Most of us are familiar with vision and mission statements, but the process of linking these documents with all the other documents an organization might use to steer the organization doesn’t always get as much attention. When I think of linking and creating interconnected organizational documents, I often use the metaphor golden threads. If you search the internet, you’ll find various definitions of golden threads depending on the context and industry. For this article, organizational golden threads are keywords and phrases that guide the organization’s strategy, operations, and culture.
Other phrases and terms for golden threads may include core tenets, foundational principles, guiding values, strategic pillars, essential elements, or unifying themes. Regardless of the term used to describe them, these threads are crucial for maintaining alignment and coherence across various departments and activities.
Another way of thinking about golden threads is to revisit the orchestra analogy used in the first article in this series. If the organization is an orchestra and the music director is the organizational leadership team, then the golden threads are the hands and batons the music conductor uses to keep the organization in tempo. As each musician and instrumental section plays, the conductor signals for changes needed in tone or tempo. Like the conductor, the organizational leadership team listens and watches and, when appropriate, makes slight changes to golden threads, policies, procedures, employee handbooks, etc.
Before we get too far into this discussion, I think setting the background and context for this series is essential. Throughout my career, one of my hobbies was studying organizational design. What makes good organizations run smoothly and accomplish their tasks and missions effectively and efficiently? I have had several opportunities to assess and create organizations from scratch. I thought exploring the tools and processes I used to create or assess organizations might be fun. This series focuses on organizational design and function and may interest two groups of readers. First is the young professional interested in growing as a leader and manager. Second, the executive who might be looking for a quick mental refresh on a subject. Reflecting on my career, I tried to think of things I wish I had known and appreciated more deeply as a young leader and manager. I think it would have benefited me to understand better the interconnected nature and impact of essential foundational organizational elements. In a manner of speaking, this series could be thought of as a letter to my younger self. I would also like to acknowledge a couple of key points. First, although there are commonalities across all industries, there are also differences. Second, in my opinion, the size, e.g., the number of people in the organization, and working conditions, e.g., in-person, remote, etc., make some of the points raised in this series more or less applicable, e.g., an organization with 20 employees may not find a vision statement as impactful as a 2000-employee organization. All of that is to say that some topics discussed in this series may not be as relevant in some industries or organizations. Although the points discussed in this series have helped me throughout my career, they may not be as relevant in all situations. Hopefully, some of the points raised will help you too.
Throughout my career, I have used a combination of what I would consider formal and informal golden threads. Formal golden threads are explicitly written down and posted on the wall for everyone to reference as procedures and guidance are created. Informal golden threads are thoughts and ideas intentionally and thoughtfully shared and woven into documents. In either case, golden threads combine words and phrases that capture the organization’s vision, goals, spirit, and intent. Golden threads begin to take shape when the vision statement is drafted, influencing the mission statement and all other organizational documents. An example of a golden thread could be something as simple as the phrase “entrepreneurial spirit.” This phrase might be explicitly or implicitly reflected in an employee handbook empowering employees to solve problems at the lowest level.
One of the many challenges within larger organizations is the number of people who may participate in drafting and/or approving policies, guidance, procedures, etc. Human resources will draft the personnel-related policies, and operations will draft operational guidance, etc. A formal set of golden threads is a great way to ensure each independent element creates policies and procedures that share an interconnected theme.
“Nothing in the world is worth having or worth doing unless it means effort, pain, difficulty… I have never in my life envied a human being who led an easy life. I have envied a great many people who led difficult lives and led them well.” – Theodore Roosevelt
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Readiness Review Checklist
- Does your organization have a formal golden thread list? If organizational documents aren’t intentionally linked, they may be out of sync.
- Are your organizational documents in sync? Unsynchronized messaging across an organization can lead to conflicting priorities and resourcing efforts.
Do not complain about growing old. It is a privilege denied to many (Mark Twain).
Good Luck and Stay Ready, My Friends.
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Disclaimer: The information provided in this document is informational only and does not constitute professional advice or recommendation.