Many distributors report that after finally recruiting a few new employees, they quit within days, and even those who stay develop many bad habits. Why is this? Many distributors are deeply troubled. Due to work reasons, the author contacts a large number of distributors every year and finds that most distributors cause the above problems for the following reasons: First, some companies adopt a unified training method for new recruits. They believe that unified training is more economical than individual training, so they conduct centralized training for convenience. Collective training for new employees can only teach them some general knowledge and give them basic experience, but because this training is not conducted in a working state, it cannot directly teach them how to work. Even if collective training is comprehensive, because there are many trainees, it cannot correct each person's bad behavioral habits and ways of thinking. Second, some companies assign new employees to department heads or veteran employees for training. However, because department heads and veteran employees are busy with their own work, they often only assign trivial tasks. For new employees, being told to "do this, do that" is like doing odd jobs. Since they are not properly taught and are left to their own devices, new employees will "do as they think; if they follow their own ideas and fail, they easily lose confidence, thus hating the job and quitting within days. Even those who stay unknowingly develop many bad habits, which will cause trouble in the future." Third, some companies assign new employees to department heads or veteran employees for training, but these mentors themselves are problematic employees who speak carelessly in front of new employees. Since new employees are like blank slates, they have no defense against bad behaviors and ideas, resulting in them quitting after a few days or becoming problematic employees themselves. So how should distributors "cultivate" new employees? First, let's understand what "cultivation" means. So-called cultivation is changing new employees' habits, abilities, and attitudes. If the new employees' "habits, abilities, and attitudes" do not change, then it is not "cultivating new employees." The "change" here, of course, means guiding new employees toward better development. Cultivation is changing the other person. First, correct bad habits. Correct their bad tendencies and behavioral habits until they are rectified. For example: lack of communication, poor team awareness, neglect of timely reporting, etc. These bad habits are numerous. Generally, new employees do not know these behavioral norms; you need to teach them all. If they don't learn, repeat teaching until they can do it naturally without thinking. When they are new employees, they can quickly grasp these behavioral norms. As time in the company increases, the process of correcting bad habits becomes slower. What's more regrettable is that when they become backbone and leaders, due to lacking these essential qualities, they lose trust and become isolated. Even if they are very capable, they cannot exert their abilities and will not be welcomed by everyone. Many problematic veteran employees in companies today are produced this way. Second, change abilities. From the day new employees enter the company, give them opportunities to develop abilities. That is, what they couldn't do last week must be done after this week's training. Within the shortest possible time, let them gain confidence and a sense of achievement. In addition, new employees hope for salary increases every month, so they must continuously master new knowledge and skills. The standard for judging whether they have mastered new abilities is "whether they are confident and whether their superiors recognize them." Third, change attitudes. Changing attitudes refers to whether their way of thinking and work attitude have changed. For example, some people used to work without any plan, just charging ahead, but recently they have become good at preparing in advance and have made detailed plans; some people used to hesitate when encountering unfamiliar tasks, saying "I can't," but recently they have become proactive in facing challenges. If we understand "cultivating new employees" as "changing new employees," we will clearly know whether we are "cultivating new employees." Now ask yourself, "Is your company cultivating new employees?" Methods for cultivating new employees Every new employee enters the company full of hope. They have no social experience and learn quickly, but they have no defense against bad behaviors and ideas. Like a blank sheet of paper, these new employees start a new life in the company. They will be influenced by the superiors and seniors they first meet. Whatever kind of people those superiors or seniors are, they will become like them. Therefore, be cautious when choosing the "cultivation" mentor for new employees. After selecting a good mentor, the specific cultivation steps are as follows: Step 1: Show new employees how to do it. In principle, demonstrate the work to them. For example, when visiting clients, let them observe how you post promotional materials, do product displays, and your communication methods and skills with clients. After returning to the company, answer their questions. Step 2: Let new employees do it. When they grasp the essentials, accompany them to visit clients and let them play the "leading role." Step 3: Evaluate new employees. Praise and reward what is done well, repeatedly remind and help them correct mistakes in work, and praise them after correction. For example, if an employee has 3 or 4 problems at work, adhere to the principle of "correct one at a time," that is, after one problem is corrected, move on to the next. Step 4: Open new employees' hearts, listen to all their worries, and give constructive advice. Because new employees are nervous in a new environment and encounter many problems, some may feel depressed and troubled. Therefore, outside of work, communicate with them as friends to keep them energetic and motivated. This method is very important; it allows new employees to quickly experience the joy of work, enhancing their confidence and sense of achievement. If you let them do as they please, they won't know the methods and will fail, easily losing confidence, feeling that work is boring, and thus quitting due to frustration. Even those who stay will unknowingly develop bad habits, causing trouble in the future. The order of cultivating new employees—first accuracy, then speed. When training new employees, if the initial stage of "show, let do, evaluate, open heart" has passed, the more important thing is to make them do things accurately and correctly. In the initial stage, do not require speed or quantity. Requiring new employees to work fast from the beginning is a heavy burden because it sacrifices accuracy, making the work meaningless. In the initial stage, focus on accuracy; it's okay if they are slower. Once accuracy is handled, then require speed. Guide them on how to handle problems to achieve more quantity, with increased quantity premised on ensuring accuracy: when their speed reaches a certain level, gradually assign them some senior work, and new employees will become independent and qualified. First require accuracy, then speed, to do better. This is the "basic of cultivating new employees." In summary, cultivating new employees requires "agricultural thinking": plowing and watering so seeds sprout well, shielding young seedlings from wind, preventing them from setbacks when weak, and letting them grow into sturdy trees after experiencing storms. New employees growing into sturdy trees can make your company develop better and make your future brighter, but it requires long-term and arduous efforts. This article is excerpted from Teacher Shi Shunkuan's course "Distributor Team Building System." -END-