Toyota Group genba leaders, selected by roles rather than titles, gathered for a candid dialogue with Chairman Akio Toyoda, who has vowed to take responsibility and "lead the transformation."
Expectations of “amateurs”
I work on the Fuji Speedway Hotel at Toyota Fudosan. This project is a first for us, and it is often overwhelming. Please tell me what you expect of us to inspire our colleagues.
Chairman Toyoda
What was your career path prior to this?
(I started in HR at a Group company, doing payroll, before moving to a business division.)
In that case, think of yourself as an amateur. Although you have mastered calculating finances and managing people, when it comes to a developer's work, please consider yourself an amateur.
A supervisor once told me that an amateur is someone eager for knowledge. Start by looking to learn the things you don’t know.
Why don’t you set out to learn what a developer’s job is all about?
What kind of people stay at the Fuji Speedway Hotel? What kind of food do they eat? How many nights has the chairman (myself) spent there?
Would you be able to tell me what I do when I stay at the hotel?
(I’m sorry, I would not.)
That’s the starting point for Toyota Fudosan. Until now, it has revolved around two pillars: being a holding company for the Group and operating a leasing business for the Group. Now, President (Tomohide) Yamamura and I are trying to erect a new pillar, that of a developer.
We are a band of amateurs in this regard, but I don’t see anything wrong with that. The things we do as amateurs eager to learn will no doubt bring out a flavor not found in other real estate companies.
That’s why I want you to start from your own sense of curiosity.
Advice for taking on new challenges
When I first joined the company, supervisors and senior colleagues constantly told me that the “customer comes first,” so I have always placed great importance on monozukuri. However, as I became a manager pressed by new duties and deadlines, I feel that I have lost sight of these words. Have you experienced anything similar in the past?
Chairman Toyoda
Though I haven’t lost sight of anything like that, I have made countless mistakes. Fortunately, I feel that those experiences became something I could draw on when responding to crises.
When you mess up, consider it a learning opportunity. Just try not to mess up too badly.
I don’t mean to put the pressure on (laughs). That’s why you make rules setting out what not to do—not making people unhappy, for one.
While deadlines are important, there must be other things that we value more highly. In your current position, I am sure that no one will listen to this logic and will tell you that meeting deadlines is your job.
Although you may have to hold back for the time being, be mindful not to do the same as you move into more senior positions.
Some people use managerial roles to pay back double what they went through. I don’t want you to be that kind of leader.
As long as you have the desire to serve others, chances are bound to come your way. That’s how I feel after my 68 years, so please trust those credentials.
Taking on challenges involves failing. But failure is proof that you are challenging yourself. If you set low goals that you are certain to achieve, then you are not really growing.
Why don’t you try taking a long view to reaching the right answer?