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."
Engaging with young people
I work in legal certification. At the Toyota Group vision briefing, I was struck by your words that we are working “for the children of the future.” I am keenly aware that being needed by society is crucial for a company’s existence, and that motivates me. However, some younger people do not yet appreciate this and think only about their current salaries and benefits. What’s the best way to instill this idea in them?
Chairman Toyoda
Please be attentive to what the young people want to do. Times are changing, and I don’t expect the youth to be moved by us imposing our old values on them.
The young people will long outlive us, and I am already an analog guy. When it comes to things like the digital world, they really have broad perspectives and information. Our mindset should be that when both sides work together, the results are greater than the sum of the parts.
Also, I think what’s more important than trying to motivate young people is showing them how to be an adult that people look up to. This will help them more freely express their opinions.
Though we may have committed irregularities, withdrawing into ourselves will only make things worse. I would be grateful if each of you could give the young people courage by showing what it means to own our mistakes and work to rebuild.
Akio-style communication
The question-and-answer session clocked in at two hours. True to his word, Akio used the opportunity to “engage with each other, person to person,” putting himself in the participants’ shoes. As he joked with them and answered their concerns, more and more hands shot up.
In the afternoon, the smiling participants gathered around rally cars for a chance to ride shotgun with Morizo and his fellow drivers.
Akio shared his thoughts on the initiative: "Carmaking is a team effort. And to make people excited about working together, sharing experiences and smiles is a great starting point.”
Talking directly with those who sustain frontline operations.
Engaging with the individual by role rather than title.
Answering questions rather than having your say.
Using cars as a catalyst for conversation.
And ultimately building relationships based on smiles and mutual appreciation.
This effort to deepen bonds within the Toyota Group borrowed many elements from the Akio Toyoda and Morizo schools of communication.
