You can be totally rational with a machine. But if you work with people, sometimes logic often has to take a backseat to understanding.
Akio MoritaRead
We treat employees as a member of the family. If management take the risk of hiring them, we have to take the responsibility for them.
Interpretation
This quote emphasizes the importance of treating employees with care and responsibility, akin to family members.
Akio Morita highlights the significance of viewing employees not just as workers but as integral members of a family. When management chooses to hire individuals, they must also bear the responsibility for their well-being, fostering a supportive and nurturing work environment that enhances loyalty and productivity.
In practice
During a company meeting, to inspire managers to invest in employee relationships.
You can be totally rational with a machine. But if you work with people, sometimes logic often has to take a backseat to understanding.
Once you have a staff of prepared, intelligent, and energetic people, the next step is to motivate them to be creative.
I consider it my job to nurture the creativity of the people I work with because at Sony we know that a terrific idea is more likely to happen in an open, free and trusting atmosphere than when everything is calculated, every action analysed and every responsibility assigned by an organisation chart.
From a management standpoint, it is very important to know how to unleash people's inborn creativity. My concept is that anybody has creative ability, but very few people know how to use it.
Leadership is not a license to do less. Leadership is a responsibility to do more
I may be kindly, I am ordinarily gentle, but in my line of business I am obliged to will terribly what I will at all.
What I've really learned over time is that optimism is a very, very important part of leadership.
It's time for male leaders to not only ask for binders of qualified women, but to re-write the definition of 'qualified.' The best man for the job, may in fact, be a woman, whose biography is not traditional, but is rich with experiences and skills that are not necessarily learned either in school or on the job.
No president is well-served by groupthink or by everybody singing from the same sheet of music they think he's on.
We know where most of the creativity, the innovation, the stuff that drives productivity lies-in the minds of those closest to the work. It's been there in front of our noses all along while we've been running around chasing robots and reading books on how to become Japanese-or at least manage like them.
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