| You have drawn the line in the sand. You have | | | | for strategic planning. Here are just two examples |
| established your purpose (mission) and direction | | | | in the use of his newly created mission and vision |
| (vision) for your business. Now it is time to use | | | | statements: |
| these mission and vision statements to focus on | | | | First, time management - “I have many |
| the direction, leadership, goal-setting and basis for | | | | offers to consult in projects related to fire |
| your strategic plans for your business or | | | | protection. I want to manage my time and |
| organization, employees and marketplace. | | | | project selection, and mission and vision |
| Doug Campbell, Fire Behavior Analyst and | | | | statements help me do that.” |
| President of Campbell Prediction Systems | | | | Secondly, employee recognition - Campbell also |
| recognized the importance of building a mission | | | | assigns his trainees to write personal mission and |
| statement for firefighters. He began with a well | | | | vision statements. “The mission and vision |
| defined mission statement for a firefighter team. | | | | opens a window on what their values are…they |
| “We meet the fire at its weak points, | | | | expose the ethics of the person. We know by |
| knocking it out, not giving it a chance. We know | | | | their replies who is ready for a supervisory |
| the fire and use the knowledge of its behavior | | | | position.” |
| patterns to snuff it out. We are tough and do not | | | | Visionary businesses, whether large or small, excel |
| waste our strength. We plan our tactics and | | | | because they set goals that relate directly to their |
| anticipate the fire’s moves. We use proven | | | | vision. They come up with strategies and actions |
| tactics and avoid bad ones. We engage the fire | | | | to reach their goals and achieve their vision. It is in |
| when we know we will prevail over the fire. We | | | | this way that a business can control its own |
| do not repeat the mistakes of other | | | | destiny, rather than let outside forces determine |
| encounters.” | | | | a business direction. |
| His vision statement for creating future –wise | | | | The next step is converting your business mission |
| firefighters: | | | | and vision statements into specific actions. The |
| “We will become wise fire fighters. We will | | | | objective is to work out specific strategic |
| find out what the fire is about to do and plan for | | | | approaches and required daily actions that help |
| dealing with its potential. We will become known | | | | your business reach its vision. Your strategic plan |
| for our wild fire wisdom and be able to avoid its | | | | should include the necessary structure to apply |
| traps and find its weakness. We will learn to | | | | your strategy by helping you communicate your |
| communicate the whole fire situation and thereby | | | | vision in a way that covers all areas of your |
| save others from poorly devised tactical actions. | | | | business. Those elements that make up your |
| We will minimize all negative impacts on the fire | | | | strategic plan begin with the mission statement |
| fighters we supervise, keeping them strong and | | | | then the vision statement, followed by goals, |
| well throughout the siege.” | | | | objectives, strategies and specific actions. |
| These statements became his foundational tools | | | | |
