HOW JAPANESE CULTURE CAN GUIDE WESTERN CEO'S

7 GUIDING PRINCIPLES FOR MANAGEMENT

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GEN-IN JIBUNRON: THIS MEANS “BLAME YOURSELF, NOT OTHERS.” WHEN THINGS GO WRONG, TAKING ACCOUNTABILITY IS IMPORTANT BECAUSE BLAMING OTHERS DOESN’T IMPROVE YOURSELF. WHEN YOU TAKE ACCOUNTABILITY FOR SOMETHING IT CAUSES YOU TO THINK BEFORE YOU IMPLEMENT CHANGES TO PREVENT FUTURE PROBLEMS. IF YOU BLAME OTHERS, SURE, IT’S EASIER FOR YOU AT THE MOMENT BUT OVER TIME YOU COULD FIND YOURSELF IN A SIMILAR SITUATION ATTEMPTING TO FIX A PROBLEM THAT SHOULD HAVE ALREADY BEEN REMEDIED.

Principle 1

“BLAME YOURSELF, NOT OTHERS.”

MOCHI WA MOCHIYA: AS AN ENTREPRENEUR, THE ADVICE I SHARE WITH FELLOW ENTREPRENEURS FOR SUCCESS IS MY PERSONAL MOTTO, “MOCHI [JAPAN'S STICKY RICE CAKE] SHOULD ONLY BE MADE AT MOCHI SHOPS," OR, IN JAPANESE, "LEAVE IT TO THE SPECIALISTS." LET YOUR EMPLOYEES DO WHAT THEY DO BEST AND DELEGATE TASKS WHERE THEY DON’T EXCEL TO OTHERS WHO SPECIALIZE IN THEM. MUCH OF MY SUCCESS HAS COME FROM KNOWING HOW IMPORTANT IT IS TO MEET ONE-ON-ONE WITH EMPLOYEES AND DELINEATING THEIR SPECIALIZATIONS, APPROPRIATELY DELEGATING THEM, AND ALIGNING THE COMPANY'S ORGANIZATIONAL STRUCTURE TO REFLECT IT.

Principle 2

"LEAVE IT TO THE SPECIALISTS."

KEKKI NI ROUSHO ARITE SHIKI NI ROUSHO NASHI: THIS MEANS, "EXCESSIVE URGE DECLINES WITH AGE; MOTIVATION WITH VISION WILL BE MAINTAINED ALL YOUR LIFE." IN STAR WARS, ANAKIN SKYWALKER STARTED OUT AS A MAN FOCUSED ON BUILDING POWER INSTEAD OF FIGURING OUT WHAT HE NEEDED TO ACHIEVE. THAT LED HIM TO “THE DARK SIDE.” AS A YOUNG MAN, I WANTED TO BUILD MY OWN POWERFUL COMPANY AND MAKE MONEY. MY GOALS CHANGED WITH AGE; AND, THROUGH TALKING WITH THE CEOS, [I FOUND THAT] [THEIR GOALS] CHANGED INTO MORE OF A MOTIVATION WITH VISION, WHICH IS SOMETHING MUCH GREATER.

Principle 3

"EXCESSIVE URGE DECLINES WITH AGE; MOTIVATION WITH VISION WILL BE MAINTAINED ALL YOUR LIFE."

MAKASETE MAKASAZU: THIS LOOSELY TRANSLATES TO “MANAGEMENT.” THE FOUNDER OF PANASONIC COINED THIS TERM FOR DELEGATING OR TELLING EMPLOYEES TO DO SOMETHING. THIS RESPONSIBILITY FALLS TO A CEO, AND IT MUST BE MORE THAN ASSIGNING TASKS. MANAGERS NEED TO FOLLOW UP WITH EMPLOYEES AND GIVE SPECIFIC GUIDANCE AND CONTEXT, AS WELL AS MAKE SURE EMPLOYEES HAVE WHAT THEY NEED TO COMPLETE PROJECTS SUCCESSFULLY.

Principle 4

“MANAGEMENT.”

SHA-IN DAIICHI SHUGI: THIS TRANSLATES AS "EMPLOYEES FIRST." A TYPICAL U.S. PUBLIC COMPANY ALWAYS PRIORITIZES THE SHAREHOLDERS; BUT AT MY COMPANY, THE EMPLOYEES COME FIRST. HAPPY EMPLOYEES BRING CUSTOMER SATISFACTION, CUSTOMER SATISFACTION BRINGS PROFIT, AND PROFIT PLEASES SHAREHOLDERS. IT’S CYCLICAL, BUT IT MUST START WITH MAKING EMPLOYEES A TOP PRIORITY.

Principle 5

"EMPLOYEES FIRST."

TARAI NO HOSOKU: IN JAPANESE THIS MEANS, “GENEROSITY TENDS TO BE RECIPROCAL.” I CALL IT "THE LAW OF THE WOODEN TUB, OR TARAI." WHEN YOU PUSH WATER WITH YOUR HANDS EXTENDED, THE WATER ON EACH SIDE CIRCLES BACK TO YOU. IF YOU PULL, THE WATER SPLASHES AROUND EVERY WHICH WAY. SO: IT’S BETTER TO PUSH, (“GIVE”) THAN TO PULL (“TAKE AWAY”).

Principle 6

“GENEROSITY TENDS TO BE RECIPROCAL.”

SHIAWASE NI SHITANYA! THE LITERAL MEANING OF THIS PHRASE IS, “I MADE MYSELF HAPPY.” AN INTERVIEWER ONCE MET WITH THE CEO OF THE LEADING BENTO BOX COMPANY IN JAPAN, COMMENTING THAT HE WAS LUCKY TO HAVE HAD SUCH A SUCCESSFUL LIFE. BUT THE CEO REFUTED THIS STATEMENT, ASSERTING THAT IT WAS HIS INTRINSIC WILL THAT HAD CREATED THE SUCCESS – NOT EXTERNAL LUCK.

Principle 7

“I MADE MYSELF HAPPY.”

MOTIVATED STAFF = BUSINESS GROWTH

YOUR COMPANY CULTURE MUST NOT BE BUILT SOLELY ON SHAREHOLDER RETURNS.

CONTACT GREG TWEMLOW FOR MORE INFORMATION - HTTP://WWW.LEANHACKING.CO/#CONTACT