Age: The key to regular rounds

An entrepreneur in Hangzhou, Zhejiang province, asked

How to control the princes of the branch

I am a health care products company's general manager, at present the company in more than 10 provinces in the country set up 1788.html "> Branch." The particularity of the health products industry determines the early development of the company, the local branch to have a strong determination, but now the result is the sales of the branch general manager is like a princes, difficult to manage. Now, I want to be able to strengthen control, where to start to solve?

VANCL (http://www.aliyun.com/zixun/aggregation/7113.html "> van") founder and president of Aging answer

"Regular rounds" are key to picking people

The general manager of a branch must be a person who has been selected and nurtured by the CEO and has stayed at headquarters long enough. Even in the local selection of talent, but also in the company enough Yinianbanzai sent to serve

Some time ago, I have been reading Peter Drucker's book, he said, "Do not let new people to do things", which actually makes sense.

Specific to the branch management, my point of view is: First of all, sent to the people must have been around me for a period of time, the people who are aware of, such people carry out the ability to guarantee. For example, I would like to set up a branch in Shanghai, local to find a person in Shanghai to do general manager can? I feel bad, maybe his ability is very strong, but if he goes off, who can not control will be very troublesome, so, vancl each branch of the general manager, I will generally choose a department director level of the past to do.

You must think clearly, these branches of the general manager is not alone to start a business, the company's resources support must be very important. Can you do it by yourself alone? Maybe, but I would have thought it would be a strange thing if I had done it very successfully. There are lessons in this, because only at headquarters to stay long enough to have a more in-depth knowledge of headquarters resources, if sent to the general manager of the headquarters of the resources are not very understanding, it is not easy to redeploy the company's resources, it is not easy to do.

As for the said, "The general manager of the branch is like a princes difficult to manage", I think the root of the problem is your previous selection. I can think of the solution is to open the General Assembly immediately, the general manager of the branch to establish rules, set up a "regular rotation" system, in front of all the rules of equality, not for you Shanghai, nor for you in Guangzhou, 30 branch managers are targeted at 30 people. And, 30 people can change, you can not be so anxious, or wait until a year results out of the time, the strongest people to change to the toughest place to see if he can make the performance of that place better? I think that "regular rotation" is the best solution to the "respective princes".

My experience tells me that the market environment is different in every place, and the consumer's perception of the brand is different. Youngor's shirts are sold well in Tianjin, not in Shanghai, Vancl in Tianjin, but Shanghai is doing well. The style of each city is different and cannot be measured by a standard. Branch of the success of the individual ability of the composition, but not absolute, you have strong ability, Shanghai can do well, then transfer to Tianjin branch to do.

You have to study the psychology of these branch managers, some people want to stay in Beijing, the conditions are not difficult, some people want to stay in the hard place, can be independent when the king, my rule is that all branch managers have to shift. The advantage of the rotation is to train the branch manager's "Bigger Picture". I used to be associated with more training, Lenovo always put the senior administrator of the "General situation" training in the first place, "The general picture" is in the "rules" of the premise to talk about the management of branch managers must have rules, and this rule to everyone.

In fact, is not only a branch, the management between departments is the same truth. In technology companies, the technology department may be more difficult to manage, it doesn't matter, my supervisor is also a year change. You have to know that when the size of the company is big enough, it must be managed.

Lenovo founder Liu once said that in the past, for the core executives, a look at the attitude, the second look ability. The rule is to determine the attitude, the attitude here is that you set the rules, you must abide by the rules, such as the rules that you can not drunk driving, everyone drunk driving I have to win, no special circumstances, this is my character.

Similarly, if the "regular rotation" is my rule, you do not have the right to move is directly against my rules, then you must leave. I think the assessment of a person is the first attitude, and then the ability, the company after the size of the big picture, the ability of the people will be destructive molecules.

Source: "Entrepreneur" magazine