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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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The only sure thing is that in business there are no sure things.
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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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I believe one of the reasons we went through such a remarkable growth period was that we had this atmosphere of free discussion.
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Whether we succeed or not depends on the strength of our resolve and the amount of our endeavor.
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We all learn by imitating, as children, as students, as novices in the world of business.
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If management take the risk of hiring them, we have to take the responsibility for them.
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From a management standpoint, it is very important to know how to unleash people’s inborn creativity.
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The company must not throw money away on huge bonuses for executives or other frivolities but must share its fate with the workers.
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If you go through life convinced that your way is always best, all the new ideas in the world will pass you by.
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My solution to the problem of unleashing creativity is always to set up a target.
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There are three creativities: creativity in technology, in product planning, and in marketing.
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My chief job is to constantly stir or rekindle the curiosity of people that gets driven out by bureaucracy and formal schooling systems.
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There is no secret ingredient or hidden formula responsible for the success of the best Japanese companies.
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But if you work with people, sometimes logic often has to take a backseat to understanding.
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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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The important thing in my view is not to pin the blame for a mistake on somebody, but rather to find out what caused the mistake.
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