E-commerce bosses should stop believing in the saying “there will always be brave men under big rewards”. What you need is SOP and dynamic assessment!

E-commerceDon’t be superstitious about “there will always be brave men under great rewards”!

"There is always a brave man under a big reward." This sentence is regarded as the Bible by many bosses in the e-commerce circle.

But what is the reality? All the truly courageous people have fled, leaving only one lone brave soul – the boss himself.

Even a brave man may not come despite a huge reward

Many e-commerce bosses like to make empty promises.

"Brother, if you can achieve a million in sales this month, you'll get a 10,000 bonus!"

It sounded very ambitious, but at the end of the month, the performance was short by 100,000, and the bonus naturally disappeared.

Employees know that the so-called "generous rewards" are often just illusory mirages. Bonuses become "unattainable" candies that are not only unattainable but also heartbreaking.

It’s not that Yongfu didn’t come, but he was persuaded to retreat by “reality” a long time ago.

Because courage cannot be eaten, those who truly stay are those who can work peacefully within the system.

Small companies cannot afford to offer "big rewards" and cannot support "brave men"

Large companies can play the bonus game because they have the confidence.

Didn't meet KPIs? Just replace a manager and someone else will take over. With bonuses, the team can charge forward immediately.

But what about smaller companies? The moment performance fluctuates, the boss's heartbeat flutters. Bonuses haven't even been paid out yet, and cash flow is already drying up.

In this case, "generous rewards" are more like a way to vent anxiety rather than an incentive.

A brave man is not a machine that can pump up his energy. Without a sound process and a stable mechanism, no matter how much bonus he gets, it will just be fireworks, fleeting.

What really keeps people here is SOP and mechanism

E-commerce is not a war, it is a systematic project.

A team's combat effectiveness does not depend on passion but on process.

SOP (standard operating procedure) is the real "firewall".

For example: How does customer service handle refunds? How does the warehouse prevent missed shipments? How are prices adjusted during promotions?

These problems cannot be solved by "courage" but by "standardization".

With a clear SOP, even new employees can demonstrate 70% of their combat effectiveness in the shortest time.

When everyone knows what they should do, the team no longer needs to rely on "high rewards" to drive them.

Static assessment = chronic poison

Many companies like to set fixed KPIs, such as "sales must increase by 30% this month" and "return rate must be reduced to 1%."

sound科学, is actually a chronic poison.

The e-commerce environment is changing too fast.

Clear inventory this month, control profits next month, and perhaps rush to expose new products the month after that.

Asking your team to focus on fixed metrics is like asking a race car driver to always drive in first gear.

The assessment of key positions must beDynamic.

Indicators should be adjusted at any time according to business objectives.

Today’s “traffic warrior” may become a “profit guardian” next month.

This kind of flexible adjustment is the key to keeping the team vibrant.

KPI is not a bible, it is a navigation tool

Some bosses like to quantify everything.

Customer service must receive 300 orders, advertising must have a ROI ≥ 3, and the warehouse delivery error rate must be 0.

As a result, employees falsify data for the sake of KPI; customer service does not solve problems for the sake of "speed"; and advertisers are afraid to try new channels for the sake of ROI.

This kind of rigid assessment is like locking the team in an iron cage.

A truly effective assessment is like a navigator - it has a clear goal but allows you to choose different paths.

It is not to force people to meet standards, but to help people find the best route.

Use "dynamic assessment" to build a lively team

The core of dynamic assessment is not to change the rules frequently, but to let the team know: the company is moving and the direction is changing.

such as:

• This month's focus is on "cost control," with bonuses focusing on gross profit margin;
• Next month, the main focus will be on "grabbing exposure", with the indicator focusing on click-through rate;
• When the peak season comes, it’s time to prioritize conversion rate.

This adjustment allows everyone to "dance to the company's rhythm" instead of stepping on the wrong beat.

You will find that the team can work hard without high rewards.

Because they see the direction and feel needed.

Clear distinction between rewards and punishments is more reliable than generous rewards

Generous rewards are short-term incentives, while reward and punishment mechanisms are long-term activations.

Rewards should be timely and punishments should be fair.

Praise immediately when a job is done well, so that people feel their efforts are worthwhile.

If there is a mistake, point it out directly and don't leave any ambiguity.

This simple and direct mechanism is more powerful than "generous rewards".

Because what employees fear most is not not getting a bonus, but "not knowing what they did wrong."

The boss's courage should not be wasted on a huge reward

A true "brave man" is a boss who can stay sober in chaos.

Courage is not about spending money lavishly, but about having the courage to make rules and let the mechanism speak.

When you use SOP to stabilize the foundation and dynamic assessment to maintain vitality, the team will naturally get going.

At that time, you no longer need to shout slogans, offer high rewards, or cheer people up.

Because the system manages people for you.

Conclusion: The era of courage has passed, and the era of mechanism has just begun

The saying “there is always a brave man under a big reward” is outdated in the e-commerce era.

Today's competition no longer depends on "who works harder" but on "who is more systematic".

A company’s long-termism does not rely on passion, but on rules.

A clear SOP is the backbone of a team, and flexible dynamic assessments are the lifeblood of an enterprise.

When the skeleton is stable and the blood is active, the team will naturally be strong.

As for the "brave man"? He has long since evolved into a "wise general" who understands strategy, review, and mechanisms.

💡Conclusion: A word for e-commerce bosses: What you need is not more "brave men", but a system that allows ordinary people to win battles.