Management’s Point of View ~Making judgments free from self-interest~

December 14, 2025

Selfish desires form a necessary part of the energy for life. But if you focus too much on your own desires in making decisions, you risk being captivated by immediate gains. This can lead to significant losses and the sacrifice of trust from those around you.

On the other hand, decisions that take into account not only personal interest but also the impact on others and society as a whole tend to foster a broader perspective and a deeper understanding of the significance of one’s purpose of life. This ultimately leads to personal growth and long-term benefits for those around you.

While we may intellectually grasp these ideas, putting them into practice often feels challenging. That’s why I decided to sit down with our staff to explore the significance of “selfless decision-making.”

You become more genuinely open to others’ opinions.

Even if you think an idea is good, there might actually be a better one, or perhaps the original concept could be improved upon. Being able to listen to others’ opinions with an open mind, without clinging to your own views, is essential for refining ideas into something better.

People who constantly make decisions driven primarily by self-interest come across as petty.

This phrase is actually a direct quote from an intern during one of our Beer Bash events. Young people perceive bosses who take credit for their staff’s achievements, colleagues who constantly think about sabotaging others, or people who obsess over getting rich quickly as “small-minded” or “cheap.” What kind of person would possibly be motivated by a “cheap boss”?

Don’t be overly emotional

When you are overly focused on your own preferences, you tend to make decisions based solely on feelings of personal gain or loss. This leads to a life spent reacting to every minor gain or loss. If you can learn to make decisions that benefit not only yourself but also the other parties with whom you are dealing, you can build a solid foundation as a person, unswayed by fleeting emotions. It is precisely such individuals who earn the trust of those around them.

Selfless leaders attract selfless followers

The leader’s character determines what type of people will be attracted to the organization. Leaders who make decisions based primarily on self-interest are likely to attract similar individuals. But if they perceive even the slightest disconnect with their own desires, they will quickly abandon that leader. Conversely, under a boss who makes decisions by considering not only their own interests but also those of their staff and customers, employees who similarly consider the people surrounding them in their decisions are likely to be attracted. When we consider what kind of people we want to work with, it becomes clear what kind of leaders we should strive to be.

I was once taught that the owner of an accounting firm should keep employee salaries low and take profits from the difference with revenue, and I practiced this without question. I focused solely on how to reduce labor costs, and as a result, I created a firm where the most capable people—those who could deliver results and would therefore expect raises the following year—ended up quitting.

When a company leader pursues only their own gain, their employees will do the same. How many employees would ever want to follow such a leader in the first place?

Upon realizing this reality, I fundamentally changed my mindset. I shifted from thinking “The president uses employees to get work done” to “The president works for the benefit of the employees.” Rather than focusing on what I could demand of employees, I began by considering what I could provide for them. I have thought less about my own profit and instead constantly pondered how to increase our employees’ salaries.

At our weekly Beer Bash gatherings, I have consistently shared my vision for how I wanted employees to grow and what kind of service we aimed to deliver to our customers. I listened to their voices and made continuous efforts to incorporate their input. Our monthly “From Management’s Point of View” column is, in large measure, a result of that dialogue.

I don’t know how much of this conviction truly reaches my employees. But seeing myself surrounded by such talented colleagues today, witnessing their sincere dedication to their work, fills me with profound gratitude. And as we made efforts each year to increase employees’ salaries, interestingly, the company’s profits grew, and my own salary rose as well. I have come to understand that what truly matters is not blindly chasing immediate profits, but continuously contemplating what it means for people to grow, what it means to be an attractive company, and what it means to deliver value to customers—and steadily accumulating small, practical accomplishments. It has been a long journey, but I intend to continue striving to serve everyone moving forward.