If you hate him, let him be a field worker, let him endure the loneliness of being away from headquarters; if you love him, also let him be a field worker, because it can turn him into a talent. As representatives of the enterprise, special envoys, and advance troops, our field personnel cultivate the vast land of the enterprise. Everyone knows that for an enterprise to develop, operating only at its doorstep is not enough; going out will lead to a better future. But how to go out, and who goes out first, are our regional representatives, regional managers, etc., whom we collectively refer to as field personnel here. But precisely because they have gone out, the difficulty of enterprise management increases, and at the same time, many of our field personnel also relax their self-discipline and self-regulation. Always remember, no matter where you are stationed, you are a person of the enterprise, you represent the enterprise, so we must always remember the field personnel's: Three Disciplines and Eight Points for Attention. Discipline 1: National laws and regulations As a citizen of the country, we must first uphold and abide by the national laws and regulations, and be a law-abiding, socially responsible citizen. This requires that we must not harm the interests of the state and the collective for our own private interests, must not evade taxes, and must not provide counterfeit or substandard products to consumers, harming their interests. We must not engage in illegal activities; this should be the stance of the enterprise, and also your stance. Discipline 2: Business practices As the saying goes, every country has its laws, and every trade has its practices. Field personnel, as business practitioners, must also abide by such business practices. Not all business activities of a field worker can be monitored by the enterprise. You must not deceive your customers and distributors through cheating and swindling. The way you treat your customers, they will eventually treat you the same way, and this is certainly not a means to maintain the long-term development of the enterprise, nor is it a way to establish your own value and prestige in the industry. Discipline 3: Enterprise norms You are a person of the enterprise; it is the enterprise that provides you with this stage, and it is the enterprise's stage that enables you to realize your value. You must abide by all legitimate norms of the enterprise. The so-called "the general outside may refuse orders from the emperor" is only valid when it is truly for the market. And often such situations arise because you have not effectively communicated the specific market conditions with the enterprise. Without rules, nothing can be accomplished. If you do not abide by the enterprise's norms, and others do not either, then the enterprise will not be a team. At the same time, if the enterprise also abandons such norms, how will your interests be protected? In fact, you abide by them for your own living environment and for your own interests. Point 1: Keep promises As social beings, not just field personnel, keeping promises is something we must achieve. Credibility is the foundation of your social activities. Without this foundation, if you do not maintain your credibility, how can you ask your customers and distributors to maintain their credibility before you? Our field personnel must have their own authority, so we cannot easily make promises, especially things beyond our authority. Once you make a promise, you must find a way to fulfill it; otherwise, do not make any promises at all. Once a promise cannot be fulfilled, the credibility you have painstakingly built will be completely lost. Point 2: Sincerity If you want customers and distributors to be sincere to you and reflect the most authentic side of the market, you must first treat your customers and distributors sincerely. The so-called "to take, you must first learn to give" is this principle. When our distributors raise problems that you or the enterprise cannot solve, do not try to muddle through; you can frankly explain our difficulties to the distributors. Your sincerity may gain greater support from the distributors. Point 3: Do not resort to any means Our field personnel generally shoulder a certain mission, either to secure orders or to complete sales targets. This leads some field personnel to resort to any means to complete tasks. Some field personnel, in order to complete tasks, instigate distributors to engage in cross-regional selling (channel stuffing) to complete their own tasks, but distributors will simultaneously think about how their own interests are protected, and whether other personnel will cross-sell into their region. Point 4: Do not take a needle or thread from customers Some distributors, in order to gain more benefits from our field personnel and obtain more support from the enterprise, try every means to please our personnel. Remember, "if you take something, your hands are short; if you eat something, your mouth is soft." You must never reach out; if you do, you will be caught. Any small favor from distributors may be aimed at a specific purpose. Once you accept it, you will pay more for it. Moreover, this is also not allowed by any enterprise. Point 5: Manage yourself As a field worker, you may not need to rush to clock in every morning; as a field worker, you may freely arrange your rest days. Such things are not new among our field personnel. But it is often this laziness and casualness that makes you slack off, lose passion, and lose fighting spirit. If you were placed back in the office, you would feel the trivialities suffocating. Our field personnel must learn to manage themselves, set plans and goals for themselves, and set work and rest schedules. Point 6: Think and act like a boss Although our field personnel are only employees of the enterprise and subject to many constraints and restrictions, you are actually the highest leader of the region you are responsible for; you are the boss of that region. You should think like a boss about how to develop the market, how to protect the interests of the enterprise, and how to reduce the operating costs of the region. You should also act like a boss, treating everything as your own business, and not say, "I will only do what the enterprise has stipulated; what is not stipulated but should be done, I can do or not do." Only by thinking and acting like a boss will you gain the initiative. Point 7: Train your team awareness Many field personnel must be able to work independently, and many things in the region are solved by their own abilities. This situation makes many field personnel forget their team and forget that they have a strong team behind them as support. Your good methods should be spread to your team, and you should maintain the stability of the surrounding market. You should also cooperate with the promotional activities of the enterprise's planning department, and cooperate with the financial department's accounting, etc. Do not think you are not a village official just because of your outstanding performance. Point 8: Action is above all Many field personnel return to the company at the end of the year. If their performance is not ideal, they will find many excuses to prevaricate and find reasons to shirk responsibility, as if they have been wronged by the enterprise. Of course, some enterprises have fallen into a misunderstanding in assessing field personnel, which is performance-only, and if there is no performance, they will be killed with one blow. But action has the most say. If you have acted and not achieved good performance, at least it proves that you have made efforts, and you do not need to explain anything. Your customers and distributors will testify for you. In fact, a qualified field worker has many more three disciplines and eight points for attention. Many are difficult to summarize in words, but one thing is certain: everything you do is reflected in everyone's eyes. It should not be wrong to demand yourself according to the standards everyone expects. 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