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Step 1 of 21

1 Mission Drift is a topic of conversation
within your organization.

2 The verbal sharing of Christ is actively and intentionally
discussed on a consistent basis (even if methods for
doing so are less clear because of context limitations).

Question

3 Your organization has a statement of belief,
mission statement, and core documents that
explicitly describe the full mission.

Question

4 Staff members know and believe
the core tenets of your full mission.

Question

5 Supporters are in alignment with
the core tenets of your full mission.

Question

6 Your key donors are vocal and engaged in keeping you accountable to remaining on mission. (E.g. They speak up and challenge leadership if something does not clearly articulate or embody your values.)

7 Board members and staff sign a statement
of faith before joining the organization.

8 You have consistency in your messaging, and
there is clarity in communicating your full mission.

9 Board meetings are focused on culture, mission,
and impact, and the board is aware of its role as
guardians of the full mission.

10 You measure metrics capturing the entirety
of your mission, not just inputs.

11 Prayer is fully integrated in decision-making,
in your meeting structure, and as a weekly or
daily discipline for staff.

12 You have hiring practices that go beyond technical abilities and assess a candidate’s full mission fit.

13 Prospective board members are interviewed by
multiple board members and formally assessed for
their personal faith and full missional alignment.

14 Compared to a year ago, staff and board members are
showing increasing fruit in their lives (e.g. humility,
patience, kindness, etc., in Galatians 5:22-23) as
evidence of the Holy Spirit at work in them.

15 There is a clearly articulated plan to create a culture that
reinforces your identity, and you have daily or weekly rituals
that reinforce your organization’s values and mission.

16 Church partnerships are a constant source of
consideration for your organization.

17 You have a succession plan in place that is actively
cultivating internal candidates for leadership, and
there are known, potential future Mission True leaders.

18 A large percentage of your staff would leave the
organization if you experienced Mission Drift.

19 You have said no to a “good opportunity” in the last
two years because it did not fit with your identity and
full mission.

20 If your leader has suddenly left, you would not be
concerned about the mission continuing.

You’re all done!

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1

Mission Drift is a topic of conversation within your organization.

2

The verbal sharing of Christ is actively and intentionallydiscussed on a consistent basis (even if methods for doing so are less clear because of context limitations).

3

Your organization has a statement of belief, mission statement, and core documents that explicitly describe the full mission.

4

Staff members know and believe the core tenets of your full mission.

5

Supporters are in alignment with the core tenets of your full mission.

6

Your key donors are vocal and engaged in keeping you accountable to remaining on mission. (E.g. They speak up and challenge leadership if something does not clearly articulate or embody your values.)

7

Board members and staff sign a statement of faith before joining the organization.

8

You have consistency in your messaging, and there is clarity in communicating your full mission.

9

Board meetings are focused on culture, mission, and impact, and the board is aware of its role as guardians of the full mission.

10

You measure metrics capturing the entirety of your mission, not just inputs.

11

Prayer is fully integrated in decision-making, in your meeting structure, and as a weekly or daily discipline for staff.

12

You have hiring practices that go beyond technical abilities and assess a candidate’s full mission fit.

13

Prospective board members are interviewed by multiple board members and formally assessed for their personal faith and full missional alignment.

14

Compared to a year ago, staff and board members are showing increasing fruit in their lives (e.g. humility, patience, kindness, etc., in Galatians 5:22-23) as evidence of the Holy Spirit at work in them.

15

There is a clearly articulated plan to create a culture that reinforces your identity, and you have daily or weekly rituals that reinforce your organization’s values and mission.

16

Church partnerships are a constant source of consideration for your organization.

17

You have a succession plan in place that is actively cultivating internal candidates for leadership, and there are known, potential future Mission True leaders.

18

A large percentage of your staff would leave the organization if you experienced Mission Drift.

19

You have said no to a “good opportunity” in the last two years because it did not fit with your identity and full mission.

20

If your leader has suddenly left, you would not be concerned about the mission continuing.

Mission Drift is a topic of conversation
within your organization.

The verbal sharing of Christ is actively and intentionally
discussed on a consistent basis (even if methods for
doing so are less clear because of context limitations).

Your organization has a statement of belief,
mission statement, and core documents that
explicitly describe the full mission.

Staff members know and believe
the core tenets of your full mission.

Supporters are in alignment with
the core tenets of your full mission.

Board members and staff sign a statement
of faith before joining the organization.

You have consistency in your messaging, and
there is clarity in communicating your full mission.

Board meetings are focused on culture, mission,
and impact, and the board is aware of its role as
guardians of the full mission.

You measure metrics capturing the entirety
of your mission, not just inputs.

Prayer is fully integrated in decision-making,
in your meeting structure, and as a weekly or
daily discipline for staff.

Prospective board members are interviewed by
multiple board members and formally assessed for
their personal faith and full missional alignment.

Compared to a year ago, staff and board members are
showing increasing fruit in their lives (e.g. humility,
patience, kindness, etc., in Galatians 5:22-23) as
evidence of the Holy Spirit at work in them.

There is a clearly articulated plan to create a culture that
reinforces your identity, and you have daily or weekly rituals
that reinforce your organization’s values and mission.

Church partnerships are a constant source of
consideration for your organization.

You have a succession plan in place that is actively
cultivating internal candidates for leadership, and
there are known, potential future Mission True leaders.

A large percentage of your staff would leave the
organization if you experienced Mission Drift.

You have said no to a “good opportunity” in the last
two years because it did not fit with your identity and
full mission.

If your leader has suddenly left, you would not be
concerned about the mission continuing.