Why Mission Focus Matters for Your People and Your Systems
By Ed Gilchrist & Mike Westman

Apathy within an organization is a sure warning sign of things to come, and the slide from apathy to atrophy can happen very quickly. When people lose sight of the mission, it doesn’t just hurt morale. It chips away at the systems that keep everything running, and before you know it, the whole operation starts to feel sluggish, outdated, and stuck.

How Apathy Creeps In

Apathy doesn’t usually show up with a bang. Most times it sneaks in quietly. Maybe someone tried to push for change and got nowhere. Maybe the system is so slow and clunky that people stop bothering. Bureaucracies are notorious for this—too big, too slow, too tangled up in red tape.

When people start asking: “Is this even worth it?” and the answer feels like “probably not,” that apathetic mindset spreads like a disease. One person gives up, then another. Eventually energy fades, and the mission feels more like a distant idea than a driving force.

When Systems Start to Break Down

Once apathy sets in, the systems are next. Processes don’t get updated. Tools don’t get used. People start working around the system instead of with it. “I need it done now—I’ll just figure it out myself.” Sound familiar?

That kind of short-term thinking leads to long-term problems. Systems get stale. They stop working. And when it’s finally time to overhaul everything, the cost—money, time, people—is so massive that it feels impossible. Just like ignoring software updates on your laptop until it crashes… that’s organizational atrophy.

Mission Focus Is the Fix

Indra Nooyi, former CEO of PepsiCo, used to say that every employee should feel connected to the company’s mission. She was right. When people care, they innovate. They collaborate. They move fast.

And it’s not just about individuals. When one person checks out, it can throw off the whole rhythm. Leaders in sports, the military, and business know this: apathy is contagious, and it’s a threat to the system.

But here’s the twist—we often focus so much on the people that we forget the systems. We train individuals, but we don’t always invest in the infrastructure that supports them. Yes, people are the engine. But without the rest of the machine—the chassis, the wheels, the transmission—that engine’s not going anywhere.

People and Systems: Both need Mission Focus as part of a Leadership Strategy

• Professional Development for the People to gain the skills and the clarity necessary to understand how their work supports the mission.
• Organizational Development for the Systems to ensure structure and processes actually help people do that work.

When the people and the systems are aligned with the mission, the organization moves with purpose. When they’re not, things stall out.

Don’t Distract the Linemen!

Do NFL sports franchises send offensive linemen to economics classes? Of course not. They want linemen focused on protecting the quarterback and executing plays. As soon as people start asking, “Why am I doing this?”—that’s the beginning of apathy. And we already know where that leads.

Consider the argument that the military should prepare service members for post-service success in business by teaching economics or budget management. While those skills are valuable, they are certainly not universally mission critical. The military’s obligation to equip individuals for roles that directly support the mission cannot be distracted.

Anything that doesn’t support the mission should be off the table. It wastes time, drains energy, and pulls focus away from what really matters. That’s how organizations lose their edge.

Wrapping It Up

Apathy to atrophy doesn’t just happen—it’s the result of losing sight of the mission, and the misalignment of people and systems. If an organization wants to stay sharp, it must keep both the people, and the systems locked in on that mission. When it’s all aligned, they get momentum. When it’s not, they get burnout, breakdowns, and a whole lot of wasted potential.

Mission isn’t just a slogan—it’s the backbone. 

Keep it strong, and everything else stands up straighter.

Shackleton Group is standing by and happy to assist in your endeavor. We are also more than happy to discuss or answer any questions regarding the process at your convenience.

Ed Gillcrist-Co-CEO (303) 908-7103/9187 [email protected]

Mike Westman-Co-CEO (865) 384-3614 [email protected]

For additional information www.shkgrp.com