---
title: "Regional Manager, What Should You Do?"
description: "When salespeople encounter various problems in the market and seek support from their regional manager, the regional manager often lacks independent thinking, simply relaying issues to superiors and passing down instructions. This article defines the role of a regional manager, outlines key work priorities, and highlights behaviors that make them unpopular with subordinates."
author: "戈军珍"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2017-08-18"
language: "en"
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---

# Regional Manager, What Should You Do?

> When salespeople encounter various problems in the market and seek support from their regional manager, the regional manager often lacks independent thinking, simply relaying issues to superiors and passing down instructions. This article defines the role of a regional manager, outlines key work priorities, and highlights behaviors that make them unpopular with subordinates.

**Introduction:**
When salespeople encounter various problems in the market and seek support from their regional manager, the regional manager often lacks independent thinking, simply relaying issues to superiors and passing down instructions to the sales team.

**I. Role Positioning of the Regional Manager**
In an enterprise, every position should have a clear role definition. The regional manager's role is defined in the following five aspects:

**Manager.** The regional manager is first and foremost a manager. The primary function of this role is to manage the sales personnel within their designated region.

**Figurehead.** When conducting negotiations, communications, or even managing clients within their region, the regional manager acts in the name of the "company," exercising authority on behalf of the enterprise.

**Coach.** The regional manager must serve as a "coach" to their subordinates. The main responsibility of a "coach" is to help subordinates grow through two primary means: "teaching" and "training."

**Executor.** The regional manager is also a subordinate. As a subordinate, it is perfectly normal for the regional manager to execute various tasks assigned by superiors.

**Communicator.** The regional manager communicates with four main parties: superiors, subordinates, clients, and peers at the same level.

**II. Key Work Priorities for Regional Managers**
Despite the many "roles" a regional manager plays, their work should focus on the following key areas:

**Team Building.** Building a strong team is undoubtedly the top priority for a regional manager. This includes: coaching team members' development, performance coaching, and team member management. In some companies without a dedicated HR department, the regional manager may also need to handle recruitment of sales personnel.

**Market Development.** This mainly refers to market planning, channel planning, decomposition and implementation of sales actions, and execution of service plans within the designated region.

**Performance Management.** Achieving performance targets set by the company through various means, such as sales revenue, sales of core products, channel development goals, and terminal development goals.

**Process Management.** The regional manager must implement process management effectively. This involves guiding and supervising sales personnel to carry out their work according to basic sales actions and reasonable sales processes, not just focusing on results.

**III. Regional Managers That Employees Dislike**
Some regional managers are not well-liked by their subordinates. Behaviors that make them unpopular include:

**No Coaching, Only Scolding.** The regional manager lacks specific, feasible coaching methods or plans for employee performance, and instead resorts to scolding employees whenever they fail to meet targets.

**No Support, Only Supervision.** The regional manager provides almost no support for employees' work but is relentless in supervising them. Such managers are also unpopular.

**No Interaction, Only Passivity.** The regional manager does not foster a highly interactive working relationship with subordinates. Subordinates are forced to passively complete a pile of forms and reports. The issues reflected in these forms are never specifically addressed by the regional manager, who only demands that employees fill out various forms, nothing more.

**No Ideas, Only Message Passing.** When salespeople encounter problems in the market and seek support, the regional manager lacks independent thinking, simply relaying issues to superiors and passing down instructions. Such regional managers are unwelcome by both subordinates and superiors.

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