How to Manage "Bird People"?

〖What are "Bird People"?〗 In our daily lives and work, we always meet all kinds of people. If it doesn't concern us, we often joke: "It takes all sorts to make a world." If we are hurt by them, we might simply curse: "What a bird person!" And among colleagues, calling each other bird people is even more common. So, what is a bird person? Broadly speaking, it refers to someone who seriously deviates from the general behavioral standards of the public; narrowly, it refers to someone who deviates significantly from one's own behavioral standards. People's attitudes toward bird people typically manifest as psychological resistance and behavioral exclusion, leading to constant friction and seriously affecting the quality and efficiency of work in enterprises. People differ not only due to innate factors but also because of their different values. It is precisely these differences hidden deep in people's thoughts that determine their different attitudes, judgment standards, and behavioral standards toward the same thing, thereby leading to conflicts. When these differences are relatively large, conflicts escalate, and each side sees the other as a bird person. As a result, both sides see each other as bird people, and thus all kinds of birds exist. This is the reason for the saying "It takes all sorts to make a world."

〖How to Coordinate Bird People?〗 But then again, can an enterprise do without bird people? Actually, no. Especially when an enterprise grows large, it needs bird people with diverse personalities, specialties, and abilities. Without them, the enterprise would surely be stagnant, and even normal operations would be difficult. Most people who achieve great things are masters at using bird people. As an enterprise, especially one that has reached a certain scale, how should it make good use of bird people? This depends on the person and the situation. First, ensure the right person for the right job, leveraging each bird person's strengths, and try to assign positions that can utilize their personality, specialty, and ability. For example: those who can make money should be sent to expand the market; those who can save money should be put in management to be meticulous; those who know how to spend money should be assigned to public relations and external liaison, spending money where it counts. If used in reverse, the results will certainly be disastrous. At the same time, attention should be paid to creating conditions for bird people to communicate and understand each other more. If bird people do not communicate and understand each other, they will always think their own contribution is the greatest, while other bird people are resting. Methods to strengthen communication among bird people include: First, leaders must understand that every position is hard and not easy, and must not favor one side; second, in public settings, advocate the special role of each position, otherwise there would be no need to set up the position; third, when someone comes to the leader to complain about their hard work and accuse other positions of being easy, the leader, while affirming the subordinate's hard work, should also clearly tell them that no one has it easy; fourth, when necessary, assign tasks publicly so everyone knows what others are doing, and emphasize the interconnections between these positions and the importance of cooperation; fifth, organize public observation activities, especially to showcase as much as possible the work of positions that are not easy to display and understand, to gain everyone's understanding and empathy, with the aim of making everyone realize that they are actually a whole.

〖How to Manage Bird People?〗 When facing numerous bird people and their complex contradictions, the key lies in establishing a mechanism for using bird people. Without a good mechanism, or without any mechanism at all, conflicts among various bird people will inevitably intensify, with constant quarreling, and the enterprise cannot operate normally. Especially after an enterprise grows large, trivial matters increase, and personnel multiply. If not managed through standardized, mechanized, and professional means, relying only on the boss's random and arbitrary decisions, no matter how hard they try, they cannot balance the contradictions among many bird people. The enterprise will surely be a cacophony of "birds" chirping, each acting on their own, a tangled mess. The boss is anxious but helpless, responsible good birds are also at a loss, and bad birds take the opportunity to stir up trouble and profit. Thus, those who work complain, and those who don't work also complain; the capable complain, and the incapable also complain; old-timers complain, and newcomers also complain... almost everyone complains. At this time, it is common for the busy boss, in a moment of urgency, to intermittently (because of busyness) intervene in various aspects of management, causing discontinuity in work and putting it on the defensive. Thus, people move from complaint to resentment, and staff come and go in waves. The boss urgently needs all kinds of talents and longs for someone with special abilities to turn the tide, but people come in batches and leave in batches. The enterprise organization becomes a short-term training class. Here, borrowing from General Ye Ting's "Prison Song," I compose a poem to "praise" the human resources situation of an enterprise without a talent mechanism: "The door for talents is tightly locked, the hole for lackeys (servants) is also tightly locked, the boss's voice cries out loudly, 'Come in quickly, I'll give you a stage of freedom,' but without a door, how can people and dogs come and go?" Without bird people, nothing can be accomplished, and without a mechanism for using bird people, the above chaos will occur. Therefore, a mechanism for using bird people must be established. How to establish such a mechanism? First, there must be unified cultural concepts to unite people's hearts. This is like the 108 heroes of Liangshan Marsh; each one is a unique bird person, but "Carrying out justice on behalf of Heaven" is the concept they all recognize. Managing bird people starts with publicity and education first. It is best to invite them to participate when formulating rules to constrain their deviant behavior. Their participation is the process of publicity, mobilization, and education. Second, there must be unified behavioral identification. "The Three Main Rules of Discipline and the Eight Points for Attention" are the behavioral identification that distinguishes the revolutionary army from any other army, and thus the Chinese revolution went from one victory to another. The premise of managing bird people is to have unified standards. Because bird people's behavioral norms tend to deviate from the general public's norms, and bird people are all people with distinct personalities and certain specialties and talents, they often overestimate their own strengths while ignoring their weaknesses and shortcomings. Once the system is promulgated, bird people who violate taboos should be punished equally with ordinary employees, and should not be accommodated because of their special personality, specialty, or ability. If the enterprise indulges one bird person, other bird people will certainly be unconvinced, and everyone may compete to violate various rules, and even ordinary honest employees will violate rules. The result will surely be chaos and disorder. Third, for bird people who repeatedly violate taboos or deliberately violate taboos, vigilance should be raised: is it a challenge to the system, or is there another reason? If the system is bad, change the system. But before changing the system, the violator must be punished first, even if the rule is completely useless; if there is another reason, then handle it specifically. In any enterprise, there will be special "citizens" who don't appreciate favors. What to do? Escalate the conflict; if escalation doesn't solve it, what to do? Issue a solemn statement, not to humiliate the special "citizen," but to tell all employees that this is an isolated case: do not imitate, and imitators will be severely punished.

〖How to Exclude "Bad Birds"?〗 Without bird people, it won't work, but there are four types of bird people with problematic morals: mad birds (madmen), deceptive birds (swindlers), petty birds (petty people), and bad birds (bad people). These four types must never be used. Petty birds are those who harm others for their own benefit; bad birds are those who harm others without benefiting themselves; mad birds are those who talk nonsense, are contradictory, neurotic, and even bite anyone they see; deceptive birds are those who go out of their way to win the trust of their superiors or bosses, then after gaining some benefit, leave, leaving the mess for the boss to clean up. In the growth process of an enterprise, especially after it reaches a certain scale, petty birds, bad birds, deceptive birds, and mad birds may "visit" the enterprise at any time. Therefore, a good human resources supervisor is quite important: while controlling the entry of personnel, promptly discover the four types of birds that have evolved within the organization, and immediately dismiss them upon discovery to prevent problems before they occur. Otherwise, once these people become familiar with the enterprise, they will be much harder to dismiss than ordinary employees, and the cost will be high. They often create incidents when being dismissed, and even after dismissal, they may continue to cause trouble. What to do? Mechanization and standardization are the most effective methods to prevent these messy birds from gaining power. In enterprises with non-standard management, bosses often like to break the conventional employment mechanism, arbitrarily placing and promoting people, which easily allows petty birds, bad birds, deceptive birds, and mad birds to sneak in and grow in strength. Some might say, can't the boss tell good from bad? The answer is that the boss cannot be good at everything, especially professional human resources management. But the boss often doesn't realize this, and the flattery around them leads to overestimating themselves, thinking they are also HR experts, and thus mistaking a fake for the real thing. Therefore, enterprises must have a standardized personnel entry and exit mechanism. First, establish strict personnel entry mechanisms, and the boss must not easily break them. No matter through what channel people are introduced, do not easily bypass the HR position to bring people in; second, during the probation period of any new employee, HR personnel must track and investigate, promptly handle any issues, to avoid greater trouble after regularization; third, HR staff should regularly track new hires and key promoted personnel, and establish open and smooth democratic channels, being careful not to plant "KGB" agents; fourth, establish a elimination mechanism for the four types of birds. The clauses for employee dismissal and termination should not be things that everyone might commit, such as being late, leaving early, or taking sick or personal leave, but should focus on various unethical behaviors to formulate corresponding elimination measures. The focus here is not on education but on purifying the team.

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