Knowledge , Lesson and Motto

Inamori refers to the phrase of Masahiro Yasuoka, who was the famous philosophers influenced the showa era of 1940- 1990. Yasuoka said that once you acquire some knowledge, this is not enough. You should develop that knowledge through lessons through the learning process. Then you develop further the lesson to your own motto, through a lot of actual experiences on your business administration.

I would like to demonstrate how we can develop knowledge to a motto. Fortunately, I found the words that Ito shared with us. Ito is Inamori’s successor and the second CEO of Kyocera. Ito shared an episode of Inamori during Kyocera’s start-up era.

The key differences of those three concepts are as follows.

1 Knowledge = refusal of challenges 

Inamori ,by referring to Yasuoka’s words, spoke to Seiwajuk workshop members, “ If you keep accumulating your knowledge, you may simply end up as a knowledgeable leader. But you have to convert what you learn to lessons through your positive learning and actual experiences.”

Ito said, “Kyocera’s start- up stage, Panasonic used to be our principal client, thus Inamori worked very hard to get new orders not only from them but also from other companies. Once he had got a new order from a client, he gathered us. Everybody came to Inamori with a chair , made a circle, then Inamori told us-Hey guys, this is the new order, and we can not fail as this is the key to our growth. I believe we can produce this product by taking this approach– then he explained how to do.”

From the psychological view point, this is the stage where people find the object under their conscious level. In other words, everybody believes it looks difficult or impossible for them to achieve. Staff made a clear distinction of a world where they live and the unknown world. They were believing that this sounds like a story where we have never lived. This has nothing to do with us.

This is the initial level of the perception of staff. When the assignment looks something new to people, they would likely react negatively. Unconscious mind has always been negative towards a challenge. Unconscious attitudes keep the routine in a world that the people are familiar with.

2 Lessons learned

Inamori said by referring to Yasuoka’s words.

“Knowledge may not work for our daily business administration. Yasuoka said that the knowledge should be elevated to the tools, by which you can conduct and execute your business decisions properly and diligently.”

Ito gave us more specific examples.

“Once Inamori had instructed us and we had some doubts, Inamori gave us more detailed instructions.- I know you have such doubts but you can clear those hurdles by taking this approach -, Inamori used to give us such a very detailed and strategic instruction. Once he completed his instruction and a staff hung his head, Inamori told him –You still look unconvinced and suspicious, let me repeat again– then he started instruction once again or sometimes took different approaches until that unconvinced staff turns like fully convinced one with the approach that Inamori instructed. He knew that the assignment was challenging however, first he said-I know this is the production that we have never done– , and he started patiently convincing us until all of us felt that as if we had already succeeded. I feel this is a very important process. When a leader feels we can, that feeling can not always be shared with others. If the staff on site have doubts in the production, we would never achieve our goals, which means the completion of the production. Therefore, Inamori took this approach. He injected his energy until all the staff got convinced with our success, even before starting the production. ”

From the psychological view-point, the above process is rewriting the staff’s subliminal mindset. In psychology, we know that all the facts realized in our world are the reflection that our subliminal mind envisaged. Therefore, no matter how many hours we spend, no matter how much we spend on R&D, no matter the capable staff we have, unless we believe our success under subliminal mind, we would never ever succeed. What Inamori did was exactly changing the subliminal mindset of the staff.

At the very early stage, a leader can do everything. As the business grows, he has to outsource some parts to his staff. However Inamori found out the production does not always be successful when he outsources this to his staff. However, if he concentrates on the production, it’s hard to get new business as there is little sales force. That was the dilemma. Thus he found out the mechanism of how we can bring the result as we envisaged. Inamori mastered using subliminal mind to empower his staff and increase the succession ratio of new products.

3 Motto = no doubts and authentic

Inamori said, “Having lessons is not enough. We should convert those lessons into our credos, or mottos as if those are the natural rules spreading in our world. Yasuoka also encouraged us to keep conducting business practice until we are fully convinced and take those rules granted.”

Ito mentioned, “Inamori ,every time he gives us his instruction he also mentioned the reason why we have to do it, how we can change the world, how we improve ourselves to the next stage, what kind of contribution we can make to our society. All of us were so excited and encouraged very much by Inamori’s words. We became an enthusiastic R&D team, devoted ourselves to the production with a clear image of our success, and inspired with our great future. This is basically the key drivers of Kyocera. Nowadays, looking at large Japanese companies, there are a few leaders who can instruct staff as did Inamori. Most leaders just send instructions by email to staff. When he gets an unsatisfactory outcome, he keeps complaining to the staff. This looks totally unproductive. What leaders should do is inject his energies to staff, convert their subliminal mindset, and inspire and encourage them by showing our great futures.”

→ Ito understood how the subliminal mind works. During Kyocera’s starting up stage, Ito and other members were following Inamori anyway. They realized all the projects they got involved were successful. They were filled with confidence, a sense of contribution, and gratitude from others. They also found themselves very important staff and the significance of their reasons to be. Once in a while, they got a chance to talk with their friend who worked for other ordinary companies. Friends look unsatisfactory, always complaining about work, and not enjoying their lives. Ito may have thought about the difference between Kyocera staff and other young workers. Ito found out the key was Inamori and the approach that Inamori had been taking.

Then he got finally convinced of the power of the subliminal mind, the importance of our wish/ will and desire. He also fully understands that everybody has a huge potential to grow and the key to develop that potential is our mindset as well as mentality.

Then he raises his motto: believing in our capability, maintaining our mindset, and striving ourselves than do anyone else. All the Kyocera philosophy has become Ito’s motto.

So to sum up , below are the keys of project success.

I feel this is the best way to train people and Inamori managed to do this. So far, I have never seen such a leader or company led by a leader like Inamori.

Further queries or doubts, please email to ytomizuka@abrilsjp.com

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