“…each manager’s job must be focused on the success of the whole. The performance that is expected of the manager must be derived from the performance goals of the business, his results must be measured by the contribution they make to the success of the enterprise. The manager must know and understand what the business goals demand of him in terms of performance, and his superior must know what contribution to demand and expect of him—and must judge him accordingly.”
Drucker recognized that managers often lose sight of their organization’s mission. They focus too much on the work or their personal fiefdoms, squabbling over procedures and processes. This creates divisions and paralysis.
When the mission is in view, teams become motivated and unified, and they perform. Mission spurs self-control and results.
Executives should evaluate, define, and communicate the mission of their organization. This has downstream effects. When managers and employees understand the mission—if it is simple, clear, and significant—they are encouraged to set objectives, take responsibility, and help each other perform.
(The Practice of Management, Chapter 11)