First, be a person of integrity, then do things. Personal conduct is an art, while doing things is a science. As the cornerstone and image ambassador of the company, how should regional managers grasp the art of 'personal conduct' to win the trust of both dealers and the company, and carry out business efficiently and effectively? Based on my long-term experience in marketing management, I would like to discuss with you the prohibitions for regional managers in 'personal conduct'. The prohibitions for 'doing things' will be discussed in another article.
First Prohibition: Discussing company affairs in front of clients. Regional managers work hard outside all day, but due to different job content, headquarters staff may not empathize with them, leading to harsh systems or cumbersome procedures that may anger regional managers. Additionally, company policies may not meet expectations, causing disappointment. If the market faces ups and downs, the pressure and grievances are understandable. Despite these issues, they are 'internal contradictions', and regional managers must understand and tolerate them from a higher perspective, never discussing them in front of clients. A regional manager from a well-known domestic beauty company once came to our company to discuss cooperation. Initially, he showed the company's boldness, talking about marketing strategies and product advantages. But when I pointed out many loopholes in the distribution policy and contract, unexpectedly, he suddenly became agitated and attacked his boss and supervisor, saying they knew nothing. He said, 'I told them this approach wouldn't work. Honestly, our internal management is chaotic, and I've wanted to quit for a long time. It's because you're smart that you didn't fall for our trap. The dealers who signed contracts with me this time are doomed. Our company will definitely collapse within a year or two. To tell you the truth, the products in our promotional brochures are not even produced yet; we just put our labels on other people's products for photos. Since your company is so strong, why don't we cooperate and develop together?'
Needless to say, we certainly wouldn't do business with that company. And cooperating with that manager is absolutely impossible. Who would trust a general who defects in battle? As the saying goes, 'Take money, eliminate disasters for others.' He was using the company's salary and travel expenses to ruin its reputation. However, the boss and supervisor of that company should also reflect: why did the regional manager become so desperate and attack the company in front of a first-time client?
That manager must also wake up: attacking your own company in front of clients not only harms the company and loses dealer recognition, but may also ruin your career. Loyalty is the primary moral quality required of professional managers. If you are completely disappointed with the company, leave decisively, but as long as you are still with the company, you should be responsible for it.
Second Prohibition: Becoming too familiar with clients. Since regional managers are stationed away from home and company, loneliness is inevitable. Some regional managers, lacking ambition, play mahjong and cards with dealers and their staff, thinking they are building good relationships, but in fact, it's the opposite. When I inspected a regional market, the dealer complained in front of the regional manager: 'Look at you, playing computer games during work hours and mahjong with my staff after work. You have no intention of working on the market. You're not my employee, so I can't manage you. Playing mahjong at night, you have no energy during the day, and you leave after work. I don't even have a chance to discuss issues with you. Moreover, because you set an example, the company atmosphere is ruined. People think, if headquarters staff are like that... We've invested so much...'
Regional managers should understand that the fundamental bond with dealers is profit. The basic job of a regional manager is to assist dealers in sales and promotion. If you don't focus on the market and lack ambition, no matter how close you get to clients, you won't earn their respect.
Regional managers should go deep into the market, not blend into clients' personal lives. Familiar places have no scenery. To maintain your charisma and professionalism, it's necessary to keep a certain distance from dealers. As headquarters staff, you should work twice as hard as dealers' salespeople, setting a positive, serious, sincere, and down-to-earth example for the team. A successful person must be able to overcome loneliness. Regional managers should use all possible time to learn and improve themselves, which is beneficial for both the company's development and personal prospects. Of course, moderate entertainment is necessary, but never let it distract you from your goals.
Dealers' confidence and determination come from the company's confidence and determination. If regional managers indulge in daily drinking and revelry, which dealer would have confidence and go all out to sell our products?
Third Prohibition: Being lax and undisciplined. As regional managers, you must be strict with yourself and show dedication. Regional managers often fall into a 'no-man's land': headquarters is too far to manage, and dealers find it inconvenient to manage because you're not their employee. Therefore, regional managers have relatively free working hours and content. But some go too far. In our company, a regional manager once took five days off to accompany his wife, and another week off to study elsewhere, just by calling the dealer. Worse, he had conspired with the dealer and staff to say 'he just went out' if the company called to check. This was like burying his head in the sand. The dealer later complained, 'It's better if such a regional manager is not here.'
If a regional manager is so lax, spending time with his wife or studying elsewhere, working sporadically without passion, how can dealers share hardships and fight together with us?
I remember Sanzhu Company had a motto: 'Same inside and outside, same in rain and shine, same with or without leaders.' Regional managers should indeed take these 'three samenesses' as basic requirements. Only those with a high sense of responsibility and mission can achieve great things. If you just go through the motions, your fate will be like 'flowers fall helplessly, and spring water flows eastward.'
Fourth Prohibition: Being tempted by small gains. Some regional managers don't focus on doing the market well but scheme to claim expenses from the company. Last year, a dealer in our market complained, 'I traveled with your regional manager, and not only did I pay for the travel expenses, but he also asked me for receipts to reimburse from your company.' Such regional managers are looked down upon by dealers, and the company certainly won't entrust them with important tasks.
Dealers' impression of the company often comes from whether the regional manager is a 'gentleman' or a 'petty person'. Many dealers are socially adept and attentive, but as a professional manager, you should not be swayed by small gains. When I went to a market in Central China for research, the dealer was very enthusiastic, booked a hotel, paid for the room, and even paid for meals and quietly put tickets and receipts in my pocket. I didn't show any reaction, but after returning to the company, I clearly noted the expenses the dealer had covered and then called the regional manager to warn him not to be moved by the dealer's 'thoughtfulness'. Later, when the dealer came to headquarters, we paid for his hotel according to the standard, showing we didn't take advantage. Because of this, the dealer trusted the company deeply. Even when the market faced setbacks, he called to say, 'As long as the company has confidence and determination, we will definitely follow. We absolutely trust your character.'
Another time in the northern market, I couldn't handle the alcohol, and was dragged out late at night by the dealer and regional manager. The next day, after sobering up, I quickly hosted a meal at my own expense, because I knew I must not let them think I was a freeloader who indulges in pleasure. From then on, I only drank ceremonially, no matter how they urged, I remained firm and never overindulged. This is not only about my personal image but also the company's image.
Socializing is inevitable for regional managers. In Central China, there's a saying: 'Wine style is work style, wine capacity is courage, and wine bottle is level.' In such an environment, it's impossible to stay aloof. But we must always stay clear-headed in interpersonal interactions, not sell out the company and our dignity for small gains, and not be blinded by gray benefits to slide into illegal activities.
Fifth Prohibition: Making blind promises to dealers. To prompt dealers to pay for goods or increase advertising investment, some regional managers may get carried away and promise things against company policy, leading to broken promises and trust crises. Regional managers must clearly understand their responsibilities and rights, interact with dealers with neither arrogance nor humility, seriously consider their proposals, support them fully, but also remain steady against accusations and excessive demands, explaining confidently and patiently. Principles must be upheld, and never give dealers empty promises. Once, a regional manager, to close a contract in the Northeast, promised that if the dealer purchased 50,000 yuan of goods, the company would reimburse the dealer's two people's round-trip airfare. The company naturally didn't agree, resulting in a bad impression of the regional manager.
Remember, a promise is worth a thousand gold. 'Trust' is the foundation of a person. We must never promise lightly, but once promised, we must keep it, act on it, and achieve results.
Sixth Prohibition: Not communicating proactively and timely. Some regional managers are like kites with broken strings, free but dangerous. Besides necessary reports, they often don't communicate with relevant supervisors and departments for ten days or half a month, leading to poor information and emotional flow, and reduced company confidence. Since regional managers are far from headquarters, it's necessary to proactively report market conditions, insights, and experiences at least once a week. This helps you feel supported and find a sense of belonging, and also deepens the company's understanding of you, giving you more freedom. Frank, equal, unconstrained, and heartfelt communication creates a happy work and life mood. Old Mi's 'happy football' theory is universally applicable. Happiness is also productivity.
Seventh Prohibition: Being arrogant about achievements. Every department in the company is important, and we must coordinate with understanding. Some regional managers, thinking they bleed and sweat on the front line, speak harshly to HR, planning, customer service, or technical support, or shift blame, leading to poor support from these departments. 'Do not do to others what you don't want done to yourself.' To win respect, you must first respect others. Remember: only by sowing seeds in spring will you harvest in autumn.
Eighth Prohibition: Reporting false information. As frontline soldiers in the market, regional managers must report market conditions truthfully and timely. Some only report good news, not bad, saying everything is fine, but in reality, they lose battles and sales decline. Hence the saying: 'Bold words when making statements, sweet words when reporting, and nonsense when summarizing.' At the end of each month, when filling performance reports, some inflate numbers for commissions or appearance. Since reports often require dealer signatures, dealers reluctantly cooperate to save face, but they are secretly angry. Because the company can't learn the true market situation, it can't make beneficial decisions, ultimately affecting dealers' interests. Also, paper can't wrap fire; the company will eventually learn the truth, losing trust.
We must never be like the boy in 'The Boy Who Cried Wolf', ruining ourselves with lies.
The above 'Eight Prohibitions' can be summarized in a 24-character 'Three Character Classic': 'Be loyal, strive for progress, be self-disciplined, pay attention to details, keep promises, communicate diligently, emphasize coordination, and avoid exaggeration.' If regional managers do these 24 characters well, they will create a good interpersonal atmosphere with dealers and the company, achieving twice the results with half the effort and creating excellent performance.
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