[Series: The Ultimate Leadership Theory #3] The Magic Management of 'Turning Ordinary People into the Strongest Team' Learned from Konosuke Matsushita

Hello, I am a corporate slave salaryman.

Working as a manager, I have come to realize one thing: 'In the end, business is all about people.'

This time, I am focusing on the 'God of Management,' Konosuke Matsushita, who is no exaggeration to call the mentor of all managers.

I have summarized 'how to move people' that hits home for our generation, who struggle with issues like low team morale or not knowing what subordinates are thinking.

No matter how perfect a new business plan is, if the staff running the operation look dead inside, that business will never succeed, right?

This time, we will learn the 'divine perspective' of capturing and holding onto the hearts of subordinates from Konosuke Matsushita, who built Panasonic (formerly Matsushita Electric) from scratch.

1. If asked, 'What kind of company is this?'

It is said that Konosuke Matsushita taught his employees this:

'If you are asked what Matsushita Electric makes, answer: "Matsushita Electric is a place that makes people. We also happen to make electrical appliances."'

Doesn't that give you chills?

Our work is the same. Delivering dry cleaning, cutting hair, developing new services. What is more important than that is 'nurturing people' through those activities.

Share a 'mission' rather than 'tasks.' By doing so, team members transform from 'mere employees' into 'professionals.'

2. 'Gathering collective wisdom'—You guys know more than I do

Konosuke had no academic background and was physically weak. That is precisely why he knew better than anyone that 'he could do nothing on his own.'

That is why he thoroughly practiced 'borrowing everyone's wisdom.'

When you become a manager, you tend to feel pressured to 'come up with the answers yourself.' But the people who know the discomforts and improvements of the field best are the members standing on the front lines every day.

Bow your head and ask, 'What do you think?' or 'Do you have any good ideas?' This 'strength to show weakness' is what creates team cohesion.

3. The true meaning of 'Dam-style management'

The famous 'Dam-style Management.' It is the idea of storing water when the economy is good and releasing it little by little when it is bad—in other words, managing with a margin of safety.

From the perspective of those of us on the front lines, I think this is a matter of 'resources' (time, budget, and mental capacity).

A team that is always stretched thin, with members running at 120% capacity, will collapse in an instant when trouble strikes.

Deliberately creating 'slack' or 'margin.' That is the secret to building a strong organization that is resilient to unforeseen circumstances.

Conclusion: What we should do

Konosuke has a saying: 'It becomes a failure because you quit when you fail. If you continue until you succeed, it becomes a success.'

New business development is a series of failures. But in that process, you must believe in 'people' and persistently continue to improve the system. That gritty, cumulative effort might just lead to results worthy of being called a 'god' someday.

Why not start tomorrow by asking one of your subordinates, 'What do you think?'