This year, while conducting organizational research at several brand companies, the most striking observation was that many mid-level marketing managers manage by issuing orders and punish rather than coach. What does "managing instead of teaching" mean? It means equating management with issuing directives, while neglecting guidance, training, and capability building for employees. Over time, employees struggle to grow independently, teams lack innovative drive, become overly dependent, and find it hard to adapt to change. What does "punishing instead of coaching" mean? It means solving problems through fines, criticism, and other punitive measures, rather than analyzing root causes and providing improvement plans. This dampens employee morale, erodes trust, and can even trigger resentment, leading to a stifling team atmosphere and talent attrition. The reasons are not more than three: First, insufficient management skills: lacking effective communication, training, and motivation techniques, and habitually using simple, crude methods to maintain order; Second, short-sighted thinking: focusing only on short-term results, while ignoring employees' long-term development and team culture building; Third, a misunderstanding of human nature: believing that employees need external pressure to improve, without realizing the importance of intrinsic motivation. Let's discuss this topic today. What should marketing managers teach? What should they manage? What should they punish? In the office areas of some marketing organizations, "establishing authority through scolding" and "leading with punishment" are commonplace. Harsh, piercing rebukes may often be heard: "If you can't even do this well, what else can you do?" "If you don't complete your tasks this month, you'll be demoted or have your salary cut next month. If you can't do it, get out!" "Why haven't you replied to the group message for so long? Fine 100 yuan." "This month's target for this product is 1,000 cases. For every case short, fine 5 yuan." In these leaders' minds, scolding and punishment seem to be a quick way to establish authority and push subordinates to work—perhaps their only tool. In the short term, establishing authority through scolding may get tasks done out of fear, but in the long run, it's like drinking poison to quench thirst, severely damaging team cohesion and innovation, gradually draining the team's momentum on the path of development. Leading with punishment fails to help subordinates find the root of problems or provide effective solutions, leaving them punished but unsure how to improve, trapped in a vicious cycle of "make mistakes—get punished—make mistakes again," while overall team effectiveness declines. In marketing practice, improving organizational efficiency inevitably involves teaching, managing, and punishing—I don't oppose that. But using them incorrectly can be disastrous. With over a decade of management experience and leading teams of hundreds, I've distilled the core of organizational efficiency into nine characters: "看不懂、懒得动、动不了" (can't understand, too lazy to act, can't move). What does "can't understand" mean? It means "I don't know how to do it," a skill issue. That's what teaching is for! For example, I might think a certain display position is the best, but in fact it isn't; I might think this store is the best place to sell this product, but it isn't. So "can't understand" often means they don't know how to do it. Imagine how their combat effectiveness can improve? So if they don't know, you have to teach them. It's important to emphasize that this "teaching" refers to practical, hands-on methods—breaking down the specific actions needed to achieve targets, achieving "unity of knowledge and action"—not empty platitudes, because such hollow preaching ultimately becomes formalism and fails to substantially drive team development. What does "too lazy to act" mean? It means "I know how, but I'm unwilling to execute," an attitude issue. That's what punishment is for! This applies not only to distributor teams but also to brand company teams. Over time, "old hands" emerge. If you ask them if they understand, they certainly do; they're just too lazy to act. For example, they know about FIFO (first-in, first-out) and timely adjustment of old inventory, but they're unwilling to do it, ultimately reducing distributor operating profits. What to do? What does "can't move" mean? It means the employee has the skills and the attitude, but the task still isn't accomplished. For instance, the store owner demands a 50-yuan monthly display fee, so you can't move. What to do? We need to provide financial support. That's what management is for! The core of marketing managers is to solve the problem of human efficiency, and the root of human efficiency is only these nine characters.

  • "Can't understand" is a skill issue, requiring support and training to teach them how to do it;
  • "Too lazy to act" is an attitude issue, requiring morning meetings, assessment, and punishment to supervise them into doing it well;
  • "Can't move" is a cost issue, requiring management discussion and support. We must not use the method for "can't understand" to handle "too lazy to act," nor use the method for "too lazy to act" to handle "can't understand," and certainly not use the methods for "can't understand" or "too lazy to act" to handle "can't move"! How to be a qualified marketing manager? Clausewitz, in his famous work "On War," said: "When the war is in chaos, what is the role of the general? It is to use the faint light he emits in the pitch-black night to guide his troops forward." Only a leader who can continuously lead the team to victory can inspire confidence and trust in team members, enabling you to drive everyone toward a unified goal and win together. That is the basic definition of a qualified marketing manager.
  1. Being an "office general" is a big taboo: Why is it that when some companies promote excellent frontline salespeople to managers, not only does team performance fail to improve, but their personal performance also suffers greatly? They may stare at trivial matters all day, appearing hardworking, but in reality, they've long been detached from the frontline, relying only on reports from a few confidants. Taking subordinates' reports as the truth leads to decision-making errors, and the team, following their orders, busies itself aimlessly every day, exhausted but with no improvement in performance. They've turned themselves into an "office general."
  2. You must "enter the game" personally: Managers don't solve problems imagined in the office; they solve real terminal problems. Only by throwing themselves into the "game" can managers better understand problems and find coping strategies. Entering the game means empathizing and thinking from others' perspectives. When facing one or more problems, how to resolve them quickly and how to provide resources and coaching are crucial. When a manager is willing to settle down, participate in every aspect of employees' goals, and work with the team to set strategies, find resources, and provide coaching, employees will truly recognize you, and the team's value will be maximized. A manager who cannot enter the game cannot competently fulfill the company's management functions.
  3. "To forge iron, one must be strong oneself": First, hard power: professional competence, management skills, and other related abilities. You need to win people over with solid skills, making them convinced and recognized. Managers who only command and don't work usually don't last long. Marketing managers must conquer people with their professionalism. When subordinates fail, you really need to step in and succeed. For example, a qualified sales manager: when a subordinate can't close a client and asks for help, what do you do? The best way is to step in and demonstrate, close the client, and secure the order. Then tell the subordinate how to operate and the logic behind it. Then soft power: communication skills, leadership, teamwork, time management, etc. For example, excellent communication and expression: many leaders are good at talking, speaking eloquently in meetings for over an hour without finishing instructions, but that's not what the workplace truly needs. Clearly articulate the team's goals so everyone has clarity and buys in; Communicate and coach different subordinates in a targeted way, making them comfortable accepting management; under your command, the whole team operates orderly and efficiently. That's communication and expression—that's the ability that generates results. The same applies to leadership and time management.
  4. Organizational building and talent development: First, cultivate talent by focusing on strengths, not weaknesses. A manager's primary task is not "supervision" but developing and growing people: identify their strengths, help them become better, ask what abilities they want to develop, and then find ways to help them learn and practice; Second, become a coach to others, providing guidance at all times, and set aside time each day to coach team members. When they perform well, give positive feedback; when they need improvement, provide sharp feedback and suggestions; Third, be skeptical but also learn to listen. Don't believe everything you see or hear, but don't assume everything is suspicious either. When interacting with everyone, learn to listen deeply and carefully; Finally, face difficulties together and offer help. People inevitably get into trouble. When a team member falls into a "pit," don't stand at the top shouting for them to get out. Jump in, roll up your sleeves, and show them how to get out.
  5. Effective motivation and communication: A good manager knows how to share benefits with employees, adopting a benefit-sharing strategy to motivate them. Only then can the enterprise be invincible. Balancing interests is a recognition of employees' labor value, allowing them to share in the company's development achievements and unite with the company—this is also the essence of lean thinking. In conclusion What managers need to do is enhance the team's combat effectiveness, teaching a team that is invincible and victorious. Their core value lies not in personal sales performance but in creating a multiplier effect through the team. If you can cultivate an excellent team, it means you've gone from good to great. Marketing management is also the management position with the least administrative power. Don't bring bureaucratic thinking into marketing management. Marketing management is more like mentoring apprentices. The relationship between managers and salespeople is not so much superior-subordinate as it is "master-apprentice."