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	<title>Interpersonal Business</title>
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	<link>http://www.interpersonalbiz.com</link>
	<description>A Sales, Marketing and Management Letter by Keenan Longcor</description>
	<lastBuildDate>Tue, 01 May 2012 19:54:21 +0000</lastBuildDate>
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		<title>“Turning the Page in a New Era of American Commerce” Vol. LXXXVIII</title>
		<link>http://www.interpersonalbiz.com/2012/05/turning-the-page-in-a-new-era-of-american-commerce-vol-lxxxviii/</link>
		<comments>http://www.interpersonalbiz.com/2012/05/turning-the-page-in-a-new-era-of-american-commerce-vol-lxxxviii/#comments</comments>
		<pubDate>Tue, 01 May 2012 19:54:21 +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 Strategies]]></category>
		<category><![CDATA[Inspiration]]></category>
		<category><![CDATA[predictable; consistent]]></category>
		<category><![CDATA[promotion]]></category>
		<category><![CDATA[unconventional]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=341</guid>
		<description><![CDATA[American Business is collectively ready to turn the page on what have been  the most difficult years in the past few decades, or at least as difficult as in my professional career.  The real question becomes, are we truly better prepared?  Past avenues must now be reviewed, and adjustments are likely to be required to endure and flourish in a new marketplace.  

Unconventional wisdom would suggest it’s time to stick your neck out a bit further.  If your company’s marketing strategies are past their “freshness date,” it’s is also very, very likely that many of your competitors are unknowingly in a similar position.  This can be the very best possible time to step out of the pack by distinguishing yourself as well, yes, a bit “unconventional.”
]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“IT WOULD TAKE THE PERFECT STORM . . .” Vol. LXXXVII</title>
		<link>http://www.interpersonalbiz.com/2012/04/it-would-take-the-perfect-storm-vol-lxxxvii/</link>
		<comments>http://www.interpersonalbiz.com/2012/04/it-would-take-the-perfect-storm-vol-lxxxvii/#comments</comments>
		<pubDate>Sun, 01 Apr 2012 22:53:24 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales Strategies]]></category>
		<category><![CDATA[Contentment]]></category>
		<category><![CDATA[Culture]]></category>
		<category><![CDATA[Entitlement]]></category>
		<category><![CDATA[Fulfillment]]></category>
		<category><![CDATA[Rewarding]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=335</guid>
		<description><![CDATA[For over thirty years I have been fortunate enough to visit and shared in the culture of Puerto Vallarta, Mexico.  Each visit continues to confirm what I have learned about these wonderful people living in their native land.  
Mexico is a society that suggests family values and friendships are the singular priority and true meaning of life.  These are children and parents who, as a family, have all learned how to genuinely smile from their heart and through their eyes.  We can learn from a culture that rewards simple values, hard work, and living within ones needs and means.  I feel honored and privileged to have been given the opportunity to have once again been its student.
]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>“PROFIT IS NOT A DIRTY WORD” Vol. LXXXVI</title>
		<link>http://www.interpersonalbiz.com/2012/03/%e2%80%9cprofit-is-not-a-dirty-word%e2%80%9d-vol-lxxxvi/</link>
		<comments>http://www.interpersonalbiz.com/2012/03/%e2%80%9cprofit-is-not-a-dirty-word%e2%80%9d-vol-lxxxvi/#comments</comments>
		<pubDate>Thu, 01 Mar 2012 20:24:33 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales With Purpose]]></category>
		<category><![CDATA[Alliances; Value]]></category>
		<category><![CDATA[Prifitability]]></category>
		<category><![CDATA[Time]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=326</guid>
		<description><![CDATA[The opportunity and objective is to retain the cream that rises at all costs.  What is left - the pitcher of cream you hold in your hand - contains the greatest assets of your company.  
The strength of a manager is in determining difference between profitable business and business that is not.  How much better could you be, how much stronger and more profitable could profitable strategic alliances be, with this enhanced focus?  Finally, how much more professional satisfaction might you find in this model?
How does it feel to be free of those aspects of your business that were the least profitable, the most time consuming, and the least pleasurable alliances you’d previously retained?  
Now that the profitability benchmark of performance has truly been established, you’re in a much better and knowledgeable position to truly evaluate future opportunities as they present themselves.
]]></description>
		<wfw:commentRss>http://www.interpersonalbiz.com/2012/03/%e2%80%9cprofit-is-not-a-dirty-word%e2%80%9d-vol-lxxxvi/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<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>
		<wfw:commentRss>http://www.interpersonalbiz.com/2012/02/%e2%80%9cthe-misconception-of-focus-on-sales-growth-versus-profitibility%e2%80%9d-vol-lxxxv/feed/</wfw:commentRss>
		<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>
		<wfw:commentRss>http://www.interpersonalbiz.com/2012/01/%e2%80%9cthe-search-for-perfection-in-self-and-others%e2%80%9d-vol-lxxxiv/feed/</wfw:commentRss>
		<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>
		<wfw:commentRss>http://www.interpersonalbiz.com/2011/12/%e2%80%9cfulfillment-in-challenging-times%e2%80%9d-lxxxiv/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<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>
		<wfw:commentRss>http://www.interpersonalbiz.com/2011/11/%e2%80%9cdo-you-really-mean-change%e2%80%9d-lxxxiii/feed/</wfw:commentRss>
		<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>
		<wfw:commentRss>http://www.interpersonalbiz.com/2011/10/%e2%80%9cdefine-your-role%e2%80%9d-lxxxii/feed/</wfw:commentRss>
		<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>
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