To describe those behaviors leading to productive appraisal interviews of sales representatives, questionnaires were administered to 27 branch sales managers who supervised 160 sales representatives. Eleven managers received a preliminary questionnaire asking them to cite behaviors of the sales representatives that caused productive or unproductive appraisal sessions. These were then sorted according to theme, creating a comprehensive list of 29 manager expectations for the behavior of subordinates in appraisal interviews. The remaining 16 managers completed the second questionnaire requiring them to judge the quality of the appraisal session in which they had just participated by evaluating each of the 29 behaviors. The subsequent analysis isolated specific behaviors as outstanding contributors to good interviews. The results indicated the need for interviewees to exude a mature, positive, and hopeful attitude during the evaluation, remain confident in their ability to do the job, and express a genuine desire to learn and improve. In addition, findings indicated that employees need to actively seek the experience and knowledge of their supervisor. (HTH)