This time, Inamori* spoke about the above motto in Kyocera philosophy.
What Inamori said is quoted with “”.
” Owners naturally possess an independent and self-reliant spirit. However, this is not always the case for other members of the management team: vice presidents, managing directors, senior directors, department heads, or section chiefs. When faced with a difficult situation, they are, after all, hired employees—and they tend to think, ‘At the end of the day, the president will take care of it somehow.’ I suspect that in underperforming companies, there must be many employees who lack a sense of independence and self-reliance—people who cannot even generate enough revenue to cover their own salaries and simply rely on the company. “
Why is this spirit of independence and self-reliance, as emphasized by Mr. Inamori, so crucial for small and medium-sized businesses?
I believe there are three key reasons:
1. To solve labor shortages (through AI and other innovations)
2. To help staff overcome their most critical weaknesses
3. To foster a true sense of responsibility
Let me explain them one by one.
1. To solve labor shortages (through AI and other innovations)
“ When we choose the easy way out, we inevitably look back and regret it, saying, ‘In that moment, I should have taken the harder path—I should have faced the challenge instead of running away. I didn’t have the courage, so I eventually failed.’ ”
→ Whether we choose to confront our weaknesses or run away depends entirely on how seriously we desire to change our lives. A life of avoidance may seem easy, but it only leads to the same disappointing results.
However, if we truly wish to live a better life—in other words, if we pursue fulfillment—we must face our weaknesses and the unpleasant truths we’ve created for ourselves.To do that, we need a firm decision: “I must improve and change my life.” Without that decision, we end up excusing ourselves for not facing our shortcomings. A clear decision gives us the strength to confront ourselves and begin transforming who we are.
2. To help staff overcome their most critical weaknesses
” When people realize that whether they work hard and give their best or slack off makes no difference, they inevitably fall into the mindset of ‘a person hired just for a salary.’ “
→ Mr. Inamori once said that before hiring a new employee, he would identify the person’s most critical flaw and say something like, “This is your weakness. I will strip away your pride if I must—otherwise, you won’t be able to correct it.”
Based on my own experience, I truly agree with what Mr. Inamori said. This is one of the greatest challenges in hiring and managing people. A business leader must help employees confront and overcome their most serious shortcomings.
If the leader lacks this resolve, no one will address these flaws—and a culture of dependency will spread throughout the workplace, where everyone expects that “the president will fix the problem in the end.” In the long run, this does not help the employees themselves. Helping employees live more fulfilling lives means encouraging them to embrace a spirit of independence and self-reliance. That is why this mindset is so vital.
3. To foster a true sense of responsibility
“ When you make a promise to deliver a certain level of profit, that promise comes with the responsibility to fulfill it. It is this sense of responsibility that binds you and drives you to see things through. ”
→ Producing results is important—but so is the process that leads there. Staff members need to reflect humbly on why they failed to achieve results and what went wrong in the first place. They must go through the discipline of taking ownership and fulfilling their responsibilities. To do this, leaders should not micromanage or spoon-feed instructions. Instead, employees must come to understand: “What is my responsibility? How can I truly fulfill it?” That awareness must come from within.
In conclusion, it is essential that employees cultivate a spirit of independence and self-reliance. Especially in small and medium-sized enterprises, this mindset is vital—not only to address labor shortages, but also to help each person overcome their own critical weaknesses and develop a genuine sense of responsibility. Ultimately, we must foster a culture where every individual thinks for themselves and takes initiative to move things forward.
* Mr. Kazuo Inamori, the founder of Kyocera, KDDI (one of the top tele communication companies in Japan) and the top of revitalization project of JAL. As a well-known Japanese entrepreneur, he has been sharing his experiences and management know-how with managements of small to middle companies in Japan.
Further queries or doubts, please email to ytomizuka@abrilsjp.com
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