LOTS OF PEOPLE WILL TELL YOU (myself included) that an overarching organizational mission is the logical starting point for developing a course of action. The deep understanding of the need an organization can fill, along with the resulting impact from filling that need, typically form the bedrock for the planning, programming and evaluation that is to come. But I'm willing to bet that there are loads of nonprofits who find themselves meeting a need and making an impact without ever fully articulating a mission statement (or a vision statement, for that matter).
An arts organization I'm working with may be a case in point. The founder, who is no longer on the board, but occupies a revered place in the organization's universe, has an extremely articulate and sophisticated idea about the importance of integrating the daily artistic process with the public. The result of her desire became a successful grassroots artist project that eventually, for reasons having mostly to do with managing a bunch of artists working in donated spaces, morphed a few years back into a formal nonprofit. Small and creative, what was once very intuitive is now more structured and layered with concerns about staffing, funding, and board development. They've decided it's time for their first-ever written strategic plan.
The day we spent together recently focused on their vision for the organization's foreseeable future, not laboring over crafting a mission statement....at least, not until the very end of our time together. I wasn't too worried, though. They'd spent their best time thinking about external realities and what they wanted to do with their programming in light of those realities. Their founder was also in their midst acting as an important and reassuring touchstone for the group. (Would that every founder be so open-handed!)
While one or two board members expressed concern that we hadn't started with a discussion about mission or impact, by day's end, it seemed clear to me that their revisioned mission statement would flow seamlessly from what and where they wanted the organization to be -- particularly true for an organization that was in many ways reaffirming its founder's guiding idea. Actually, this example may be more about "back to the future" than "backing into a mission."In fact, I wasn't planning on asking the group to work think about the mission statement at all, but I reconsidered thinking it wouldn't hurt to capture some key words and phrases for some future mission-writers to draw upon. Much to my surprise, the words and ideas spilled over several flipchart sheets. At the end of the day, the group had strung together enough desired vocabulary for a couple of wordsmiths to further polish. As I reflect back on the course of the day, I don't think it was a mistake to leave mission writing until last.