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	<title>Interpersonal Business &#187; Relationships</title>
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	<link>http://www.interpersonalbiz.com</link>
	<description>A Sales, Marketing and Management Letter by Keenan Longcor</description>
	<lastBuildDate>Mon, 30 Aug 2010 17:33:39 +0000</lastBuildDate>
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		<title>“IS THE CUSTOMER ALWAYS KING?” Vol. LXII</title>
		<link>http://www.interpersonalbiz.com/2010/04/%e2%80%9cis-the-customer-always-king%e2%80%9d-vol-lxii/</link>
		<comments>http://www.interpersonalbiz.com/2010/04/%e2%80%9cis-the-customer-always-king%e2%80%9d-vol-lxii/#comments</comments>
		<pubDate>Thu, 15 Apr 2010 23:50:16 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales]]></category>
		<category><![CDATA[Sales Strategies]]></category>
		<category><![CDATA[Sales With Purpose]]></category>
		<category><![CDATA[Clients]]></category>
		<category><![CDATA[communicate]]></category>
		<category><![CDATA[Perceptions]]></category>
		<category><![CDATA[Relationships]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/?p=111</guid>
		<description><![CDATA[Assume that the customer is always “right,” unless they are misguided or misinformed.  We must be prepared to “inform” them of our value, in addition to price.  Relationships rule American Business; bank on it and promote it.  Those that are misguided need your “leadership” and clarification.  Provide a public service!?!       ]]></description>
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		<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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		<title>“GIVE ME HONESTY, RESPECT, AND DISCIPLINE” VOL. XXXVIII</title>
		<link>http://www.interpersonalbiz.com/2009/04/%e2%80%9cgive-me-honesty-respect-and-discipline%e2%80%9d-vol-xxxviii/</link>
		<comments>http://www.interpersonalbiz.com/2009/04/%e2%80%9cgive-me-honesty-respect-and-discipline%e2%80%9d-vol-xxxviii/#comments</comments>
		<pubDate>Wed, 15 Apr 2009 15:23:56 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Relationships]]></category>
		<category><![CDATA[Style]]></category>
		<category><![CDATA[Values]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/management-rewards/%e2%80%9cgive-me-honesty-respect-and-discipline%e2%80%9d-vol-xxxviii.html</guid>
		<description><![CDATA[We all have a different approach and style.  Effective management is consistent with strong values.  Nice guys can win!  A false sense of power will be one's downfall.  Professional space is critical in working relationships.  Begin with an open mind and a low profile.   Establish an encouraging style before you establish your role.  Rise to the occasion for those around you and they will do the same for you. ]]></description>
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		<title>“OUR TRANSITION TO MANAGEMENT,” VOLUME XXXII</title>
		<link>http://www.interpersonalbiz.com/2009/01/%e2%80%9cour-transition-to-management%e2%80%9d-volume-xxxii/</link>
		<comments>http://www.interpersonalbiz.com/2009/01/%e2%80%9cour-transition-to-management%e2%80%9d-volume-xxxii/#comments</comments>
		<pubDate>Thu, 15 Jan 2009 19:51:08 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Management Strategies]]></category>
		<category><![CDATA[Sales]]></category>
		<category><![CDATA[Sales Management Abundancy]]></category>
		<category><![CDATA[Manager]]></category>
		<category><![CDATA[Relationships]]></category>
		<category><![CDATA[Rewards]]></category>

		<guid isPermaLink="false">http://www.interpersonalbiz.com/management-rewards/%e2%80%9cour-transition-to-management%e2%80%9d-volume-xxxii.html</guid>
		<description><![CDATA[No one is born a manager.  We must first be well trained at “being managed” before we can ever fully understand managing others.  Your best managers are able to think like a sales person.  What are the qualities of your best associates?  They are self-motivated and creative.  They think long-term, are strong producers, establish strong relationships, and challenge us!  Your best sales people have the ability to think like managers.  ]]></description>
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		<title>“THE ELEPHANT IN THE CORNER,&#8221; VOLUME IXX</title>
		<link>http://www.interpersonalbiz.com/2008/07/%e2%80%9cthe-elephant-in-the-corner-volume-ixx/</link>
		<comments>http://www.interpersonalbiz.com/2008/07/%e2%80%9cthe-elephant-in-the-corner-volume-ixx/#comments</comments>
		<pubDate>Tue, 01 Jul 2008 21:16:28 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Management Rewards]]></category>
		<category><![CDATA[Sales Management Abundancy]]></category>
		<category><![CDATA[Manufacturers]]></category>
		<category><![CDATA[Relationships]]></category>
		<category><![CDATA[Success]]></category>

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		<description><![CDATA[Some manufacturers present a detached approach, often because they are very gifted in creative aspects but have no knowledge of what makes sales agencies tick.  Manufacturers who have gained a high level of visibility, combined with an over-inflated view of themselves, risk competitive and adversarial relationships with their sales agencies.  Because of the nature of their product, of a history of poor market performance, a manufacturer may be hesitant to voice concerns or raise expectations, turning a sincere commitment to success into a downward spiral.  The most successful manufacturers realize that success comes with the performance of all parties.  They enjoy a high level of profitability and still maintain a strong awareness of the value of their sales agencies.]]></description>
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