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In the United States businessmen often do not trust their colleagues.

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Businessman Colleague May Moving People Trust

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Once you have a staff of prepared, intelligent, and energetic people, the next step is to motivate them to be creative.
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America looks 10 minutes ahead; Japan looks 10 years.
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More people are interested in trying to shuffle paper assets around than building lasting assets by producing real goods.
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My solution to the problem of unleashing creativity is always to set up a target.
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We all learn by imitating, as children, as students, as novices in the world of business.
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When I find an employee who turns out to be wrong for the job,
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If you trust your colleague today, he may be your competitor tomorrow, because people frequently move from one company to another.
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To gain profit is important, but you must invest to build up assets that you can cash in in the future.
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Carefully watch how people live, get an intuitive sense as to what they might want and then go with it.
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If you don’t want Japan to buy it, don’t sell it.
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I knew we needed a weapon to break through to the US market, and it had to be something different, something that nobody else was making.
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People need money, but they also want to be happy in their work and proud of it.
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I often say to my assistants, “Never trust anybody,” but what I mean is that you should never trust someone else to do a job exactly the way you would want it done.
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The public does not know what is possible. We do.
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Executives of the company must have the necessary qualities to direct the personnel by showing them the way to do things.
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The “patron saint” of Japanese quality control, ironically, is an American named W. Edwards Deming, who was virtually unknown in his own country until his ideas of quality control began to make such a big impact on Japanese companies.
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