An Elite Mission Part 3
Elite missions usually succeed for three reasons. These reasons also demonstrate quite clearly why so many 'ordinary' missions without an elite challenge to participants and without embracing universal Laws of Engagement, do not succeed.
1. Entrepreneurial Drive
Entrepreneurial drive creates the capacity within people to achieve big goals. It is not a drive for money but a drive to achieve. This drive is the catalyst that produces the necessary commitment and resourcefulness in people to achieve goals significantly beyond their current experience. Entrepreneurial drive is what enables people to see beyond the obstacles that will always threaten to derail an elite mission, and to dig deep to find internal resources they have never tapped into, but must do, if they are to succeed.
2. Consequence
Consequence connects people to results through shared risk and reward at a personal level. There must be potential for significant gain and significant loss at a personal level as a result of decisions, actions and results. This is not just about money and may not be about money at all for some, but it is always about what we care deeply about - what is really at stake for us personally if we succeed or fail in our mission. Without consequence there is no commitment, without commitment there is no competitive engagement and without competitive engagement there can be no elite mission. The greater the consequences for us in the decisions and actions we take, the greater the quality of those decisions and actions.
3. Competitive Engagement
Competitive engagement is about the intensity of desire to succeed and the focus applied to a personal, team and corporate mission. It draws on the power of entrepreneurial drive and reality of consequence in a display of intense human effort to achieve a mission that is cared for deeply. This is what sets winning companies apart from losing companies; the ever present Impact Zone - the only differentiator any business will ever have.
The Corporate Imperative
There is no middle ground for companies who want the best from themselves and for themselves. It is not about trying harder at things attempted before, but about crossing the great divide into a new paradigm of thinking and performance. Crossing the divide requires belief that an elite mission is achievable and the courage to halt any disconnection between the company and its people that dilutes and weakens corporate vision and strategy. ProDex helps companies execute elite missions by developing elite organisations that are defined as a:
'Corporate community of people who display the necessary commitment, resourcefulness and ability to achieve an elite mission that is significantly beyond their current experience that they care deeply about and will succeed in achieving because of their belief, tenacity and shared risk and reward'
