Mission, Vision and the Roots of Identity through Storytelling
Storytelling - Article 1
By Rick Aman on“People don’t buy what you do; they buy why you do it. And what you do simply proves what you believe.” - Simon Sinek
Every great story begins with a powerful “why.” Before the plot of the story unfolds, before the action begins, there’s a reason a purpose that sets everything in motion. For the purpose to be meaningful, it must be set in a context. As this is true of a story, the same is true for organizations, especially organizations in search of their Why. Mission and vision are not just tools of structure; they are the first lines in the story of who you are and who you are becoming. Mission and vision are the context for the Why of an organization. But here’s the challenge: not every organization knows its story. It may be too busy being profitable or building market share or refining a product.
Too often, mission and vision statements are treated like taglines, carefully crafted, professionally designed, and then forgotten as a string of words. The most compelling organizations don’t start with branding; they start with belief. They begin by answering the deeper questions: What do we love? What are we good at? Why do we show up every day? What change are we here to make? That is where the story begins.
Identity isn’t a plaque on the wall, it’s the energy in the room. It’s what people talk about when leadership isn’t present. It’s how decisions get made under pressure. When an organization truly knows its "why," everything else starts to align. That clarity of purpose guides strategy, influences culture, and builds a brand that is lived rather than marketed.
Walk into an organization that lives its identity and you’ll feel it. There’s a sense of direction, of pride, of shared ownership. People don’t just do their jobs, they tell a story with their work. The mission isn’t a statement, it’s a heartbeat. The vision isn’t a destination, it’s the path they walk together. These elements don’t constrain creativity, these are the elements that fuel it, because they remind everyone of what matters most.
Storytelling becomes the bridge between purpose and alignment. A compelling identity helps people answer three essential questions.
Who are we? Why do we exist? Where are we going?
These aren’t just strategic prompts, they are narrative foundations. When leaders return to these questions consistently, they create a resilient narrative that can weather uncertainty and change. The organization’s “plot” may twist, new technologies emerge, markets shift, priorities evolve, but the core purpose remains intact. That’s what keeps the story believable, adaptable, and worth following.
In times of disruption, identity becomes a lifeline. Organizations without a strong narrative tend to chase trends or pivot without grounding, losing trust along the way. But those anchored in purpose don’t just survive disruption, they find new ways to live out their story. They know which elements must be preserved, and where the next chapter might take them. A powerful mission is both declarative and aspirational, it says who we are and who we hope to become. A strong vision casts the scene of the future we are helping to shape. Together, they are not just statements of identity, they are the script for the story an organization tells every day. And like any good story, it’s not enough to write it, it must be lived. The real proof is in the decisions we make, the culture we build, and the consistency of our message.
Culture—Where the Story Comes to Life
Once an organization understands its “why,” the next chapter of its story unfolds in how people live it out. And that chapter is written in culture.
Culture is where mission and vision become visible, not through posters or press releases, but in daily decisions and interactions. It’s the tone of a meeting, the integrity behind a policy, the way people are treated. Culture is how the story is told when no one’s reading the script. When the story reflects the mission and vision, it transforms into a shared experience that unites the organization. In places where culture and purpose connect, you feel it immediately. People speak with conviction. Vision isn’t abstract, it’s something they’re building together, like building an airplane in the sky. That alignment doesn’t happen by chance. It comes from leaders who consistently connect strategy to purpose and model the values they expect from others.
Culture begins with repetition, storytelling through action. When employees hear the mission in decision-making and see the vision reflected in priorities, belief becomes ownership. Culture shifts from something that’s taught to something that’s felt. That feeling is belonging. People want to contribute to something meaningful. Culture, then, is more than a vibe, it’s a vehicle. It carries your story from good intention to experience. When people feel valued in a purpose-driven environment, engagement grows. Loyalty deepens. Creativity expands. And momentum builds, not from top level pressure, but from shared alignment.
Students, customers, and community partners notice this. They’re drawn not just to services, but to stories that reflect their values. When organizational culture speaks that language, trust follows. Today, when attention is scarce and change is constant, trust may well be your greatest asset. This emotional connection sets organizations apart. It’s the difference between being remembered and being followed. Between offering a product and offering a purpose. Culture, when rooted in authentic mission and vision, becomes your strongest brand, and your most reliable guide when you face uncertainty. This is how mission and vision move from concept to behavior.
Using Mission and Vision; where the story begins
How does an organization ensure that its mission and vision move from slogans to living reality? How does an organization move beyond surface-level statements and truly live out its mission and vision? The answer lies in embedding these ideas into daily leadership and culture. When done well, they clarify direction, build credibility, and shape a sense of shared purpose.
It begins with revisiting the mission and vision regularly. This isn’t about rewriting them, hopefully they are the founding bedrock of the organization and it’s more about keeping them alive. Too often, these statements are introduced during onboarding or printed in a report, then forgotten. Leaders must reference them in meetings, strategy sessions, and decision-making. Repetition isn’t redundancy, it reinforces alignment, especially in seasons of change. Organizations should also periodically ask: “Do these still reflect who we are becoming?”
Second, connect mission and vision directly to strategy. Strategy is where mission becomes actionable. Every major initiative or investment should be traceable back to “why,” to the core purpose. Without that connection, organizations drift. Board members and executives can help by consistently asking: “How does this support our mission?” That question creates coherence, and coherence builds trust. When the people closest to the work understand how their role advances a shared vision, engagement grows. I have been working with higher education accreditation both as a consultant and as an evaluator. During visits my two favorite questions are: “Tell me what mission fulfillment for your college means?” and “What part do you play in college mission fulfillment?”
Third, embed the mission and vision into the culture. Culture is where identity becomes visible. Mission statements are only meaningful when they’re modeled in behavior and reinforced through systems. Recognize and reward actions that reflect your values. Share stories that bring the vision to life. If performance reviews, hiring decisions, and leadership expectations don’t reflect your stated mission, the culture will drift in a different direction.
This kind of identity work doesn’t create headlines, but it creates visible stability. It ensures that the organization knows who it is, especially in times of disruption. And when people internalize that identity, it changes how they show up. They don’t just follow the stated strategy, assuming they even know what it is. They feel part of the story. Belonging matters. People want to know their work contributes to something larger than themselves. Communities want to partner with organizations that live their purpose, not just market it. A clear identity, grounded in mission and vision, becomes a compass, one that sustains relevance, deepens trust, and inspires shared effort. That’s why the mission and vision are not just statements; they’re the beginning of the story. When your purpose is clear, every message, every decision, and every story moves in the same direction.
Conclusion
When an organization knows who it is at its core, every decision becomes clearer. That inward clarity can be reflected through outward storytelling. “Maybe stories are just data with a soul.” - Brené Brown
In the next articles, I will explore how storytelling becomes the bridge between identity and action; how the narratives we tell internally and externally reinforce who we are and shape where we're going, toward a preferred future.
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At Aman and Associates, we help community colleges and mission-driven organizations discover their purpose and shape their future with confidence. Using tools like futuring and Ikigai, we guide leaders to align what they love, what they do best, what their region needs, and how their mission sustains itself. From mock accreditation visits to strategic retreats and board development, we provide practical support that strengthens direction, deepens engagement, and prepares organizations to thrive. Whether you're clarifying identity or preparing for what's next, we offer the perspective, experience, and tools to help you move forward with clarity and conviction.
Rick Aman, PhD
rick@rickaman.com
www.rickaman.com/articles
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