FIVE WAYS TO PUT A MISSION STATEMENT TO WORK
“The mission statement is like an umbrella over the building,” said Holly Minnis, executive director at Brandywine Living at Princeton in Princeton, New Jersey. “It’s a goal to work toward together.”
21 The mission statement also communi-
cates to residents and their families what drives the organization. What can, and should, they expect? Mission statements, however, aren’t
meant to be filed away in a drawer. With that in mind, what follows are five practical ways to put a mission statement to work.
1 Showcase the mission statement.
Spread the word. Display the mission statement on plaques and bulletin boards throughout the building, and in collateral materials. It serves as a reminder of the or- ganization’s purpose to staff, residents and outside visitors. The Gardens at Eastside, an assisted
living and memory care community in Greenville, South Carolina, has the mission statement nicely framed and hung by the elevator. “Everyone can see it,” said Jane Ford, executive director at The Gardens at Eastside, which is operated by The Arbor Company. The first line of its six-sentence mission statement reads: “As a community of caregivers we are here for one purpose: to engage and enrich the health and spirit of our residents.” The last line concludes: “We listen. We respond. We care.” Each year, employees recommit to the
Arbor ideal by signing the mat that frames the mission statement. “It is a constant re- minder to us,” said Ford. At Brook Gardens Place, an assisted liv-
ing community in Lake Mills, Wisconsin, the mission statement is the first thing peo- ple see framed on the wall when they enter the building. The community is operated by Enlivant, whose mission is: “To enrich life through meaningful relationships and vibrant communities.” Enlivant communities display the com-
pany’s mission, along with its core values and vision prominently throughout its prop-
28 SENIOR LIVING EXECUTIVE / ISSUE 1 2017
erties. The creation of these guiding prin- ciples has been an important part of the company’s rebranding effort. At Helena Place, an Enlivant community
in Port Royal, South Carolina, the compa- ny’s principles are displayed in the break room, medication room, on doors and in the lounge area. “It’s important that we integrate the mission, vision and values of our company into the care and services we provide our residents every day,” said Eric Fennell, executive director.
2 Communicate the mission to employees.
Repeat frequently: The mission statement can’t be voiced or heard often enough, ex- ecutive directors said. At Helena Place, Fennell starts each day with a 20-minute stand-up meeting for the entire staff. The purpose of the meeting is for staffers to share building events for the day and to discuss any issues that need to be addressed. Fennell also reviews one of Enlivant’s five
core values: compassion, humility, integrity, excellence and fun—easy to remember us- ing the acronym CHIEF. “It kicks off the tone for the day,” he said. Vince Beckel holds a town hall meeting
with his staff once a month and reminds them of the organization’s mission. “What we do is not easy,” said Beckel, executive director at New Perspective of Waconia, a senior living community in the Minneapolis area. “We remind them why we are here.” The community is operated by New Per-
spective Senior Living which has a simple mission statement: “Residents first in every- thing we do.” The town hall meetings give Beckel a chance to reinforce the message. He also asks staff members to write down something they did to put the resident first. Freda Meyer, executive director at Ar- bor Terrace at Crabapple, in Alpharetta,
Georgia, recently focused on teamwork, an Arbor standard. Teamwork was discussed at meetings, bulletin boards displayed messag- es about teamwork, and employees filled out cards citing examples of teamwork which were then read aloud. “One of my most important duties is to make sure the staff understands what we do,” said Meyer. Employees perform skits at monthly
meetings at the Gardens at Eastside. For example, staff members might act out their interpretation of good communication vs. bad communication in a situation where an employee is on the phone and a resident is waiting for help. What’s the right way to act in accordance with the mission? What’s the wrong way? “It’s fun,” said Ford. “They get involved. It’s not just us saying this is what we want you to do.”
3 Include the mission in training and recruitment materials.
New employees should be taught what the mission is and how it is to be implemented, with examples. That process usually starts during training or on-boarding sessions. At Brandywine Living at Toms River, an
assisted living community in Toms River, New Jersey, orientation includes an in-depth review of the organization’s mission and core values. New team members meet with Brenda Bacon, president and chief executive officer of Brandywine Living, which operates 27 assisted living communities. “Hearing the mission from the chief executive sets a huge tone,” said Frank Evegan, executive director at the Toms River property. He added that new employees learn by watching the exam- ple set by the chief executive and other man- agers which in turn helps to reduce turnover. New employees attend Brandywine Uni-
versity, a training course that emphasizes the core mission of the organization—to pro- vide residents with the highest quality care in the most appropriate setting based on an
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