The Principles And Skills Of "Rule Man" And "Rule"

However, there are still many questions. Some readers will ask, "although merchandising thinking is very direct and effective, in the process of sales management, it is also a process of dealing with people. It is also necessary to manage people. What are the ways to manage people?"

Another reader asked, "is it not very high enough for a company to give its salesmen a lot of money? It's hard to keep a resident. Is there any good way to train and retain good salesmen?"

And so on and so on.

Here, I want to combine my own experience and discuss the way of "managing people" in sales management.

"Managing people" is the knowledge of dealing with people in sales management.

Here, the author is only going to discuss the issue of dealing with the subordinates of sales managers.

There is an old saying in China: "suffering from poverty and suffering from inequality".

In fact, as a manager, if we can deeply understand the meaning of this sentence, we can understand Chinese human nature and manage subordinates more easily.

However, if we see more western management theories, western management theories often advocate another version, that is, the so-called "Paul rule" is to do well and get more and better.

Those who do badly will get less.

Let's be a good example of the company and inspire everyone to do well.

The author does not deny that this is not good. On the contrary, it advocates this.

But in its management process, sometimes it is not appropriate to excessively advocate the Paul rule.

If managers do not treat employees equally, some potential employees will stop because of your different treatment.

Many managers have a habit of doing well to whom they are good, giving more resources and giving more support.

For employees who are temporarily unsatisfactory, they often neglect each other except blame.

I think this will be effective.

But this is the biggest mistake.

If you still don't want to fire an employee and give him a chance, you should treat him equally with other good employees, so that he can expect him to perform well, or else he might as well fire someone in advance.

At present, many managers are faced with the dilemma that employees with good performance are not easy to manage, or they will cause great losses to the company after leaving.

In fact, it was the beginning of discrimination.

Therefore, the author's suggestion is to either fire bad employees or treat them equally.

It is the best annotation for "suffering from poverty and inequality".

In time, it is for employees' behavior or performance that managers should feedback in time.

This is easy to understand, but it's not easy to operate.

For example, an employee likes to be unfocused on meetings and often forget what he says.

What will you do with it?

The first way is to tell him later that he should correct.

The second way is to find an opportunity to retell what someone has just said during the meeting.

The author prefers second ways to let the other party know the consequences on the spot that he wants to correct.

In this way, he will be impressed and irrefutable, and will be corrected next time.

The principle of timely management is mainly used to manage some bad habits and some bad problems of employees. It mainly refers to the timely feedback of results, so that subordinates can immediately know the consequences of their actions, and remind them of their functions to correct them.

The principle of compensation is in fact corresponding to and supplemented by the principle of fairness.

After all, it's hard to get everything fair in our daily life with our subordinates.

So what?

In fact, we may as well use compensation.

Let the underpaid subordinates get compensation next time.

An example is that the company can not keep up with the after-sale service, resulting in a very large customer's opinion.

A, who is responsible for the customer, became the object of his release. He also claimed that the salesperson had better not appear in front of him.

In the end, when the company was going to return the money to the customer, the salesman A did not dare to see the customer.

What should I do?

Own problems to face it!

This is not the problem of salesman A at all, but the company's problem.

And the author is also a bit worried that the customer will not do something that is bad for salesman A.

I can't afford to go there myself.

What shall I do?

I told the situation in the Department and asked everyone, who would like to go to the trouble and give the money to this customer?

No one responded. Finally, I called an B, a very active salesman, accompanied by A, a salesperson, and then asked B to enter the client company and give him the money.

When dealing with such a thing, many sales managers often take part in some responsibilities without giving any thought to them.

The problem is not that. The problem lies in subsequent processing.

If in the past, the salesperson did not think you looked at him, but felt that you felt he was shouting.

It is easy to fall into the vicious circle of punishing good people.

This is the way I deal with this matter. This time you have suffered a little loss and you will make some money next time.

For example, next time, sign your own list.

In this way, the salesperson does not think you are partial to him, but thinks that he has offered to help you once, and you have compensated him.

Later, think of a salesperson to help you do something or share some of your responsibilities.

He will be more active.

Another example is that when I was talking to two salesmen for [FS:PAGE] days, a customer called to sign the bill.

Who will sign it?

Two people are all known on the spot, the author's practice is to ask first, "who will sign this?"

At that time, two people were embarrassed to speak. Later, one of them took the initiative to ask another to sign.

The author also noted it, so next time, help others in other places or on the initiative to give up the salesman, is also normal.

Moreover, Chinese people are also more likely to accept the idea of "sowing the melon and growing the melon, planting beans to get beans".

Moreover, when the salesmen know the way managers do things, they will take the initiative and behave themselves, because they know that you are fair.

This is the most clear principle of many managers.

The distinction between public and private is in the public, that is, in work or in working hours, everything is done according to business.

In private times, it is not so strict.

I don't talk much about work and work time.

At home, if we want to be a successful manager, we should pay attention to how to use "private" time, that is, outside office hours.

For example, during the office hours, a subordinate is severely criticized if he corrections.

In private time, we must communicate with them better.

A lot of sales managers are strict and clear. They feel like a leader.

But in my opinion, it is not appropriate. In China, human feelings are to be addressed.

You can't be indifferent to your subordinates' private affairs.

Don't worry too much that salesmen are disobedient in public hours.

Because as long as you handle different ways of dealing with public and private affairs several times, the general salesman will know clearly and know that you are a person with a clear distinction between the public and private sectors.

In private time, we should communicate with our subordinates and understand their difficulties.

Think of a subordinate to do things at ease, is supported by family and other conditions, only sales managers in all aspects of care, the team will work hard.

All of these are the principles that should be paid attention to when a salesperson is getting along with the team.

However, there is always a distinction between "Tao" and "skill" in Chinese work knowledge. What I have mentioned above is similar to the aspect of "skill". If a manager does not have noble morality and upright character, he will only play tricks all day, of course, more skills will be useless.

Therefore, as a sales manager, in addition to integrity, if coupled with some understanding of national management practices, and flexible application of the above principles, of course, the team is also easy to bring good.