Ignited! by Vince Thompson

Ignited Contributor, Keith Rosen, with his own book and Special Offer!

If you've had a chance to read Ignited you know that I'm a big  fan of Keith Rosen. Back in 2002 when I was building AOL's sales training organization I found Keith with a simple Internet search. His site was nothing special but his words certainly were.  It was clear to me that Keith really knew how to create value and grow relationships. Later as we did the research for Ignited we found ourselves leaning on Keith for expertise related to coaching. The stories and advice he shared have become favorites of Ignited's readers. Well it is no surpise that Keith's career just keeps rocketing skyward. His websites is now great, he's a sought after speaker and his books on selling are teaching us all about the new ways of selling. Today...he's hours away from kicking off his newest work with a special offer and excerpt for us!

Transitioning from Manager to Coach
A Tactical Coaching System for Managers and Executives

“There is no other single activity to boost sales that works better than sales coaching and Keith's book, Coaching Salespeople into Sales Champions, is the best ever written on how to do it well.”
- Brian Tracy, Author,  Getting Rich Your Own Way

“Winning in sales is no different than winning in life. If you embrace Keith’s philosophy, you can certainly expect to win in all areas of your life, while making a profound and measurable impact on your salespeople's performance and attitude.”
- Dr. Denis Waitley, Best Selling Author of The Seeds of Greatness and The Psychology of Winning

Technology has not only changed the way companies sell but the way managers build and develop their team. Even with the right knowledge and resources, they’re usually too bogged down in daily challenges, deadlines, and personal responsibilities to get it all done. As a result, advancing their people takes a back seat to more immediate problems, keeping teams mired in mediocrity.
With a savvy, younger generation to manage and fewer resources to do so, managers have less face time with their staff. As more companies transition to a virtual team environment, it's essential for managers to learn how to quickly and efficiently coach, develop, motivate and retain their top performers at a distance; over the telephone and via the internet.

The fact is, regardless of experience, most leadership efforts are doomed from the start. Managers lose talented people and maintain an atmosphere of mediocrity not because of a lack of effort but because they lack the coaching acumen and skill set as well as a defined coaching system to leverage each person's strengths and abilities in order to generate consistent, worthwhile results.
If you're responsible for coaching or managing anyone, best selling author Keith Rosen will help you make the transition from manager to coach by developing the missing discipline of leadership - executive sales coaching. Most managers have never been trained to manage, let alone coach effectively. In his new book, Coaching Salespeople into Sales Champions, Keith delivers a tactical coaching system for managers, business owners, coaches and executives - anyone who wants a proven and powerful method to coach and develop true champions.

Plenty of programs espouse new management and leadership theories for managers, but few show you how to actually coach your people on a daily basis in a way that creates measurable change. Now, you can implement a systematic approach to develop a world class team and achieve the meaningful, long lasting results you want-today.

Tap into the experience of a master coach and learn how to:

•         Turn underperformers into super-achievers, fast. (Under 30 days.)
•         Attract and retain top talent.
•         Motivate their team through the Art of Enrollment™, the new language of leadership.
•         Empower their people to solve their own problems and become fully accountable using  the L.E.A.D.S. Coaching System™ - rather than being dependent on you.
•         Handle difficult people without conflict and determine when to let them go without collateral damage.
•    Leverage your personal strengths as well as the hidden talents of your team.
•    Eliminate hours of your daily workload so you can focus on the activities that yield the greatest ROI.
•         Transition from manager to coach.
•    Make the shift from a corporate culture to a coaching culture.

** 72 HOUR BOOK EVENT ENDS THURSDAY**

Purchase Coaching Salespeople into Sales Champions by April 17 and enjoy access to hundreds of dollars worth of additional materials from Dr. Tony Alessandra, Zig Ziglar, Tom Hopkins, Jim Cathcart, Jill Konrath, Dave Lakhani, Bob Kantin, Dr. Rick Kirschner, CanDoGo.com, AllBusiness.com, SalesDog.com and more. You can spend hundreds of dollars separately or you can invest about $20.00, order one copy of Keith's book today and spend not one penny more. Look at the resources you get here.

Plenty of books espouse new management and leadership theories for managers, but few show you how to actually coach your people on a daily basis in a way that creates measurable change. Coaching Salespeople into Sales Champions provides a proven methodology and tactical strategy for coaching that bridges the gap between theory and execution so that you can achieve unprecedented results -today. 

Remember, this time sensitive event ends April 17 at midnight. I encourage you to get Coaching Salespeople into Sales Champions and the additional materials from an impressive group of people who are supporting this book. You'll be glad you did. Click here to learn more

Get Keith's book 37% off and hundreds of dollars worth of additional materials here.

Special Excerpt, The Art of Enrollment, for Ignited Managers right here.

Enhancing your Dog and Pony for 2008!

 

Happy Holidays!

 I hope you're getting a chance to spend quality time with family and friends.

2007 has been an amazing year and I'm so thankful for my family and friends new and old. Publishing Ignited has opened so many new relationships and given me the chance to see so many businesses rethinking the world of work. 2008 will no doubt bring further evidence of managers reinventing business and creating the type of work places we all know are possible. The days of command and control, top-down, leadership are truly numbered and it seems the companies that are having the greatest success are those with Managers that are truly Ignited.

With this time of year comes planning and reflection. What do we aspire to do and who do we aspire to be in 2008? As you plan your own year I encourage you to work on your Manager's Universe. Think about those relationships that'll not only ensure your success in the year ahead but also challenge you to think in new ways.

I've had some fun recently being involved in a new show on BNET called Dog and Pony. Dog and Pony is where business thinkers come and do their Dog and Pony.  Watching Dog and Pony may give you some thoughts on your own Dog and Pony for 2008.

There are many really terrific interviews worth watching.

I had the chance to appear as a guest and later I was asked to host a few. Hosting is such a pleasure...amazing people, great conversations. You'll see that I even get to ask the personal questions.

 Anyway...here's the episode where I was interviewed:

 Vince on Dog and Pony

and here I am as host interviewing Keith Ferrazzi, bestselling author of Never Eat Alone

Keith Ferrazzi on Dog and Pony

By visiting the main site at DogandPony.com you'll also find great interviews with:

Michael Levine on PR

Dave Goldberg on Venture Capital

Kate Somerville on Growing her Hot Skin Care Line

Robert Tercek on Self Improvement and People Jam

Brent Arslaner on Vitual Trade Shows

 
Wishing that all your dreams come true in 2008-

 

Vince T.

Ps. If you have guest ideas for Dog and Pony, email me at Vince@DogandPony.com

Pss. We had a great Webinar in December, register at www.BeIgnited.com if you wish to notified of future events.

Turning Good People into Top Talent

Too many managers make the decision to swap out people rather than really investing in them. Bob Moore’s dedicated to changing that and in his new book he offers terrific strategies for making the most of your talent. Bob’s running a promotion and offering some great bonus material that you can learn more about below.

From Bob Moore:

"Ready to stop losing profit opportunities, wasting energy and working too hard to achieve your leadership vision? Then, start optimizing!

In Bob Moore’s book, Turning Good People Into Top Talent: Key Leadership Strategies for a Winning Company, Bob will show you why leading a winning company doesn't have to be that hard. Bob Moore is a pioneer in the consulting and coaching industry. Bob, a Certified Management Consultant, is one of the most highly recognized professional consultants, and is a Master Certified Coach and Mentor Coach. In addition to Turning Good People Into Top Talent: Key Leadership Strategies for a Winning Company, he is the author of Coach-Based Consulting: A Practitioner's Guidebook and a popular speaker with over a quarter-century of active membership in the National Speakers Association.

Bob shows you how to create a Responsibility-Based Culture and Value-Driven Workforce, an A.C.E.™ organization with Alignment, Credibility and Empowerment, to attract, develop, retain and fully utilize the Top Talent you need to maximize your competitive advantage.

Here’s what some industry experts have said about the book:

“Bob has nailed it! What you need to do to climb the management ladder is blueprinted in these pages. Master the skills in the chapter on ‘Coach-Based Management’ alone and you will double your value as a leader of people”
-John Stephanek, Manager of Organizational Development

“I shall make this a ‘must read’ for my executive team, as it has applications for managers at all levels and stages of experience.”
-Elsie Garner, President and CEO of WTVI

“In an era where corporate attention span is measured in weeks, and leadership development is often nonexistent, Bob inspires us to cultivate Top Talent, regardless of the level of leadership we may hold.”
-R. Thomas Mayes, Jr., Managing Director, Calibre, Wachovia Family Office

***Special October 30th Purchase Offer***

Once you purchase Bob Moore’s new book, you will be given access to additional bonus materials valued at over $1,000 from industry experts, associations and companies like Keith Ferrazzi, Michael Angier, Ed Oakley, Bill Brooks, JoAnna Brandi and other incredible authors and experts. To get these resources, you can spend hundreds of dollars separately or you can invest just $24.95, order one copy of Bob's book today and spend not one penny more. But order right now, as this unique and time sensitive offer will expire on November 1st at midnight. Visit www.toptalentbook.com/specialoffer for more details."

The Four Disciplines of Highly Effective, Leadership Exhibiting, Project Nailing, Cheese Moving Managers

As you know I'm a big fan of Wayne Turmel and his Cranky Middle Manager Show. In addition to hosting radio shows and training, Wayne writes powerful books.

He recently shared his latest with me. The Four Disciplines of  Highly Effective, Leadership Exhibiting, Project Nailing, Cheese Moving Managers is an e-book that gets right down to it in 25 profound pages. The concepts and charts that Wayne shares will really stick with you and the along with $9.99 purchase price he includes 100 resources for managers.

I asked Wayne to share a little with us and here is some of his good thinking.

There are three things you should keep in mind about the practice of management:

1)    Like any walk of life, management can be a satisfying endeavor; you just can’t let the weasels get you down. Sometimes we need reminders on how to do it… and that we’re not alone. There are thousands of us out there.

2)    You can’t manage to get your own carcass out of bed in the morning, let alone a team of people, without a mission.

3)    There is nothing new under the sun, and the universal truths are as true now as they ever were. However, there’s a world of difference between knowing what you’re supposed to do and having the skills to do it.

The good news is that management is not so much an art as a craft. Yes, it can aspire to greatness, but mostly it’s a matter of just practicing the basics, day in and day out.

But what are those basics?

The Four Disciplines of “Highly Effective, Leadership Exhibiting, Project Nailing, Cheese Moving Managers” are:

1)    Business Acumen- do you know how a business operates
and how every department in the company contributes to it?
What’s happening in your industry? Nothing senior
management does makes a darned bit of sense without this
view. Sadly, much of it still won’t, but at least you’ll know why.
2) Leadership- Can you influence people constructively? Can
you embody your mission and values in how you work with your
customers, your team and those above you on the food chain?
Are you an ethical leader while still doing the right things for
your career and mental health?

3) Project and Process Management- understanding how to
get things done, seeing the connections and finding ways to
improve them are critical to your progress as an employee and
sanity. Step one is learning the basics. Step 2 is knowing you
don’t have to know the rest of the steps by yourself- just help
your people identify them. We always reserve the right to get
smarter.

4) Communication Skills. Nothing is more critical to your
career than your ability to communicate. We only do it 4 ways,
we read, we write, we speak and we listen.

That’s it, no short cuts, no other way around it. How well do we do these things dictates how we’re viewed by everyone from our employees to our bosses to our spouses. You’ll usually get immediate feedback from only one of those, and it’s usually the person with whom we spend the least amount of time and conscious thought communicating.  Sorry honey.

-Wayne Turmel

Just Say No

Nick McCormick has written a great new book on Managing called “Lead Well and Prosper: 15 Successful Strategies for Becoming a Good Manager”. I ask Nick to share a little below. Enjoy and Stay Sane!

"Just Say No"

A common complaint of managers and source of much job dissatisfaction within their ranks is the ever mounting workload. As organizations are flattened and belts tightened managers are expected to take on more job responsibilities resulting in additional time at the office. What is a manager to do?

Managers need to learn how to say no. If you don’t think you can take on additional work, and do it well, tell you manager. Give him/her the opportunity to help reprioritize your job responsibilities. Bring your own ideas to the table as well. If you’ve exceeded your capacity but continue to take on additional responsibility, you’ll have to work like a dog just to stay afloat. The team members won’t be happy, because they will be neglected. You won’t be happy, because there won’t be time to do the things necessary to perform well. You will resent the fact that you are putting in so much time, while the effort goes unrecognized. That’s right, your boss won’t necessarily be happy either. It’s all about results, which will suffer. Doing 2 responsibilities well is better than doing 3 or 4 poorly.

Say no to meetings. Block off time in your calendar at the beginning of each week, so people can’t schedule you for meetings. If they insist on scheduling meetings during your busy time reject them or send a representative. Managers should not spend all day in meetings. They need to get work done. They need to direct the team, teach team members, monitor progress, overcome obstacles, etc.

Saying no can strike fear into many managers. They think they’ll lose their jobs, or at the very least destroy any opportunity of promotion, if they don’t agree to everything with a smile. Surprisingly, most managers are fairly reasonable. If your management team isn’t, why stick around. Who would want to be promoted in an organization like that? Just keep those skills up to date and be prepared to move on if necessary.

Learn to say no and return some sanity to your work life. Return to working on the things that really matter and start achieving positive results and enjoying your job again.

Believe, Begin, Be Good!

Nick McCormick - author, Lead Well and Prosper: 15 Successful Strategies for Becoming a Good Manager -  www.BeGoodVentures.com.

The Manager's Universe Acted Out on BNET

I hope, in spite of the post Labor Day back-to-business climate, you are still managing to keep the summer spirit alive.

In late July I spent some time at the San Francisco studios of BNET, CNET’s major entry into the world of business media. The team over there had become aware of Ignited and enamored with the idea of actually acting-out The Manager’s Universe.

It sounded a little crazy at first but I believe it works and will live on as a great training tool. Five minutes in length it’s easy to pass along or open a team meeting with. You decide and let me know what you think.

Check out The Manager's Universe by clicking HERE.
Also…make sure just to look around and also register at BNET.com. Their content is terrific.

Standby for information on upcoming free webinars. Until then, take good care.

All the Best-
Vince T.

Ps. if you’d like to learn more about The Manager’s Universe exercise visit www.BeIgnited.com and click on Tool Box.

The Opportunity Never Greater

Several surveys have come out recently that reinforce the sad state of management and the increasing dissatisfaction among managers. A recent piece by USA Today’s Stephanie Armour, "Who Want’s to Be a Middle Manager", covers the landscape well.

That said….what so many seem to miss is the incredible opportunity this creates for those currently in management roles and those willing to rise to the occasion. As we detailed in Ignited, four major trends are lining up to give managers unprecedented leverage in the days ahead. For those who really know how to drive change from their roles in the middle, gone will be the standard pay scales.

As our companies and industries reinvent themselves overnight, the real power will fall to those who know how to connect the dots, align the interests and navigate to success. We saw it in the amazing managers we profiled and the number of examples seem to be increasing exponentially.

With that I wish you an amazing Labor Day Weekend and a chance to celebrate all that we are working for.

Best-

Vince T.

How Does Your Company Think?

When I worked in Televison I really admired Chris Westerkamp. He was the station manager with all the best ideas. Later I got to work for Chris as he ran sales at Third Age Media. The experience was amazing and I learned that his great ideas came from forcing himself to shift thinking styles.

Recently Chris shared with me a review he'd just put together of an amazing book which I am a HUGE fan of....Edward De Bono's Six Thinking Hats.

I'll let Chris introduce you to this work but as you read think about the people in your Universe and the style of thinking they live in. How can we shift them onto a new plane?

                                                                                                                                     

How Does Your Company Think?
A review of the Six Thinking Hats by Edward De Bono
By Chris Westerkamp

If you are cruising this site, chances are you’ve worked in the middle.  Chances are you’ve experienced strategic planning as implemented in the US and the western industrial nations. The company’s management team holes up in the conference room or if the company is more serious about enlightenment, the meetings take place off-site at a splashy resort away from the distractions of the office where they can get to the heart of the company’s issues and challenges and plot its future growth. The subplot of these meetings: teambuilding, motivation and buy-in. In addition to bagels, fresh fruit and turkey sandwiches there will be a big white board. On that white board will go an assessment of the company’s position in the market and a parade of ideas about what the future should be.

This strategic planning meeting format is pretty standard and a necessary ritual designed to improve the company’s thinking.  If properly executed such meetings provide critical direction and a consensus within the management team.

However earnest the effort, many plans fall short because they failed to take into account important factors which later causes everyone to hit their foreheads and remark, “how did we ever miss this one?” Or how did we underestimate X,Y or Z. Or how did we ever think we could compete against – you get the picture.

While the strategic planning process may be sound, the thinking that goes on in them is flawed. At least that is the opinion of Edward De Bono, author of The Six Thinking Hats and a slew of other management books, widely used all over the world (but not so much in the U.S). De Bono is the leading proponent of a different system of thinking known as parallel thinking. His Six Hats method is designed to improve the way organizations think. 

De Bono’s theme is this: important decisions affecting the future of a company are often determined not by the best evaluation of facts and steps that should be taken but by who in the company happens to be better at arguing their side of the issue. The prevailing method of thinking through issues is to argue two or more views of it. On every management team different individuals are typecast in roles that put them on the opposite sides of issues.

There’s the optimist that sees the possibilities and the pessimist that always sees trouble ahead and shoots down ideas.  If one point of view prevails, so goes the fate of the company.

In contrast the Six Thinking Hats method is designed to neutralize the struggle of opposing sides that inevitably exist in every organization. 

Mr. De Bono explains parallel thinking with a simple illustration paraphrased as follows:

Four people are on different sides of a house talking to each other on walkie-talkies, each describing what kind of house it is, based on what they see. Each person is confident that their point of view is the correct one; after all, it’s right in front of them. The Six Thinking Hats method makes a simple change to the process by having them view each side of the house together and then decide what kind of house it is.

In practice, De Bono’s method is more sophisticated but its underlying simplicity gives it power. He identifies six different modes of thinking, not different types with labels like conservative or liberal, smart or not as you might expect. De Bono’s modes represent how people view the world and process information. In many ways the six modes of thinking mirror the personality types identified by social researchers like the Meyers Briggs. 

The colored hats are designed to delineate the modes of thinking; red, blue, white, yellow, green and black. The Red Hat represents emotions that are evoked by the issue or topic under discussion. The Green is concerned with growth; Yellow indicates positive thinking. The Black Hat is about being cautious and avoiding risk, while White Hat thinking seeks to uncover facts without opinion or emotion. The Blue Hat’s function is to oversee and facilitate the Six Hats process.

Many stories of business success are evidence of certain modes of thinking as defined under the Six Hats method and arguably many more failures can be traced to their lack of use.

• When General Motors launched their snappy new Nova in Mexico they were lacking sufficient white hat information, failing to discover that “Nova” in Spanish translates to a body function that is best not mentioned here.

• The story of the dot.com bust was not only one of greed and hubris but a serious denial and suppression of black hat thinking.

• The most famous soft drink blunder, the “New Coke” resulted from a failure to employ red hat thinking to understand consumer’s emotions about messing with their brand.

• A triumph of yellow hat thinking; building FedEx from a business plan that received a failing grade in business school.

• Brewing growth; Starbucks is everywhere and their logo is green.

How the Hats Are Used

The idea of using hats to identify different modes of thinking came from the expression “put on your thinking hat”. It’s easily understandable and in itself an example of clear thinking.

The facilitator outlines the purpose of the meeting and sets the stage; what issues are to be discussed, the goal of the meeting and the order in which the Hats will be used. The blue hat says De Bono “is like the conductor of an orchestra.”   

There is no set order to introducing the hats. It depends on the nature of the topic at hand. Often, but not always, the first hat is white; start with just the facts that are known and perhaps more important, what isn’t known? (The Chevy Nova)

To open the group up to the idea, the next hat would be yellow. What are the possibilities and what might be achieved? The yellow hat is for jamming on ideas and pushing the envelope. It looks for possibilities that are positive. It’s important that ideas are not shot down or discouraged. 

Assuming the optimism is warranted, what are the possibilities for growth?  Green hat thinking helps the group assess the long and short term ramifications of different actions that might be taken. 

Black hat thinking makes everyone focus on what might go wrong. What are the risks? Does the company have the resources to take the idea forward? Would this new direction, product or venture distract the company from its core business?

Emotions are not often a topic of discussion in business meetings but under De Bono’s the red hat it’s required. The consumer’s emotions are important to gauge as discovered after the “New Coke” was introduced. The red hat also looks at how people in the company will feel about changes brought about by management’s decisions. The saga of Rupert Murdoch’s acquisition of the Wall Street Journal is the most recent example of that. And finally the facilitator needs to assess the group’s feelings about the meeting thus far.  Is there an elephant in the room or a hidden agenda?

Enter the blue hat

If there is an elephant in the room, the facilitator has to address it. It is the job of the blue hat to say what are we missing? Give me your red hat thinking. Are we asking the wrong question? I have been in many a meeting where new information or the introduction of a new idea changes the scope of the discussion. Suddenly the group has to consider bigger issues than first expected. At that point the facilitator might say, “Okay, let’s put on the red hat and see how we are feeling about this.” If the scope of the question is bigger, perhaps it’s a good time to do some white hat thinking to gather more information and redefine the goal of this meeting.

The blue hat must point out when the discussion is getting off track. The essence of the Six Hats method is underscored by the fact that someone is thinking about how the group is well, thinking.

De Bono points out that there tends to be a disproportionate number of people who wear black hats because it’s easier and safer to criticize than offer or support a new idea. However, black hat thinking is important and black hat discussions while seemingly negative can have a positive influence on outcomes.

Success depends on everyone contributing and following the rules. If you’ve ever been in a meeting where an aggressive opinionated participant thinks they are there to exercise their ego, the Six Hat method stops that behavior in its tracks. It seems ego and arguments have a symbiotic relationship. The Six Hats eliminates arguing and the method forces everyone to play a specific role under the colored hats at the same time.

By eliminating arguing, egos are kept in check and meetings take less time. Without the need to prove someone else wrong, different points of view are less threatening and a better assessment of the facts is possible.

I suggest that the greatest benefit of De Bono’s Six Hats method is reducing the amount of time people spend in meetings. While meetings are a necessary part of business, it has been estimated that managers in the U.S. spend about forty percent of their time in meetings.

The yellow and green hat environment fosters creativity, imagination and intuition. When was the last time you were asked, “What does your intuition tell you?” Malcolm Gladwell’s best selling book, “Blink” does a marvelous job of demonstrating how the truth can be uncovered feelings and intuition. This is strange territory for many business people but a necessary trip for growth. When Steve Jobs was forced out of Apple in 1985 the company started on a slide which some attributed to the lack of “Steve Jobs” thinking in the company. Since his return, Apple has grown significantly beyond everyone’s expectations.  Can you say iPod?

Yellow hat thinking encourages people to use their intuition and imagination. After 9/11 Condoleezza Rice said it was a lack of imagination in the country’s intelligence community that kept people from foreseeing the attack. Soon Hollywood creative types like Jerry Bruckheimer were brought in to consult

The great appeal of Edward De Bono’s Six Thinking Hats method is its ability to reduce conflict while, empowering employees and increasing productivity. It is one of the few business books that provide a sharp tool that can immediately change how a business thinks through challenges and opportunities. The Six Thinking Hats method is truly anathema to the rigid top-down management model that still exists in dark corners of the business world. This book is a must read for all in middle and upper management.

Six Thinking Hats
By Edward De Bono
Little Brown & Company
Copyright 1999

Get it Now on Amazon by Clicking Here

Man in a Box

I was recently met the talented folks behind RunawayBox.com. They introduced me the one the funniest pieces of workplace comedy I’ve seen since Office Space came along.

Man in the Box is a weekly series created by Mike Polk (he’s amazing).

Check out Casual Friday…

and if you get chance see more on YouTube or right here: http://www.runawaybox.com/morevideos/mib/mibvideos.html

And whatever you do….please don’t ruin casual Friday!

Best-

Vince T.

Special Guest Ignited Manager Andy Pawlowski

If you’ve ready Ignited it’s hard not to be impressed with Andy Pawlowski. He knows how to leverage the Ignition Points and gets the stuff done that he feels is important. While I’ve been crazed on the road, Andy took some time to share his thoughts with us on the customer experience. An area where so many of us "Managers in the Middle" can make a difference.

Two great brands making steps to get to know their customers and change the world.  So a few weeks ago I went into the local Apple store to buy an anniversary gift for my wife (a cool Nike Sport kit for her Nano and headphones).  When I went to pay, I was shocked when the cashier asked me the question, "Do you want me to send you your receipt via email?"  Now that is brilliant.

Why?

Well, if you're like me - you save your receipts and later enter them into software like Quicken or MS Money to track where you're spending your cash.  Or you hang onto them just in case your spouse doesn't like the gift you got them.  Or if it doesn't fit.  Then, one day you see this pile of paper and input them into your system and throw them away or spend time shredding them, half afraid someone else might find that receipt later.  I can't even imagine how many paper receipts we go through in a year.   

But this wasn't just about saving paper.  It was about both offering something convenient to the customer (now it is on file forever, or as long as I keep that Hotmail account) and getting to know who your customer is.  Think about that.  I mean, if you run a store or a restaurant or a dry cleaner, how many people just pass through your doors each day and you don't have any means of contacting them.  They might love you and be willing to share things you're doing with others.  They might be able to give you feedback on a new service or product or hours of operation.  Maybe they'll help you when you open a new location?  But they can't do that if you don't take that simple step to ask them who they are first.  And to do so in a way where you are actually giving them value (in this case by not giving them a paper receipt) dramatically increases the number of people who will participate!  Another of my favorite brands, Trader Joe's, is on this path.  But they aren't all the way there just yet.  If you don't know who Trader Joe's is, you are really missing out.  For me, they make grocery shopping fun and affordable.  They offer great food that is good for you and that you can actually afford.  They'll open up a product in the store if you are curious if you'd like it or not - a free trial of about anything!  And now they are trying to encourage their customers to bring their own bags.   If you bring in your own bags, you can enter your name and phone number in a monthly drawing for free Trader Joe's groceries!  Cool.   

The only comment I have is that Trader Joe's should be looking for people like me who would gladly give them my email address to become more connected to their stores and learn more about their products.  Sure, I've filled out the forms to enter my name in a hopper for free groceries.  And there are always a TON of entrants.  Why not find a way to speak to us, the consumers who are participating in your programs? I'm sure they will get there.  And we all can do this too.  How can you create a way to get to know your customers better?  It doesn't have to cost you anything - it might even save you money (less bags or receipts to print!)  And it just might help you change the world in the process.

About Andy
Andy has spent the past 5 years working at Rawlings Sporting Goods, where he's currently the Brand Marketing Director for the Rawlings & Worth brands.  Andy has led the shift of marketing focus from an older demographic to a young and dynamic 12-17 year old consumer base by leadership in creating a digital brand.  His efforts have led to two straight years of double-digit sales growth in a flat industry, including online sales which have grown more than 50% in 2007. He was named to Fast Company Magazine's Fast 50 list in 2006.  In addition to his marketing role, Andy has started the Grounds Crew - focusing Rawlings on the impact they are having on both the environment and in the local St Louis community. (http://rawlingsgreenteam.blogspot.com) He's also the creator of the Rawlings UFC - a virtual ultimate fighting competition that is driving communication among employees and a shift in mindsets across all groups:  (http://rawlingsufc.blogspot.com)   

Prior to Rawlings, Andy spent 3 years in Corporate Finance at IBM, with a stint marketing the Puppy Chow brand at Ralston Purina in between.  He played college basketball at Drake University in Des Moines, Iowa from 1994-1998 and currently resides in St Louis, Missouri with his wife Sara.