Drawing the Line with Compassion — Philosophy: “Managing with the Spirit of a Large Family”

This time, Inamori* spoke about the above motto in Kyocera philosophy.

What Inamori said is quoted with “”.

 

**What Does It Mean to Manage with the Spirit of a Large Family?**

 

“ To manage with the spirit of a large family means to foster relationships in the company not as antagonistic ones—such as between employer and employee, or capitalist and laborer—but rather as warm, familial relationships, like those between parent and child or among siblings. It is about supporting one another from the heart, as family would.

However, if you follow this large-family approach too far, a different problem arises—namely, the emergence of indulgence and dependency, just as can happen among actual family members. If this is left unchecked, management can fall into a state of complacency and inefficiency. That is why I next emphasized the principle of ‘thorough meritocracy.’ ” — *Kazuo Inamori*

In this message, I believe what is being conveyed is the importance of “mutual independence” even within a family. Rather than becoming dependent on each other, we must respect one another’s autonomy and believe in the other person’s capacity to solve their own problems.

To believe in someone’s ability to solve their own problems means, in a sense, “to draw a boundary between oneself and the other person”

Even in relationships such as parent and child, siblings, or spouses, it is vital to clarify:

**Which problems are mine, and which belong to the other person?**

To that end, the following three-step process can guide us.

 

 

 

Let me explain them one by one.

 

1. Who is supposed to solve this problem?

“ There are those who say that unless you can talk about even private matters, true mutual support is not possible. However, if taken too far, such closeness can lead not to mutual aid, but to indulgence and dependency in management. ”

→ In a company that strives to embody the spirit of a large family, it may seem ideal to be able to speak openly about even personal concerns. But when the emotional distance becomes too close, it often gives rise to dependency and emotional reliance.

For example, some parents, out of fear that their children might fail, try to solve problems on their behalf. Others raise children who cannot make any decisions without parental instruction.

These dynamics are not limited to parent–child relationships—they also appear in marriages, among siblings, and in the relationship between employers and employees.

That is why the question, “Who is supposed to solve this problem?” must always be present.　

This mindset is the first step toward fostering mutual independence and personal growth.

Of course, in real-world management, maintaining profitability is essential.

When an employee is unable to cope on their own, there may be moments when others need to step in.

Inamori himself said that if an employee acted in a way that went against the company philosophy, he would confront them on the spot, scolding them so firmly that they could barely stand.

In today’s era, such actions may be misunderstood as harassment—but sometimes, it is precisely this kind of moment that awakens a person to their own deficits and responsibilities.

 

2. Is the person directly involved capable of solving it?

“ ’There is always a way forward when we are pushed to our limits…

Originality and unique technologies are not necessarily born from abundant resources, cutting-edge laboratories, or the presence of elite engineers from prestigious universities.

They often emerge when we—or our team—are cornered and forced to think in desperate, life-or-death situations. ”

→ Indeed, creativity and breakthrough ideas often arise not in comfortable environments, but from moments of crisis.

However, whether in business or in parenting, not everyone grows through hardship. Each individual has a unique temperament—and even destiny—that requires a tailored approach.

This is precisely where Sanmei-gaku (Asian destiny science) becomes a powerful tool.

By analyzing a person’s date of birth, we can gain insight into their innate tendencies—whether they thrive under strict discipline, or whether they flourish through encouragement and affirmation.

For example, some individuals grow stronger when challenged or placed in competitive situations;

for others—who are more emotionally sensitive—it is far more effective to provide gentle support and opportunities to experience success.

In leadership, as in parenting, the key lies in discerning these differences and responding accordingly.

 

3. What can I do—if anything—to support their problem-solving?

“ In the end, as the Buddha taught, life is not anyone else’s path—it is a journey that each of us must walk alone.

No matter how admirable your child may be, no matter what kind of parents you have, whether you have a spouse or not—life remains a solitary journey. ”

→ No matter how deeply a parent or leader may wish to help, we cannot live someone else’s life for them.

Each person must face and overcome their own problems. That is a truth we cannot escape.

What we can do is limited: we can watch over them with care, and we can do our best to create the right environment.

In a business context, if someone is unable to solve their problems, it may be necessary to adjust their role—perhaps by reassigning them to a different department or reorganizing the team around them.

And more than anything, I believe it is essential for leaders themselves to continue learning—through experience—what true independence means, what problem-solving really entails, and why certain decisions or outcomes may have failed. Humility is the foundation of leadership.

 

 

To conclude:

 

This three-step approach is what enables us to lead not through control or indulgence, but through trust and respect.

 

 

* 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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