Search CompleteMarkets

... % of the time when they're not engaged in conversation. 5. Anticipate excellence. You'll receive good information more often when you expect to receive it. However, you can facilitate information gathering by asking clear, open-ended questions. Brainpower' is the power of our expectations. 6. Become a whole body' listener. Whether you're in a face-to-face meeting, on the phone, or reading written correspondence, listen with your ears, eyes, and heart. If you're on the phone with a customer convey a positive, encouraging attitude. Sit in a comfortable position, as if the customer were sitting before you. Smile into the telephone. Tune into the customer's feelings and ignore or eliminate distractions. 7. Build rapport by pacing' the speaker. Match the customer's pace, rate, ... do they answer all the questions neatly and clearly? When you ask a question, do they answer it directly or ask for clarification? When you speak with a job candidate on the telephone, do you sense you have their undivided attention? During the entire hiring process, do they ask you and others follow-up questions? Do they want to know more? Where do people learn to listen? Schools haven't yet recognized the need for students to become good listeners. In fact, I know of only two colleges that offer courses on listening. Listening is the receiving' component of communication and consists of: Receiving information through your ears (and eyes) Giving meaning to that information Deciding what you think (or feel) about that information Responding to what you hear Our working life is filled ...

...the phone, or reading written correspondence, listen with your ears, eyes, and...

...per page), messengers for all correspondence, faxes, and postage costs. They l...

... , nobody's perfect. Wouldn't life be a lot easier and less stressful if everyone accepted a certain amount of predictable human frailty and built in a margin for error? It could even be called something impressive and positive sounding- acceptable quality level, ' for example. But as too many American businesses have learned, the idea of an acceptable' level of mistakes, errors, waste, spoilage-and consequently a corresponding level of disgruntled customers-is a trap that can lure an otherwise well-meaning company into the kind of corporate quicksand where size and strength can become a liability instead of an advantage. The only acceptable quality level, say those who have been charting a course back to competitive excellence, is 100% . That's the standard of measurement. The rationale is simple: Set a standard at 95%, and ... they're doing fine as long as they're at or near it. In the language of the Malcolm Baldridge National Quality Award, however, quality is a race with no finish line. There's no time of day or month on the calendar when it's okay to let up. The alternative to setting standards at the highest quality level becomes clearer when you look at the consequences of the almost but not quite' school of thought. If 99.9% is good enough, then . . . Two million documents will be lost by the IRS this year. 811,000 faulty rolls of 35mm film will be loaded this year. 22,000 checks will be deducted from the wrong bank accounts in the next 60 minutes. 1,314 phone calls will be misplaced by telecommunication services every minute. 12 babies ...

... 5.2 Delivery of Documents and Consideration. At Closing, the parties shall deliver to one another all documentation and consideration specified herein, including without limitation the executed original Bill of Sale for Equipment, a copy of which is attached hereto as Exhibit H', and that Bill of Sale For Accounts, a copy of which is attached hereto as Exhibit I. 5.2.1 Seller shall deliver all of the Accounts and corresponding documentation within 24 hours after Closing. 5.2.2 Seller and Buyer shall each deliver to the other at Closing a copy of a resolution of its Board of Directors authorizing this transaction. 5.3 Adjustments. The parties recognize that there may be some overlooked or unclear technicalities that need to be cleared up after Closing, and they shall attempt to resolve those by mutual agreement; failing to do so, any ... AGREEMENT FOR PURCHASE AND SALE OF ABLE INSURANCE AGENCY Table of Contents Section/Paragraph 1. Parties 2. Recitals 2.1 Status of Seller 2.2 Status of Buyer 2.3 Status of Able 2.4 Status of Dalton 2.5 Purpose 2.6 Move 3. Purchase and Sale 3.1 Insurance Accounts 3.1.1 Valuation 3.1.2 Risk of Loss 3.2 All Goodwill of the Seller 3.3 Name Change 3.4 Personal Property 3.5 Commissions Receivable 3.5.1 Schools Exception 3.5.2 Repayment 3.6 Contingency Commissions 3.7 Assumption of Liabilities 4. Payment/Terms/Security 4.1 Purchase Price 4.2 Allocation 4.3 Terms 4.4 Security- Assets 4.5 Assignment, Replacement Property 4.6 Default 4.7 Security-Escrowed Letter 4.8 Cross-Default 5. Closing 5.1 Place and Time 5.2 Delivery of Documents and Consideration 5.3 Adjustments 6. Seller's Representations and Covenants 6.1 Representations and Warranties 6.2 Covenants 6.2.1 ...

...3.5 Commissions Receivable 3.5.1 Schools Exception 3.5.2 Repayment 3.6 Cont...elong exclusively to Buyer. 3.5.1 Schools Exception. The only exception to ...

...ionist activities, receipt of correspondence and documents, face-to-face conta...

...rough universities, colleges, correspondence schools, and state and local associations. ...