--- title: "Eight Taboos for Regional Managers in Personal Conduct" description: "Regional managers must first be upright in personal conduct before they can effectively manage business. This article outlines eight taboos in personal conduct that regional managers should avoid to earn the trust of both distributors and the company, thereby improving work efficiency and effectiveness." author: "游昌乔" publisher: "New Distribution" email: "zhaobo258@gmail.com" telephone: "+8615854817671" published: "2017-09-25" language: "en" canonical: "https://xinjignxiao.com/en/articles/eight-taboos-for-regional-managers-in-personal-conduct-fa68c4df/" markdown: "https://xinjignxiao.com/en/articles/eight-taboos-for-regional-managers-in-personal-conduct-fa68c4df.md" original_source: "https://mp.weixin.qq.com/s/2VYM_9yKW5xHWG4vexBv0g" translation: "https://xinjignxiao.com/zh/articles/%E5%8C%BA%E5%9F%9F%E7%BB%8F%E7%90%86%E4%B8%BA%E4%BA%BA-%E5%85%AB%E5%BF%8C-fa68c4df.md" attribution: "New Distribution — https://xinjignxiao.com/en/articles/eight-taboos-for-regional-managers-in-personal-conduct-fa68c4df/" usage_policy: "https://xinjignxiao.com/ai-policy.txt" --- # Eight Taboos for Regional Managers in Personal Conduct > Regional managers must first be upright in personal conduct before they can effectively manage business. This article outlines eight taboos in personal conduct that regional managers should avoid to earn the trust of both distributors and the company, thereby improving work efficiency and effectiveness. First be a person of integrity, then do the work. Personal conduct is an art, while work 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 distributors 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 taboos in personal conduct for regional managers. The taboos in work will be discussed in another article. **First Taboo: Discussing Company Issues in Front of Clients** Regional managers work hard outside all day, but due to different job content, the headquarters staff may not fully understand their situation, and some harsh systems or complicated procedures may make regional managers angry. In addition, due to overall considerations, some policies may differ from expectations, causing disappointment. If the market also encounters ups and downs, the internal pressure and grievances can be imagined. Despite these issues, they are internal contradictions, and regional managers must understand and tolerate them from a higher perspective, and never discuss company issues in front of clients. A regional manager from a well-known domestic body shaping company once came to our company to discuss cooperation. Initially, he showed the company's spirit, 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 long ago that this approach wouldn't work. To be honest, 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 distributors who signed contracts with me this time are doomed. Our company will go bankrupt within a year or two. To tell you the truth, the products in our promotional brochure are not even produced yet; we used other people's products and changed the labels for photos. Your company is strong, so let's cooperate and develop together." Needless to say, we definitely wouldn't do business with that company. And cooperating with that manager is absolutely impossible. Who would trust a general who defects at the critical moment? As the saying goes, "If you take someone's money, you should help them solve problems." He was using the company's salary and travel expenses to ruin the company's reputation. However, the boss and supervisor of that company should also reflect: why did the regional manager become so desperate about the company and attack it in front of a client he just met? And that manager should wake up: attacking your own company in front of clients not only harms the company and loses the recognition of distributors, but may also ruin your own career. Because loyalty is the primary moral quality required of a professional manager. If you are completely disappointed with the company, leave immediately, but as long as you are still with the company, you should be responsible for it. **Second Taboo: Getting Too Close with Clients** Because regional managers are stationed outside all year, far from the company and family, loneliness is inevitable. Some regional managers lack ambition and even play mahjong or cards with distributors and their staff, thinking they are getting along well, but in fact, it's the opposite. When I inspected a market in a certain region, the distributor complained in front of the regional manager: "Look at you, playing computer games during work hours, playing mahjong with my staff after work, where is your mind 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 early. I don't even have a chance to discuss issues with you. Moreover, because you set the example, the company atmosphere is ruined. People think that's how the headquarters staff are... We've invested so much..." Regional managers should understand that the fundamental bond between us and distributors is interest. The basic job of a regional manager is to assist distributors 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. When outside, regional managers should go deep into the market, not get too close with clients in daily life. There is no scenery in familiar places. To maintain your personal charm and professional quality, it is necessary to keep a certain distance from distributors. As a representative from headquarters, you should work twice as hard as the distributor's staff, setting a positive, dignified, sincere, and down-to-earth example for the team. A successful person must be able to overcome loneliness. Regional managers should make full use of all possible time to continuously learn and improve themselves. Only then will it be beneficial for the company's development and personal prospects. Of course, moderate entertainment is necessary, but never let it distract you from your goals. The confidence and determination of distributors come from the company's confidence and determination. If a regional manager is immersed in daily drinking and revelry, which distributor would have confidence and go all out to promote our products? **Third Taboo: Being Loose and Undisciplined** As a regional manager, you must be strict with yourself and show your professionalism in daily work. Regional managers are often in a "no-man's land": the headquarters is too far to manage, and distributors find it inconvenient to manage because "they are not our people." Therefore, regional managers have relatively free working hours and content. But some regional managers are too free. A regional manager in our company once did this: when his wife came to visit, he called the distributor and didn't go to work for five days; when he wanted to go to another place for study, he called the distributor and didn't go to work for a week. What's more, he had already arranged with the distributor and his staff that if the company called to check, they would say "he just went out," thinking he could fool everyone. But it turned out to be self-deception. The distributor later complained, "It's better if such a regional manager is not here." If a regional manager is so loose and undisciplined, spending time with his wife or going to study elsewhere, working sporadically without passion, how can distributors share hardships with us and fight together? I remember that Sanzhu Company had a motto of "three same": same inside and outside, same in sunny and rainy days, same with or without leaders. Regional managers should indeed take these "three same" as basic requirements. Only those with a high sense of responsibility and mission can achieve great things. If you just go through the motions, the final outcome will be like "flowers fall helplessly, and spring water flows eastward." **Fourth Taboo: Being Tempted by Small Gains** Some regional managers don't focus on doing the market well but instead scheme to claim expenses from the company. Last year, a distributor in our market called to complain: "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 distributors, and of course, the company wouldn't entrust them with important tasks. The impression distributors have of the company comes directly from whether the regional manager is a "gentleman" or a "petty person." Many distributors are skilled in socializing and very thoughtful in hospitality. As a professional manager, you should not be swayed by small gains and should be aware of what's happening. When I went to a market in Central China for research, since it was my first time, the distributor was very enthusiastic, booked a hotel, paid for the room, and when we went out, he paid for everything, and even quietly put the tickets and receipts in my pocket. I didn't say anything, but after returning to the company, I clearly marked the expenses borne by the distributor and then called the regional manager to warn him not to be swayed by the distributor's "thoughtfulness." Later, when the distributor came to the headquarters, we paid for his hotel according to the standard, showing that we didn't take advantage of him, and reciprocated. Because of this, the distributor trusted the company very much. When the market encountered setbacks, he still called to say, "As long as the company has confidence and determination, we will definitely follow. Because we absolutely trust your integrity." Another time in the northern market, I couldn't "pass the alcohol test" and was dragged out by the distributor and regional manager late at night. The next day, after sobering up, I quickly treated them at my own expense, because I knew I must not let them think I was a freeloader who enjoys eating, drinking, and taking advantage of others. From then on, I only drank ceremonially, no matter how much they urged, I remained firm and never overindulged. Because this is not only about my personal image but also the company's image. It's inevitable for regional managers to socialize outside. There is a saying in Central China: "Drinking style is work style, drinking capacity is courage, and the bottle is the level." In such an environment, it's impossible to stay aloof. But we must always be clear: in interpersonal interactions, stay sober, don't sell out the company and your own integrity for small gains, and don't be blinded by gray interests that lead to illegal activities. **Fifth Taboo: Making Blind Promises to Distributors** To encourage distributors to pay for goods or increase advertising investment, some regional managers may get carried away and make blind promises to distributors, which they can't keep, leading to a crisis of trust. Regional managers must clearly understand their responsibilities and rights, interact with distributors with neither arrogance nor humility, seriously consider their proposals, fully support them, but also remain calm in the face of accusations and excessive demands, explain patiently with confidence, and stick to principles. Never give distributors empty promises. Once, a regional manager, to facilitate a contract in the Northeast market, promised that if the distributor purchased 50,000 yuan of goods, the company would reimburse the round-trip airfare for two people. 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 make promises lightly, but once made, we must keep them. **Sixth Taboo: Not Communicating Proactively and Timely** Some regional managers are like kites with broken strings, free and unfettered (but the ending is dangerous). Apart from necessary reports, they often don't communicate with relevant supervisors and departments for half a month. This leads to poor information and emotional flow, and the company loses confidence in them. Since regional managers are thousands of miles away from headquarters, it's necessary to proactively report market conditions, personal insights, and experiences to the company at least once a week. This not only gives you a sense of belonging and support but also deepens the company's understanding of you, allowing you more freedom to perform. Frank, equal, unrestrained, and heartfelt communication will create a happy mood for work and life. Lao Mi's "happy football" theory is absolutely a universal truth. Happiness is also productivity. **Seventh Taboo: Being Arrogant and Self-Important** Every department in the company has its importance, and we must coordinate well with understanding. Some regional managers think they are bleeding on the front line, so they either speak harshly to HR, planning, customer service, or technical support, or shirk responsibility, leading to poor support from these departments. "Do not do to others what you don't want done to yourself." To earn respect, you must first respect others. Remember: only by sowing seeds in spring will you harvest in golden autumn. **Eighth Taboo: Reporting False Information** As frontline soldiers in the market, regional managers must report market conditions truthfully and timely. Some regional managers only report good news, not bad, and every report is rosy, but in reality, they lose battles repeatedly and sales decline. Hence the saying: "When making statements, they are bold; when reporting, they are smooth-tongued; when summarizing, they are nonsense." At the end of each month, when filling out performance reports, regional managers inflate the numbers to get commissions or look good. Since reports often require the distributor's signature, the distributor has to cooperate out of face-saving. But in fact, the distributor is angry inside. Because the company can't understand the real market situation and can't make decisions beneficial to the market, ultimately affecting the distributor's interests. Also, paper can't wrap fire, and the company will eventually learn the truth, losing trust in the regional manager. We must never be like the boy in "The Boy Who Cried Wolf": destroying ourselves with lies. The above eight taboos 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 frequently, coordinate well, and avoid exaggeration." If regional managers do these 24 characters well, they will create a good interpersonal atmosphere among distributors and the company, achieving twice the results with half the effort and creating excellent performance. **The 3rd (CFIC) China FMCG + Internet Conference** will be held in Chongqing in November 2017. The conference will closely focus on the theme "New Forces, New Ecology," inviting **1000+ distributors, 500+ brand owners, 200+ B2B platform founders, and 100+ investment and financing institutions** to jointly explore a new chapter of cross-border integration! **Core Topics of This Conference:** > * **How can the FMCG industry achieve new growth opportunities through B2B** > > > > > > > * **How to build a new supply chain behind new retail** > > > > > > > * **How can intra-city logistics help B2B achieve leapfrog development** > **Highlights of This Conference:** > * **The industry's first "2017 China FMCG B2B Industry Competitiveness White Paper"** > > > > > * **Case sharing of excellent transformation and upgrading distributors** > > > > > * **Conference + exhibition upgrade, Hall 6 Internet Technology Exhibition strengthens docking** > > > > > * **Alibaba Retail Link, ProLogis Finance, Eternal Asia Supply Chain, Best Store Plus, Yi Jiu Pi, Haiding, and other well-known enterprise leaders in various fields will give speeches and share pioneering views.** > **Registration is now open. Long press the QR code below or click "Read Original" to register.** Add friend and note "Conference Registration" Click the link below to review the first and second FMCG + Internet conferences: [2016 "FMCG + Internet" Summit Forum]() -END- --- ## Copyright and AI use This article is sourced from New Distribution. Search, quotation, summarization, and model training are permitted, but every use must credit New Distribution and retain the canonical source URL. Contact: zhaobo258@gmail.com · +86 158 5481 7671