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	<title>Interpersonal Business &#187; Management Rewards</title>
	<atom:link href="http://www.interpersonalbiz.com/category/management-rewards/feed/" rel="self" type="application/rss+xml" />
	<link>http://www.interpersonalbiz.com</link>
	<description>A Sales, Marketing and Management Letter by Keenan Longcor</description>
	<lastBuildDate>Wed, 01 Feb 2012 18:18:01 +0000</lastBuildDate>
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		<title>“THE MISCONCEPTION OF FOCUS ON SALES GROWTH versus PROFITIBILITY”  Vol. LXXXV</title>
		<link>http://www.interpersonalbiz.com/2012/02/%e2%80%9cthe-misconception-of-focus-on-sales-growth-versus-profitibility%e2%80%9d-vol-lxxxv/</link>
		<comments>http://www.interpersonalbiz.com/2012/02/%e2%80%9cthe-misconception-of-focus-on-sales-growth-versus-profitibility%e2%80%9d-vol-lxxxv/#comments</comments>
		<pubDate>Wed, 01 Feb 2012 18:18:01 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales Strategies]]></category>
		<category><![CDATA[Sales With Purpose]]></category>
		<category><![CDATA[Business]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Profits]]></category>
		<category><![CDATA[Sales Growth]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=319</guid>
		<description><![CDATA[Business owners for generations have gotten caught up in the “romance” of sales growth while taking their eye off of profitability.  Big egos always have and always will compromise solid business practices.  Businesses will continue to fail or underperform, not from market conditions, a poor economy or steamy competition.  They will continue to underachieve by pretending to be something they are not in these very difficult times.]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“THE SEARCH FOR PERFECTION IN SELF AND OTHERS” Vol. LXXXIV</title>
		<link>http://www.interpersonalbiz.com/2012/01/%e2%80%9cthe-search-for-perfection-in-self-and-others%e2%80%9d-vol-lxxxiv/</link>
		<comments>http://www.interpersonalbiz.com/2012/01/%e2%80%9cthe-search-for-perfection-in-self-and-others%e2%80%9d-vol-lxxxiv/#comments</comments>
		<pubDate>Sun, 01 Jan 2012 23:11:44 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales Staff]]></category>
		<category><![CDATA[Sales Strategies]]></category>
		<category><![CDATA[Challenge]]></category>
		<category><![CDATA[Contest]]></category>
		<category><![CDATA[Perfection]]></category>
		<category><![CDATA[Performance]]></category>
		<category><![CDATA[Progress]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=312</guid>
		<description><![CDATA[We have all grappled with our own expectations relating peak performance for ourselves and others, but we can only hold others to a level of performance consistent with our own in order to sustain credibility.  This said, as managers we can never completely understand or assimilate peak performance until it has become fully exhibited, comprehended, and established.  We can’t always sustain a standard of peak performance from all of those with whom we come in professional contact.  We can expect a commitment to progress in each and every professional relationship we maintain, including the professional relationship we have with ourselves.  ]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“FULFILLMENT IN CHALLENGING TIMES” LXXXIV</title>
		<link>http://www.interpersonalbiz.com/2011/12/%e2%80%9cfulfillment-in-challenging-times%e2%80%9d-lxxxiv/</link>
		<comments>http://www.interpersonalbiz.com/2011/12/%e2%80%9cfulfillment-in-challenging-times%e2%80%9d-lxxxiv/#comments</comments>
		<pubDate>Thu, 01 Dec 2011 17:51:45 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Adversity]]></category>
		<category><![CDATA[Global]]></category>
		<category><![CDATA[Inspiration]]></category>
		<category><![CDATA[Recognition]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=299</guid>
		<description><![CDATA[Managers must be sensitive to the shared dynamics found with staff members during challenging economic times.  We are not an island and likely the same concerns and impact of adversity touches all members of our team.  We must think globally rather than from an isolated perspective.  Meet with team members both as a group and individually if for no other reason but to be candid current dynamics, but more importantly to simply say “Thanks.”  Small victories should be acknowledged and built upon for inspiration.]]></description>
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		<item>
		<title>“DO YOU REALLY MEAN CHANGE?”  LXXXIII</title>
		<link>http://www.interpersonalbiz.com/2011/11/%e2%80%9cdo-you-really-mean-change%e2%80%9d-lxxxiii/</link>
		<comments>http://www.interpersonalbiz.com/2011/11/%e2%80%9cdo-you-really-mean-change%e2%80%9d-lxxxiii/#comments</comments>
		<pubDate>Tue, 01 Nov 2011 17:51:05 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales Strategies]]></category>
		<category><![CDATA[Change]]></category>
		<category><![CDATA[Inspiration]]></category>
		<category><![CDATA[Objectivity]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=296</guid>
		<description><![CDATA[These are challenging times for American Business.  Change is in the air; are we inspired or threatened by this prospect?  More importantly, if we truly have bought in, do we really mean it?  It is much more common to fight for ones comfort zones than to truly embrace change.  Three questions come in to play for effective change.  Is the inspiration behind this change consistent with the current evolution in the marketplace?  Does this new objective inspire and renew you?  Finally, and perhaps most significantly, is this a concept you can personally endorse and sell as if it were your own?  These are the key elements of sound and productive change.]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“DEFINE YOUR ROLE” LXXXII</title>
		<link>http://www.interpersonalbiz.com/2011/10/%e2%80%9cdefine-your-role%e2%80%9d-lxxxii/</link>
		<comments>http://www.interpersonalbiz.com/2011/10/%e2%80%9cdefine-your-role%e2%80%9d-lxxxii/#comments</comments>
		<pubDate>Sat, 01 Oct 2011 17:49:39 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Business Owner]]></category>
		<category><![CDATA[Delegation]]></category>
		<category><![CDATA[Role Definition]]></category>
		<category><![CDATA[Transition]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=288</guid>
		<description><![CDATA[The role of the manager and the role of the company are not the same.  It’s easy to get caught up in doing what you’ve always done, but it’s time to detach yourself from the day-to-day oppressions; you can’t “do all and be all.”  Start by delegating the least productive aspects of what you do.  Hold a meeting with your staff to formalize your “new” role within the company, and announce your new role, along with a list of new contact personnel, to those with whom you will now work less.  Focus on what’s really important personally and professionally.  No one should want this more than you.]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“THE LINE BETWEEN ADVICE AND CONSULTING” LXXXI</title>
		<link>http://www.interpersonalbiz.com/2011/09/%e2%80%9cthe-line-between-advice-and-consulting%e2%80%9d-lxxxi/</link>
		<comments>http://www.interpersonalbiz.com/2011/09/%e2%80%9cthe-line-between-advice-and-consulting%e2%80%9d-lxxxi/#comments</comments>
		<pubDate>Thu, 01 Sep 2011 17:48:53 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Consulting Strategies]]></category>
		<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Consulting]]></category>
		<category><![CDATA[Expertise]]></category>
		<category><![CDATA[Fees]]></category>
		<category><![CDATA[Objectives]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=284</guid>
		<description><![CDATA[Giving casual advice over lunch is not the same as assisting parties whose objective is to gain personal or financial advantage from your expertise.  First, establish the value of your time and expertise, and then address your established compensation rates early on.  Several ways to approach your fees are:  Hourly/Daily, Retainer, and Shared Risk/Shared Reward.  Each has benefits and challenges, but each offers alternatives for professionally assisting others and dealing with those looking for a free ride.]]></description>
		<wfw:commentRss>http://www.interpersonalbiz.com/2011/09/%e2%80%9cthe-line-between-advice-and-consulting%e2%80%9d-lxxxi/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“ORCHESTRATING A SUCCESSFUL INITIATIVE” LXXX</title>
		<link>http://www.interpersonalbiz.com/2011/08/%e2%80%9corchestrating-a-successful-initiative%e2%80%9d-lxxx/</link>
		<comments>http://www.interpersonalbiz.com/2011/08/%e2%80%9corchestrating-a-successful-initiative%e2%80%9d-lxxx/#comments</comments>
		<pubDate>Mon, 01 Aug 2011 17:47:59 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Communication]]></category>
		<category><![CDATA[Initiative]]></category>
		<category><![CDATA[Passion]]></category>
		<category><![CDATA[Resolve]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=280</guid>
		<description><![CDATA[Implementation of any initiative must be tailored to the culture of the organization.  You must effectively translate your message to your staff to achieve success by first bringing heightened visibility to reality of your current perspective.  Look for potential pitfalls early on; some may view your plan as self-serving.  Your level of resolve and follow through will define the ultimate success of your initiative; it’s all about passionate commitment.]]></description>
		<wfw:commentRss>http://www.interpersonalbiz.com/2011/08/%e2%80%9corchestrating-a-successful-initiative%e2%80%9d-lxxx/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>ENTERING INTO A PARTNERSHIP LXXIX</title>
		<link>http://www.interpersonalbiz.com/2011/07/entering-into-a-partnership-lxxix/</link>
		<comments>http://www.interpersonalbiz.com/2011/07/entering-into-a-partnership-lxxix/#comments</comments>
		<pubDate>Fri, 01 Jul 2011 17:46:39 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Motives]]></category>
		<category><![CDATA[Partnerships]]></category>
		<category><![CDATA[Strategies]]></category>
		<category><![CDATA[Trust]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=271</guid>
		<description><![CDATA[Partnerships arranged for one or more of the following reasons:  capital, convenience or courage - are destined for failure.  You must be sure your motives are consistent with those of the other players and leave nothing to doubt or misinterpretation.  You must also have significant quantities of trust and integrity, as well as a significant product or service that creates benefit to the marketplace.  Many principles of business partnerships are similar to a romantic partnership.  Once the courtship is complete, either take the plunge or beat feet!]]></description>
		<wfw:commentRss>http://www.interpersonalbiz.com/2011/07/entering-into-a-partnership-lxxix/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“SURROUNDING YOURSELF WITH THE BEST” LXXVIII</title>
		<link>http://www.interpersonalbiz.com/2011/06/%e2%80%9csurrounding-yourself-with-the-best%e2%80%9d-lxxviii/</link>
		<comments>http://www.interpersonalbiz.com/2011/06/%e2%80%9csurrounding-yourself-with-the-best%e2%80%9d-lxxviii/#comments</comments>
		<pubDate>Wed, 01 Jun 2011 17:37:50 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales Staff]]></category>
		<category><![CDATA[Staff]]></category>
		<category><![CDATA[Success]]></category>
		<category><![CDATA[Talent]]></category>
		<category><![CDATA[Team]]></category>
		<category><![CDATA[Winning]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=251</guid>
		<description><![CDATA[One of the highest priorities in management is to surround itself with exceptional people.  Similar to Lou Pinella’s remarkable success with the Mariners back in the 90’s, management can create a winning team with a sense of good timing and respect for each team member.  Use staff members to their full potential, and show confidence and support.  Reassess their current desires, observations and strengths on a periodic basis.]]></description>
		<wfw:commentRss>http://www.interpersonalbiz.com/2011/06/%e2%80%9csurrounding-yourself-with-the-best%e2%80%9d-lxxviii/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“IS YOUR ORGANIZATION USER-FRIENDLY?” LXXVII</title>
		<link>http://www.interpersonalbiz.com/2011/05/%e2%80%9cis-your-organization-user-friendly%e2%80%9d-lxxvii-2/</link>
		<comments>http://www.interpersonalbiz.com/2011/05/%e2%80%9cis-your-organization-user-friendly%e2%80%9d-lxxvii-2/#comments</comments>
		<pubDate>Sun, 01 May 2011 20:28:40 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Sales]]></category>
		<category><![CDATA[Sales Staff]]></category>
		<category><![CDATA[Sales Strategies]]></category>
		<category><![CDATA[Accountability]]></category>
		<category><![CDATA[Customer Service]]></category>
		<category><![CDATA[Objectives]]></category>
		<category><![CDATA[Perceptions]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=244</guid>
		<description><![CDATA[Those who’ve survived in business have done so by never deviating from their model of insuring a positive and rewarding customer experience.  Now’s the time to analyze just how user-friendly your company is.  Make sure everyone on your staff understands their importance in the total “sales process.”  Create a customer experience mission statement, including minimum standards of performance, and then provide the training to fulfill the objective. It’s time to dazzle the marketplace.]]></description>
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