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	<title>Interpersonal Business &#187; Sales Management Abundancy</title>
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	<link>http://www.interpersonalbiz.com</link>
	<description>A Sales, Marketing and Management Letter by Keenan Longcor</description>
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			<item>
		<title>“THE IMPACT OF ONES ATTITUDE” Vol. LVIII</title>
		<link>http://www.interpersonalbiz.com/2010/02/%e2%80%9cthe-impact-of-ones-attitude%e2%80%9d-vol-lviii/</link>
		<comments>http://www.interpersonalbiz.com/2010/02/%e2%80%9cthe-impact-of-ones-attitude%e2%80%9d-vol-lviii/#comments</comments>
		<pubDate>Mon, 15 Feb 2010 17:44:32 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales Management Abundancy]]></category>
		<category><![CDATA[Attitude]]></category>
		<category><![CDATA[Manager]]></category>
		<category><![CDATA[Stars]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=82</guid>
		<description><![CDATA[Those who can be considered “our stars” will always be so, and be the light of our organization.  Effectively, the attitude of your staff is the barometer of your organization.  A foundation of positive thought will dominate the morale of your entire organization.  At all costs, surround your stars with worthy peers!  ]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“THE BALANCE OF POWER” Vol. LVII</title>
		<link>http://www.interpersonalbiz.com/2010/02/%e2%80%9cthe-balance-of-power%e2%80%9d-vol-lvii/</link>
		<comments>http://www.interpersonalbiz.com/2010/02/%e2%80%9cthe-balance-of-power%e2%80%9d-vol-lvii/#comments</comments>
		<pubDate>Mon, 01 Feb 2010 17:43:31 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales Management Abundancy]]></category>
		<category><![CDATA[Accountability]]></category>
		<category><![CDATA[Delegation]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Relationships]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=74</guid>
		<description><![CDATA[The manager-managee relationship and balance of power has significantly evolved in recent years.  We have often asked those we manage to begin to “think like a manager.”  The old school of “management by dictatorship” will only serve to limit the fundamental quality of your staff.  We understand the need to nurture and delegate to our staff, but are we willing to relinquish power in the process? ]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>&#8220;THE VOICE OF A MANAGER, AND ITS PERILS,&#8221; VOL. LIV</title>
		<link>http://www.interpersonalbiz.com/2009/12/the-voice-of-a-manager-and-its-perils-vol-liv/</link>
		<comments>http://www.interpersonalbiz.com/2009/12/the-voice-of-a-manager-and-its-perils-vol-liv/#comments</comments>
		<pubDate>Tue, 15 Dec 2009 17:26:35 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales Management Abundancy]]></category>
		<category><![CDATA[communicate]]></category>
		<category><![CDATA[Manager]]></category>
		<category><![CDATA[responsibility]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=63</guid>
		<description><![CDATA[Managers must be very sensitive to the need to speak the language of those they manage.  You can’t speak third year French to first year students!  It is our responsibility to adjust and adapt to the needs and level of skill for those we manage.  It begins with listening, probing questions, and effective follow up by all parties.  Find common ground and assist in helping others to find their dream.]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“NEW YEAR PREPERATION,” VOL. LIII</title>
		<link>http://www.interpersonalbiz.com/2009/12/%e2%80%9cnew-year-preperation%e2%80%9d-vol-liii/</link>
		<comments>http://www.interpersonalbiz.com/2009/12/%e2%80%9cnew-year-preperation%e2%80%9d-vol-liii/#comments</comments>
		<pubDate>Tue, 01 Dec 2009 17:26:15 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales Management Abundancy]]></category>
		<category><![CDATA[Preparation]]></category>
		<category><![CDATA[Productivity]]></category>
		<category><![CDATA[Sales]]></category>

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		<description><![CDATA[The New Year can often bring a loss of rhythm as productivity in the preceding weeks falls to its lowest level of the year.  Preparation is your best defense to protect your rhythm.  Understand and become familiar with your manufacturers’ new introductions.  Focus on your responsibility of selling your best!  Take greater control of each sale.   Become an industry “expert,” with information on products other than your own.  Always come prepared!]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“INITIATIVE AND AMBITION” Vol. XXXXIX</title>
		<link>http://www.interpersonalbiz.com/2009/10/%e2%80%9cinitiative-and-ambition%e2%80%9d-vol-xxxxix/</link>
		<comments>http://www.interpersonalbiz.com/2009/10/%e2%80%9cinitiative-and-ambition%e2%80%9d-vol-xxxxix/#comments</comments>
		<pubDate>Thu, 01 Oct 2009 17:21:47 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Sales Management Abundancy]]></category>
		<category><![CDATA[Ambition]]></category>
		<category><![CDATA[Initiative]]></category>
		<category><![CDATA[Manager]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/management-rewards/%e2%80%9cinitiative-and-ambition%e2%80%9d-vol-xxxxix.html</guid>
		<description><![CDATA[The two greatest qualities in one business career are initiative and ambition.  Those with initiative understand the big picture, and are a step ahead of the needs of the organization as a whole.  Their indispensable value is always rewarded.  Positive ambition suggests sensitivity to ones surroundings and those of their peers.  Those who are ambitious are the ultimate over achievers.  It is time to address these issues in the hiring process.  On an ongoing basis we must continue to acknowledge, reward and promote those individuals with initiative and a positive sense of ambition.]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>“MANAGERS WHO’VE SEEN ENOUGH” Vol. XXXXVII</title>
		<link>http://www.interpersonalbiz.com/2009/09/%e2%80%9cmanagers-who%e2%80%99ve-seen-enough%e2%80%9d-vol-xxxxvii/</link>
		<comments>http://www.interpersonalbiz.com/2009/09/%e2%80%9cmanagers-who%e2%80%99ve-seen-enough%e2%80%9d-vol-xxxxvii/#comments</comments>
		<pubDate>Tue, 01 Sep 2009 17:19:36 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales Management Abundancy]]></category>
		<category><![CDATA[Experience]]></category>
		<category><![CDATA[Manager]]></category>
		<category><![CDATA[Victories]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/sales-management-abundancy/%e2%80%9cmanagers-who%e2%80%99ve-seen-enough%e2%80%9d-vol-xxxxvii.html</guid>
		<description><![CDATA[Avoid becoming stale as a manager.  Continue to view your career through the fresh eyes of those you manage.  Enjoy reliving the first experiences and the victories of your staff.  We often judge by our own experience factor.  There is always more than one way – your way - to solve the problem.  There are many right approaches to a business decision.  ]]></description>
		<wfw:commentRss>http://www.interpersonalbiz.com/2009/09/%e2%80%9cmanagers-who%e2%80%99ve-seen-enough%e2%80%9d-vol-xxxxvii/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>THE TRANSITION OF TECHNOLOGY IN BUSINESS Vol. XXXXVI</title>
		<link>http://www.interpersonalbiz.com/2009/08/the-transition-of-technology-in-business-vol-xxxxvi/</link>
		<comments>http://www.interpersonalbiz.com/2009/08/the-transition-of-technology-in-business-vol-xxxxvi/#comments</comments>
		<pubDate>Sat, 15 Aug 2009 16:57:57 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Sales Management Abundancy]]></category>
		<category><![CDATA[Sales With Purpose]]></category>
		<category><![CDATA[Efficiencies]]></category>
		<category><![CDATA[Evolution]]></category>
		<category><![CDATA[Revenue]]></category>
		<category><![CDATA[Sales]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/sales-with-purpose/the-transition-of-technology-in-business-vol-xxxxvi.html</guid>
		<description><![CDATA[The pace is picking up, with the daily evolution of American business.  The pace was much simpler years ago, more personal in many cases.  Effectiveness in our revenue producing hours will define our productivity; we are now expected to produce more in the same amount of time.  Order takers will not survive the new economy.  Technology has and will continue to impact us all.  “When” has become “now.”]]></description>
		<wfw:commentRss>http://www.interpersonalbiz.com/2009/08/the-transition-of-technology-in-business-vol-xxxxvi/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“THE FEAR OF FAILURE” Vol. XXXXIV</title>
		<link>http://www.interpersonalbiz.com/2009/07/%e2%80%9cthe-fear-of-failure%e2%80%9d-vol-xxxxiv/</link>
		<comments>http://www.interpersonalbiz.com/2009/07/%e2%80%9cthe-fear-of-failure%e2%80%9d-vol-xxxxiv/#comments</comments>
		<pubDate>Wed, 15 Jul 2009 16:56:36 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales Management Abundancy]]></category>
		<category><![CDATA[Courage]]></category>
		<category><![CDATA[Failure]]></category>
		<category><![CDATA[Fear]]></category>
		<category><![CDATA[Manager]]></category>
		<category><![CDATA[Potential]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/management-rewards/%e2%80%9cthe-fear-of-failure%e2%80%9d-vol-xxxxiv.html</guid>
		<description><![CDATA[From personal experience, everyone needs to fail at least once in their life.  We need to test the limits only failure can provide.  Failure requires courage, resolve, and the ability to react to “why.”  There is no “why” in success.  There are those who exhibit a fear of success!  Until our limits are tested in both good and bad times, we will never realize our full potential.  Take pride in surviving failure, and bank on others who have failed as well!  ]]></description>
		<wfw:commentRss>http://www.interpersonalbiz.com/2009/07/%e2%80%9cthe-fear-of-failure%e2%80%9d-vol-xxxxiv/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“CRITICAL MASS” Vol. XXXXIII</title>
		<link>http://www.interpersonalbiz.com/2009/07/%e2%80%9ccritical-mass%e2%80%9d-vol-xxxxiii/</link>
		<comments>http://www.interpersonalbiz.com/2009/07/%e2%80%9ccritical-mass%e2%80%9d-vol-xxxxiii/#comments</comments>
		<pubDate>Wed, 01 Jul 2009 16:55:31 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Sales Management Abundancy]]></category>
		<category><![CDATA[Sales Strategies]]></category>
		<category><![CDATA[Sales With Purpose]]></category>
		<category><![CDATA[Critical Mass]]></category>
		<category><![CDATA[Executed]]></category>
		<category><![CDATA[Foundation]]></category>
		<category><![CDATA[Habits]]></category>
		<category><![CDATA[Sales]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/sales-with-purpose/%e2%80%9ccritical-mass%e2%80%9d-vol-xxxxiii.html</guid>
		<description><![CDATA[A bad idea well executed has a much greater potential for success than a good idea poorly executed.  It’s all in the critical mass.  How bad do you want it, and are you willing to pay the price?  Repeated efforts establish a foundation for success; remember try, try, again?  Don’t just make a plan - put it into action. Options become available to you.  The alternative is in the consequences we must accept.]]></description>
		<wfw:commentRss>http://www.interpersonalbiz.com/2009/07/%e2%80%9ccritical-mass%e2%80%9d-vol-xxxxiii/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“ACCEPTING CHANGE” Vol. XXXXII</title>
		<link>http://www.interpersonalbiz.com/2009/06/%e2%80%9caccepting-change%e2%80%9d-vol-xxxxii/</link>
		<comments>http://www.interpersonalbiz.com/2009/06/%e2%80%9caccepting-change%e2%80%9d-vol-xxxxii/#comments</comments>
		<pubDate>Mon, 15 Jun 2009 17:47:35 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Sales Management Abundancy]]></category>
		<category><![CDATA[Sales Strategies]]></category>
		<category><![CDATA[Sales With Purpose]]></category>
		<category><![CDATA[Acceptance]]></category>
		<category><![CDATA[Change]]></category>
		<category><![CDATA[Relationship]]></category>
		<category><![CDATA[Reluctant]]></category>
		<category><![CDATA[Sales]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/sales-with-purpose/%e2%80%9caccepting-change%e2%80%9d-vol-xxxxii.html</guid>
		<description><![CDATA[A bad idea well executed has a much greater potential for success than a good idea poorly executed.  It’s all in the critical mass.  How bad do you want it, and are you willing to pay the price?  Repeated efforts establish a foundation for success; remember try, try, again?  Don’t just make a plan; put it into action. Options become available to you.  The alternative is in the consequences we must accept.]]></description>
		<wfw:commentRss>http://www.interpersonalbiz.com/2009/06/%e2%80%9caccepting-change%e2%80%9d-vol-xxxxii/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
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