Lesson #3: Management Means To Inspire Creativity
Lesson #3: Management Means To Inspire Creativity
“The most important mission for a Japanese manager is to develop a healthy relationship with his employees, to create a family-like feeling within the corporation, a feeling that employees and managers share the same fate,” said Morita. “We will try to create conditions where persons could come together in a spirit of teamwork, and exercise to their heart’s desire their technological capacity.”
To that end, Morita made it a point to visit each of his factories and to try to meet every single employee. He wanted to make sure his staff felt like fellow human beings instead of tools that were being used. But, while he emphasized teamwork and a close working relationship between management and staff, so too did Morita believe in the importance of the individual’s ability to exercise creative freedom.
For Morita, however, motivation came not from money, but instead from the quality of the jobs his staff were performing. “I believe people work for satisfaction,” he said. “I believe it is a big mistake to think that money is the only way to compensate a person for his work. People need money, but they also want to be happy in their work and proud of it.”
In order to motivate his staff, Morita strove to provide challenging work, with clear goals about where the company was headed. “My solution to the problem of unleashing creativity is always to set up a target,” he said. “Management of an industrial company must be giving targets to the engineers constantly; that may be the most important job management has in dealing with its engineers.”
Morita, in fact, disagreed with the Japanese government, which saw big laboratories equipped with all the latest instruments as the key to stimulating creativity. While he wanted his staff to have the best facilities, he knew that alone would not lead to creative and productive work.
Morita also believed in long-term planning and investment, versus the preoccupation with quarterly profits he thought American companies had. To that end, Sony was always focused on hiring people who could work together. Morita never cared whether or not his staff came from the best universities, or if they had the top marks. “I established the rule that once we hire an employee, his schools records are a matter of the past,” said Morita, “and are no longer used to evaluate his work or decide on his promotion.” In 1966, he even wrote a book to that effect called, “Never Mind School Records.”
Morita believed that his management style was a mixture of both Western and Japanese traditions. He combined the two to create a style all his own, and one that would take his company to the top.
Lesson 3 Management Means To Inspire Creativity
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“From a management standpoint, it is very important to know how to unleash people's inborn creativity,” said Morita. “My concept is that anybody has creative ability, but very few people know how to use it.” Morita created one of the world’s largest multinational corporations but he did not do it alone. Indeed, over his fifty-year career, Morita became one of the most outspoken businessmen for sound management principles, of which his were largely based on Japanese traditions.
“The most important mission for a Japanese manager is to develop a healthy relationship with his employees, to create a family-like feeling within the corporation, a feeling that employees and managers share the same fate,” said Morita. “We will try to create conditions where persons could come together in a spirit of teamwork, and exercise to their heart’s desire their technological capacity.”
To that end, Morita made it a point to visit each of his factories and to try to meet every single employee. He wanted to make sure his staff felt like fellow human beings instead of tools that were being used. But, while he emphasized teamwork and a close working relationship between management and staff, so too did Morita believe in the importance of the individual’s ability to exercise creative freedom.
For Morita, however, motivation came not from money, but instead from the quality of the jobs his staff were performing. “I believe people work for satisfaction,” he said. “I believe it is a big mistake to think that money is the only way to compensate a person for his work. People need money, but they also want to be happy in their work and proud of it.”
In order to motivate his staff, Morita strove to provide challenging work, with clear goals about where the company was headed. “My solution to the problem of unleashing creativity is always to set up a target,” he said. “Management of an industrial company must be giving targets to the engineers constantly; that may be the most important job management has in dealing with its engineers.”
Morita, in fact, disagreed with the Japanese government, which saw big laboratories equipped with all the latest instruments as the key to stimulating creativity. While he wanted his staff to have the best facilities, he knew that alone would not lead to creative and productive work.
Morita also believed in long-term planning and investment, versus the preoccupation with quarterly profits he thought American companies had. To that end, Sony was always focused on hiring people who could work together. Morita never cared whether or not his staff came from the best universities, or if they had the top marks. “I established the rule that once we hire an employee, his schools records are a matter of the past,” said Morita, “and are no longer used to evaluate his work or decide on his promotion.” In 1966, he even wrote a book to that effect called, “Never Mind School Records.”
Morita believed that his management style was a mixture of both Western and Japanese traditions. He combined the two to create a style all his own, and one that would take his company to the top.
Lesson 3 Management Means To Inspire Creativity
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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