As organizations have gotten leaner in practice, some of the typical corporate standards like "vision statements" have fallen by the wayside, and for good reason - they often have little value or impact on what actually happens in an organization.

But maybe we've also lost the kernel of what could be good and right in crafting a common vision. Perhaps the problem isn't with having a vision; perhaps the problem is that our visions didn't truly help us grasp where our company/project/team/family vacation was really going. Perhaps they didn't inspire and compel. Perhaps they didn't help us make decisions. Perhaps they didn't help people decide if they wanted to be on the bus or get off at the next stop.

Visions, properly done, can provide all those things and more. They can be a power tool both personally and professionally, addressing scales as large as an organization's trajectory over the next ten years to as small as your PTO's bake sale. Or your teenager's college experience. Or what your own life could look like on your next birthday.

In this session, we'll look at visioning techniques pioneered by the crazily successful Zingerman's businesses and show you the following:

- What a vision is and isn't
- How visions can shape everything
- What makes for a practical and compelling vision
- Techniques for writing a vision, even if you're a terrible writer or have no idea what your vision might contain
- How to get feedback on a corporate vision