There are no agreed-upon definitions of ‘mission’ and ‘vision’ and the terms are often used interchangeably. As a result, most of the mission and vision statements that we have seen say more or less the same, but at different levels of abstraction and using different words. Here are our thoughts on constructing useful mission and vision statements.
First, what is the difference between your mission and vision?
Mission and vision statements are closely interwoven with one another. Indeed, they are often confused, used interchangeably, or compressed into a single idea or statement.
In an attempt to resolve this confusion, we need to make a clear distinction between the two. In their strategy textbook, Strategy: Process, Content, Context, De Wit and Meyer argue that a vision is oriented toward the future, to your long-term aims from which medium-term objectives and short-term targets can be derived. One might call it the “point on the horizon” toward which you want to move. While your mission is more oriented towards the present. It contains the organisation’s key principles and values and explains why it exists in the first place.
In summary, they are two separate but interconnected ideas. Your vision should be aspirational – a goal that remains just out of reach; the north star you’ll steer your ship towards. It should exemplify, succinctly, the shared beliefs and values of its trustees, leadership team, and staff. Your mission is a declaration of your more short-term goals, or declaration of the actions your trust is taking to reach its long-term goals (i.e. its vision).
Why have a separate mission and vision?
Spoiler alert: you don’t need to.
If you go for a mission and vision statement, make them clearly distinct based on an understanding of their different purposes for your trust. The lack of definition for the two terms can be confusing but it is also a blessing – you have the freedom to make them work for your trust.
In summary, your mission and/or vision statements need to accomplish the following:
Inform the community on the trust’s core educational values.
Drive your team toward a common goal.
Set forth expectations of the staff, students, parents, and guardians.
Inform decisions and give clear direction, especially in situations when it is difficult to reach a consensus – a choice can be made with what aligns best with the trust’s long-term goals.
Tell us how your trust is different and what the value of it is to joining schools and staff.
Which trusts are doing mission and vision statements right?
If you’re stuck for inspiration, here are a few of our favourite trust mission statements:
Aspire Academy Trust’s mission is ‘to promote the profound personal development of all our children, whilst helping them make excellent progress across the full breadth of the curriculum’.
Dartmoor Multi AcademyTrust’s mission is ‘to provide the highest possible quality of education for all local children, in order to ensure pupils from all backgrounds are able to succeed’.
Sigma Trust says ‘Our vision is to ensure that all of our academies are at least ‘Good’ with strong and improving outcomes and are able to demonstrate outstanding provision.’ Sigma goes on to link their mission statement purposefully, introducing it with ‘We will achieve this by…’.
Finally, The Dartmoor Multi-Academy Trust’s vision is ‘to provide the highest possible quality of education for all local children, in order to ensure pupils from all backgrounds are able to succeed.
But things change quickly in the MAT world.
If your mission or vision statements no longer represent your trust, it might be time for a broader strategic review to realign them.
Every few years or during big changes are good times to review, but when can you be sure now is the best time to re-evaluate? Here are three signs you might want to rethink your mission and vision:
1. A change in management or merger
If your organisational structure has changed, it could be the right time to change your mission statement too. Your mission and vision can also be expanded or limited, depending on the shift your trust has made. Perhaps you want more direct programming for a specific demographic, or you want to broaden your gaze to a wider range of academies. Whatever the changes, your statements can be changed to reflect them.
2. A change in direction
Your trust’s specialism will determine the scope of your mission and vision. For instance, changes in direction can have a significant impact on your trust’s community. When your trust decides to move towards a different focus, it can be essential to re-evaluate your statements to see whether they still align.
3. Growth in organisation
The more schools your trust brings on board, the more your organisational structure will change. This could be an indication to check that your mission and vision still reflects the ethos and values of your trust, as well as those of your schools.
Whatever you want to call them, it’s never a bad idea to review your mission and vision. It’s essential to ensure that your statements always represent your community and guide your decision-making. Next in this series, we will cover tips on revising your trust’s values, so keep an eye on our blog. If you missed the introduction to this series, check it out here.
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