiously — every Townhall began with a recitation of the vision and mission statement. I mean, EVERY. SINGLE. TOWNHALL. It was polished, well-rehearsed, and communicated like a marching chant. And yet — when leadership decided to test whether people understood the vision and mission, the results were eye-opening.

In one particular memorable Townhall, leadership started asking random people, “Hey, how does your job connect to our organization’s vision and mission?” Most couldn’t answer. Not because these employees weren’t committed or didn’t care — but because no one had ever connected the statement to the actual work they did every day. It was as if the vision and mission statement had taken permanent residency in the Townhall slide deck, not in the day-to-day realities of their work.

Why Our Grand Statement Often Goes Poof!

Leaders often assumes that, once the vision and mission statement is written and announced, the job is done — as if employees will automatically internalize it. Wrong! That’s just wishful thinking. Employees need context, relevance, and connection — they need to understand how their individual contributions align with the bigger picture. Without that bridge, the vision and mission statement will be just a slogan rather than a guiding principle.

And here’s the crucial test — If you picked a random employee today and asked them how their role contributes to your organization’s vision and mission, would they confidently answer? If not, it’s time for a rethink.

How to Make Vision & Mission Matter

• Show, Don’t Just Tell. Instead of reciting the statement, demonstrate how it plays out in real-world scenarios. Highlight how an employee’s contribution, big or small, moved the organization closer to its goal.
• Make It Personal. Leaders must connect the vision and mission to individual roles. Make it relevant at every level by framing it in terms of team impact, personal growth, and company success. Connect it to every single level, from the interns to the executives.
• Communicate Beyond Words. Actively demonstrate the vision and mission in every action and decision you make. Vision and mission aren’t just an announcement — its a behavioral expectation. Live it, don’t just say it. Make your grand statement a living reality, not just a recited ideal.

A Vision and Mission Statement That Moves People

An inspiring vision and mission statement is not the one people can regurgitate — its one that moves employees to action. If leaders connect the vision and mission statement to real work, employees won’t just hear it; they’ll embody it. So, the next time you stand before your team, don’t just read the vision and mission statement. Prove it. Show it. Make it real.

Adeline (Addy) Maissonet is a Procurement Analyst for the Defense Pricing, Contracting, and Acquisition Policy (DPCAP) within the Office of the Secretary of Defense (OSD), U.S. Department of Defense (DoD). She serves as a senior advisor on contracting policies and procedures and the agency’s representative on the Department’s views on proposed legislation to Congressional members, their staff, and committee staffers. Prior to her current role, Addy served as a Division Chief and Contracting Officer with unlimited warrant authority for the U.S. Army Mission and Installation Contracting Command (MICC) – Fort Eustis, Virginia. Addy holds an MBA in Management and Contracting Level III Certification under the Defense Acquisition Workforce Improvement Act. She is a graduate from Cornell University’s Executive Leadership Certificate Program. In her free time, Addy enjoys hiking and overlanding with her family and friends.

Note: The views and opinions expressed in this article are those of the author and do not necessarily reflect the official policy or position of the Department of Defense.

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