This time, Inamori* spoke about the above motto in Kyocera philosophy.
What Inamori said is quoted with “”.
Once again, I would like to continue reflecting on “Shinchin Koju (深沈厚重)” as discussed previously.
In a talk addressed to his senior managers, Inamori stated:
“In short, the supreme teaching of Tempu’s philosophy is this: without vacillation—without looking right and left (uko-saben)—if one single-mindedly holds a pure and righteous aspiration, it will surely be fulfilled. In 1980 (Showa 55), when I raised the Life Equation as our slogan, I delivered an unusually weighty address—probably for about two hours—earnestly to our senior managers. Because 1980 marked the opening of the 1980s, I began with an introduction titled ‘The domestic and international environment and Kyocera,’ then spoke about the policies for the manufacturing and sales divisions for the year, as well as the concrete targets we should aim for. After that, under the theme ‘The direction of technology development and innovation,’ I spoke in great detail about R&D directions from the perspectives of electronics, energy conservation, alternative energy, life sciences, and new fashion; next I discussed that year’s policies for general administration; and finally, I closed with the slogan. It was a very dense talk, delivered at length. Until then I had been expounding philosophy, but this time I addressed the concrete policies of each division.
By contrast, in 1982 (Showa 57), while declaring, ‘The fulfillment of a new plan lies solely in an indomitable, unyielding heart. Therefore be single-minded; think purely, nobly, and strongly, along one straight line,’ the management policy that year ran to only three pages. The master plan—our sales target for the year and so forth—was a mere three pages. The rest, under the theme of human development, moved from the soul to cosmology, to what might be called a theory of consciousness, and finally even to Buddhism’s Noble Eightfold Path. I spoke at length about matters such as ‘thought and action create karma,’ ranging from the consciousness of the five senses to the subconscious. In other words, I strongly emphasized the mental state we must cultivate in order to bring about things like technological development and performance improvement—not merely those developments and results themselves. This was already more than ten years ago, but I believe that even now you would find it immensely instructive to read.”
Here, Inamori is considering how—by varying means and methods—to instill weighty content into his staff.
Building on that substance, in this installment I would like to examine the stance (the “profound calmness and gravitas,” koju) a leader should possess from the following three viewpoints:
1. Do they refrain from losing their composure when facing hardship or adversity?
2. Can they control the rise and fall of their emotions?
3. Do they project a presence that gives those around them a sense of safety?
I will now explain each point in greater depth.
1. Do they refrain from losing their composure when facing hardship or adversity?
Inamori’s words:
“In our company, we employ a divisional system, and I have often experienced situations where, by merely changing the leader—while the subordinates, facilities, and technology remain exactly the same—the atmosphere changes dramatically, almost unbelievably so. In other words, simply by replacing the top leader, the very substance of management changes.”
(Quoted from the “Inamori Digital Library.”)
→ My comment:
The “unexpected slope” (masaka no saka) always appears before us at unforeseen times. When such a masaka moment arises, we must be prepared to minimize any damage or loss it may cause.
Even with the people who stand right before us—the ones we trust most—we must carefully consider: “What would happen if this person were to betray me?” Reflecting deeply on the potential damage, we should build safeguards—double and triple layers—to ensure that even in the worst-case scenario, the loss is contained.
I believe this kind of preparedness leads directly to acting without panic. It requires us not to overestimate the soundness of our own judgment, but instead to recognize that unforeseen risks are always present. Therefore, it is essential to prepare a Plan B, even a Plan C. Such foresight is what allows us to remain calm and unshaken.
2. Can they control the rise and fall of their emotions?
Inamori’s words:
“Even when encountering misfortune, one should not become embittered but instead live with a spirit of gratitude—even, in the extreme, thanking Heaven for having bestowed such hardship upon you. To be able to say, ‘How fortunate I am to be given this trial!’ Of course, it is not easy for a human being to reach such a state of mind. Yet at the very least, one must endure without complaint, persevere, and push through. Conversely, when blessed with good fortune, one must not flaunt it arrogantly, nor assume it to be only natural and indulge in excessive luxury. It is nothing more than this: maintaining the proper attitude when faced with adversity, and the proper attitude when faced with prosperity. Safeguarding only these two attitudes is what matters most in life.”
(Quoted from the “Inamori Digital Library.”)
→ My comment:
It is often said that the Chinese, as a people, do not usually display their emotions outwardly. To reveal one’s emotions is to expose one’s true intentions, and in the context of conflict, it may provide the opponent with an advantage. This is what they fear.
From a psychological perspective, however, whether or not emotions are shown publicly, the act of feeling and releasing emotions is crucial. Suppressed emotions sink into the subconscious and, without our awareness, shape the direction of our feelings.
For example, imagine a subordinate lamenting, “My boss doesn’t trust me; I am never entrusted with important work.” Beneath this thought lies emotion:
・ “I feel sad that I am not trusted.”
・ “I feel frustrated at being looked down upon.”
・ “I feel afraid of losing trust.”
What matters is to fully experience such emotions.
Yet in many cases, people cover them up, proceeding as if nothing is wrong, while still harboring dissatisfaction such as “I am not trusted; I am not given responsibility.”
When this happens, they cannot objectively evaluate their own work. Even if their boss points out areas for improvement, they interpret it instead as “It’s only because I am not trusted,” and thus divert attention to their own fixation.
As a result, the suggested improvements are never implemented. The boss, feeling it is futile to repeat the same instructions, may eventually assign the task to someone else or change the scope of work for this subordinate.
The subordinate then concludes, “See, after all, I really am not trusted!” In this way, what was rooted in the subconscious is produced as “reality.”
This is how the subconscious mind works. That is why we must work earnestly to reshape it.
To return to the point: it is certainly unwise to display emotions recklessly. But it is essential, especially for a leader, to constantly direct awareness toward one’s own emotions.
3. Do they project a presence that gives those around them a sense of safety?
Inamori’s words:
“When I speak of believing in possibilities, I do not mean approaching the launch of Daini Denden with nothing but a tragic sense of determination, saying, ‘I believe in possibilities, and I will carry on no matter what.’ Rather, I had a philosophy. I resolved to exert my efforts in accordance with that philosophy, believing that if I did so, a way would surely open. Thus, it was not merely a matter of grim determination, but of carrying within me also a sense of enjoyment and even a touch of optimism. If it were only tragedy and severity, one would inevitably break. There must also be a bright and optimistic side.”
(Quoted from the “Inamori Digital Library.”)
→ My comment:
The sense of reassurance implied by Shinchin Koju may well be connected to this kind of optimism. Especially in today’s age, I believe that a sense of excitement—“Oh, this seems fun!”—is vitally important.
For many people in Japan today, such anticipation is what motivates them to work.
Therefore, it is important to ask:
Do we radiate only a sense of grim determination?
Do we keep others at a distance?
Or do we possess a warmth and openness that makes people feel welcome?
In this regard, Aikido master Yamaguchi-sensei is a wonderful example. He is remarkably approachable. He dislikes being viewed merely as a “martial artist” or as an “Aikido master.” He shuns the armor of a stern teacher.
Such openness, together with a sense of humor, is also essential for conveying the quality of koju— profound calmness and gravitas with warmth.
In conclusion, regarding the “profound calmness and gravitas” of Shinchin Koju: it means being fully aware of one’s emotions without displaying them outwardly, offering reassurance and approachability to those around you, and cultivating the capacity to prepare in every way for adversity. As for myself, I reflect on this and wish to renew my efforts to embody it.
* 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
News Letter subscription is here
