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Visioning Activity for Developing Leaders

Objective: Creating and implementing visions.

Time: 60 minutes

Instructions: Divide the class into small groups. Have them read and discuss the following three scenarios by using a framework for:

Scenario One

You were recently hired as the distribution supervisor in a medium size mail order company that is known for making excellent gift items. You oversee 20 employees who pick, pack, and ship about 3,000 orders a day. Each order is worth on an average of $65.00 and contains an average of three items. An auditing program was started by your predecessor. You have been studying the results and have determined that the accuracy rate of all orders shipped is running at about 94%. About 4% of the orders shipped have the wrong quantity of items, while about 2% of the orders have the wrong product.

From past experience and what you have gleamed from trade publications, you believe that the accuracy rate should be at least 99%. In addition, the president of your division recently stated that one of the top priorities is to reduce adjustments by half this year. You know that many of the adjustments made in the warehouse are because the wrong item or quantity of item was shipped. You start reflecting on what you want your department to look like. . .

Scenario Two

You have just been promoted to the shift supervisor in a nice restaurant. You were just about to finish some paperwork when the owner walks up to you and remarks, “I don't know what to do with today's workers! They just don't know what customer service is! Why, if they just worked at it they could double their tips and increase our repeat business. Our customers just don't seem to be returning like they used to!” You finish you paperwork and start to think about what was said. You see a challenge ahead of you. . .

Scenario Three

You are a supervisor in the training department of a large organization. During a staff meeting your manager informs the group that almost every training development project went over budget during the last fiscal year and that this trend cannot continue. The manager has personally charged each supervisor with the responsibility of bringing each project within budget. That night the supervisors gather for a late meeting to review the projects to see where the dollars are being spent in each project. A trend begins to emerge — every project is under budget in the analysis phase, but during the development and/or evaluation phase they start to go over budget. The group begins to brainstorm on what needs to be done. . .

Next Steps

Read: Leadership and Visioning

Return to the Leadership Training and Development Outline