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	<title>Interpersonal Business &#187; Expectations</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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		<title>“FOLLOW UP AND FOLLOW THROUGH” Vol. LXI</title>
		<link>http://www.interpersonalbiz.com/2010/04/%e2%80%9cfollow-up-and-follow-through%e2%80%9d-vol-lxi/</link>
		<comments>http://www.interpersonalbiz.com/2010/04/%e2%80%9cfollow-up-and-follow-through%e2%80%9d-vol-lxi/#comments</comments>
		<pubDate>Thu, 01 Apr 2010 23:49:36 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Commitment]]></category>
		<category><![CDATA[Excuses]]></category>
		<category><![CDATA[Expectations]]></category>
		<category><![CDATA[Performance]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=107</guid>
		<description><![CDATA[This fundamental separates “the haves” from the “have-nots.” Have we lost the value of the handshake and face value relationships in American Business?  Excuses of any kind are a manipulative approach to poor performance.  As managers, we must state very clear expectations.  And yes, we must hold others fully accountable!]]></description>
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		<title>“DEFINED SALES OBJECTIVES,” VOL. XXXV</title>
		<link>http://www.interpersonalbiz.com/2009/03/%e2%80%9cdefined-sales-objectives%e2%80%9d-vol-xxxv/</link>
		<comments>http://www.interpersonalbiz.com/2009/03/%e2%80%9cdefined-sales-objectives%e2%80%9d-vol-xxxv/#comments</comments>
		<pubDate>Sun, 01 Mar 2009 15:21:53 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales Management Abundancy]]></category>
		<category><![CDATA[Expectations]]></category>
		<category><![CDATA[Forecasts]]></category>
		<category><![CDATA[Objectives]]></category>
		<category><![CDATA[Sales]]></category>

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		<description><![CDATA[Sales forecasts based on quality information are essential to management in order to present effective and consistent expectations.  Develop objectives, periodically review these objectives with your sales people, and recognize your star performers.  Forecasts also provide a foundation for making a change due to lack of performance; there should be no surprises when the time comes!]]></description>
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		<title>“DELEGATION IN MANAGEMENT,” VOLUME XXIX</title>
		<link>http://www.interpersonalbiz.com/2008/12/%e2%80%9cdelegation-in-management%e2%80%9d-volume-xxix/</link>
		<comments>http://www.interpersonalbiz.com/2008/12/%e2%80%9cdelegation-in-management%e2%80%9d-volume-xxix/#comments</comments>
		<pubDate>Mon, 01 Dec 2008 22:08:58 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Delegation]]></category>
		<category><![CDATA[Expectations]]></category>
		<category><![CDATA[Risk]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/management-rewards/%e2%80%9cdelegation-in-management%e2%80%9d-volume-xxix.html</guid>
		<description><![CDATA[Delegation is management’s only long-term hope for survival.  The only great risk to management is in not effectively granting responsibility to others.  What are the qualities of pride and doing a job well?  We must have the confidence and ability to hold all of our staff accountable.  Expect those around you to take on a challenge and they will rarely disappoint you.  ]]></description>
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		<title>“MAKING A CHANGE IN SALES TERRITORIES,” VOLUME XXI</title>
		<link>http://www.interpersonalbiz.com/2008/08/%e2%80%9cmaking-a-change-in-sales-territories%e2%80%9d-volume-xxi/</link>
		<comments>http://www.interpersonalbiz.com/2008/08/%e2%80%9cmaking-a-change-in-sales-territories%e2%80%9d-volume-xxi/#comments</comments>
		<pubDate>Fri, 01 Aug 2008 18:07:34 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales Management Abundancy]]></category>
		<category><![CDATA[Accountability]]></category>
		<category><![CDATA[Expectations]]></category>
		<category><![CDATA[Growth]]></category>
		<category><![CDATA[Strategy]]></category>

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		<description><![CDATA[At some point, a manufacturer’s expectations for growth will exceed even the super human efforts of your top producing sales person.  Management should encourage the sales person’s options of hiring office help, service assistants, or bringing on a customer service associate to handle a portion of their accounts.  While territory divisions and line packages are ultimately the responsibility of management, a single executive decision to divide a territory should only be made as a last resort.]]></description>
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		<title>“TERMINATION OF A TEAM MEMBER,” VOLUME XVII</title>
		<link>http://www.interpersonalbiz.com/2008/06/%e2%80%9ctermination-of-a-team-member%e2%80%9d-volume-xxii/</link>
		<comments>http://www.interpersonalbiz.com/2008/06/%e2%80%9ctermination-of-a-team-member%e2%80%9d-volume-xxii/#comments</comments>
		<pubDate>Sun, 01 Jun 2008 16:15:14 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Expectations]]></category>
		<category><![CDATA[Firing]]></category>
		<category><![CDATA[Termination]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/management-rewards/%e2%80%9ctermination-of-a-team-member%e2%80%9d-volume-xxii.html</guid>
		<description><![CDATA[There are two significant reasons for management to terminate a working relationship:  non-performance, and compromising the integrity of the organization.  There should be no surprises when the time comes for a performance-related termination.  By this time, you have defined expectations, stayed close, had timely reviews, and assisted in problem solving.  Success should be expected; under-producing sales people will often take themselves out.  Never allow others to compromise your company’s integrity.]]></description>
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		<title>“TRAPPED IN OUR OWN EXPECTATIONS,” VOLUME XVI</title>
		<link>http://www.interpersonalbiz.com/2008/05/%e2%80%9ctrapped-in-our-own-expectations%e2%80%9d-volume-xvi/</link>
		<comments>http://www.interpersonalbiz.com/2008/05/%e2%80%9ctrapped-in-our-own-expectations%e2%80%9d-volume-xvi/#comments</comments>
		<pubDate>Thu, 15 May 2008 16:13:45 +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[Best]]></category>
		<category><![CDATA[Expectations]]></category>
		<category><![CDATA[Personal]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/sales-with-purpose/%e2%80%9ctrapped-in-our-own-expectations%e2%80%9d-volume-xvi.html</guid>
		<description><![CDATA[We are all constrained by our personal expectations.  It’s too easy to become accepting of our success.  What is “our best” and just how “good is good?”  Never lower your expectations regarding your own or others abilities.  First you must believe.]]></description>
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