---
title: "Distributors! What Kind of People Are Your Talents?"
description: "In recent years, a strange phenomenon has been observed: when communicating with many distributor bosses, the most discussed topic is not business operations but personnel issues. Recruiting is difficult, managing is difficult, and retaining is even harder! When it comes to people, bosses can't stop talking, with rational analysis but more complaints and dissatisfaction about employees, such as high salary demands, poor ability, poor execution, job-hopping after learning, laziness, not being aligned with the boss, insufficient loyalty, lack of concern for the company, resistance to high-paid outsiders, and many complaints about the company..."
author: "New Distribution"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2015-01-30"
language: "en"
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original_source: "https://mp.weixin.qq.com/s/C8oBL65dmKyP-Pq2sb6Adg"
translation: "https://xinjignxiao.com/zh/articles/%E7%BB%8F%E9%94%80%E5%95%86-%E4%BB%80%E4%B9%88%E6%A0%B7%E7%9A%84%E4%BA%BA-%E6%89%8D%E6%98%AF%E4%BD%A0%E7%9A%84%E4%BA%BA%E6%89%8D-42589e76.md"
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---

# Distributors! What Kind of People Are Your Talents?

> In recent years, a strange phenomenon has been observed: when communicating with many distributor bosses, the most discussed topic is not business operations but personnel issues. Recruiting is difficult, managing is difficult, and retaining is even harder! When it comes to people, bosses can't stop talking, with rational analysis but more complaints and dissatisfaction about employees, such as high salary demands, poor ability, poor execution, job-hopping after learning, laziness, not being aligned with the boss, insufficient loyalty, lack of concern for the company, resistance to high-paid outsiders, and many complaints about the company...

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In recent years, I've noticed a strange phenomenon: when communicating with many distributor bosses, the most discussed topic is not business operations but personnel issues. Recruiting is difficult, managing is difficult, and retaining is even harder! When it comes to people, bosses can't stop talking, with rational analysis but more complaints and dissatisfaction about employees, such as high salary demands, poor ability, poor execution, job-hopping after learning, laziness, not being aligned with the boss, insufficient loyalty, lack of concern for the company, resistance to high-paid outsiders, and many complaints about the company...

Yes! The bosses are right; employees do have these and other problems, and even more. But have the bosses reflected on the real reasons for this situation? Is it that the donkey doesn't move, or the mill doesn't turn? Have we ever put ourselves in the employees' shoes? After all, employees are on the company's platform. If employees have problems, isn't it possible that the platform has even bigger problems? I think that when there are problems in using people, we shouldn't just blame employees but should look for faults in ourselves! For example, if you say employees lack loyalty or don't care about the company, then let me ask the bosses: How many employees do you have? How many middle-level employees? Do you remember their birthdays? Do you remember their mothers' birthdays? What have you done for their birthdays? Who is the longest-serving employee? How long has it been since you invited them to dinner? How long has it been since you had a chat with them for more than an hour?

Or, you might say you're too busy and simply don't have time for these things...

So, what kind of person is your talent?

**Virtue is more important than talent, because you can't afford the consequences**

"Virtue" and "talent" are the two core elements that bosses discuss when setting enterprise employment standards in recent years, but opinions vary on which is more important. I believe that, first, are there people with both virtue and talent? Yes, but very few! So most enterprises can only choose one. Second, whether to choose virtue or talent depends on the enterprise's ability to manage. If the management system, monitoring system, and assessment system are complete, and the enterprise is large, you can choose talent first and virtue second. But for most small and medium-sized enterprises, whether it's the management system or monitoring system, there are more or less shortcomings and loopholes. Moreover, the enterprise's status is not enough to attract talents to stay long-term. Therefore, in employment, virtue is much more important than talent; otherwise, it will only harm the enterprise. For most distributors operating as channel operators, I think the above key points are even more problematic. Therefore, when hiring, distributors should focus on evaluating moral character and also emphasize execution ability.

**You need versatile people**

Because distributors' profitability and profit margins are relatively small, fixed costs must be strictly controlled, especially management and personnel expenses. For most small and medium-sized distributors, the organizational structure should follow simplification and flat management systems, and job settings should be lean but effective. At this time, distributors need versatile people who are familiar with different positions and business segments, and when work adjustments are required, they can fight and win! Even specialists should be trained to become all-rounders. For distributor companies with high personnel turnover, cultivating versatile people can also avoid the risk of vacancy caused by resignations.

**Don't use talents that exceed mutual expectations**

There are many capable people in the industry, and bosses are always looking for capable people to serve them, but using capable people also requires thinking about several issues: 1. Can your platform accommodate capable people? 2. Since they are capable, their demands for treatment, power, etc., are much higher than ordinary talents. Can you bear the high salary expenses and the risks of over-expected authorization? 3. Capable people always want to move up and pursue higher and better platforms. Are you willing to give up your shares to retain them? Can you build your enterprise into a more high-end platform? 4. In the era of teamwork, can capable people integrate into the team and become the mainstay? 5. Even if they are capable, it doesn't mean they can create value in your enterprise. Do your resources match the resources needed for their abilities? If you don't have a definite answer to the above questions, it means such talents exceed mutual expectations. To avoid losses, it's better to admire such talents from afar.

**Both home flowers and wild flowers bloom together—while using outsiders, also focus on internal cultivation**

Whether for enterprises or distributors, "outsiders" (external hires) are an unavoidable topic in terms of talent sources. But bosses often make several principled mistakes when using outsiders: 1. Using outsiders with a mindset of digging resources. 2. Reluctantly paying high salaries, wanting immediate results, not understanding that time and space are needed (just like a woman needs ten months of pregnancy before giving birth). 3. Blindly applying all the concepts of outsiders to the current company, completely ignoring whether the current situation is suitable. 4. Often due to the boss's own reasons, outsiders haven't integrated yet and fall into a life-and-death opposition with old employees. 5. Liking the new and disliking the old, blindly favoring outsiders, forgetting to care for and cultivate old employees, and not considering their feelings.

In a sense, outsiders are fresh blood. The purpose of using outsiders is to bring new concepts, improve management level and performance, and also motivate old employees and bring crisis awareness, so that the entire management team improves qualitatively. Therefore, letting both home flowers and wild flowers bloom together, both inside and outside the wall, is the purpose of bosses in using people and building innovative teams.

**The suitable is the best**

In a sense, bosses and employees are more like husband and wife, not parents and children. Therefore, when choosing people, bosses should consider whether they are suitable for the current situation of the enterprise. The suitable is the best; the suitable can be of one mind, loyal to each other, and go further!

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