Introduction:

A few years ago, during an internal training session for marketing supervisors (directors, managers, and assistant general managers), when I was discussing the section on marketing management, I wanted everyone to share their years of management experience, and while sharing with colleagues, we could summarize some valuable experiences to promote. So, I posed a question (considering the large regional differences, I made the question quite broad): How do you manage salespeople effectively in your daily work? I hoped everyone would speak freely, open their minds, and achieve true exchange, laying the foundation for improving supervisors' quality. Unfortunately, and to my great surprise, none of the six groups' answers at the scene were satisfactory! A manager with very rich business experience, because he couldn't smoothly state his and his group's views, a big man was stammering and blushing! Why were the discussion results so unsatisfactory? Because the core of all answers was: manage well, ensure assessment and incentives are in place, and dismiss salespeople if they are not competent! It is said that as a subordinate, one must gain the trust and support of superiors, because supervisors have certain power in managing employees' daily work, evaluating their performance, and influencing their growth and promotion. In modern management concepts, it is increasingly emphasized that a supervisor is not just a manager, but also a service-oriented person who serves employees, prepares the ammunition and logistics needed for frontline battles, boosts employees' confidence, and allocates employees reasonably. This is not only for corporate leaders, but also has new significance for frontline grassroots managers. Often, if employees are diligently developing markets, contacting clients, visiting terminals, and solving market problems on the frontline, while the supervisor sits in the office leisurely, reaping the benefits, and only calls to ask: "How are sales going? Hurry up! If you don't complete the task this month, see how I deduct your salary!" This can cause great resentment among frontline employees. If the supervisor also treats employees unfairly, it is very likely to make employees lose confidence on the frontline, feel dejected, and even slack off or become demoralized! Therefore, how business supervisors earn the trust and support of their subordinates, thereby enabling employees to maximize their initiative, is a very important topic in marketing management. If supervisors only use their power and manage (I would rather say "handle") subordinates with a superior attitude, they cannot gain employees' trust and support. A supervisor is not just a "handler" of things, but should take on several important roles. 1. Leader The term leader is different from the concept of supervisor. A leader is more of a successful role with personal charm that can convince and win over employees. A leader should first have strong business capabilities, a very open personality, and some valuable qualities as a leader (such as magnanimity, stability, decisiveness, wisdom, etc.), and may also have a unique history of success, allowing employees to feel the supervisor's shining and dazzling side. A leader's personal charm is indispensable. Even if your leadership style is not special or obvious, you should be a good organizer, enabling everyone to fully develop under your leadership, and let them reflect your value and highlights. This leadership style is not put on, nor can it be shown by loudly reprimanding employees. 2. Builder It is said that now is the era of teamwork, so the supervisor should be the builder and planner of a harmonious team. Team building requires the supervisor to plan well, lay the foundation, set up the structure, and let employees add bricks and tiles. For everyone to gather firewood, the supervisor must first light the fire. This requires the supervisor to brainstorm in daily communication, not just have a "one-man show." Whether in morning meetings or work meetings, employees should be encouraged to speak actively, open their minds, activate their thinking, and pool their wisdom, ultimately achieving a unified voice between supervisor and employees, not just the supervisor's own opinion. Why is outward bound training popular now? Because Chinese people have finally realized that without the power of the team, no game can be completed successfully! 3. Responsibility Taker Many supervisors only want to take credit for employees' good performance, but attribute all problems to employees. This is the most important reason for failing to gain employees' trust and support. Many supervisors are unwilling to take responsibility, and ultimately they remove themselves from their positions. Supervisors must not be selfish; this is fundamental. For the sake of their own official hat and bright prospects, they end up ruining their future. If a supervisor is not someone who dares to take responsibility, they can only be a despicable person despised by employees. Water can carry a boat, but it can also overturn it; this is an eternal truth. Some supervisors, when reporting to leaders, if asked why this or that problem occurred, often do not admit it is their management failure, but may say it is due to employees' poor execution or other reasons. In fact, at this time, even if employees don't hear it, the leader, seeing a supervisor who dares not take responsibility, will mentally mark an "X" for the supervisor's poor performance! 4. Pioneer Who Leads by Example Why is a grassroots supervisor needed? Besides the need for certain management functions in an organization, there must also be a role model. The supervisor is the best candidate for the pioneer. If a supervisor proposes a plan or jointly plans one with everyone, and can lead by example, then employees will no longer be hesitant or timid, but will follow the supervisor closely and get things done well. From a psychological perspective, this is also a way to encourage employees. 5. Brother and Friend Supervisors should frequently communicate with employees on business and emotional levels. There is always a distance between people, but only communication can reduce or even eliminate it. In the role of communication, besides being a superior, the supervisor has many important roles such as "friend," "brother," and even "parent" (Why was there the saying "parent official" in ancient times? Because just being an "official" was not recognized by the people!). There is no inherent hierarchy or distinction between people; only the content of what they do may differ. The relationships between people, such as brothers or friends (of course, also comrades-in-arms, classmates, etc.), are the most intimate and conflict-free. Therefore, if supervisors can lower their posture and get along with subordinates as brothers or friends, they can gain more support from employees. 6. Orchestra Conductor Where there is a supervisor, there is an organization, and an organization needs a coordinator. If a supervisor does not see themselves as an "official" but as an orchestra conductor, letting employees perform their respective duties, and letting them do their own things well within the organization, then a great symphony can be played! In this orchestra, there is no solo, no solo singing, and no administrative leader. The supervisor also has to play the role of conductor. 7. Not Only a Leader of a Publicly Recognized Organization, but Also a Supporter or Initiator of an Informal Group After Work Many supervisors take their "official position" very seriously. In fact, being an enthusiastic supporter or initiator of informal groups can better establish a good image. For example, being the initiator and player of a basketball team, a drummer in a small band, or a participant in a weekend outing. At work, sometimes because of assembly-line processes, it may not bring about emotional connection, let alone build a trustworthy or supportive image. Therefore, private informal activities can better allow supervisors to showcase their strengths in many aspects, or give employees a very real other side, thereby shortening the distance between employees and supervisors. 8. Guide for Employees' Future Development Employees all need to develop. In this regard, supervisors must provide guidance and direction, intentionally or unintentionally. Caring about their future is also a supervisor's responsibility. "If an official doesn't act for the people, he might as well go home and sell sweet potatoes!" In fact, as a grassroots supervisor, one should have the positioning of a "seven-grade sesame official," the broad-mindedness of "sharing joy with the people," the magnanimity to be a stepping stone, the courage to be a "waiter," and the ability to play multiple roles! A grassroots supervisor is the "waist" above the "feet" (frontline employees) of an enterprise! }