Four Misunderstandings Of Dealers

At present, most of the distributor management teams in China are composed of family members. This kind of team tied by family ties has obvious deficiencies in management.

Quite a lot

Use "staff" as "husband"

Many dealers want employees to work as hard as they do, but this is only the wishful thinking of dealers.

Because there are essential differences between the boss and the employees in the distribution of their status and interests, neither the working style nor the work attitude can be exactly the same.

The husband can work overtime without compensation, but he can not take a vacation a year, but these are impossible for employees.

Dealers want employees to do things according to their husband's mode. They are both immature and unrealistic.

Use "relatives" as "confidant"

Relatives can be trusted, but confidant is not necessarily a relative. If a trusted person comes from a relative, then the mechanism of this enterprise is to use only relatives.

But "safety" does not mean "omnipotence". "Reliable" people are not equal to those who are "usable".

If the way to promote and reuse talents is to make relatives and outsiders first, this will not only lead to low intelligence leaders, but also drive away capable employees.

The promotion of talents depends not only on "loyalty" but also on "middle use".

Therefore, it is not wrong to reuse relatives. The wrong way is to reuse a non "Chinese" relative. In reality, many cases show that relatives are not necessarily loyal, and the loss of relatives betrays more often than outsiders.

It is not easy for a dealer to find talent. Suddenly he discovers a talented person or digs a talented person from his competitors, so he can't wait to leave everything to the person. He hopes to solve all the puzzles encountered in the operation, but the result is not to "waste" the talent, but to fly the talent.

In fact, a person's prominence in some aspect does not mean that he is also excellent in other aspects. For example, he who sells will not necessarily manage. He will not necessarily invest in training.

Therefore, it is the best view of the enterprise to employ people, avoid people's shortcomings, seek perfection and seek talents.

In reality, most dealers think that "foreign monks are good chanting classics", and those who are excavated are more efficient than the current ones.

According to the survey, 80% of the talents of an excellent enterprise are trained by themselves, especially in core jobs.

By digging people to solve the problem of shortage of talent, it can only be temporary emergency, long-term dependence is not feasible.

If an enterprise can not effectively solve the problem of cultivating talents and retaining talents, even if we dig the best talents, we will only end the end of the chicken flying eggs.

Therefore, establishing a mechanism for training and retaining people is the right way to solve the human resources of enterprises.