1: Managers are not born but made. Experience repeatedly shows that with proper training and encouragement, almost anyone can be trained to become a manager. Comment: This boosts the confidence of those of us with average talent. 2: To correct an employee's mistakes, the manager should first point out the employee's strengths, then discuss the mistakes. This not only reduces or dissolves the employee's defensiveness but also makes criticism or correction easier to accept. Comment: First a candy, then a shot! 3: Managers should discuss the organization's long-term goals with subordinates. Employees who understand the organization's future direction and vision will be more dedicated to achieving both long-term and short-term goals. Comment: Think about what Comrade Xiaoping proposed in 1979: "Achieve the Four Modernizations by 2000"—exciting! 4: Managers should reprimand subordinates in private, not in public. Public scolding only makes the person appear small and dirty in front of others and does not solve the problem. Good reprimand resolves the issue without damaging the dignity of the person being reprimanded. Comment: Shame!!! Further comment: What about praise? It must be given publicly, the more people the better. I still remember the excited expression of a subordinate when I praised him publicly years ago; even after leaving the company, we maintain a good relationship. 5: Grievances or morale issues should generally be handled by the employee's direct supervisor, not by specially designated personnel. Handling grievances and morale is a basic function of the direct supervisor. This function is particularly important because most grievances and morale issues can be resolved by them. Comment: So having an excellent supervisor is extremely important! 6: When setting work goals for subordinates, the workload should not exceed their capacity. Setting goals too high will discourage employees because they feel they cannot achieve them and will refuse to try. The ideal work goals should be based on the employee's past achievements, preferably slightly higher than what they have achieved before. This way, employees will not see them as unattainable but as a real challenge. Comment: Many companies like to set sales targets unreachably high, which not only doesn't help achieve sales but has the opposite effect. 7: The primary task of a manager is not to enforce rules and regulations but to motivate, train, and direct employees. Under an excellent manager, rule enforcement becomes secondary. Comment: An excellent driver drives the car so smoothly that the car doesn't feel the strain! 8: The most popular person among peers is not necessarily a suitable manager. Popularity has no direct relationship with managerial quality. Some highly popular leaders have superb leadership, while others lack even basic leadership skills. 9: A manager admitting mistakes in front of subordinates will not lose their respect. Mistakes made by managers will eventually be discovered, so rather than covering up, it is better to admit them openly to maintain subordinates' respect. Comment: "Just as you forgive your leaders, forgive my invincibility. I'm not saying all leaders are ignorant, but the ignorant ones are usually leaders." — Zhou Libo's quote. 10: If a manager answers with "I don't know, but I will find the answer and get back to you," then that manager may not be qualified to teach others how to do the job. No one is perfect; facing one's ignorance with a realistic and positive attitude is wise and dignified. Comment: Same as above. 11: Technical people are not necessarily better as managers. Technical competence is important, but good technical skills alone cannot fulfill the roles of teaching, guiding, and enlightening. Unless a person has good communication skills, they will find it hard to be a good instructor. Comment: Communication, communication, and more communication! 12: Managers should spend a significant amount of time training new employees well. If managers provide thorough training to new employees, they can fully utilize their intelligence and talent, which is a valuable asset to the organization. Therefore, it is worth spending a lot of time on new employees to provide good training. Comment: Be patient with new employees; "To test jade, one must wait three days." 13: The way to deal with talkative employees is never sarcasm but to find out the reason for their talkativeness and guide them. Sarcasm usually breeds resentment and rarely serves as a warning. Comment: Respect subordinates! 14: The most effective way to enforce rules is to make every employee understand the content of the rules and the reasons behind them, rather than creating multiple punitive measures for violations. Comment: Know the what and the why. 15: Managers should ask subordinates for their opinions on work methods. Those directly involved in a job usually can propose solutions or improvements to related problems. Comment: When I was on the sales front line, I often wondered, "I know these problems very well and know the most effective solutions, why don't the big bosses ask me?" 16: Good managers should delegate as much as possible to subordinates to carry out work within their scope. If managers cannot "delegate responsibilities level by level and authorize step by step," almost no work within their scope can be effectively executed. As supervisors, they should give subordinates appropriate training and delegate part of the work. Comment: Trust is good, but control is better. Delegate but also supervise. 17: Managers should be fair, but they must pay attention to individual differences among employees, not treat everyone the same. "Treating everyone the same" does not mean "fair." To be truly fair, supervisors must clearly understand each employee's strengths and weaknesses and require them to do their best according to their abilities. Fairness means not deliberately favoring or belittling, but it does not mean making the same demands on everyone. Comment: Nothing frustrates subordinates more than unfair treatment by leaders. 18: Managers should not constantly remind employees of past mistakes. Once a mistake has been corrected, it should not be mentioned again. Nagging and "picking at old scars" is harmful. Once an employee's mistake is corrected, the supervisor should not bring it up again unless they repeat it. Comment: This is also a secret to a harmonious marriage! 19: Constructive criticism convinces employees, while scolding only damages their self-esteem and does no good. Comment: Supervisors often ask subordinates to "give more suggestions, fewer opinions." Conversely, "Don't scold me; give me constructive criticism." 20: When punishing employees, managers should avoid saying or doing anything that might cause resentment. Any resentment among employees will lower morale and lead to conscious or unconscious sabotage. Comment: To punish while avoiding resentment—that's the art of leadership! 21: The saying "Employees work best under stubborn and demanding managers" is incorrect. Stubborn and harsh managers may force employees to achieve a certain standard in quality and quantity, but in the long run, their leadership performance will be far inferior to managers who are fair and know how to motivate employees. Comment: It depends on the company's corporate culture. 22: If new employees have not learned how to perform their duties, it should be seen as a failure of their training. Managers have full responsibility for ensuring new employees learn how to perform their duties from the start. Comment: As a manager, I should reflect: I must take full responsibility for my subordinates' behavior. 23: Managers should prioritize effectively achieving organizational goals over personal interest in the work. Management is goal-oriented; compared to achieving organizational goals, personal interests become secondary. Comment: In business, hard work without results is useless; you must achieve results. 24: When managers explain work details in detail, employees may not perform the work in the most efficient way. Psychologists have found that giving employees general guidelines and letting them explore details themselves results in higher efficiency than explaining every detail. Comment: The common human weakness of liking to teach others should be avoided. 25: If managers want to work effectively, they must constantly understand subordinates' feelings, attitudes, and perceptions. Communication between managers and the managed should be two-way and interactive. Unless managers can discern the mindset of the managed, they cannot explore the root of problems or provide appropriate motivation. Comment: Maslow's hierarchy of needs. "According to the American Human Resources Association statistics: a person of normal intelligence, if they study professional knowledge for one hour a day, can become an expert in that field in just one year. For example, if someone in management studies for one hour a day continuously, they become an expert in one year, an industry expert in three years, a national expert in five years, and a world-class expert in eight years." The above is something I recently read in a book, to share with friends. -END- Content Selection Click the title below to read directly: [Line Sales Representative Practical Operation Guide (with full PPT download attached)