A structured facilitation process to define the foundation of your organization — where you're going, why you exist, and how you'll get there together.
Why this process matters
Organizations with clearly defined and lived mission, vision, and values outperform those without by measurable margins — not because the words are powerful, but because the clarity they create is. This workshop gives you a structured path from reflection to action.
Your journey — 5 phases
01
Context Setting
Examine your culture from the outside in using the Anthropologist's Game and a SWOT analysis — before writing a single word.
02
Mission
Clarify what you do, who you serve, and the unique role your organization plays. Distill it into a statement that guides every decision.
03
Vision
Describe the world your organization is working to create — an aspirational, idealized future state that inspires action.
04
Values
Identify the principles that guide every hire, every decision, every interaction. Values are not aspirations — they are commitments.
Facilitator's guidance
Complete each phase in order. Some exercises are best done individually first, then discussed as a group. Budget approximately 3–4 hours for the full workshop, or spread it across multiple sessions. All responses are saved in your browser.
Phase 1 · Context Setting
The Anthropologist's Game
Step outside your organization and view it with fresh eyes. What would a stranger observe about what this organization truly values — beyond what's written on the wall?
Facilitator's note
This exercise is adapted from Geert Hofstede's cultural framework. It's designed to surface the actual culture rather than the stated culture. Complete individually first — then compare answers as a group. Differences in perception are the most valuable data points.
Complete each section as an outside observer
🏆 Heroes & Legends
Who are the celebrated figures in your organization? Who gets talked about, promoted, emulated?
🔄 Customs & Rituals
What recurring practices, meetings, traditions, or habits define how this organization operates?
💬 Sayings & Language
What phrases, jargon, or expressions do people use regularly? What does the language reveal about priorities?
💡 Values & Beliefs
Based on observed behaviour (not stated values), what does this organization appear to believe and prioritize?
🏺 Artifacts
What physical or symbolic objects hold meaning here? Branded items, awards, the office itself, digital tools?
🔍 Key Insights
What is the gap between the culture you observed and the culture you want? What surprised you?
Phase 1 · Context Setting
Organizational SWOT Analysis
Before crafting your mission and vision, take an honest inventory of where you stand. Your SWOT will ground your aspirations in organizational reality.
Facilitator's note
Your insights as leaders are invaluable. Be specific and evidence-based — "we're innovative" is less useful than "we launched three new products ahead of competitors in the last 18 months." The goal is clarity, not comfort.
S
Strengths — internal advantages
W
Weaknesses — internal gaps
O
Opportunities — external tailwinds
T
Threats — external headwinds
So what?
→
Based on this SWOT, what is our single most important strategic priority right now?
Phase 2 · Mission
Foundation Questions
Your mission is what you're here to do — the what, who, and why of your organization. These questions are the raw material for your mission statement.
Facilitator's note
Don't try to write the mission statement yet — that comes next. Right now, explore freely. Answer these individually, then share and look for the language that resonates across the group.
Understand your purpose
1
What is our overarching intent as an organization? What are we fundamentally here to do?
2
What problem does our organization solve — and for whom?
Be specific about who your organization exists to serve and what gap, pain point, or unmet need you address.
3
What makes us different from every other organization trying to solve the same problem?
4
Why did the founder(s) start this organization instead of doing something else?
The founding story often contains the most authentic expression of mission.
5
List 5 unique attributes that define this organization
6
What would the world lose if this organization disappeared tomorrow?
Phase 2 · Mission
Draft Your Mission Statement
Your mission statement answers one question: why do we exist? It should be clear enough that every employee can make decisions guided by it.
Facilitator's note
A strong mission is typically 1–2 sentences. It names what you do, who you serve, and what makes you different. Use the language that came up most authentically in the previous exercise — not corporate-speak, but your actual voice.
Mission statement formula
A
We exist to... (what you do)
B
For... (who you serve)
C
So that... / By... (the unique impact or approach)
Your mission statement drafts
→
Draft 1 — Try combining the elements above into one statement
→
Draft 2 — Try a different angle or emphasis
Our preferred mission statement
Test your mission
Pressure test questions
— Does it describe what you do without jargon? — Could a new employee use it to make daily decisions? — Does it differentiate you, or could any organization claim it? — Is it inspiring without being vague?
Phase 3 · Vision
Future State Exploration
Your vision describes how the world will look if you fully succeed at your mission. Think aspirationally — this is not a plan, it's a destination.
Facilitator's note
Vision should feel slightly out of reach — ambitious enough to inspire, clear enough to direct. Use these questions to paint a picture of your idealized future before you try to write it.
Paint the picture
1
What does the idealized future state look like if we fully achieve our mission?
Think 10–20 years from now. Describe the world, not your organization.
2
How will people live, work, or feel differently if we succeed?
3
What role does our organization play in the world in that future?
4
What culture, ethos, and mood do we want our organization to embody?
5
What would need to change about the world to put us out of business?
This question reveals the deepest articulation of why you exist.
6
Write 5–8 words or phrases that capture the essence of your vision
These become the building blocks of your vision statement.
Phase 3 · Vision
Draft Your Vision Statement
Your vision statement is a clear, memorable picture of where you're going. It describes a future worth working toward.
Facilitator's note
Great vision statements are short, vivid, and personal. They describe a destination, not a process. Compare: "To be the world's most customer-centric company" vs. "A world where every person has access to any product imaginable, delivered in hours." The best visions feel bold but believable.
Vision statement drafts
→
Draft 1 — Start with "A world where..." or "We envision..."
→
Draft 2 — Try a bolder, more declarative framing
Our preferred vision statement
Test your vision
Pressure test questions
— Is it aspirational but not impossible? — Does it describe a destination, not a method? — Will it still be relevant in 10 years? — Does it inspire people to do their best work? — Is it distinctly yours, or could any organization claim it?
Phase 4 · Values
Culture Audit — Keep, Leave, Add
Before defining what you want to stand for, take honest stock of where your culture is today. What's working, what isn't, and what's missing?
Facilitator's note
This is one of the most important — and most overlooked — steps. Values that don't reflect reality will be ignored or create cynicism. The "Leave Behind" exercise in particular can surface deeply held frustrations. Create psychological safety for honesty here.
✓ Keep — What's working
Which aspects of your current culture are you proud of? What do you never want to lose? What do new employees love about working here?
✗ Leave Behind — What's not working
What frustrations exist? What behaviours are tolerated but shouldn't be? Why do people leave? What makes Mondays hard?
+ Add — What's missing
What elements of your ideal culture are absent today? What would make this a truly exceptional place to work? What do your best competitors do that you admire?
Leadership reflection
→
Are the behaviours currently rewarded (promotions, recognition) aligned with the culture we want to build?
→
Are we — as leaders — realistic models of the culture we're asking others to build?
Phase 4 · Values
Values Discovery
Before you can define your values, you need to feel them. These questions help you surface what you already believe — and what your organization needs to stand for.
Facilitator's note
Don't start with the values list — start with the questions. Your authentic values will emerge from your answers. Use the values list only as a reference once you've generated your own raw material.
Brainstorming questions
1
What do you value most in the people who work here?
+
Think of the colleagues who make the biggest difference. What do they have in common?
2
What behaviours have leaders exhibited that you believe make a great organization?
+
Specific examples are most valuable here.
3
What principles are most important as employees make daily decisions?
+
Not strategy — the small, everyday moments where character shows.
4
What values would you stand by, no matter what the cost?
+
These are your real values. Under pressure, what wouldn't you compromise?
5
What do people say they love most about working here?
+
Especially relevant if you've done exit interviews or engagement surveys.
6
What values support our current mission and vision?
+
Values should make the mission possible — which ones are essential?
7
What personality traits and soft skills ensure success in this organization?
+
Think about your highest performers — what makes them exceptional?
8
What would you highlight about this organization when recruiting someone new?
+
Your honest recruiting pitch often contains your true values.
Values reference bank
How to use this
Based on your answers above, click the values that resonate most strongly. Select up to 10 — you'll refine them in the next step. Use real words. Values should be understood without explanation.
Integrity
Transparency
Accountability
Trust
Honesty
Innovation
Creativity
Curiosity
Courage
Risk-taking
Excellence
Quality
Attention to detail
Craftsmanship
Collaboration
Teamwork
Community
Belonging
Inclusion
Customer focus
Service
Empathy
Compassion
Care
Growth
Learning
Resilience
Adaptability
Agility
Autonomy
Empowerment
Ownership
Leadership
Influence
Sustainability
Social impact
Purpose
Meaning
Legacy
Balance
Wellbeing
Fun
Celebration
Gratitude
Simplicity
Efficiency
Clarity
Focus
Discipline
Selected values (click above to add, click below to remove)
No values selected yet — click the chips above...
Phase 4 · Values
Define Your Core Values
Values only work if they come with behaviours. For each value, describe what it looks like in practice — in daily decisions, in how you hire, in how you lead.
Facilitator's note
Aim for 3–6 values — few enough to remember, specific enough to guide behaviour. Each value must have a behaviour description: the "how it shows up" that makes it real. Values without behaviours are decoration. Values should apply to everyone from intern to CEO.
Your core values — with behaviours
Select values on the previous page (Values Discovery) to populate this builder automatically. Or type your values directly below.
1
Value name
Start with a verb
What it means in practice
2
Value name
Start with a verb
What it means in practice
3
Value name
Start with a verb
What it means in practice
4
Value name
Start with a verb
What it means in practice
5
Value name
Start with a verb
What it means in practice
Values pressure test
→
Could a new employee remember all of these values after their first week?
→
Could someone use each value to make a difficult hiring, firing, or strategic decision?
→
Are there any values you would defend publicly even if it cost you money or clients?
Phase 5 · Synthesis
Final Statements
You've done the hard work of exploration and reflection. Now finalize your three foundational statements — and check that they work together as a coherent whole.
Facilitator's note
Read the three statements together out loud. Do they feel like they belong to the same organization? Does your mission lead logically to your vision? Do your values represent the character of the organization that would pursue that mission and vision? Refine until the answer is yes.
Review and finalize
Our Mission Statement — What we do and why
Our Vision Statement — Where we're going
Our Core Values — How we operate
Coherence check
→
Do your mission, vision, and values form a coherent story? Where are the gaps or tensions?
Summary — your three statements
Phase 5 · Synthesis
Activation Plan
Defining your mission, vision, and values is only the beginning. They only become real when they're lived — by leaders first, then by everyone.
Facilitator's note
The most common failure point in MVV work is not the drafting — it's the activation. Values that aren't embedded in hiring, performance, decision-making, and recognition within 90 days of launch tend to fade. Use this plan to create accountability from day one.
Communication plan
1
How will we first communicate these to our team? (Town hall, written message, team sessions?)
2
How will we make them visible in our physical and digital environment?
Embedding into operations
→
How will we use our values in hiring decisions?
→
How will we embed values into performance reviews?
→
How will we recognize and celebrate values in action?
→
How will leaders model the values publicly and consistently?
90-day commitments
→
In the next 30 days, we will...
→
In the next 90 days, we will...
→
How will we know our values are actually being lived — not just displayed?