How to manage unruly birds?

The one with wings is not necessarily an angel, he may be a bird man. Capable employees are not necessarily good employees, but they may also be birds with wings. The company is a high-risk area for birds and humans. In any company, anywhere, you will meet some talented but unruly people. Sometimes, their work efficiency and quality are worse than the most mediocre employees; Sometimes, they can handle the most difficult things in the company. I can't help it because they are birds. Because they are indispensable people in the company, or business backbone, or technical experts, or control the resources related to the development and even survival of the company. All bosses are faced with the same problem: how to manage birdman-if the boss can't manage birdman, then there are only some mediocre people left in the company and eventually lose their competitive advantage. All employees are also faced with the same topic: how to manage birdman-if employees can't manage birdman, it will be difficult for you to reach cooperation with them, and it is likely that you will suffer in the end. All birdwatchers also face the same problem: how to manage birdwatchers-if birdwatchers can't manage themselves well, once the environment changes and their advantages are lost, birdwatchers will become dead birds and be thrown out of the window by everyone. What is a bird man? What we usually think of as a bird man must meet at least two conditions: first, freedom and lack of self-discipline; The second is that it has irreplaceable value. The first feature is caused by the second feature. Many times, some employees who are self-reliant or have advantages in other aspects do not realize their "substitutability at any time" and try to challenge the management of the company with an arrogant attitude, and the price paid is often very heavy. Only irreplaceable employees will force the company to make concessions, so as to win enough "bird" space for themselves. But with the development of the company, once the irreplaceability of Birdman is lost, the prospect of Birdman is very dangerous. Therefore, the game between Birdman and the company shows that Birdman is trying to expand his irreplaceability, while the company is trying to reduce this irreplaceability. Birdman is the product of a specific environment. There is no sky for birdman to flap his wings. Even if you have a birdman mentality, you may not have a chance to evolve into a birdman. The ideal company has no reason to exist in books, because the ideal company has filtered out the unique value of each employee and positioned the company in the standardized market category. But in reality, firstly, the market environment is not a standard idealized model, secondly, the company's development can't be achieved in one step, and internal management is only the research object rather than the result in the management textbook, which means that managers will eventually face the challenge of birds and birds, regardless of whether they are so fully psychologically prepared. In the spring of 2006, Mr. Zhang arrived in Shenzhen with a sum of 600,000 yuan, as well as the patents and mold drawings he applied for in the State Patent Office, and broke ground to set up a small electronic toy manufacturing enterprise called Fillol. Sure enough, as he expected, as soon as the product went on the market, big buyers bought it, so Mr. Zhang was full of pride and confidence and wanted to be a water hammer for 20 years! However, trouble soon came. Mr. Zhang's toy products are found to contain too many harmful metals, which is harmful to children's growth and development. If we want to solve this problem, the cost will be unbearable, and enterprises have no choice but to close down. In this case, the bird man flew out, and a technician came up with his own new technology, which can reduce the content of harmful metals below the standard required by the market, but this invention belongs to the technician himself, so why should it be given to Mr. Zhang for nothing? At this time, the situation reversed. Mr. Zhang chased a small employee and promised to exchange 30% shares in the company. The technician's answer is: don't empty it, bring cash! Mr. Zhang looked at the mountains of returns. Where did he get the cash? No cash, only monthly bonuses. So the bird technician controlled the production scale according to his own funding gap. Fortunately, he can only do this, because it is useless for him to take it from other enterprises. It is better to bully Mr. Zhang here. This is why Birdman became a Birdman. The market variables faced by enterprises are infinite. If there is a slight mistake in any link, it is lucky to create one or two birds. It is not surprising that enterprises may go bankrupt. Since Birdman has come, we should manage him well, but as we define Birdman, given the irreplaceable nature of this monster, any conventional management means will be difficult to work. First of all, Birdman ignores the company's management rules-because he doesn't have to follow them. More often, birdman expects himself to challenge the norms. This is how the bird technician of Shenzhen Philo Electronic Toy Factory plays with Teacher Zhang. He will use his unruly behavior to guide employees to be late and leave early. When everyone began to follow his example, his brother suddenly solemnly obeyed the company's regulations and worked hard, which made Mr. Zhang very angry and busy finding employees uncomfortable. It is difficult to repair the staff honestly here, but the bird man flew out again and tossed around a few times, so Mr. Zhang had to start all over again. Birdman's second performance is disrespect for his boss. To be exact, the bird man is not absolutely disrespectful to the boss. He just showed relative disrespect to his boss for a certain period of time. This specific period of time is often the time when the boss needs the most respect, such as the arrival of a big customer. The boss is not respected when he should be respected, and what he loses is not face, but the majesty and effect of management, which is an inevitable problem that every manager will encounter. Birdman's third performance is willful and naughty, controlling the normal operation of the company with his own preferences. This is completely conceivable. Everyone needs strong constraints to regulate themselves. Without constraints, people will be distracted and can't do anything. Worst of all, it is often difficult for people who lack effective control to control their negative emotions, and it is inevitable that they will have a "mean heart." In employee relations, the standards of likes and dislikes are often more important than the boss. It is difficult for employees who have a bad relationship with the bird people to stay in the enterprise, and employees who have the same bad taste as the bird people must be taken into account by the boss if they want to standardize management. For Mr. Zhang, the problem before him is that if he wants to fire several employees with bad conduct, he must say hello to Birdman first. The boss will dare to "execute" if the bird person has no opinion. If the bird man deliberately goes against the boss, then the boss has to weigh it. In short, the existence of a bird person will often completely subvert the laws and norms of management. As long as this problem is not solved, enterprises will not be like enterprises. The first method of bird management: Mr. Zhang began to think about bird management in his own enterprise. If you want to control the birdman, you must at least show your strength first. Without this kind of thing, it is even more difficult to make the bird people obey. Although birdman is irreplaceable, there is an obvious fact that we can easily ignore, that is, the boss is irreplaceable. In fact, in China's local enterprises, the boss is the strongest in terms of ability, specialty, interpersonal skills and finance, regardless of his ability ... If not, he would not be the boss at all. This is because most local enterprises start from scratch. At the beginning of starting a business, bosses have to treat him as a dozen people, and he must be a leader in any field, otherwise the company can't stand in the market. As for big companies, this is even more true. Power games in big companies are so common that even if a big boss has a small loophole, he will be strongly attacked by challengers and will be defeated sooner or later. It is an indisputable fact that since the big boss has stopped in this series of secret interpersonal games, he is naturally the strongest. Therefore, even if employees are "irreplaceable", their "irreplaceable degree" is far lower than that of bosses. No employee in any company can still operate, but if the boss puts down the burden, it will be in big trouble. Therefore, for those bird people who are irreplaceable in self-reliance, business or market resources, managers must rudely suppress his arrogance. Once Birdman expresses his surprise and admiration for you, Birdman's trouble will be solved by half. After Mr. Zhang understood this problem, he pretended not to know and let the bird technician relax his vigilance. Then he carefully observed the process and formula of Birdman technician, and soon learned the unique skills of Birdman technician. Then Mr. Zhang gritted his teeth again, and with his deeper professionalism and wider knowledge than Birdman technician, he developed a higher quality formula than Birdman technician. Then Mr. Zhang pretended not to care much about the domineering of the bird technician and slowly arranged his daily work. When Birdman technician lazily showed his unique skills, Mr. Zhang shouted, "You are not right, just fooling around like me …" Then he demonstrated to Birdman technician with his hands, and the product quality was obviously higher than Birdman technician. Then Mr. Zhang left casually, but the birdman technician was surprised to open his mouth and couldn't close it for a long time. The second method of bird management: thunderbolt means to let bird people understand that managers are far more irreplaceable than employees, so it is easy to receive the effect of management. But this effect is limited. Birdman is willing to accept the manager's leadership because of admiration, but that doesn't mean he is like other employees. Therefore, after cooling the arrogant head of Birdman, managers need "thunderbolt" means to let Birdman know that there is more than one bird in the world. The specific way is to make a general liquidation of all his behaviors that challenge the company's norms after the arrogant consciousness of Birdman has obviously subsided. Mr. Zhang did this. After letting Birdman's technician know that the boss is better than him, he deliberately indulged Birdman for a few days and exposed Birdman's bad behavior. Although Birdman is very eager to converge at this time, he can't correct the habit formed in his long career. The correction is just right, but it is also right for Teacher Zhang to invite Birdman to the office. He first listed the company's preferential treatment for Birdman-Birdman's treatment, which is absolute preferential treatment-and then the bad return of Birdman's reuse and trust in the company-bad record, otherwise how can it be called Birdman? In short, the company is worthy of Birdman, but Birdman is sorry for the company, and it is hopeless, stubborn and heinous ... This kind of reprimand must have a thunderous effect, so that Birdman's conscience will be discovered, Birdman will be ashamed, and he will be aware of his shameless face ... In short, Birdman will be grateful. Then, on the change of a topic, Mr. Zhang was merciful and cursed the bird man. It is the immorality of the bird man that leads to the breakdown of cooperation between employers and employees. The "lose-lose situation" brought by this collapse is obvious. Mr. Zhang doesn't want to lose both sides, but the bird man undoubtedly forced him to do so ... A poisonous snake chewed his arm and a strong man broke his wrist, which is really helpless ... If he loses, he loses. Until this step, the bird was dumbfounded and repented, knowing that once he left, he would suffer the most, but it was all his own fault, no wonder the boss. Therefore, the bird technician can only hold back his regrets and leave the factory with his head down. However, when the Birdman technician walked to the gate, he found that Mr. Zhang had caught up breathlessly. As soon as he saw the Birdman technician, Mr. Zhang jumped on him, grabbed Birdman, kicked and hit: ... It's not easy for everyone to get rich together and go through all the hardships. Why not cherish it? Do you know if I hate killing you ... at this point, the bird technician can't even think about it. The third method of bird management: attaching importance to responsibility but neglecting power, combining soft and hard, and paying attention to morality, and finally achieving the management effect of conquering bird people's hearts. By this step, the core disaster of the enterprise has been basically solved, but it is not enough to solve the problem. The value of Birdman must be "deeply developed", at least, he must be allowed to make up for the losses caused before. Without exception, all the bird people who are subdued will be entrusted with heavy responsibilities, and all bird people must adopt the management method of "emphasizing responsibility and neglecting power". To entrust him with an important task is to give him the most difficult problem of the company. Paying more attention to responsibility than power means that the bird man has great responsibility and severe punishment measures, but his power is small and his return seems not high ... Li Yunlong in the TV series "Sword" is such a typical bird man, gnawing at the most difficult bone, but the chance of promotion always seems to be not his turn. Why is this happening? This is because Birdman's personality is often too bright, not a compound talent, and the rigor of handling the overall situation is obviously lacking, so it is necessary to "control its use". This is also the main reason why Mr. Zhang in Shenzhen adopts emotional management to bird people. For birdman, emotional investment is far better than cold interest relationship. It's not that bird people don't pay attention to their own interests, but please don't forget that the unconditional trust and reuse of the boss is the greatest protection for employees. It is precisely because of this that Mr. Zhang spared no effort to cultivate birdmen at any cost. Once Birdman has feelings with his boss, he sees the interests of the company and himself as one. In this case, Birdman naturally has the responsibility to shoulder more "burdens" for the boss, regardless of power and immediate short-term interests. The boss has a steelyard in his heart, and the boss understands the grievances and efforts of the bird people. Once Birdman is moved by emotions and "appeased" by managers, it becomes the company's "management weapon". As usual, Birdman is in charge of the most important task. Even if there are problems in other aspects of the company, it is advisable to find trouble with the bird people. At this time, the bird people are very cooperative, because they know that it is the boss's "self" and are willing to pay without regrets. In Mr. Zhang's enterprise, he and Birdman technician formed a pair of golden partners. Birdman technician has no position in the company, but his responsibilities are very extensive. Because he is unique in technology, other employees are willing to accept his management. In the case that the bird technician did not pay a "high salary" without complaint, other employees naturally had nothing to say. This is not that the boss is stingy, but that the company has limited funds and profits in the market. Now, the worries of Mr. Zhang's enterprise have been solved. Moreover, after he left the enterprise, he can rest assured. As long as Birdman is around, the efficiency of employees will never be lower than when the boss is around, because Birdman wants to prove himself. That's enough. Next, this is a "newborn" bird prevention measure, which has been put on the agenda of enterprise management. Bird management will kill: instead of spending money and precious resources to solve problems after they appear, it is better to eliminate them before they appear. The company's management of bird people must be killed, in order to prevent the company from appearing bird people. The so-called "let the company not bird" is to fix the loopholes in the initial stage of the enterprise and never let the enterprise rely on one or two employees. From the perspective of management, the familiar "diversified" enterprise development path was put forward by managers based on the appearance of bird people. Make money when you see it, sell it when you have the goods, and resolutely run all the way to the black, which makes the bird people very helpless. In view of Birdman's position in the company's management structure, even if he has three heads and six arms, it is impossible for him to control all the management of diversified operations by himself. The more obvious your superiority or irreplaceability in a certain field, the company will not go in your direction, which will make you anxious. If there are birds in electronic products, managers will "escape" to the field of daily necessities. If there are birds in the field of daily necessities, managers will "retreat" to the field of chemical products In short, to weaken the dependence of enterprises on bird people, enterprises do not hesitate to make themselves bizarre. We can see that the enterprise will be divided into today and tomorrow, and there are many kinds of split combinations. The external banner is resource reorganization, but in terms of management value, the purpose of reorganization is one-don't play with birds! "Specialization" is also the only way to weaken the irreplaceability of Birdman. No matter how powerful the technology is, there is nothing I can do. It's not difficult to find a natural enemy, no matter how powerful the bird is. Large enterprises with rich resources like to play like this. Once the importance of an employee is highlighted in the enterprise, it is possible to evolve in the direction of bird people. At this time, the big boss will lose no time to get you a natural enemy. Theory is deeper than you, and theoretical ability is stronger than you. Business theory has more resources than you, so you have to give up irregular evolution honestly. However, for a small-scale enterprise or a "bird man" in a department, managers can learn from "diversification" or "specialization" in addition to the management technology of Mr. Zhang from Fillol. The solution is to reposition the functions of the department. The stronger your bird man's ability is, the department must weaken its function in that respect and put the bird man in the cold. Or use the integrity of work to match the employees who are the most troublesome to the bird people. There are many ways to do this, but the general principle is to weaken the irreplaceability of birdman. It's not that everyone has a problem with the birdman, but no matter how good the birdman is, it's impossible for a birdman to support an enterprise. Everyone in the enterprise must be tolerant and cooperative. Without this, we only get bird people; With this in mind, employees have room to rise freely.