While the messages themselves were pivotal for embedding the strategic intent in the organization, so too was the language used to convey them. It was simple, evocative, and memorable. In any organization, the choices at the top must be precisely and evocatively stated, so that they are easily understood. Only when the choices are clear and simple can they be acted upon—only then can they effectively shape choices throughout the rest of the organization. These simple strategy messages can capture the very heart of the organization’s intent—and to be effective should be repeated over and over again—to

different groups, in different contexts, creating a mantra for the organization.

An organizational mission statement—one that truly reflects the deep shared vision and values of everyone within that organization—creates a great unity and tremendous commitment. It creates in people’s hearts and minds a frame of reference, a set of criteria or guidelines, by which they will govern themselves. They don’t need someone else directing, controlling, criticizing, or taking cheap shots. They have bought into the changeless core of what the organization is about.

Importance, on the other hand, has to do with results. If something is important, it contributes to your mission, your values, your high priority goals.

We react to urgent matters. Important matters that are not urgent require more initiative, more proactivity. We must act to seize opportunity, to make things happen. If we don’t practice Habit 2, if we don’t have a clear idea of what is important, of the results we desire in our lives, we are easily diverted into responding to the urgent.

SELECTING GOALS. The next step is to think of one or two important results

you feel you should accomplish in each role during the next seven days. These would be recorded as goals. At least some of these goals should reflect Quadrant II activities. Ideally,

these weekly goals would be tied to the longer-term goals you have identified in conjunction with your personal mission statement. But even if you haven’t written your mission statement, you can get a feeling, a sense, of what is important as you consider each of your roles and one or two goals for each role.

Win/Win can only survive in an organization when the systems support it. If you talk Win/Win but reward Win/Lose, you’ve got a losing program on your hands. You basically get what you reward. If you want to achieve the goals and reflect the values in your mission statement, then you need to align the reward system with these goals and values. If it isn’t aligned systemically, you won’t be walking your talk. You’ll be in the situation of the manager I mentioned earlier who talked cooperation but practiced competition by creating a “Race to Bermuda” contest.