The year was 1961. President Kennedy announced the United States would land a man on the moon and return him safely before the end of the decade. He painted an audacious picture, considering NASA had not yet invented the necessary technology. Ten years later, through focused energy, dedication and herculean effort, the team at NASA succeeded. If you had been born by then, chances are you remember exactly where you were on July 20, 1969 when Neil Armstrong made history as the first person to walk on the moon.
The story of the Apollo Moon Project demonstrates the tremendous power released when people share a picture of what they intend to accomplish. They are able of overcome seemingly insurmountable obstacles and achieve spectacular results.
The year was 1980. CNN launched as the first television channel to provide 24-hour news coverage. Although laughingly dubbed “Chicken Noodle News” by many, they were undaunted. A decade later, in 1991, they earned recognition as a legitimate station during their coverage of the Persian Gulf War. That same year, in an interview with Tom Peters, the president of CNN articulated his audacious picture for the future: “to be viewed in every country in the world in English as well as the language of that region.”
Where are they today?
CNN: With 25 branded networks, 47 editorial operations, and over 1000 affiliated local stations around the world available to more than 2 billion people in more than 200 countries on 6 continents, CNN is thoroughly established as a respected news station and has made tremendous strides in becoming a global network “viewed in every country in the world.”
NASA: has never recreated the spectacular success of the Apollo Moon Project.
What happened?
CNN: Their picture of success is connected to a clear purpose: to provide news as it unfolds and ongoing recaps available for people when they want it. CNN knows who their customers are (busy people who don’t have time to gather in front of the television at 7 pm) and provides them what they need (news on demand).
NASA: Their picture was powerful and they achieved their goal with spectacular success. Unfortunately their purpose was not clear. What was the purpose of the Apollo Moon Project? Was it to beat the Russians in the space race? To protect the United States through the “Star Wars” Space Defense Initiative? Or in the spirit of Star Trek, to explore new territory and boldly go where no one has gone before?
Because there was no agreed upon purpose, there was nothing to guide decision-making going forward and answer the question, “what next?”
Picture is powerful, but alone it is not enough. Link your powerful picture to purpose to provide ongoing guidance.
There is a tremendous power in creating a picture of the end-result you want to achieve. A picture shows where you’re going. But it doesn’t help you set goals or answer what’s next after a goal is achieved.
Did you ever achieve a major goal and after the initial glow of victory faded wonder “what do I do now?”
For power, clarity and ongoing guidance, create a picture of the end-result AND be clear about your purpose. You’ll be able to answer both “where?” and “why?”
Hi Jesse,
I have to say I loved reading your take on the NASA program to send a man to the moon, something I discussed in my piece “Encouraging Your Employees To Reach For The Moon”, where I discussed the story of the NASA janitor who believed his work directly impacted NASA’s historic goal.
I wonder, though, if the problem with NASA when compared to CNN is that NASA’s purpose was pretty much a one-shot deal; that once it was reached, they had essentially no where else to go. CNN, on the other hand, while they might reach their market saturation, still has a purpose that remains relevant to those they are meant to serve. Namely, to be a reliable, trusted source for news and information.
Sure, NASA can stipulate their purpose is to explore space and discover new truths about cosmology, but the problem is that such statements fail to provide a mental image to motivate and inform their employees of how their efforts contribute or fit into this large vision or purpose.
In this way, one could argue that it’s important that an organization’s purpose be tangible in addition to being meaningful.
Hi Tanveer,
Thanks for sharing your piece “Encouraging Your Employees To Reach For The Moon” You demonstrate quite nicely the pride, commitment and effort employees make when they see a direct connection between their activities and achieving the goals of the organization. You make a strong case for leaders to assume responsibility to help their people see that connection. And it shouldn’t be difficult to do, because if someone isn’t directly contributing to the goals of the organization, their job is not necessary. In support of this viewpoint, in our consulting firm, the receptionist is called the “director of first impressions.” When someone asks her what her job is, she tells them, “I introduce leaders to our company and I make sure they are connected with the right person to meet their needs” – a big difference from “I answer the phone.”
You got right to the heart of the matter when you said “the problem with NASA when compared to CNN is that NASA’s purpose was pretty much a one-shot deal; that once it was reached, they had essentially no where else to go.” The Apollo Moon Project was one project of NASA, an organization that was established by congress in 1958 for the purpose of providing “research into the problems of flight within and outside the Earth’s atmosphere, and for other purposes.” Pretty vague. Because the purpose was not clear, the completion of the Apollo Moon Project left NASA with no direction.
Your point is well taken that “NASA can stipulate their purpose is to explore space and discover new truths about cosmology, but the problem is that such statements fail to provide a mental image to motivate and inform their employees of how their efforts contribute or fit into this large vision or purpose.”
Several years ago, when discussing this very point with senior leaders in a manufacturing company, the president of the company announced that he had worked for NASA as a scientist during those years and that they knew exactly what their purpose was. Delighted, I asked him what it was – to win the space race, to set up the star wars system, or go forth in the spirit of Star Trek. He replied, “None of those. As you might remember, in the 1960’s we were concerned about over-population. We believed we were exploring space in order to find new territory to ensure the survival of the human race.” Now that’s a noble purpose! A much larger purpose than sending a man to the moon. A purpose that could guide decision making going forward. Unfortunately, though, it was only held internal, and not being embraced by the larger organization, congress in this case, no clear purpose was ever articulated, and as you say, it became a “one-shot deal.”
From my point of view, a vision is enduring and provides guidance as we move forward. I contend that the Apollo Moon Project was a goal, not a vision. Yes, it was powerful goal because it had a mental image of the end-result that all involved were excited about and saw how they contributed. However, there is a big difference between a goal and a vision. Goals are milestones, markers toward a vision, not an end in and of themselves. The goal was achieved, but there was no vision to guide them forward. As you put it so well, the “organization’s purpose must be tangible in addition to being meaningful.” And as I would put it: link a significant purpose with a powerful picture.
Picture and purpose are two of the three key elements of a real vision. In my next post, I plan to begin discussions on the third key element – values.
This is a rich and important topic, Tanveer, and much can be said. I really appreciate your taking the time to help illuminate it.
Jesse,
I loved your analogy using President Kennedy sending a man to the moon and CNN being the first to provide 24 hour news coverage to the goals we can set for ourselves. Without a vision we wouldn’t ever have gone to the moon or we wouldn’t have the kind of programs we take for granted.
We do have to paint the picture we want for our future so clear, we can’t help but reach it.
Thanks for wonderful post.
Connie
Thanks for your comments, Connie. I love the way you phrase it: the clearer we paint the picture we want for our future, we can’t help but reach it.
Jesse-
Great post. Reading the information you and Tanveer present on the subject is engaging and eye opening. One of the little side subjects I often study in my free time is momentum. I think your findings play to this phenomenon as well. If we want to establish momentum in our organizations, we have to have more than just a one time goal. As you pointed out, purpose doesn’t just guide us, but propels us to the next goal.
Great thoughts.
Interesting connection with momentum, Micah. I haven’t thought about it much, but it makes sense. As I think about it, it seems to me that a powerful picture of the end-result not only provides direction, but also can provide an energizing jump start. And a significant purpose provides the staying power that keeps us moving forward. Would love to hear more of your thoughts on this subject.