“Guiding with the Wind: Reproving Employees as a Test of the Whole Self”

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

What Inamori said is quoted with “”.

 

“I speak straightforwardly—I both scold and praise. And as you just mentioned, sometimes that leads employees to quit. But when I think about it, an employee’s decision to leave means one thing: the leader lacked personal magnetism. In other words, whether someone chooses to follow you or not—even when being reprimanded—depends on whether they still find something attractive in your character.

That means it’s a test of one’s entire humanity, one’s whole personality.

If an employee leaves simply because you scolded them, it is not just the reprimand—it is because you, as a person, have not yet grown enough to inspire loyalty. That is the true reason.

So, it’s fine if they quit. When someone leaves, it gives you the chance to reflect and improve yourself. That’s why I always say, ‘Elevate your mind, and you will grow your business.’ Elevating the mind means building one’s character—cultivating a personality that naturally draws people to follow you.

So again, it’s fine if someone quits once. If you’ve been leading people behind a false mask, no one will truly follow you. If such a person leaves, take it as an opportunity to correct and rebuild yourself.”

(Quoted from the Inamori Digital Library)

Here, Inamori emphasizes that guiding and correcting employees is a battle that tests the leader’s entire character.

Although he spoke these words in the Showa era, they remain highly relevant today—in the Reiwa era, often called the Age of Wind. In this new age, the art of giving guidance requires a different perspective.

 

Three key points for leaders today:

 

 

 

I will now explain each point in greater depth.

 

1. Empathize with the other person.　

Inamori’s words:

“You probably know that point—where if you say one word more, the other person will leave. Everyone has that limit.

It’s the same in marriage, isn’t it? You know there’s a line you shouldn’t cross—once you go beyond it, things will be broken up.”

(Quoted from Inamori Digital Library)

 

My Commentary

In today’s Reiwa era, many people seem to be subconsciously driven by the mindset of “I must not lose out.”

As a result, they act in ways that protect themselves from being blamed, believing deep down, “I’m not at fault,” or “I shouldn’t be criticized.”

However, psychology teaches us that when the ideas of being blamed, reprimanded, or held responsible take root in a person’s subconscious, their behavior tends to unconsciously move toward situations where they actually end up being blamed.

In other words, such beliefs attract the very outcome they try to avoid.

When that happens, people naturally feel accused or attacked, and their instinctive response is to escape—by quitting, avoiding the workplace, or withdrawing from communication.

That is why I believe empathy is essential when giving feedback or correction.

Simple expressions such as:

“I understand you were anxious.”

“I can see that you panicked because you had no one to talk to.”

“You were just trying your best to fix things.”

—these words of understanding can be surprisingly powerful.

By first standing in the other person’s shoes, acknowledging their emotions, and gently lowering their guard, we can create the trust that opens the door to real dialogue and growth.

 

2. Clarify the purpose of your feedback.

Inamori’s words:

“When you hesitate to confront someone, consultants often say things like,

‘You know, people grow better when you praise them rather than criticize or scold them.’

That’s true to some extent. They also say, ‘It’s best to praise ten times and correct only once.’

And when you hear that, you think, ‘Yes, that sounds reasonable—if I scold too often, they might quit.’

But through experience, I’ve come to realize that people do not truly grow under such an approach.”　

(Quoted from Inamori Digital Library)

 

My Commentary

Indeed, as Inamori says here, people do not grow simply by being praised.

At times, it is necessary to deliver a firm and honest message.

In today’s context, this can be interpreted as clarifying the purpose of your feedback.

When giving corrective guidance, it is vital to make your intention transparent—for example:

“I want to improve the team as a whole.”

“I want you to make the most of your strengths.”

“Your role in checking this point is the key to the team’s success.”

“Your contribution will raise the team’s overall sense of trust and security.”

“Your growth will accelerate the team’s progress.”

By clearly expressing that your feedback serves both the growth of the team and the individual’s own development, you minimize the risk of creating suspicion or defensiveness.

In this way, even critical feedback can be received as an act of respect and encouragement—an invitation to grow together rather than a rebuke.

 

3. Encourage dialogue and mutual reflection.　

Inamori’s words:

“You must think ‘Hold on a second. Inamori once said, ‘Set yourself aside and think it over once more.’

So you pause for a moment, remove any thoughts that serve your own convenience or your company’s benefit, and try to think about the situation as if it were someone else’s matter.”

(Quoted from the Inamori Digital Library)

 

My Commentary

What Inamori is saying here connects deeply with the idea of dialogue-based reflection. It means helping others to think together with you, through questions like these:

“Let’s look back together—where do you think things got stuck?”

“How do you think we can prevent this from happening again?”

“When would be the best time to report, so the process flows more smoothly?”

“How do you sense the atmosphere in this situation?”

Most people find it difficult to view themselves objectively.

And especially when someone feels “I don’t want to be blamed,” they tend to act defensively to protect themselves.

As long as they remain in that defensive mindset, it becomes almost impossible to see the situation clearly.

However, by using questions and dialogue, rather than accusations, people gradually regain their objectivity.

Through such conversations, they begin to recognize the reality before them and take ownership of the solution.

To help others truly understand—and perform at their best—it’s essential to engage in this kind of dialogue,co-creating the path toward improvement together.

 

 

In Summary

 

 

 

* 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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