Kazuo inamori: The highest state of management-not who cares who, but who helps who (in-depth writing).

I believe that most managers feel this way. Generally speaking, the radius of management is 10 people. If there are too many people, it will get out of hand.

Many managers think so at first. But the management radius of managers in excellent enterprises can cover 20+, even 40+ people, or even more.

Why can excellent enterprises do this? How can we expand the management radius like them?

With this question, let's see what Mr. kazuo inamori said.

This paper shares with you the contents of Mr. kazuo inamori's works: sticking to the bottom line, creating high profits, the qualification of leaders, amoeba management, and heart;

First, talent selection: character is more important than ability 100 times.

It goes without saying that for enterprises, people are wealth. Therefore, personnel recruitment and personnel management is one of the most important tasks for operators.

However, it is also true that there is no problem more difficult to deal with than human problems. In Shu, my classmates also asked me many questions about talents.

Among them, the biggest headache for operators is: "Is ability important or character important?"

On this issue, if we say "ability choice or character choice, we must choose one of them." Then, I will answer unequivocally: "Character is the most important."

In the process of running a business, I am bent on expanding the company. I felt that there was an urgent need for outstanding talents, so I openly recruited them. But at that time, the company was very small, and it was difficult to recruit ideal talents. There are many cases in which people I like persuaded them to join the company.

Staff recruitment, coupled with the * * * thing, initially bothered me, why did outstanding talents refuse to come to our company?

When the sales volume is still 300-400 million yen, even if the recruitment enthusiasm is high, outstanding talents are still unwilling to come, and graduates from famous schools are also unwilling to come.

As you listed, there are serious people who love the company, but their ability in guiding subordinates is slightly inferior; He will take everything he is entrusted to do seriously, but the result is often unsatisfactory. This is a kind of person.

In addition, there are also people with very smart minds and quick reactions who enter the company. So I thought:

"It is rare for our company to have outstanding talents. This time, we finally have a very good person, he is very smart. We must train such people into cadres of the company. "

But after four or five years of hard work, such people, because they are smart enough to see the future and the shortcomings of my president, followed me for a while, complained and then resigned.

People who want to be trained as successors, smart and capable people I admire, they left me. On the contrary, people who are honest but a little slow have no ability to guide their subordinates. Such people have been working hard silently.

"If these two kinds of people can change! If only those slow-witted people offered to resign and those smart people asked to stay! " That's what I thought.

Although I think so, the world is balanced. Those smart people will think that our company is not good and often jump ship.

I often tell you that the scale of an enterprise cannot exceed the qualifications of its leaders. I am not very strong as a leader myself, and my qualifications are not great, so excellent talents are reluctant to come. I often complain to myself:

"If first-class talents from first-class universities come in like first-class enterprises, the company will certainly do better. But small and medium-sized enterprises like us can't recruit talents, and the rest are idiots. "

However, in fact, just because I am not smart enough as a leader, I have such a great reputation, so I can only keep people who match my reputation.

I don't know what I can do, but I want to expect better people to come, but as the saying goes, "a broken pot matches a broken pot", and a broken pot doesn't match a beautiful lid. Although this is true, we are always reluctant to think so.

Although I am dissatisfied, because I can only keep such people, there is no way, I can only rely on them, and they can only rely on me, so they arm in arm with each other. For 40 years, * * * has struggled together to this day.

People who are energetic, love the company and care about their colleagues, but on the other hand, they are a little slow and lack leadership skills. After twenty or thirty years of struggle and tempering, such people began to radiate brilliant brilliance.

Of course, their personalities have not changed. Although they have not changed, they have become the backbone of various departments. With them as the core, Kyocera Company is rock solid.

There is a saying that "man is a castle and man is a stone wall". When people who trust each other gather together, it is equivalent to a strong castle and stone wall.

Stone walls are made up of big stones and small stones. There is a beautiful stone wall, and the big stones are stacked together, which can't stand the wind and rain. Only by filling the pores between big stones with pebbles can a solid wall be built.

So is the company. Every key position doesn't need smart people. Only by putting people with noble personalities in key positions can the company develop smoothly.

Without such people, more people will sing high-profile songs when the situation is good, complain when the situation is bad, more people will be too smart and quit after a little suffering, then the stone wall will become riddled with holes, and the castle that was finally built will collapse.

People who are a little slower and not so smart unite as one, stick to their posts and protect the enterprise 10, 20, 30, 40 years, and the company will stand firm.

Similarly, those who were considered less intelligent later became ministers, experts, vice presidents and presidents. People who were ugly when they were young became presidents. Compared with the presidents of first-class companies from first-class universities, he is not only inferior, but also more handy in his career.

I have been in business for 40 years and have a deep understanding of this. For those who look a little stupid at first glance, there is no contempt, no neglect, no rough treatment, which has made Kyocera today.

Second, management is not who cares who, but who helps who.

After selecting the right person, it is more important to help the employees. The relationship between entrepreneurs and employees is not who cares about whom, but who helps whom.

In contrast, entrepreneurs should be more empowered, pay attention to training employees, and provide more support and help to their subordinates.

There are two points to note here:

1, empowerment is better than management.

My thoughts on my career and the realization of my goals should be enthusiastically told to my subordinates, with painstaking efforts, until every member of the workplace is burning with passion.

I call this operation "energy transfer".

In fact, since childhood, whenever I set goals and pursue their realization, I will thoroughly explain to my subordinates the prospects of my career, how to implement them concretely, and even the social significance of achieving them.

I often feel exhausted when it comes to the acceptance of all the listeners. It's as if my energy was transferred to the other person through words, and I collapsed like an empty shell.

Some people here may think, "No matter what I say, my people don't understand. They are all unreasonable guys. "

For those who have this idea, I ask them to ask themselves again: "In order to make the other person understand and accept your idea, have you put your idea in the right position?" Did you touch each other's hearts? Also, how much enthusiasm have you invested in passing on ideas to each other? " ?

No matter how high the goal revealed by the leader is, the higher the goal, the more difficult it is, and the less likely it is for a person to accomplish it.

Leaders enthusiastically tell their subordinates the significance of their career and the ways to achieve their goals, and raise their morale to the same level as themselves. Only in this way can we unite the strength of all employees.

As long as this is done, then, no matter how difficult the goal is, success may be at your fingertips.

The man accepted the work instruction and answered "OK, got it". If men's enthusiasm is at this level, the probability of success is about 30%. If subordinates say "we will try our best" in a tough tone, the probability of success is about 50%; If the leader injects energy into his subordinates and makes them feel that "this is our own business", then the job has a 90% chance of success.

That's what I thought.

2. Unique management is superior to financial incentives.

Kyocera can become the representative of Japanese enterprises and the most influential enterprise in the world because of its great attraction-it can attract and retain talents, which is one of the secrets of Kyocera's successful development.

Why did Kyocera let its employees stay? Why can Kyocera let employees play a positive role? Some people say that Kyocera's salary and benefits are good, but I think this is only one aspect and not accurate.

In my opinion, the reason why Kyocera can let employees stay and let them play their talents is not because of money, but because of Kyocera's unique management style.

Many entrepreneurs always want to:

As long as I give my employees a satisfactory salary, they can stay and work for me. As long as I can continue to raise my salary, my employees will work harder.

But in fact, their ideas are always difficult to realize, and counterproductive is the most common result. For this phenomenon, I think:

No parents can buy their children to do their homework, and it is unlikely that a husband will bribe his wife to do all the housework with enough money, and it is even more impossible for entrepreneurs to use money to make their employees work harder.

In the process of running a business, if business leaders always want to use money to retain talents, it is likely to be counterproductive, and there will be two such phenomena:

The first phenomenon is that business leaders who use money to retain talents may make employees feel disrespected. Such enterprises are unkind to talents, unable to attract talents, let alone retain talents.

The second phenomenon is that business leaders who use money to retain talents may only accommodate talents and will not manage them. As long as he manages, employees will leave.

Therefore, in Kyocera, I have repeatedly stressed that material conditions are only the basis for retaining talents, but they are not all that Kyocera retains talents.

It can be said that only when talents and enterprises "think in one place" can talents' feelings for enterprises produce quality, and talents will truly have a sense of dependence on enterprises, thus staying in enterprises.

Third, know people's hearts and understand human nature.

As mentioned above, manage the relationship between who helps whom.

So, why should employees accept your help?

Because, when managers coach employees, first of all, employees should have the will to be coached. Therefore, managers must understand people's hearts and understand human nature.

So, why should management be people-oriented?

This is because Kyocera, with less than 30 people at the beginning of its establishment, has neither funds nor achievements, nor credit, and is a fragile small and micro enterprise. I used to be a technician, and I didn't have any knowledge and experience about enterprise operation.

I always feel uneasy and feel that the burden on my shoulders may crush me. In this case, I began to seriously explore what "really reliable things" are in business operations.

After all kinds of troubles and repeated thinking, I made a decision: to run the enterprise with "people's heart"

People's hearts are indeed changeable. However, once people are United, they can exert great power, which is irreplaceable by anything else.

So, first of all, it is very important for employees and comrades to trust each other, understand each other, unite as one and work hard.

The whole company is like a family, or everyone has the same idea as a business partner, so we can summon up enthusiasm, help each other and move forward together.

Besides, I don't have any means and methods to run a business.

For the development of the company, everyone tries his best. Operators also live up to expectations and work hard. Employees trust each other and don't seek personal gain. Everyone is proud to work in this company and looks forward to its development.

It is precisely because of the emphasis on people-oriented management that Kyocera has developed today.

Every manager should turn the direction of the company into your direction, but more importantly, turn your direction into the goal of employees.

Only by combining individual goals with team goals can we unite everyone and activate the organization.

Fourth, strengthen confidence and drive the organization with goals as the guide.

While defining business goals, leaders must firmly believe that they can achieve them.

No matter how many times you repeat the business goals you don't believe in to your subordinates, they are invalid. First of all, I must firmly believe in my heart that I can achieve this goal.

In the "Twelve Management Articles", I emphasized the importance of specific goals.

Leaders set specific goals, and all employees work towards this goal together, which will not only promote the development of the whole enterprise group, but also be very important in making employees happy.

In other words, leaders should reveal the direction their enterprises are aiming at, set high goals, and point out such directions and goals to group members.

It is necessary to clearly point out the development direction of the organization, point out the future at the destination, describe this prospect, point out the specific methods and strategies to achieve the goal, and guide everyone to move forward together.

In addition, while conveying methods to subordinates, leaders should also give them confidence to achieve their goals.

Moreover, it is not only leading oneself, but all employees headed by middle-level employees have this goal. On the basis of explaining the process of realizing this simulation exercise, all employees must be convinced that this goal will be achieved and such an atmosphere must be created within the company.

Leaders have a strong desire to set high goals, but it is absolutely impossible to achieve this goal if employees do not regard it as their own career.

In this way, leaders must grasp the hearts of all people in the group.

The goals set by ourselves must make all employees of the group realize that "the goals must be achieved no matter what".

In other words, the leader must be able to bring vitality to the employees of the enterprise, so that all employees can unify their direction and form a joint force to move towards this goal.

As for * * * specific measures with goals, it is necessary to issue this business goal according to the organization, so that the smallest unit of the organization has a clear numerical goal. You can consider subdividing it so that each member has a clear pointer.

It is necessary to subdivide the business objectives so that everyone in the membership can have a specific understanding of the objectives.

Here it is. Not just "let's get started" and "come on".

Why we should work hard, why this product has the value that we need to work hard, and so on. The significance to society, the company and even the position of customers are involved. On the basis of expounding these aspects in detail, I will explain the specific operation methods to employees in detail.

This shows that management is "who helps who", and help must be done right, not blindly.

Five, you can decentralize, but you can't completely decentralize.

Finally, I want to talk about the problems that must be avoided in the management process.

When the lower-level leaders grow up, the leaders of the higher-level organizations will entrust the specific operations of departments or projects to the lower-level leaders, and they will only give orders themselves.

Because the amoeba management adopted by Kyocera is a system in which managers and employees spontaneously achieve their respective goals, in the short term, even if the leaders are slack, as long as the grassroots organizations are orderly, there will be no major problems.

However, the company can't develop like this.

Leaders must take the lead and cannot completely delegate power to the scene.

When I was the president, once there was a problem in the sales, development or manufacturing department, I would immediately command the whole town, personally visit customers and inspect the site.

If I have free time, I will visit the site, check the departments with problems and try my best to solve the problems.

Although I also gave the management power to the leaders, I didn't completely delegate power, but I was familiar with the problems faced by every amoeba and went to the scene to help them solve the problems together and give them encouragement.

Moreover, as an operator, I often consider how the company will develop in the future, the direction of progress, make major decisions on the company as a whole, and perform the duties of an operator.

Employees will naturally try to fulfill their responsibilities to the company when they see the operators' conscientious behavior towards everyone.

Amoeba management needs professional ministers and other executives to take the lead and pay twice as much effort as others.

The word authorization is often mentioned. Operators cannot be dictators forever. To make the company bigger, we must know how to delegate downwards.

However, this does not mean throwing the work to them, but letting them learn to take responsibility. Since you want your subordinates to take responsibility, and you are the person in charge of your subordinates, as long as things don't go well, managers have the right to reprimand angrily, "That won't do! Doing this or that, or helping, is a matter of course.

It is not easy to leave the work behind, but let the employees take responsibility. What managers must think about is what they should do to make employees take responsibility.

Finally, I summed up what General Barton said: "The best way to be the best manager is to find your own responsibility from the mistakes of subordinates."

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