To this global consumer product company, their mission statement is more than a marketing tool: it’s an identity. As a direct selling company with employees, distributors, and customers in more than 54 international markets, that identity acts as the glue that holds their people together.
Over the years, they had tried embedding the mission statement in a number of leadership competency models, but none of the models had gained the traction leaders had hoped they would. Meanwhile, the company continued to grow and with increased growth came increased demand.
A new CEO, encouraged by a proactive CHRO, realized that the pipeline was not as strong as he hoped and that the rapid growth was diluting the cultural connection to the mission statement and required a more systematic approach to leadership development.