Both large and small businesses have much to gain from creating a mission statement that differentiates them from their competitors. The best statements are realistic, achievable and brief accounts of objectives a nursery is committed to.
At the five-strong nursery chain Child First, the mission statement 'Changing childcare - from acceptable to exceptional', fulfils this brief. According to director Tom Shea, 'The mission statement is important, so everyone can understand what you are trying to achieve.'
Communicating benefits
Essentially the mission statement helps to communicate the features of your service, which in turn are identified as benefits by the parents who book a place for their child.
It also helps employees to have a clear understanding of their company's aims, to which they have to be emotionally committed in order to make the mission statement sustainable.
As Tom Shea says, 'The mission statement's value and importance is only as good as the team - the whole team. While our words and values are important, our actions are far more important. To achieve any appropriate mission takes effort, energy, commitment, knowledge, understanding, respect and honesty. A mission statement without these ingredients is valueless. Its integrity starts at the top.'
A big advantage for the early years sector is that its staff generally feel passionately about what they do and have an exceptionally strong sense of commitment towards children and parents. The skill for the manager is in making them feel the same way about the nursery organisation, ensuring that they share its stated 'mission'.
What's your mission?
In Essential Nursery Management (Nursery World/Routledge, £15.99), consultant Susan Hay advises nursery owners and managers to initially consider:
- Why are you involved in this business?
- Who are you trying to satisfy?
- With what services will you meet that demand?
- How will you deliver the services?
- Where will you be in the future?
Principles to create a sense of mission:
- Leaders should pick a theme that captures the business's future strategy and values, and translates into behaviour
- Focus on action rather than words
- Build and sustain trust - often achieved by senior management being visible and open about changes taking place
- Be patient - developing a mission takes years.
