Donald Miller

Most large corporations don't put deadlines in mission statements because those corporations have mission statements written by lawyers on behalf of shareholders. You don't have a team of lawyers and you don't have shareholders. You have the luxury, and it is a crazy luxury that you should take advantage of, of writing a new mission statement every two or three years.

Most large corporations don't put deadlines in mission statements because those corporations have mission statements written by lawyers on behalf of shareholders. You don't have a team of lawyers and you don't have shareholders. You have the luxury, and it is a crazy luxury that you should take advantage of, of writing a new mission statement every two or three years.

Most large corporations don't put deadlines in mission statements because those corporations have mission statements written by lawyers on behalf of shareholders. You don't have a team of lawyers and you don't have shareholders. You have the luxury, and it is a crazy luxury that you should take advantage of, of writing a new mission statement every two or three years.

Most large corporations don't put deadlines in mission statements because those corporations have mission statements written by lawyers on behalf of shareholders. You don't have a team of lawyers and you don't have shareholders. You have the luxury, and it is a crazy luxury that you should take advantage of, of writing a new mission statement every two or three years.

Most large corporations don't put deadlines in mission statements because those corporations have mission statements written by lawyers on behalf of shareholders. You don't have a team of lawyers and you don't have shareholders. You have the luxury, and it is a crazy luxury that you should take advantage of, of writing a new mission statement every two or three years.

Most large corporations don't put deadlines in mission statements because those corporations have mission statements written by lawyers on behalf of shareholders. You don't have a team of lawyers and you don't have shareholders. You have the luxury, and it is a crazy luxury that you should take advantage of, of writing a new mission statement every two or three years.

Most large corporations don't put deadlines in mission statements because those corporations have mission statements written by lawyers on behalf of shareholders. You don't have a team of lawyers and you don't have shareholders. You have the luxury, and it is a crazy luxury that you should take advantage of, of writing a new mission statement every two or three years.

Most large corporations don't put deadlines in mission statements because those corporations have mission statements written by lawyers on behalf of shareholders. You don't have a team of lawyers and you don't have shareholders. You have the luxury, and it is a crazy luxury that you should take advantage of, of writing a new mission statement every two or three years.

Most large corporations don't put deadlines in mission statements because those corporations have mission statements written by lawyers on behalf of shareholders. You don't have a team of lawyers and you don't have shareholders. You have the luxury, and it is a crazy luxury that you should take advantage of, of writing a new mission statement every two or three years.

Most large corporations don't put deadlines in mission statements because those corporations have mission statements written by lawyers on behalf of shareholders. You don't have a team of lawyers and you don't have shareholders. You have the luxury, and it is a crazy luxury that you should take advantage of, of writing a new mission statement every two or three years.

And usually in your mission statement, all you're going to do is adjust X and Y, and that's really it. If you don't like it as a mission statement, just call it a goal statement and let these two statements be parallel to each other. Finally, the Z. We will accomplish X by Y because of Z. Z is the Y. It's the reason that you're in business. And it's usually customer-centric. We are doing this.

And usually in your mission statement, all you're going to do is adjust X and Y, and that's really it. If you don't like it as a mission statement, just call it a goal statement and let these two statements be parallel to each other. Finally, the Z. We will accomplish X by Y because of Z. Z is the Y. It's the reason that you're in business. And it's usually customer-centric. We are doing this.

And usually in your mission statement, all you're going to do is adjust X and Y, and that's really it. If you don't like it as a mission statement, just call it a goal statement and let these two statements be parallel to each other. Finally, the Z. We will accomplish X by Y because of Z. Z is the Y. It's the reason that you're in business. And it's usually customer-centric. We are doing this.

And usually in your mission statement, all you're going to do is adjust X and Y, and that's really it. If you don't like it as a mission statement, just call it a goal statement and let these two statements be parallel to each other. Finally, the Z. We will accomplish X by Y because of Z. Z is the Y. It's the reason that you're in business. And it's usually customer-centric. We are doing this.

And usually in your mission statement, all you're going to do is adjust X and Y, and that's really it. If you don't like it as a mission statement, just call it a goal statement and let these two statements be parallel to each other. Finally, the Z. We will accomplish X by Y because of Z. Z is the Y. It's the reason that you're in business. And it's usually customer-centric. We are doing this.

And usually in your mission statement, all you're going to do is adjust X and Y, and that's really it. If you don't like it as a mission statement, just call it a goal statement and let these two statements be parallel to each other. Finally, the Z. We will accomplish X by Y because of Z. Z is the why. It's the reason that you're in business. And it's usually customer-centric. We are doing this.

And usually in your mission statement, all you're going to do is adjust X and Y, and that's really it. If you don't like it as a mission statement, just call it a goal statement and let these two statements be parallel to each other. Finally, the Z. We will accomplish X by Y because of Z. Z is the why. It's the reason that you're in business. And it's usually customer-centric. We are doing this.

And usually in your mission statement, all you're going to do is adjust X and Y, and that's really it. If you don't like it as a mission statement, just call it a goal statement and let these two statements be parallel to each other. Finally, the Z. We will accomplish X by Y because of Z. Z is the why. It's the reason that you're in business. And it's usually customer-centric. We are doing this.

And usually in your mission statement, all you're going to do is adjust X and Y, and that's really it. If you don't like it as a mission statement, just call it a goal statement and let these two statements be parallel to each other. Finally, the Z. We will accomplish X by Y because of Z. Z is the why. It's the reason that you're in business. And it's usually customer-centric. We are doing this.

And usually in your mission statement, all you're going to do is adjust X and Y, and that's really it. If you don't like it as a mission statement, just call it a goal statement and let these two statements be parallel to each other. Finally, the Z. We will accomplish X by Y because of Z. Z is the why. It's the reason that you're in business. And it's usually customer-centric. We are doing this.