Preface: In mid-April this year, I was assigned by the group headquarters to work in the Beijing branch for an extended period, where I first met Z, the general manager of the Beijing branch of the group's product specialty company. During these two months, I had the opportunity to attend multiple branch business meetings and general meetings. Through these meetings, I identified and summarized the taboo phrases Z used in his daily management. These phrases often occurred unconsciously, but if not addressed and corrected, they could lead to a loss of control. In fact, Z was transferred back to headquarters in mid-June, ending his eight-month tenure as branch general manager. While this was partly due to declining sales performance, and could be simplistically attributed to the SARS crisis, I believe his failure in managing branch employees was also a significant factor. Therefore, I have extracted some of Z's more "classic" management taboo phrases to serve as a reminder for sales managers in the industry.
"I am one of XX's people" – Team building issue: This was a statement Z made in many public or private settings, referring to senior executives G and J at headquarters. He intended to convey that he was personally recruited and mentored by senior leaders, providing him with backing for his actions. However, he failed to realize that such blatant "factionalism" easily caused resentment. Since there were other senior leaders at headquarters, this statement, once heard by them, could put him in a difficult position. Indeed, several of his direct superiors heard about his remarks, which had a profound impact on his later transfer. As a marketing branch, being relatively isolated, teamwork is essential. As the saying goes, "To correct others, first correct yourself." If a sales manager's factional intentions are obvious, it is hard to unite the team.
"Do me a favor" – Employee relations issue: This was a phrase Z often used in business meetings to gain support. However, normal work arrangements are part of daily management, not a matter of "doing favors." If task assignments are tied to "face," it turns official matters into personal relationships. If relationships are good, everyone may comply, but if they sour, it becomes difficult to enforce. Moreover, many sales managers inadvertently maintain personal relationships with subordinates, but these are costly and fragile, leading to a trap of trying to please everyone. In business, it's said, "No permanent friends, only permanent interests." Similarly, in manager-subordinate relations, a strong team is built on shared interests. Focusing on interests can foster team spirit, while relying on personal relationships will exhaust the manager.
"Work hard here, and after the peak season, I'll promote you to deputy manager" – Motivation issue: This is not only Z's phrase but also a common encouragement from many sales managers. With increasing sales pressure, managers are anxious during peak seasons, focusing on performance. To deliver results, they often encourage employees, sometimes with special incentives. But such incentives often come with unspoken material rewards, which is an extreme form of motivation. A classic joke contrasts two leadership styles: Nationalist officers say "Charge!" while Communist officers say "Follow me!" This one-word difference shows two leadership levels. As the saying goes, "Revolution is not a dinner party." A sales manager should lead by example, studying policies and planning strategies, not just telling others to work hard. Otherwise, subordinates will resent it. Also, many managers make promises like "Work hard for 100 days, and we'll go on a trip," but often forget after the peak season. Failing to fulfill promises or unfair reward distribution can lead to rebellion among subordinates, endangering the manager's position.
"You must do well, or I'll fire you all" – Sense of urgency issue: Z made this remark at a dinner to several new college graduates. He wasn't serious, intending to instill a sense of urgency, but the effect was opposite. They later said, "He just scares us with threats of firing, but never helps us improve." This is typical "destructive criticism," like a mother saying, "If you're naughty, I'll abandon you." But we know mothers love us, and as children, it was a warning. However, for adults, this approach is unwise. A good sales manager should help subordinates, especially new hires, analyze the market, set realistic goals, and outline steps, building confidence. Then, the sense of urgency comes from within, as they fear failing you.
"XX is our key performer; no one should upset him" – Key employee issue: Z made this warning in an informal meeting, referring to C, who contributed over 60% of sales. While every company has key performers, singling one out shows disrespect to others. As the saying goes, "Red flowers need green leaves." Company performance relies on everyone's efforts. A good manager must treat all employees fairly, as "the back of the hand and the palm are both flesh." Sales areas vary in potential, and tasks should be allocated based on indices, with resources possibly tilted toward high performers, but everyone is equal in dignity. Any favoritism will lead to complaints about unfair territory division, affecting performance.
"Wait a few more minutes for XX" – Punctuality issue: This was Z's most common phrase in meetings, referring to C or L, another employee with whom he had conflicts. In marketing, "Time is money; punctuality is efficiency." A manager's punctuality in meetings reflects their efficiency. Z often scheduled meetings but arrived late, then waited for others, causing frustration. For example, he'd call a 9:30 meeting, arrive at 10:00, find some left, then wait for C or L, who often came late. He'd get angry, but by 11:00, when everyone arrived, he'd say, "I planned to discuss three issues, but now only two." During meetings, C's phone would ring, and he'd leave to answer, and L would leave for business and not return. Z never addressed these disruptions. His authority was undermined by a few employees. By being late himself, he lost credibility, and making the majority wait for the minority is a major meeting taboo.
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