A few years ago, the board of directors for a small but growing chicken restaurant named Chick-fil-a met to decide the future direction of their organization. One group argued that the way to growth would be rapid expansion into new parts of the country. Some argued new menu items would cause the company to gain more of a market share. Still, some made the case for flashier commercials and giveaways in order to make Chick-fil-a a bigger company. The founder, Truett Cathy, sat there and listened to the arguments going back and forth across the conference table. He then began to bang his fist on the table in order to get everyone’s attention. When the room became quiet and with all eyes on him, the oldest man in the room simply said, “When we get better, we’ll get bigger.” With that, Chick-fil-a set out to become a better company in order to become a bigger one.

Compare that to Kentucky Fried Chicken or KFC or whatever they are calling themselves these days. It seems like every 6 months, Colonel Sanders and friends roll out a new marketing strategy or flashy new menu item or new remodel in order to attract customers. One ad cycle may show the chain becoming a heath food alternative with the next cycle tapping into the “homestyle-back-in-the-day” nostalgia that Kentucky Fried Chicken had back in the day. KFC seems to have be suffering from a identity crisis.

Much of these differences in marketing, strategy, and focus come down to the Mission of each organization.

On the KFC website, you will see that the company has a mission statement. It says:

KFC is the world’s most popular chicken restaurant chain, specializing in Original Recipe, Extra Crispy, Colonel’s Crispy Strips and Honey BBQ Wings, with home-style sides and freshly made chicken sandwiches. Since its founding by Colonel Harland Sanders in 1952, KFC has been serving customers delicious, already prepared complete family meals at affordable prices.

Through this statement, KFC makes it clear that their main focus is delivering chicken products to customers. It even goes so far as to list its main menu items in their mission statement. If you’ll remember, Harlen Sanders believed that Kentucky Fried Chicken existed to serve Original Recipe chicken and only Original Recipe. After he sold the company, he raised quite a stir after the new organization announced a new item- Crispy Chicken. The chicken has always been the focus of KFC.

Now, look at Chick-fil-a’s Mission Statement from their website:

Be America’s Best Quick-Service Restaurant

Chick-fil-a makes it clear that their main goal isn’t to simply sell chicken but to better serve people.

Just a glance at their respective homepages shows that KFC highlights products and Chick-fil-a highlights people. Neither one of these is right or wrong but they will have a direct effect on how each restaurant operates. An organization who holds serving people as their highest value will focus and behave differently than an organization that focuses on serving innovative products.

When it comes to determining what an organization wants to do and the best way to do that, they must first answer the question, “Why do we exist?”

If the answer is “We exist to serve chicken.” than offering many chicken options, highlighting new chicken products, changing your signage, and reminding people about your history of selling chicken will be the type of choices and behaviors the organization will exhibit in order to achieve their goals.

If your reason to exist is to serve people than you might make sure that your employees are trained to be friendly and encourage behaviors such as helping families by delivering the food to their table. You might make sure that the dining experience is fast, clean, and efficient. You might make sure that your menu is streamlined so that when people order they can do so quickly and easily.

If you’ve been to either one of these restaurants recently you know that each one has a distinct style and atmosphere. These things are directly due to the mission and vision that each organization is pursuing.

In his book, Start With Why, author Simon Sinek says that often times organizations struggle with getting their people to understand the vision or to buy into what the organization is trying to accomplish because leaders focus more on WHAT needs to be done and HOW it will be accomplished. Sinek argues that leaders must first get their people to understand the cause, the belief, the mission – the WHY behind it all.

(Set aside 18 minutes in your schedule today in order to watch Simon Sinek’s TED talk: How Great Leaders Inspire Action)

If we are going to lead healthy organizations that are actively making a difference in the lives of our people than we must identify the underlying reason WHY we exist in the first place. Once we understand the WHY, then we can move forward with the mission. Once the people you lead understand the WHY, than they will gladly join you on that mission.