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Storytellers cause you to see what you see, but do little to cause the way you think or feel about what you see. Doing so would be like the comedian explaining the punch line of his joke. 

Creating a differentiated brand identity may influence buying. But creating strong brand identification will influence joining. It’s always better to have joiners than buyers. Joiners are the ones who remain buyers and wear your logos.  

In 2007, cancer claimed the lives of about 7.6 million people in the world.

In 2007, cancer claimed the lives of about 7.6 million people in the world.

In 2007, cancer claimed the lives of about 7.6 million people in the world.

1. Visionary leadership -- Leaders who are available, approachable and open with minimal micro management. 2. Consistent and effective communication -- Multi-way communication explains the "whys" information is shared and requested without fear of retribution. 3. Select for fit and ongoing development of staff -- Wait for the right person to fill a position and have the courage to let go of the wrong. 4. Agile and open culture -- A sense of pride, collaboration, respect and quality in a "blame-free" environment. 5. Put service first -- Strong standards put consumers first. In healthcare; that includes patients, families, physicians and colleagues. 6. Ongoing recognition and community outreach -- Recognition and appreciation must occur formally and informally at all levels. 7. Solid relationships -- Collaborative relationships are the key to success.

Train employees to be respectful of all customers, including children. If employees are kind and engage a child, a parent may be more likely to stay in the store, says Jones. For example, a small business in Valparaiso, Ind.—Flanagin's Bulk Mail—uses coloring sheets to keep clients' children and grandchildren occupied while in the store. Each time a child comes in to her store, the owner, Donna Flanagin, asks the child to color a sheet so it can be displayed on the front door. When the child's birthday arrives, Flanagin sends the coloring sheet and a birthday card to the child. "It costs virtually nothing, yet reminds the parents and grandparents about her business and helps her makes a connection with her customers," says Jones. Make waiting in line an entertaining experience. Nobody likes to wait in line, even for a Disney attraction. But it's a fact of life. At Disney, employees are trained to strike up conversations with guests and to offer useful information about new attractions, fun facts, and upcoming show times. A small grain company in Kansas that learned this concept at the Disney Institute applied the idea to its plain waiting room. Since customers often brought children or grandchildren along, the grain company added magazines and toys and books for kids to its waiting room. The company also trained front-desk employees to let customers know the approximate waiting time and offer tips on less busy stretches of the day, in case customers preferred to return later. Be "show-ready." Your "stage" communicates a lot about who you are. Disney will not tolerate trash and trains all employees to pick it up so that the resorts remain "clean, friendly, and fun." If a leader were to walk by trash without picking it up, it would send the wrong message to staff. For a small business that might not even have a physical location, this concept can be as simple as making sure your Web site is professional and easy to navigate. According to Jones: "your Web site is your front door. If it's not show-ready, it can make or break your business." Keep the show on stage. Disney employees must always follow company guidelines for dress and customer service in guest areas. They can take a break and relax in areas unavailable to guests. As a small business owner, try walking the floor as a customer. Do you see or hear conversations that are best held amid the privacy of employee areas? Can your team members be easily seen by customers as they take a smoke break or talk on cell phones? If so, explain the difference between on-stage and off-stage. Encourage your team to be "assertively friendly." Disney encourages its employees to actively seek contact with guests. For example, they will approach a family that appears confused about its park map or has misplaced its car in one of the vast Disney parking lots. They will proactively offer assistance instead of waiting for people to ask. All these tips require leaders who understand the importance of communications and how to extend the conversation to secondary guests. The effort will pay off. Disney has discovered that if a customer appreciates your store or service and speaks highly of her experience, then her children and grandchildren are likely to become loyal customers, along with their friends, neighbors, and acquaintances.

Boasting reserves (174-billion barrels) second only in size to Saudi Arabia, the tarsands have placed Canada in the remarkable position of holding nearly 60% of the investable oil reserves in the world. This explains why Imperial, ExxonMobil, Shell, Total and other energy multinationals have committed nearly $100 billion in a feverish rush to build as many as 51 projects in the sands over the next decade. Not surprisingly, stocks in 10 major firms with key tarsand investments gained a whopping 370% in value between July 2003 and April 2006. "In the big picture, deepwater oil and the oilsands are the only game left in town," says CIBC chief economist Jeffrey Rubin.

ways  to

Environmental studies began at Peace River Coal's Trend mine in late 2003 and environmental monitoring continues to this day.  Environmental Assessment (EA) applications are in progress for the Roman Mountain Project which requires the collection of field data which includes air quality, geochemistry, climate and hydrology, groundwater, surface water and sediment, aquatic resources, soils and terrain, land use and tenure and heritage (archeology and traditional land use).

Ethically sound practices result in a reduced environmental footprint and provides sustainable benefits to local and global communities alike.

Peace River Coal Inc., a producer of high-quality metallurgical coal for export, from Canada is jointly owned by Anglo American plc, Hillsborough Resources Ltd., and NEMI Northern Energy and Mining Inc. Anglo American holds a 74% interest in Peace River Coal. Peace River Coal owns substantial coal properties in the Peace River region of northeast British Columbia.

with the help of local and other partners