Interpersonal Business

Dear Manager,
In the hiring process, we all hope to come up with that very special find: an individual who exceeds our expectations and achieves greater success than their peers. These types of relationships are rewarding at so many levels they can seem almost magic.

Early in my agency’s growth, I was very fortunate to have one of these individuals join me in Portland to assume sales representative duties for a number of accounts. This was an individual who challenged and rewarded our organization, enjoying success far beyond that of the previous representative. That previous representative was me.

Until that time, most of my company’s rewards had come from personal efforts. This individual’s performance taught me the pride and fulfillment we receive in another’s success. I often think of this relationship with gratitude, and used it as a model for my company. I could never have fully appreciated these achievements without having personally serviced the territory. It was a great lesson.

It seems common for management of both leading manufacturers and sales agencies to minimize the need for their own field-level sales experience. This background is essential to get into the heads of their sales people. Without it, managers may lack the perspective to understand the day-to-day realities of sales associates. These are often the same managers who will speak of a commissioned sales associate in terms of a sub rep. Sub implies they consider their associates something less than a full representative. Why would a manager want to give this impression?

Showing respect and maintaining accountability are two very key elements in any management/sales relationship. Often, management does not fully realize and accept that these qualities have to be established first in their own offices. How can a manager hold others accountable if they have not held themselves accountable for training, proper follow through and timely compensation of their associates? Strong management is consistent.

There is a single standard for both management and associates. It is a high standard of integrity and performance for all involved. Only then can we attract and maintain long term relationships with the very best, at all levels and in all positions, in our offices and in the field.

While working with a regional sales manager who was “at odds” with some of my associates, I developed a list of what I felt were reasonable expectations when working with my organization.

FUNDAMENTALS OF STRONG MANAGEMENT

• The most productive manager is one who can enhance and develop the best qualities in the associates.
• All sales associates have established their own style. It is our responsibility to enhance and develop their style rather than expect them to mirror our own.
• Mutual respect is the basic foundation of a successful working relationship. Confidence must be earned through follow up, empathy, encouragement and ongoing support.
• Assume a supportive secondary role when working with associates. Never compromise the relationship between customers and associates.
• Manage and motivate with knowledge, sensitivity and understanding of the associate. Align support through asking questions and a positive review of opportunities and concerns. Ask for their support in fulfilling your needs.
• Demonstrate an awareness of their reality. Encourage an independent ability to achieve your mutual goals. Show an understanding of, andsupport for, their other responsibilities.
• Challenge their own expectations while bringing out their best. At all costs, protect human dignity.
• Develop a work with rather than work for attitude. Never manage through intimidation or false power. An independent sales associate’s ultimate responsibility is not only to you.
• Approach concerns objectively. There is always more to the story. The wrong approach will diffuse your opportunity to resolve the initial concern.
• A candid and productive relationship is always based on trust. <strong>Never compromise that trust.
• Ask rather than demand, and anything can be accomplished.

These fundamentals are very basic, and can be understood by all. When applied at all levels of an organization, all individuals derive a greater sense of confidence in their ability to fulfill both personal and organizational expectations.

Only in the success of those around you can you be considered a success. In essence, their success must come first. There needs to be a single priority for all sales-driven companies: creating an environment for accomplishment. This single priority allows associates to maintain full control of their own ability to succeed. This empowerment also gives the associate ultimate responsibility.

When I give a task to an individual, I need the confidence that it will be accomplished. No one has time to baby sit, play games or deal with false egos. This wastes time in areas of no benefit to the organization’s overall objectives. It must be assumed that tasks for both management and its sales staff will be completed in a timely fashion.

When assigning a project to a member of my staff, I look for their input with regards to their ability to accomplish the goal. This effort avoids future misunderstanding concerning my expectations. If a staff member is unable to reach the objective, it is understood that they will be able to come to me with a revised completion date. Never lose touch with the human element in meeting assigned objectives. Expected and unexpected events impact each of our “well organized days.” Should delays occur, a simple discussion or phone call shows commitment and sensitivity to the needs and expectations of both parties.

Early in a working relationship I will often follow up an assignment to insure its completion. This develops an awareness of my expectations and a stronger sense of responsibility to meet our mutual goals. No one likes the unexpected. Simple and reasonable courtesies can, in most cases, avert frustration. When the need for future discussion occurs, focus only on your objective and its positive conclusion. Failing to address these concerns will only show acceptance, and reinforce unacceptable performance.

With these high standards, those around you will flourish or they will not survive. In many instances, those around you will rise to the occasion and, in fact, meet the standards that have been set. When problems arise, discuss them directly with the individual involved in a timely and open manner. Delays only lead to misunderstanding.

Over the years, I have seen manufacturers implement national standards as a reaction to policy abuse by some of their sales agencies. Rather than establishing national policies to address specific problems, manufacturers need to work directly with those agencies who concern them. All agencies should not be held accountable for the poor management of a few. Watch for this pitfall in the management of your own organization.

Always maintain a high level of respect for those you work with. Let them know your expectations. Give them the tools and authority to succeed in their arena. When I work in the field with an associate, I explain I am there to literally and figuratively carry their bags. In respect to their territory, my purpose is to do whatever I can to assist in their current needs and objectives.

Managers should assist, guide and support. They should not feel responsible for solving all their associates’ problems. Associates have ultimate responsibility for their own success. Thinking on their feet, problem solving and overall territory management should fall squarely on their shoulders. This is exactly what the very best associates want.

Personal Regards,
Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL and/or INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Dear Manager,
Over the past five years we have seen a very clear and obvious shift in the marketplace for most consumer products. Customers we once relied upon for growth and expansion may no longer exist, let alone be expanding. The question now becomes are we willing to accept the market for what it is and adjust our strategies to pursue product placement in channels we have not considered in the past? Or, are we convinced the former market will adjust itself, bringing back the good fortune of days gone by? At the very least, we must transition our products and marketing to meet the needs of these various markets, or accept all consequences.

In recent years, I have seen manufacturers begin to address new markets by developing a much higher priority for field management to expand into what I will define as Key Accounts. For various reasons, there has been a reluctance for the field sales personnel to implement this strategy.

What is a Key Account?

• Any potential customer within your industry that has the capacity to make a major impact with your product or service in the marketplace. In consumer products multi-store chains including Drug, Department Store, Grocery and any other groups of stores that currently handle your products, or have the ability to do so.
• Single locations with regional or national distribution. This would include: large free standing independent retailers, mail order, catalog, distributors, shopping networks, major fund-raising organizations and the like. Think in terms of selling pencils to a local office supply versus the local school district.
• One of the best Key Account descriptions relates to the “special needs” of this type of account. This reflects on the type of very specific approach, maintenance, and immediate information this account relies on.

Why are these accounts not being fully developed?

• There is certainly a level of intimidation relating to this type of appointment and type of account. This is not the type of presentation that many of us make on a daily basis. For this reason, many of us fail to gain the confidence or the understanding to effectively meet their needs.
• The instant gratification that we take for granted with our independent accounts seldom applies in the development of Key Accounts. Rarely will we patiently accept an independent account that requires six to ten calls for a single placement or the development of a single purchase order.
• From the perspective of time, it can be very difficult to invest in areas that can be highly demanding yet, at times, hold limited rewards. It initially seems hard to justify these efforts, feeling that it comes at the expense of seeing our “regular” accounts. A relentless approach is required to establish these accounts. Are we willing and prepared to make the commitment?
• Many of us continue to fear the potential effect this type of customer will have on our independent business. As the marketplace has defined, we must accept and adapt to many of the dramatic changes, or have a very clear vision of exactly who and what we are trying to protect.

How do we develop this type of relationship?
I believe the biggest challenge is to first accept the obvious differences in selling this type of customer. Trying to fit the “Key Account” approach to business into our current sense of “Independent” reality will only promote frustration and disappointment.

These types of customers have a tendency to work with a much more limited number of factory representatives. Surprisingly, while relationships drive all aspects of sales, these relationships become increasingly important with the size and potential of the customer. Confidence and trust are essential; the stakes are simply too high!

Consider the buyer for a large organization whose first priority is to bring success to the organization and security to his or her position. The buyer’s options are to play it safe with the known potential of current vendors, or step outside with his or her neck on the line with a vendor who has yet to perform. There are clear benefits in either scenario, and all qualified buyers will proceed with an acceptable balance of the two. Simply remember, almost all of the down-side risk is with the new vendor.

This is the thought process we must understand and accept if we are ever going to overcome it. As a Key Account buyer, would you be willing to risk your job on taking a major new direction when its success is determined by not only the unknown potential of the product, but in the ability of your (new) sales contact to perform their responsibilities to your specifications? And you wonder why it can be so difficult to get that first appointment!

How do we begin to sell these customers?
Now that you have a greater understanding of their reality and what you are up against, with each step you must accept the need to overcome these obstacles by exceeding expectations. Begin by developing a target list of customers who either currently need or should need your products. When possible, visit more than one of their facilities to gain as broad of an understanding as possible relating to their operation. Often there will be an opportunity to speak with personnel who can share vital information relating to the priorities of the organization. Befriend those you can, asking for their assistance in developing your plan to proceed.

Commit to making ten or more calls on this buyer in the hopes of establishing a relationship. Often, an assistant to the buyer can be of great assistance in developing this contact. Remember, at this point you may only represent risk to the buyer. Your tenacious attitude will often demonstrate to them how genuinely sincere and serious you are. Buyers will routinely not return first calls, allowing the less serious to drop away. Send catalogs, drop off samples, do whatever it takes to get their attention. Eventually they will see you, it is their job.

How to prepare for this meeting
By now you will have a specific list of ideas and products for your presentation. Be realistic about the scope and potential of your initial presentation. Give them the ability to test you and your performance with limited risk. Your initial objective is a foot hold, not a full body take down!

Contact your factories, asking about similar relationships and success stories that may be effective in your presentation. Develop a full understanding of their competitive departments. In most instances, you will find that your buyer will have a very broad understanding of their business, yet because of their vast responsibilities, will have minimal ongoing knowledge of the specifics of the entire operation. Become an authority on their operation and its relationship to your product. Consider the value of strength in numbers. A qualified and “titled” factory representative can enhance your efforts.

Prepare both a formal and informal presentation. The formal presentation will reflect your knowledge of both their operation and your industry in a very professional manner. It will reflect on the ideas and proposals established from your knowledge of their business, and of similar operations that either you or your company have established. While this approach is effectively a shot in the dark, it will certainly establish you as a professional.

To get out of the dark, you must also prepare for an informal presentation. You can do so by asking questions and formulating, during your meeting, the answers to as many as possible. I tend to call this developing my lobby prepack. If your buyer suggests a current interest in a specific product or direction, immediately develop a program or prepack around it. Pay very close attention to their current priorities and dive head long into what would be perceived as an established program that, by coincidence, is tailor made to meet their needs. It’s amazing! From my experience, this is the most fun and creative aspect of sales.

Finally, address your understanding of the perceived risk in doing business with an unknown individual and product. Suggest examples of how you have assisted others in the past and how you will absolutely stand behind the commitments you have made in your presentation. While this may sound a bit overstated, causing the buyer to smile and downplay his concerns, you have just effectively lowered your single greatest hurdle to a mutually beneficial relationship.

As managers, we cannot be all things to all people in the marketplace. There is certainly the opportunity, however, to step outside our comfort zones to test, challenge and expand upon our current markets. While our best judgment will need to be used, our greatest opportunities should never be misunderstood.

Personal Regards,
Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL and/or INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Dear Manager,
Many of us have gained a lot of experience as sales trainers. Out of curiosity, I sometimes ask new associates what type of training they received in their previous position. I am surprised that many have received very little sales training at all. More often than not, I hear stories of individuals who receive a few hours of introduction, some kind words, a pat on the back, and as many order forms as they can haul to their car.

As managers, the vast majority of our investment in our sales staff must come on the front end. Natural ability and prior experience should not be expected to replace solid training. With this issue I want to pass along some very basic training tips – the “need to know” lessons for establishing a new sales region. Even the veteran sales associate may want to take a look!

RELATIONSHIPS are your future. And, if you are a new sales associate, relationships are exactly what you don’t have with your customers. This is the single greatest loss in the transition of a sales region. Relationships can neither be formed overnight, nor formed over the phone. The first few weeks should be devoted to face to face meetings at the very fastest pace one can muster. You need to resolve the unknown in your customers’ minds. If there is any “damage control” needed in the region, this effort will stop it in its tracks. This aspect is clearly more important than initial sales success.

PRIORITIES are always a challenge for a new sales associate. Where do you begin your relationship building? Become relentless in your introductions to your key accounts. Your top twenty customers will often represent 50% or more of your total volume. These customers deserve your full and focused attention. In fact, these customers deserve much more. You should provide a level of service and attention over and above that provided to your other customers. As the “movers and shakers” in your region they hold the key to your success. Think in creative terms of how best to gain and sustain their attention.

ORGANIZATION should become the first feel-good aspect of a new sales position. There is so much to learn, so much you don’t know. Only when you feel organized can you even begin to make those first steps on your own. Being unknowing is certainly acceptable, being unprepared suggests you simply don’t care. Review all sales materials, prepare a mock presentation, organize your files and brief case … at the very least, look professional.

AVOID CONCLUSIONS. It is only human nature to try to form conclusions after one day, one week, one month. At this early stage you have no foundation or global understanding from which to form an analysis. Friends and relatives will ask for your conclusions. Don’t fall into this trap. Your future success is determined by your ability to put your best foot forward, each and every hour, five days a week. It is not determined by conclusions drawn after week one.

ACCEPTANCE and a quiet confidence are essential in the beginning. The words, “there is always more to the story,” should ring in your ears on a daily basis. Change allows partial truth to go unsubstantiated. Your lack of background will set you up as a foil on occasion – there is no getting around it. What seems to be a crisis may, in fact, be a test of your resolve. Accept that you will encounter problems … three tomorrow, and at least three next week. Don’t get thrown off balance, simply solve them one at a time as professionally as you can. The greatest advantage a veteran associate enjoys is a more balanced perspective on solving day-to-day issues. Keep in mind that yours is not the first problem your customer has endured. Remember, they are only asking for an acceptable conclusion.

DECISION making must become a way of life. A sales organization must give the tools and confidence to its associates to make strong business decisions. I have always rewarded initiative, regardless of the decision. No one intends to make poor decisions. When they occur, learn from them and move on quickly. Most decisions can be resolved with common sense. Sales associates need the power to proceed through their day.

NEW BUSINESS is your life line. With territory transition comes at least some ebb and flow in one’s established territory. Accept that your predecessor enjoyed a few relationships that you may not be able to maintain. In fact, they may have only purchased the products you now represent to support a dear friend or distant relative. There will also be customers who simply did not like working with the previous representative. Your goal is to minimize the former and maximize the latter! Approach all customers with a fresh outlook, regardless of their sales history. Commonly, there is much more to a sales history than what is printed on the page. You must read between the lines and assess your opportunities first hand.

Don’t wait for new business to fall in your lap. If you are not prepared to schedule specific time in your day for new account development, you might as well consider yourself a glorified service person! New business is the backbone of each and every sales territory, whether an individual is willing to respond to it or not.

LOOKING BEYOND THE SURFACE in all aspects of sales is essential. It is the creative and often the most fulfilling aspect of what we do. Looking “outside the box” is the difference between the average associate and the extraordinary. Rules were established to protect the whole from the lowest common denominator. I have consistently noticed that a “special few” receive advantages by simply asking the right questions. No manufacturer will walk away from a good business decision, but the question must be asked! Regardless of stated terms, the right approach and preparation will insure success a majority of the time. Thinking in “what if” terms will reward you beyond your wildest dreams. You must be prepared to accept “no” upon occasion, but at the very least you will have primed the pump for future considerations.

TIME MANAGEMENT is the single greatest challenge of any sales associate. Every decision we make pertaining to time is at the expense of a better decision that might have been made. Our productive and revenue producing hours should be considered golden. Distractions, idle conversations and paper work should be held to a minimum and or banished to a less critical time. Yes, each productive hour should be considered critical to our individual success. Just how much more productive can we become? It can become a game that’s a lot of fun to execute! As each step in our day is planned, needed adjustments are made, and each of these strategies will reward us daily.

PATIENCE breeds confidence. Each day will present you with a new hurdle, challenge, and personal victory. There will be days that seem to have been wasted, while others will effortlessly fall into place. Each case is simply a part of the process. Balancing out the highs and lows in your week and month demands a solid dose of patience. Don’t confuse satisfaction with patience. In twenty-five years I have never found complete satisfaction, be it in sales or in this management letter. I will not allow myself the feeling of “having arrived.” We can certainly feel fulfillment, pleasure and gratitude, but satisfaction can be saved for our retirement.

Beyond these basic training fundamentals, insure that the very best product knowledge is presented to your new associates. Insist that they work with your very best veteran associates to gain a proper foundation for growth. On many occasions I have hired current or former sales associates to assist on a consulting basis. As managers, our single greatest responsibility is to “create an environment for success.” Beyond that, it is simply up to the those with whom we are associated to perform.

Personal Regards,
Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL and/or INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Dear Manager,
When we started in sales, we probably had a manager who pounded in the virtues and importance of new client development. With any luck we were given a virgin territory that would depend solely on our ability to cultivate new relationships. It’s a very tough way to earn a living, and a very rewarding and successful approach to learning how to sell.

How many clients have you, as an organization, lost in the past year? Statistics suggest that a minimum of 20% of our customers are lost in a given year for a variety of reasons. Without a dedicated effort and strategy toward new account development, sales regions will languish and stagnate. In a strong marketplace, or with a very strong product presentation, new customers will come knocking on your door. In the long term, unfortunately, these market conditions will change. All too often, however, these same sales regions will continue to base the development of new customers on their ability to find us.

We have all known and worked with those who thrive in the hunt and development of new customers. Within this group, we have also known individuals who could only open new accounts (affectionately termed can openers); just don’t ask them to provide consistent service once they’ve achieved their initial conquest.

With time, sales professionals overcome most of the anxieties associated with calling on new customers. And yet, it is this very critical aspect of sales that is least likely to be given the priority it so desperately deserves. Why isn’t more emphasis given to new account development by our sales associates? The answer is simpler than you might think. The development of new customers takes us out of our comfort zones and interrupts our routine.

I would like to take you back to my early years in sales, when I would personally come up with any excuse in the world to avoid the dreaded cold call. At this time, I believed to succeed I needed to perform, and that failure to succeed was a direct reflection on me, personally. The pressure continued to grow, the rationalizations continued to instill guilt, and only on the rarest of occasions would I find the confidence to step up to the challenge.

There was a saving grace: I was still able to open new customers. I did so by following up customer leads and working every angle to develop personal introductions. I was <strong>killer and confident if I could simply arrange a purpose for my initial introduction. I got by the best I could for a period of time; there was no question I would need to overcome my phobic attitudes towards the dreaded cold call.

As I thought it through, it became clear my fears were centered around my concerns of rejection. No one enjoys rejection, and I seemed to enjoy it even less! The key for me was to develop a positive approach that would motivate me to consistently meet an objective. I realized I must first put the rejection issue aside. I could do so by simply setting my objective of making ten brief introductions of myself each week. You will note I called them brief introductions rather than the dreaded “you-know-what.”

My sole objective was to introduce myself and leave some of my wonderful product catalogs; there were no further expectations of these initial calls. In leaving I would express interest in following up after they had looked through the catalogs. As long as I was willing to make the ten introductions each week, I could no longer fail. No one could reject my efforts because my sole objective was to have made the introduction, not make the sale.

I realize to a degree these are mind games, but what is there about sales that is not controlled by our minds? I have shared this concept with others over the years, and I honestly believe it has been very useful. If you establish your objective for a given number of new introductions each week, meet this objective, and then do the proper follow up, you will open new accounts! On many occasions I was floored when a brief introduction would turn into a sale before I could get out the door!

There is no greater high than the development of a meaningful new customer. In a recent interview I was conducting, the applicant looked me straight in the eye and said, “Ya know, . . . . . .i it’s addicting.” It makes me wonder, could there be a support program for the dreaded cold call?! We have all walked out of an appointment with a new customer, feeling success beyond our expectations. We have also realized how close we came to not making that initial call. What if it had not been made? How many others have been lost?

The best approach I have found to this subject is an attitude that each rejection is simply an initial response to a positive outcome still under consideration. Those individuals who are most successful in this arena are tenacious as hell. They never accept an initial negative response. If they believe their products are a match for the customer, it becomes only a matter of time; it’s a matter of when, rather than if.

These individuals accept that it can take from six to ten calls to meet their objective. They understand that with each follow up call their chances for success will increase by at least 10%, and as much as 100%! They have also accepted the fact that it is a pure numbers game. With each rejection, you are much closer to meeting your objective! Ultimately, successful new account development comes down to an individual’s acceptance of the process. Now that we have developed a comfort zone for prospecting, the second aspect is to develop a routine.

Going back to our first sales position, or any sales position that required us to pioneer a new region, survival was terrific motivation for establishing a routine for new account development. The alternative was sitting on our hands and starving to death. Of course we made cold calls, and with fairly uncertain product or (as we know now), the pioneering would not have been required!

It was painful. With luck, we could schedule two solid days of appointments a week, with the balance of our time spent knocking on doors . . . . .. ugly. We accepted this as the package we agreed to, and that this was what the position required of us. With acceptance comes routine. You no longer look at something as a burden once it has been accepted as routine.

As territories and individuals mature, it becomes increasingly difficult to do the things that got us here. Working with existing clients feels good. There may be a sense of responsibility to not over saturate the market and, with our schedules so full, there simply isn’t the time we once had. There is merit in these concerns, yet more often than not they are a crutch. Certainly there are areas of any region that cannot currently handle additional development. From my experience, for every area such as this, there are five areas that are currently underdeveloped for the savvy sales professional. Even in those areas with strong market penetration, are there not other portions of your presentations that could be better represented?

There is good news in the equation that 20% of your account base is lost each year. We now have one full day each week (20% of our time) to re-establish our sales regions to their previous year’s position. It all comes down to do you have the time to handle one more major account in your territory? If so, do you have the time to find it?

As managers we must ask our sales associates to dedicate, without fail, a minimum of one day per week to new account development. This could be represented in two hours each day, two half days, or by simply blocking out a full day each week. There may be times of the year when two days are available, while at other times the pace simply allows no time. Consider not only monthly objectives, but also sales incentives for those associates who understand the value and priority in this program. We all need to be accountable. There may be lots of conversation, yet the only thing that counts is the answer to: are there any new accounts being opened? There are many ways to consistently meet this objective or, as managers, it is time to provide assistance to the regions that cannot.

I have often thought of the option of hiring a full time “can opener” to assist our various territories in new account development. Once the customer was established, they could then be turned over to the existing associate. It’s an interesting concept, and not without conflict. I would be interested in your thoughts, or in the results if you have tried it.

There is no greater impact on a sales region than a new account being opened. I would trade five reorders for one new account. If each customer were looked upon as an income stream, then with each new customer you have created a new income source that will compensate you for years to come. Remember that high when you opened your first new account? Begin to live for that high; if not addictive, it can become habit forming.

Most service and retail industries are in the process of dramatic change and evolution. What will the role of the salesman be in the next ten to twenty years? Will the service function of a salesperson’s job continue to exist with the technology on the horizon? I am not suggesting the world will ever be without salespeople in their purest form. I will suggest that these market conditions require us to return to the days when sales associates lived and breathed for the potential of opening new accounts. If the day ever comes when someone is going to turn out the light, my bet is on the sales associate who opens the last new account.

Personal Regards,
Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL and/or INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM