Very easygoing—just push everything onto Sales. Since everyone is only “helping” the Sales Department, do it when you feel like it, and if you don’t, yell at Sales and tell them to figure it out themselves.

If Sales has too many problems, just call them idiots.

Who told the customers they’re Sales’ responsibility? Who told Sales to sell the products? What does that have to do with us? We don’t have to face the customers, and we’re not the ones getting yelled at. We don’t have sales-performance pressure either, so it’s enough to collect a paycheck while doing as little as possible.

It’s basically just a Taiwanese company. After all these years, there are only two months of year-end bonuses and no profit sharing. Sales works themselves to death, while other departments think they’re merely “helping” Sales (then why hire them at all? Sales might as well do everything themselves).

There are also managers who only know how to undermine their own people, teaming up with managers from other departments to bully employees in their own group. No wonder people keep leaving even though the headcount is already so low; efforts by other team members to retain them are useless.

Especially the manager of a certain department: whenever there is a customer complaint they can’t resolve, they tell Sales to stop doing business with that customer, as if they were the boss. Sales has to get their approval even to ask a question; if they can’t answer, they criticize the question as “low-level,” or even call people idiots. They can even choose which Salespeople they will or won’t help. The boss told them to fully assist Sales in resolving problems—do they treat that as a joke? Did the boss hire them to undermine Sales?

During meetings with customers, this manager needs an interpreter because they can’t understand English. They also can’t answer customers’ questions in English, yet they lash out at Sales—is this a case of taking their embarrassment out on someone else?

The customer said there was a problem with direction A, but this manager insisted that Sales give the customer a report revealing that the real problem was with direction B. Is their judgment really that poor? Is this their first day in the workplace—publicly exposing their own weaknesses?

They always think from the supplier’s perspective, telling Sales not to bother the suppliers, as if they had forgotten whose payroll they are on.

Or are the suppliers paying them too?

They are best at privately making trouble for Sales, acting obedient in front of the boss, and using their position to pressure Sales—then forgetting that they aren’t the head of the Sales Department.

The boss should take more seriously the problem of certain senior managers using the hierarchy to bully others and should discipline them instead of letting it continue.

Understand and fully support the difficulties faced by frontline and new employees. If the company wants reform and new talent to join instead of continuously losing staff, and wants to stabilize morale, it must deal with these senior managers who say one thing and do another.

They should understand the importance of sharing benefits. Sales should have shared performance incentives. Times have changed, and if the company wants young new talent to join, it should improve its benefits and workplace atmosphere.