Brandtag 001: How to Matter


I was in Tokyo when it happened.

My stomach was full of sushi, my creativity was firing on all cylinders, and I’m pretty sure I felt a minor earthquake during breakfast.

Not a bad morning.

And that’s when it occurred to me:

Contribution is critical to my constitution as a human being.

And on that day, something inside me changed. I don’t know what. But my work was never the same after that.

That’s when I started writing about mattering. Both how to matter and what to do when you feel like you don’t matter.

That’s why I knew the first ever brandtag would have to be about mattering. It’s simply too important not to celebrate.CASE STUDIES:
These are my friends and colleagues at goBRANDgo. I use their culture as a example of brilliant engagement in my talks.

Their company matters. Their work matters. Their clients matter.

More pics here!

This is my great friend and editor, Jeremy Nulik, of the St. Louis Small Business Monthly.

I’ve been writing for their paper since 2004.

Their publication matters. Their stories matter. Their readers matter.

More pics here.

This is the home office of Optimists International. We’ve been strategic partners for the past three years.

Their members matter. Their service matters. Their programs matter.

More pics here.


Each print is autographed in nametag style, plus numbered as part of the series.

Interestingly, when I took the prints to my framer, her comment was, “Wait, you’re just signing the nametag and that’s it? But in the art world, that’s not enough.”

To which I replied, “In my world, it is.”

There are only fifteen of these limited edition prints on the planet.

Seven of them are already gone.

If you would like to purchase Brandtag 001: How to Matter, you can contact Scott directly.

INVESTMENT: $1000.00

Why does your work matter?

* * * *
Scott Ginsberg
That Guy with the Nametag
Author, Speaker, Publisher, Artist, Mentor

The Nametag Guy Live: How to Care

Will you dare to care?

For the list called, “15 Ways to Out Learn Your Competitors,” send an email to me, and you win the list for free!

* * * *
Scott Ginsberg
That Guy with the Nametag
Author, Speaker, Entrepreneur, Mentor

Never the same speech twice.

Now booking for 2011!

Watch The Nametag Guy in action here!

The Nametag Guy Live: How to Infect People

Who’s joining you?

For the list called, “11 Ways to Become Brilliant By Next Thursday ,” send an email to me, and you win the list for free!

* * * *
Scott Ginsberg
That Guy with the Nametag
Author, Speaker, Entrepreneur, Mentor

Never the same speech twice.

Now booking for 2011!

Watch The Nametag Guy in action here!

The Don Draper Guide to Making a Case for Yourself

My favorite episode of Mad Men is called “Lipsticks & Dipsticks.”

In his sales pitch, Don Draper says the following:

“Every woman wants choices. But in the end, none wants to be one of a hundred in a box. She’s unique. She makes the choices and she’s chosen him. She wants to tell the world he’s mine. He belongs to me, not you. She marks her man with her lips. He is her possession. You’ve given every woman who wears your lipstick the gift of total ownership.”

That’s how you make a case for yourself.

AND THE GOOD NEWS IS: You don’t have to be a corporate advertising executive to do so.

We all need to make a case for ourselves.

It’s how we get what we want.
It’s how we get where we want.
It’s how we get whom we want.

Here’s how:1. Do homework on yourself. Ask anyone who’s done online dating: A good profile is priceless. In fact, there’s an entire industry of consultants, writers and coaches – that you can pay – to craft your online profile for you. And my guess is, the demand for that service isn’t going away any time.

After all, most people don’t have a clue how to sell themselves virtually. Not because they suck at sales – but because they don’t know who they are. And it’s impossible to make a case for yourself if you haven’t memorized what the files say.

Therefore: If you want to carry your truth to market, as Dostoyevsky suggested, I urge you: Don’t defend your specialness – articulate your fabulousness. Lower the bucket into the well of your own divine gifts. Otherwise your capabilities won’t come across.

Remember: Every encounter is a situation to teach others what you are. The real question is: What’s keeping your true identity from being known to you?

2. Reframe your approach. Job interviews are marketing presentations for yourself. You’re not there to answer their questions – you’re there to make enough of a mark that people can’t leave you out. The secret is to be memorable for the right reasons.

Instead of dwelling on past experience, share how you see the current state of the industry.

Instead of giving predictable, stock answers, offer tips on how to make the company better.

Instead of passively answering people’s questions, take control of the conversation and address the unspoken need.

Instead of talking about your last job, envision what you would do if you were hired for this job.

The point is: Very few people change the world with their mouths shut. Don’t refuse to share your thoughts – that weakens them. People love to feel like they’re watching a brain working. And people want to experience the version you that you mean to mean. How are you putting your thinking on display?

3. Send a credible signal. The first time I walked down the Reno strip, I noticed an abundance of buffets. Now, I’m sure they were all delicious. But t problem was, every restaurant posted a sign that read, “Voted Best Buffet!”

And I thought, “By whom? A sample of customers? Zagat? The guy who owns the place?”

That’s when I learned: Credibility without specificity is audacity. If you want to send a credible signal, avoid unspecified attribution like the plague. Delete from your vocabulary phrases like:

Research proves. Scientists say. Psychologists report. Experts believe. They say. There’s an old story that says. I’ve heard. Most people agree. It is said that. Critics say. Statistics show. Somebody once said. The reviews say.

Keep in mind that you’re starting with a negative balance. We live in a low-trust culture, and the baseline posture of most customers is not to believe you.

As such, making a case for yourself means making morsels of your credibility expand in people’s heads. Otherwise they’ll pick someone else. What can you do – right now – to create greater trust on both sides of the sale?

4. Never underestimate the gravity of non-verbal presence. Not superficialities like wardrobe, smiling and body language. I’m talking about how you show up. What you make people feel. And how you leave people feeling. Those are the foundational components that either enhance or detract from the case you’re making.

The secret is to walk the fine line between confidence and arrogance. The former comes from the Latin confidentia, which means, “to trust.” The latter comes from the Latin arrogantia, which means, “to assume.”

That’s the distinction: Confident people trust in their abilities when they walk in the room. Arrogant people assume they’re the only people in the room who possess those abilities – then kill themselves making sure everybody else in the room knows that.

If you want to make a case for yourself, you have to keep unadulterated self-belief at the forefront of your attitude. Otherwise you’ll get rejected faster than a ginger kid at an orphanage. As Keith Richards wrote in his autobiography, Life, “Worry makes your performance so small that it’s not interesting to watch.” When you walk into a room, how does it change?

5. Stand firm against the seductiveness of slander. You see this in a lot of political elections. Candidates focus on childish, negative attacks that lack substantive data. Instead of showing the voters why they’re better, they ride the current of whatever media narrative makes the other guy look worse. And instead of making a case for themselves, they spend millions of dollars trying to pick holes in the case of the opposing candidate’s.

Now, historically, this tactic has worked well to scare voters; but it’s not especially effective for getting elected. And whether you’re a politician, company leader, salesperson or unemployed professional, the goal is stop making war on the competition and start making love to the customer.

As I learned from the credo of my client and strategic partner, Optimists International, “Give so much time to the improvement of yourself that you have no time to criticize others.”

Remember: Making other people’s case look weaker doesn’t make yours look stronger. Keep your eyes on your own paper. Do you still think negatively looks good on you?

6. Proactively explain the anomalies of your past. Everyone has baggage. It comes with the territory of being human. And to deny what you’ve been through is to dishonor your truth. But don’t expect it not to come up. Making a case for yourself means owning every minute of your personal history. And you better be ready to explain the speed bumps, should you drive over one.

The trick is: How do you stay loyal to your imperfections without weakening your case? My suggestion is to be selective about what you reveal. Focus on what you learned, how you grew and what you would do differently next time. No need to hold onto your past with an angry bite. As long as you remember what my friend Dixie Dynamite says, “What you’ve gone through is not who you are – but what you’ve chosen to do with what you’ve gone through, is.” What part of your past are you afraid to own?

7. Qualify yourself to the customer first. There’s one question you have to be ready for: “Why should I buy from you?” Whether it’s asked explicitly or implicitly, your answer determines whether or not you make money. For example, if you tell people, “I sell advertising,” you’re written off as irrelevant.

But if you say, “I teach people how to convert the leads (from ads) into money,” it’s a different ballgame. The key is to be proactive, interactive and reactive. To escalate when necessary. And to remember what Don Draper says: “Eventually, there comes a point where seduction is over and force is being expected.”

Remember: Self-qualification makes people’s jobs easier – including yours. Beat customers to the punch and you’ll beat competitors into the ground. How are you lifting people out of their petty preoccupations?

8. Paper isn’t enough. The problem with your resume is that you wrote it. You may as well call it a resu-me. Besides, anybody can look good on paper. My dog could get a job with the right resume. How you show up online, offline and in person is what determines the case you make for yourself.

Interestingly, the word resume comes from the Latin resumere, which means, “to sum up.” As such, your resume is anything (or anyone) that sums up the case you’re trying to make: Your Google ranking. Your testimonials. Your media room. Your positive repute in the market place.

Remember: If someone wants to hire you – for a job, a project, an ongoing gig or a one-time engagement – you better believe she’s going to validate your credibility from multiple sources. Not just from one piece of paper. What type of person do you have to become on the inside to become the person you want to become on the outside?

9. Be more infectious. A great book doesn’t inform you – it infects you. That’s the question I ask every time I sit down to write: What am I trying infect my readers with by writing this? After all, the word “infect” comes from the Latin inficere, which means, “to put in.”

That’s what you need to figure out for yourself: What are you putting into people? What are you infecting them with?

Then all you have to do is administer the needle, sit back and watch people turn. And keep in mind, while making a case for yourself is primarily a function of specific, focused action, the most beautiful, sustainable and efficacious mode of infection is through being. Not thoughts. Not words. Not even actions. Through being.

That means thrusting your whole self into the encounter, showing people your cards and passionately and respectfully presenting them with a compelling visual icon. Do that, and you’ll make them want to ride along with you. What are you putting into people?

REMEMBER: You are not a presumed part of the wallpaper.

Your voice will be heard.

If you hope to get what you want, where you want and whom you want, you’ve got to make a case for yourself.

How’s your case looking?

For the list called, “12 Ways to Out Service Your Competitors,” send an email to me, and you win the list for free!

* * * *
Scott Ginsberg
That Guy with the Nametag
Author, Speaker, Entrepreneur, Mentor

Never the same speech twice.

Now booking for 2011!

Watch The Nametag Guy in action here!

How to Stop Being Nice and Start Becoming Necessary

That’s nice, but… We’re not Apple.
That’s nice, but… That doesn’t help me.
That’s nice, but… How much will this cost?
That’s nice, but… How does that affect the bottom line?
That’s nice, but… That doesn’t really answer my question.

So much for the power of nice.

Not that there’s anything wrong with being nice.

BUT HERE’S THE DIFFERENCE: Nice gets commended, necessary gets compensated.

Which word describes the work you do?

Let’s explore a list of strategies to help you stop being nice and start becoming necessary:1. Hit them in the wallet quicker. One of my clients, Aaron, is a nurse practitioner. He consults with hospitals, healthcare organizations and other medical professionals on how to practice heart-centered care. During one of our email mentoring sessions, he enlightened me about the mindset of a typical hospital administrator:

“If it doesn’t directly relate to patient care – they don’t care.”

To them, that’s what matters. It’s a bottom-line focus. It’s a self-interest that pivots on the principle of profitability. Not just for hospitals – for all organizations. For all customers.

Not that it’s always about money, but let’s not kid ourselves: People think with their wallets. And to move from nice to necessary, you have to hit them there quicker.

One suggestion for doing so comes from a recent issue of FastCompany. Made to Stick authors Dan & Chip Heath suggest that you sell aspirin, not vitamins.

“If you want to succeed, you’d better be selling aspirin rather than vitamins. Vitamins are nice; they’re healthy. But aspirin cures your pain; it’s not a nice-to-have, it’s a must-have.”

That’s how you hit them in the wallet quicker. That’s how nice becomes necessary: When what you do unearths your customer’s deeply felt needs. Is your organization selling a better mousetrap or a dead mouse?

2. Be gloriously explicit. What do all coaches and consultants have in common? Nobody knows what the hell they really do. Because of low barriers to entry, minimal training requirements and mass-market saturation, coaching and consulting are poorly defined service offerings. Which makes most coaches and consultants nice – but not necessary.

For that reason, five years ago I introduced a first-of-its-kind service called, Rent Scott’s Brain. People bonded with it instantly. More importantly, people bought it instantly. That moved the service from nice to necessary, because it offered people (who valued my thinking) access to a one of a kind product.

That’s your mission: To show people exactly what you do so they can decide whether or not they need it. I’m not just talking about honesty – this is radical transparency. Making no qualms about what you do, what you don’t do and what happens when you do it. How explicitly are your service offerings defined?

3. Embrace your outsiderness. People need fresh air. A new perspective. Someone from the outside to point out the glaring inconsistencies they’re too close to themselves to see. That’s the three-fold advantage to being an outsider.

First: Outsiders bring objectivity. This moves you from nice to necessary for several reasons: You have little or no bias. Your can recognize patterns immediately. You have no stake. You don’t bring vested interests to an existing problem. You can explore structure with fresh eyes. And you’re not viewed as a threat.

Second: Outsiders invite freedom. As an outsider, you don’t face traditional barriers. You’re unaware of common creative blocks. You’re not subject certain internal politics. And you can challenge assumptions that were never considered, or taken for granted.

Third: Outsiders expand thinking. Because you’re detached from outcomes. Because you’re not so close to the situation and, therefore have limited agendas. And because your body of experience applies cross-industrially.

The point is: It’s a lot easier to break the limit when you don’t know the limit exists. And the less you know, the more likely you are to come up with an original idea. That’s what I tell my clients: “I don’t know anything. And that’s exactly why I’m here.”

Remember: Sometimes it takes a person who knows nothing to change everything. How are you positioned as an equitable outsider?

4. Baseline remarkability isn’t enough. Crystal Pepsi was remarkable, but irrelevant. It was nice, but not necessary. That’s the trap many organizations to fall victim to: Being remarkable for the sake of being remarkable.

Most of the time, this is the result of falling in love with your own marketing. And the problem is: If there’s no sustainability and substance beyond baseline remarkability, you never transcend nice. The goal is to seek enduring remarkability.

My suggestion: Listen to people tell you what’s not working for them. Hell, you can even ask them: “What urgent, expensive, important problem do you have – that nobody else is attending to?” When you become known as someone who acknowledges what’s been tragically neglected, someone who overcomes the poisonous accumulation of unsatisfied customer wishes, necessary will be an understatement.

Remember: People can tell their friends all they want about you. But if there’s no substance to anchor your shtick, if there’s no pervasive problem-solving to support your product, you won’t last. Any number multiplied by zero is still zero. Do you truly offer meaningful uniqueness?

5. Dare to be dumm. You can’t avoid the appearance of ignorance forever. But it takes tremendous courage and humility to stand up in the middle of a meeting and say, “Does anyone else smell that?” or “Am I the only one, or is this confusing to you guys too?” That’s what the necessary do: They speak truth to people’s hearts. And if you want to do so, keep your eye out for three patterns:

First, ideas that are simply too convenient to be killed. Grab a pistol and be the one to speak up. Otherwise nothing will ever change.

Second, problems that are so simple and familiar that they become hidden. Pull them out from behind the curtain and expose them to world.

Third, people who are too comfortable to feel the weight of their own stupidity. Your job is to find evidence of burden wherever you can.

Now, keep in mind: You’re not here to be a downer – but you don’t want to put lipstick and makeup on the truth. Ultimately, to be necessary is to become a delightful disturbance. To snap open people’s eyes, strike at the very root and translate floating abstractions into concrete realities.

And if you can make but a few people pause, you win. And so do they. Are you ignoring the elephant in the room, talking about the elephant in the room, or jumping on its back and teaching it how to dance?

6. Positioning wins ballgames. It’s not about marketshare – it’s about mindshare. Your goal is to walk into a room as a peer of the people, a trusted resource to the people and a problem solver with the people. Like Jack Trout’s wrote in Positioning, “Don’t create the product – build the position behind the product in the prospect’s mind.”

Let’s break down each of the three roles.

First: A peer. A friend. Not someone who surreptitiously memorized the names of your family members to make it look like he cares. And not one of those lame-ass, social media pseudo friends that don’t actually know anything about who you really are. I’m talking about a real friend. Someone who knows what you ache for. Someone who’s well versed in your why. And someone who knows is how you think, how you live and whom you love. Do your clients, coworkers and superiors think of you that way?

Second: A trusted resource. Which means even if you don’t know the answer, you know the questions that will point people to the answer. And through the depth of what you deliver, you don’t make people ask, “Should we hire this guy?” but rather, “How should we use this guy?”

Third: A problem solver. Which means you’re the answer to something that matters. You’re don’t just learn about your customers’ businesses – you learn about their brain. You try their heads on. And when the time comes, you practice restraint when it comes to deliver answers. No need to deploy every weapon you have. No need to teach people how to build a watch – just tell them what time it is.

Remember: The stronger your pre-sale position, the easier it is to get to yes. How are you positioned prior to making the sale?

7. Serve people as if they were already paying clients. You don’t need to give away the farm – but by helping at a high level now, you help people find a way to pay you later. It’s all in the mindset you maintain. For example, if you walk in the door thinking:

“It’s just a free gig. I can half ass it. I’ll bring my b-game and save the good stuff for people who actually pay,” your performance will suffer as a result. Not to the extent that the client will really notice the difference – but to the extent that the client will assume that’s all you’ve got.

On the other hand, if you walk in the door thinking, “I know they’re not paying me, but I’m still going to rock their faces off. I’m going to make them laugh, make them understand and make them marvel. And I’m going to engage them emotionally with an unbroken series of value-driven actions, an extraordinarily pure heart and an indispensible presence,” people will be so blown away that they’ll have no choice but to start paying you.

That’s what happens when you throw your full attention to the world of the client: They throw their full budget to the world of your bank account. Or they call security. How are you making it clear that your focus is on helping and not charging?

8. Be a vital component, not just a helpful addition. A few years ago, my friend John Janstch told me the secret of his blog commenting strategy: Don’t just comment – contribute. Now, although we’re not talking about blogging today, the same general principal applies. You have to transform yourself into a value-adding machine.

That’s how you move from nice to necessary: By not being selfish with your knowledge. By positioning yourself as the only path to fulfillment. By positioning your expertise in such a way that people wouldn’t dare go into the marketplace without your opinion first. And by sharing your expertise generously so people recognize it, embrace it and eventually depend on you for it.

Soon, people in your office, people in your network and people in your marketplace will start coming to your for your time. Because they won’t want to make a move without consulting you first.

Remember: If your absence doesn’t make a noticeable difference, why would people bother inviting you back? You want to become so imminently significant, that your client’s world crumbles when you’re not around. When you walk out of a room, how does it change?

In conclusion, I’d like to talk about something that never fails to amaze me:

The stark difference between the value you think you deliver, and the value your customers actually remember.

One of the groups I work with provides seminars, coaching and resources to unemployed professionals. And after a recent workshop, my client expressed something that blew my hair back:

“Don’t get me wrong, Scott. The material was great. The slides were stimulating. And the delivery was engaging. But these people need to laugh. Some of them have been unemployed for over a year now, and their spirits are sagging. So, the fact that they just spent the last three hours of their lives with smiles on their faces and chuckles in their bellies is exactly what they didn’t realize they needed. That’s the value you bring – and it’s priceless. Thanks.”

You know, it’s amazing: When you deliver a dose of positivity, you achieve a stroke of superiority.

And I agree that hope isn’t a strategy. I also agree that the people who inspire an atmosphere of hope are the last to be shown the door.

My suggestion:

Engage the muscle of yes.
Remain radiant amidst the filth of the world.
There will be no escaping the echoes of your enthusiasm.

And your radiance will propel you lightyears beyond nice and into the galaxy of necessary.

How much money is nice making you?

For the list called, “20 Ways to Make Customers Feel Comfortable” send an email to me, and you win the list for free!

* * * *
Scott Ginsberg
That Guy with the Nametag
Author, Speaker, Entrepreneur, Mentor

Never the same speech twice.

Now booking for 2011!

Watch The Nametag Guy in action here!

Scott Ginsberg Teaches Optimists International How to be More Joinable

Who’s joining you?

For the list called, “15 Ways to Out Learn Your Competitors,” send an email to me, and you win the list for free!

* * * *
Scott Ginsberg
That Guy with the Nametag
Author, Speaker, Entrepreneur, Mentor

Never the same speech twice.

Now booking for 2011!

Watch The Nametag Guy in action here!

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