“What a Successor President Must Undertake Seriously — How to Keep Staff Motivated”　

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

What Inamori said is quoted with “”.

 

“(The company inherited from his parents had been leaving losses. After president’s deep reflection, the company finally started making a little profit.) However, at that very moment, employee morale began to crumble, and complaints emerged—requests for more staff, higher salaries, and other grievances. How can a leader ensure that employees maintain a high level of awareness and continue working with dedication?”

— Quoted from the Inamori Digital Library

This time, Inamori discusses how a company that has finally escaped from deficit can raise employee awareness and sustain their continued effort. Once again, his advice is profoundly insightful and strikes right at the heart of the issue. The key points are as follows:

 

 

 

I will now explain each point in greater depth.

 

１ Clarify the Purpose and the “Reason to be” of the Business

Inamori’s Words

“You yourself must study and clearly define the purpose and significance of your company. You must articulate: ‘This is what our company exists for, and this is the meaning behind our work. Up to now, our company has grown on its own without any particular goals and eventually reached several hundred million yen in sales. But from here on, as a trading company supplying A-components, I want to develop our company in this specific direction. We will provide our customers with this kind of value, and at the same time, we will contribute in this particular way. The Japanese A-industry has a market size of several hundred billion yen. Within that market, our company should aim to secure at least a certain percentage of the market share. I believe our sales can reach several tens of billions of yen’.”

— Quoted from the Inamori Digital Library

 

→ My Comment

Clarifying the purpose and significance of why a company exists is, I believe, extremely important. Although our firm does not have full-time employees, I want it to be a company that pursues both the material and mental growth and fulfillment of the people who work with me.

Today, people’s sense of what “fulfillment” means has become very diverse. It is increasingly difficult to define what fulfillment should look like.

Even so, I want to elevate the awareness of those who choose to work with me, and create relationships that make them feel, “I’m glad I worked here. I’m grateful for the experiences I gained in this place.”

 

２ Align Everyone’s Vector

Inamori’s Words

“Kyocera as a company exists in order to pursue the material and mental well-being of all its employees — including myself, who live within Kyocera, and including the president and everyone else. That is why we must make Kyocera a highly profitable company, one that will not be shaken no matter what kind of recession may come. Otherwise, we will not be able to go on protecting the employees’ material and mental fulfillment.

For that purpose, I will go to the front lines and work with all my might. ‘If you too wish to protect your own livelihood and establish your own fulfillment, then I want you to work with me. But if you say you do not want that, if you say you do not want to follow me, then I cannot endure hardship in order to make even such people fulfilled. In that case, please leave. We do not need such people. I need people who are willing to struggle together with me.’

I have always spoken in this way, and I believe you should do the same.”

— Quoted from the Inamori Digital Library

 

→ My Comment

Passages like this have appeared many times in Inamori’s talks and writings. Each time I read them again, I am struck by how profound his expressions are.

Especially in a company inherited from one’s parents, there are often staff members who are accustomed to the way things were done in the previous generation and do not welcome reforms. In addition, there are people like the following:

・those who have no conscious intention to protect their own livelihood;

・those who, even at a subconscious level, do not really seek to establish their own fulfillment.

I felt as if I were being asked:

“Is it really right for the president or other staff members to spend their life and time for the sake of such people? “ We must think about this.

Taking this as a lesson for myself, I intend to reflect on it deeply and think about it with utmost seriousness.

 

３ The President Must Lead by Example

Inamori’s Words

“That is where everything begins. Right now, you are at zero. You, who were in the minus, have merely returned to zero—only just arrived at the starting line. From here, you must move forward. To do so, you yourself must take the initiative, lead from the front, and be the first to shoulder the hardship. You must first declare, ‘I will take the lead and do the work myself.’”

— Quoted from the Inamori Digital Library

 

→ My Comment

Before anything else, we must recognize that taking the initiative and working at the forefront is essential. Only then can we begin to consider how staff members can stay motivated and continue working with commitment.

・People want to be dependent like staying under the shade of a big tree, being protected from hardship.

・They want someone to help and feed them.

・They want to make money easily and enjoy a life others envy, without working.

These are natural human desires, found in everyone.

In the present Reiwa era, I must ask myself how I should view such human inclinations and desires.　I intend to keep thinking about this seriously as an ongoing task given to me.

 

 

 

 

* 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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