Unrelenting focus on a clear identity and an unwavering commitment to mission are the marks of a great institution. It is just good business. This dynamic reality of identity and mission explains why we do what we do, prioritizes what we do and shapes how we do what we do.
 
As Catholic institutions of health care and higher education, our motivation is to be faithful disciples of Jesus striving to assist in ushering in the reign of God, the realm of peace and justice that is God’s dream for humanity. 
 
At one time certain distinguishing characteristics of motivation and manner could be assumed as part of the culture of a Catholic school or hospital. That is no longer the case. While they are more important than ever, they also need to be more deliberate and intentional than ever.
 
This work entails three fundamental, continuous and inter-related tasks: 
 
Awareness. It is critical that people understand and articulate in a clear and concise manner exactly what the mission of the institution is. This is the statement of who we are and what we do. It is important that it be clear in the minds of the public whom we serve. It is equally important that those of us who belong to the organization are of one mind about our purpose and our values. 
 
Appreciation. How people feel about our mission will motivate them to seek out our services or inspire them to join us in delivering them to others. Obviously this presupposes that people are aware of and understand what our mission is. But understanding alone is not enough. How people respond—in an affective manner—to our mission and identity is the deciding factor. In inviting people to care about our mission, we must provide some firsthand experience of what we are about and share personal stories that engage our listeners.
 
Action. We want the public to act by choosing us to provide the services they need. Within our institutions, each individual must realize how he or she contributes to implementing the mission and promoting the identity of our school or hospital. In the ideal situation each person’s vocation or calling will be in harmony with the mission of the institution. 
 
While sometimes wearisome, questions about mission and identity cannot be avoided. They provide a marvelous opportunity for us to tell our story, to communicate our priorities and to share our passion with others. They deserve to be taken seriously and responded to in a deliberate and intentional manner.

Lucien Roy, Senior Consultant
The Reid Group

The month of January takes its name from the Roman god Janus, the god of doorways, transitions, endings and new beginnings. At this time of year, as we make the transition from one year to the next, leaders need to “make like Janus” and pay attention to both the endings and new beginnings happening in the life of their organizations.

It is tempting to give short shrift to the endings and forge ahead into the future with all our New Year’s-resolution-fueled energy. But seasoned leaders know that damage can result when the past is left unresolved.

As we navigate through these dark days of winter, take some time to consider what you need to let go of or say goodbye to:

• Are there unfinished tasks that are burdening you and the organization? Which of these are important to complete, and which need to be let go?
• In working relationships, are there residual hurts or dysfunctional behavior that burden the organization? Are these relationships important enough to resolve the conflicts, or do they need to be let go?

Once we deal with what is ending, we are free to dream, to be “10 times bolder” in our plans for our new beginnings. As one way to start that planning, begin with the end in mind: imagine you are at the end of 2010 and looking back. What are the accomplishments you are most proud of?

In a very real sense, organizations exist in a state of constant transition—something is always changing, ending or just getting started, and the effective leader will be attuned to the dynamics of those transitions all year long. These first days of January, however, offer a special opportunity to step back and gain some perspective on yourself as well as the major changes the organization has had and will experience as you move from 2009 to 2010. Spend some time affirming the good you helped your organization to accomplish and be gentle with yourself as you reflect on your struggles. In addition, take a few minutes to consult with yourself about your deepest hopes for 2010 and include these in the goals you set for the coming year.

When appropriate attention is paid both to what is ending and what is waiting to begin, you set the stage for a very Happy New Year.

John Reid, Senior Consultant
The Reid Group