If you do nothing, your subordinates will do everything; if you say nothing, your subordinates will have much to say; if you are incompetent, your subordinates will be very capable. What you need to watch is whether they do things right, not to compete with them for work. An organization has three levels: grassroots, middle, and senior, represented by three words: have, able, and empty. The grassroots emphasize having; for them, tangible and concrete things are most important. The middle level must be capable, so they need ability. When you reach the top, you must be empty. If you always have, you make it difficult for employees to work. If you are too capable, all your cadres will be helpless, so you must be empty. Input single-line subtitle Konosuke Matsushita, founder of Panasonic and known as the "God of Management," once felt troubled because many problems could not be solved, so he went to a temple to ask an old master. He said, "Master, what is management?" The old master picked up a teacup and handed it to Matsushita, saying, "Hold it." Then he picked up a teapot and poured tea into the cup until it overflowed. Matsushita asked, "Master, isn't the cup full?" The master said, "When you know the cup is full, you understand what management is." A cup is useful only when empty; if it is full, it is useless. So when you are a boss, you must always maintain an empty cup state to listen to others' opinions, accept your cadres' suggestions, and not be self-righteous. A person should always remember to empty themselves before they can take in more. So I have a few suggestions: 1You know, but you pretend not to know Only by pretending not to know can you get more information. If you know everything, what would your subordinates tell you? I once met such a general manager; everyone had no way to deal with him, and his subordinates were very troubled. His style was: when a subordinate wanted to talk to him, he would stretch out his hand; if you said one, he would press one; if you said two, he would press two. When you said the first sentence, he would say, "I've already seen this in the newspaper; nothing special." When you said the second, he would say, "I've known this for a long time." Could you continue with the third? If you said, "That's all," he would say, "If that's all, you can go." Who would want to talk to him? Even though what he said was true, not a word was wrong. When your subordinates are unwilling to talk to you, that is called lack of communication between top and bottom. In the I Ching, this is called the "Pi" hexagram. When heaven and earth do not interact, it is Pi, and Pi brings misfortune. "Pi" means blockage. We need to convey the feelings of those below to those above, and the intentions of those above to those below. Only with good communication can the company have vitality. In the future, when your subordinates want to tell you something, you should act as if it is amazing, as if you have never heard it before, and they will become more enthusiastic. But you must know, so you can discern and judge whether they are talking nonsense or telling the truth. 2You have the ability but pretend you cannot do it If you cannot do it, everyone will do it. If you can do it, everyone will let you do it, and you will be in trouble. For a boss, not doing things is not laziness, because you have too many things to do. You should do things that others cannot see, not visible things. What should you do? You should see how your subordinate suddenly has a Rolex watch; you should be surprised; that is your business. Chinese control is comprehensive and invisible. Many bosses see a subordinate wearing a Rolex and think, "How did he get this? Why does he wear this? Was it given or bought? How does he have extra money to buy a Rolex?" Then they see several managers all wearing Rolexes, and they become more nervous, thinking they are sharing spoils. That is what you need to pay attention to. So I told managers: "When you wear a Rolex, you must speak; you cannot stay silent." When I was a manager, if I wore a Rolex, I would definitely tell my boss in front of everyone. I would say, "I never knew I had a relative in Hong Kong. The other day he came from Hong Kong, and on our first meeting, he gave me a Rolex." Tell him it was not obtained through corruption; it was a gift. If I have not broken the law, he can rest assured. Is this necessary? Absolutely necessary. As a manager, you must be careful not to arouse your boss's suspicion; that is what you should do. You should not omit a single word that should be said, and you should not add a word that should not be said. In response to the requests of many distributor friends, this public platform's third B-end e-commerce inspection class will visit three platforms from July 9-12: Wanshang Yizhan, Yunbao Shangmeng, and Weijie Chengpei. Distributor friends who intend to transform can come with us for on-site inspection: Organization Form

  1. Company visit
  2. Actual market case visit
  3. On-site explanation
  4. One-on-one communication Participating distributor friends only need to pay a registration fee of 200 yuan. Time: July 9-12, 2016. Location: Changsha, Xiamen. Interested distributor friends can register by long-pressing the QR code below. When adding friends, please reply "Third Registration". Previous inspection enterprise cases: Yishang Logistics Model Inspection (Second B-end e-commerce inspection group Yishang Logistics) Caiba Model Inspection Jinhuobao Model Inspection Beiquan Model On-site Inspection Piduoduo Model On-site Inspection -END- The best FMCG distributor learning platform in China Focusing on providing professional, practical, and applicable tutorials for enterprises and distributors Committed to helping Chinese FMCG distributors grow rapidly The most professional and practical knowledge base in the FMCG industry Reply with the red number below to get corresponding content Reply with number 1 to view the complete knowledge base | 001 Excellent article selection | 002 Distributor market operation | 003 Terminal visit management | 004 Sales supervisor skills | 005 Sales improvement techniques | 006 Channel expansion | 007 Managing distributors | 008 Distributor development | 009 Distributor internal operation management | 010 Team management | 011 Efficient distribution skills | 012 Sales manager's eighteen skills | 013 KA operation methods and strategies | 014 First lesson for new salespeople | 015 Internet, brands | 016 Distributor B2B transformation | [Long press QR code to follow]