If you want to win a trustworthy partner, you must build a relationship of trust that connects you heart-to-heart. Of course, consensus is also needed on interests, but the most fundamental thing is to grasp the hearts and minds of the people. —Kazuo Inamori Kazuku.
The most critical in businessIt is to grasp people's hearts
Some of the second-generation operators are only in their twenties, very young, and they have not been in their father's company for a long time.
My first thought was that as an entrepreneur, I founded the company at the age of 27, and my biggest concern was how to gather the 27 people I was working with.
Seven of them even wrote blood letters to support me, and they were people I worked with in the previous company and knew each other well.
In addition to them, I also recruited 20 high school graduates to start a new company. But even though there were only a few people at first, I struggled with how to bring these people together.
In a group of people, the most important thing is to capture the hearts of all the people in the group and bring them together. That is, to grasp people's hearts.
The most important thing in business is to grasp people's hearts.
Although it is expressed in terms of "grasping people's hearts", we can also put it in another way and describe it roughly.
That is, let these people volunteer to be their subordinates and listen to their own orders. If you want your subordinates to obey your ideas and act according to your wishes, it is impossible to do it without mastering people's hearts.
I think that's the most critical thing. I struggled to figure out how I could get my subordinates to obey me. In the end, the result of my thinking was that I must first understand the feelings of my subordinates, and I must also let my subordinates understand my heart.
Take this as a starting point, and finally win the trust and respect of your subordinates, otherwise it is impossible to convince your subordinates. That's how I think.
It's easy to say, but it's very difficult to do.
I'm an entrepreneur, so I'm going to do it even in a tough way, but what if it's a second- or third-generation manager?
That is, the father or grandfather is a very good entrepreneur, and in the eyes of their entrepreneurs, the strength of the heir is always not half a star.
And those old courtiers or old employees who worked with their father also knew the details of the heir completely, "This young master has not studied well since he was a child. I still rely on my father's money to go to college, and I finally got into college, and now that I have graduated and come back, I definitely have no prospects."
In such a vision, it is impossible for the heirs to win the trust and respect mentioned above from them.
The heir has to bear this obstacle as president, and it is inevitable that he will suffer greatly.
2. As long as you treat each other sincerelyThe other party will surely reciprocate the same sincerity to me
Relationships based on desire never last.
If you want to win a trustworthy partner, you must build a relationship of trust that connects you with each other. Of course, consensus is also needed on interests, but the most fundamental thing is to grasp the hearts and minds of the people.
Kyocera was founded on a heart-to-heart connection. When I first started my business, I didn't have any great skills, and I could only rely on like-minded people.
Therefore, the only thing I could rely on at that time was their hearts.
There is nothing in the world that is easier to change and more fragile than the human heart, but throughout history, there have been many singing and crying things that treat each other sincerely and protect promises with their lives.
Once the human heart is tightly connected, it becomes incomparably reliable. The most changeable and fragile is the human heart, and the strongest, most reliable and most beautiful is also the human heart.
Therefore, I intend to engage in business management based on building a spiritual bond.
To this end, the manager must first of all have a high sense of mission in the management of the company and clearly communicate it to his partners.
I want to live my life with this outlook on life, this philosophy, and I want to run a business with this way of thinking. Do you agree? ”
Leaders need to persuade people who are likely to be their partners in the future until they say, "Since this is your way of thinking, let me do the same." ”
At the same time, in order to form a good heart-to-heart relationship, managers should not only tell each other about their way of thinking, but also open their hearts and be honest with each other to gain their trust.
From the time I started my business, I believed that if I treated each other sincerely, the other party would reciprocate the same sincerity to me.
In this way, at first there was a trustworthy partner, and soon it became two or three ......The number of such people is increasing.
If you have six board members, you need to build a relationship with those six people. The people who have built this close relationship will become trusted partners and other forces to support and support self-reliant managers.
Managers must first have a noble mindset themselves, and then find ways to make the people around them resonate with this way of thinking and make them trustworthy partners.
3. Depression is the construction of the internal enterpriseA great opportunity for good relationships
When a recession comes, there are often discordant voices in labor-management relations, and in good times, they can say something high-sounding to each other, but once they are faced with the severe situation of a depression and the managers are strict, it will soon be useless to just say nice words.
For example, when a manager proposes to reduce some wages, what was normally considered a satisfactory labor-management relationship immediately turns into a tense antagonistic relationship.
In this sense, a depression is a litmus test for labor-management relations.
Under the difficult situation, the interpersonal relationship between the workplace and the enterprise is tested, whether the interpersonal relationship between the same weal and woe has really been established, and the atmosphere of the workplace and the enterprise are tested from the front.
In this sense, it is important that the recession is a great opportunity to adjust and rebuild good interpersonal relationships in the enterprise, and that managers should take advantage of this opportunity to strive to create a better corporate culture.
I have always emphasized that the most important thing in running a business is the relationship between the manager and the employees.
Managers must take care of their employees, and employees must be considerate of managers, help each other, and support each other, and it is necessary to establish such a relationship.
It is not the antagonistic relationship between capitalists and laborers, but the fact that both labor and management hold the same viewpoint and work together to seek the development of the enterprise.
For this reason, I always take advantage of various opportunities to talk to employees and try to make them think the same way, and I hold drinking parties, sit down with employees, and have frank heart-to-heart exchanges to understand each other.
I always try to create this opportunity to talk to my employees.
Because of this kind of effort, once you encounter a depression, you can't just say nice things, such as "you want to work more, and your expenses will be reduced again and again, but your wages will not be increased, and bonuses will not be paid, so please be patient."
Some managers think that they have become one with their employees, and that they understand the operation of the enterprise and work together with themselves, so they ask employees to work harder and make self-sacrifices during the recession period.
But unexpectedly, the employees did not accept it, came out to boycott, and the good interpersonal relationship within the enterprise was not formed at all, and the facts were in front of them, and the operators couldn't help but be stunned.
When the disaster of depression comes, we should work together to overcome the difficulties, but often at this time, the employees rebel and leave, resulting in the collapse of the company and even the company, and such things often happen.
At the slightest sign of confusion in the company, managers should seriously reflect on it. It is important to have a frank exchange of opinions with employees and to think hard about this issue yourself.
These problems do not manifest themselves when the economy is good, but they are visible in times of hardship.
At this time, we should not just sigh about the interpersonal relationships in the company, but think thoroughly about how to improve them, and how to learn lessons to do things well in the future.
4. In order to be able to communicate with employeesOperators have to tell their own philosophy,Share this philosophy with our employees
Managers themselves should learn philosophy and improve their minds through learning. At the same time,Not only do we want to improve ourselves, but we also want to explain the philosophy to our employees, and strive to make it common to all employees in the company.
In order to achieve a noble corporate purpose, I am ready to run a business with such a way of thinking and such a philosophy.
This must be said within the company, and the philosophy must be shared with the employees.
In other words, after establishing the company's "vision" and "mission" in order to connect with employees, the next thing you need to do is to explain your philosophy and share it with your employees.
Since the president has such a good idea, we employees should also respond, we respect the president, and we will work hard with him for the development of the company! "Managers have to get their employees to think like that.
In Japan's large corporations, no company leader can tell his or her own philosophy of life.
However, "How should we spend a precious life that is only once?" This is a topic that I have been telling my employees about since I founded the company, and this is the Kyocera Philosophy.
At Moriwa Juku, I have been teaching about Kyocera philosophy for almost 30 years. Over time, the students blurted out my way of thinking as their own.
Imagine a school student who wants to convince the employees of their company to get full support from them, but they don't know what to say.
If you speak half-bakedly, "I think so", and say some clichés, then no one will believe it, and it will be counterproductive if you don't get it right.
For this reason, I joined Moriwa Juku and studied my philosophy. "That's what Mr. Inamori said," and then brought it back to the company as it was, and told it to the executives and employees as it was.
Incredibly, the president really has authority, and the employees don't dare to underestimate him anymore.
Of course, the president himself has to study carefully. After a few years, it was no longer the head of Inamori Juku, but the president's own thoughts.
At this point, when you say, "That's what I think myself," you won't be wrong in your way of thinking, and you'll be able to say something touching and inspiring.
In this way, employees will trust the president more and the company will be united and vibrant.
5. Don't use money to manipulate people's heartsHe was appreciated by everyone for his contribution to the companyThis is the highest honorAt Kyocera, even if an amoeba achieves outstanding results, it does not give a large salary increase or a lot of bonuses. Of course, long-term praise for work performance will be reflected in salary increases and promotions, but it will not immediately increase wages and bonuses significantly just because the amoeba is more profitable. This remuneration system is not used. If amoeba's performance is directly linked to an individual's income, then employees will be worried about short-term performance. At the same time, dissatisfaction and jealousy can make a mess of interpersonal relationships within the company. Therefore, at Kyocera, if an amoeba achieves excellent results, it is a great contribution to the entire company, and it can be appreciated and thanked by other amoeba partners. When people outside the company say this, they often don't understand it and think it's incredible: "Is this really going to work?" However, Kyocera's management philosophy, which is acceptable to all employees and resonates with all employees, has thoroughly permeated the philosophy of "implementing the right principles of conduct" and is shared by everyone throughout the company. That's it, it's not about using money to manipulate people's hearts, it's the highest honor to be appreciated by everyone for your contribution to the company. This concept has become a common belief among Kyocera's leaders and employees. Therefore, it is not an exaggeration to say that amoeba management is a management system based on a noble philosophy. There are many managers around the world who believe that workers only need to work, so they set strict quotas to force them to work, or use high success rewards as bait to stimulate people's desires and achieve the goal of improving the company's performance. On the other hand, "amoeba management" is a management system in which every employee working on site feels the joy of work and spontaneously works hard to improve the company's performance with the awareness that he or she is also a manager. That being said,"Amoeba Management" is a management system that respects humanity based on philosophy and turns "human-sensitive management" into a practical and feasible management system. Furthermore, "amoeba management" is to make employees feel the joy of participating in the plan and managing it themselves, and to respect the value of each person's labor.