In a world where many corporate leaders enjoy luxury, exclusivity, and often place profits above people, Haruka Nishimatsu, the former CEO of Japan Airlines (JAL), stands out as a rare example of humble and people-first leadership. His story is often cited as a shining example of servant leadership, particularly during times of crisis.
A Crisis That Tested Leadership
During the early 2000s, Japan Airlines faced a severe financial crisis. The airline industry was struggling globally, and JAL was burdened with debt and operational inefficiencies. Most CEOs in similar situations would resort to layoffs or executive bonuses to appease shareholders and maintain short-term financial optics.
But Haruka Nishimatsu chose a different path.
Rather than cutting jobs or issuing mass redundancies, he slashed his own salary — at one point earning less than some of his pilots. “If management is distant, up in the clouds, people just wait for orders. I wanted my people to see me, to feel they could talk to me,” he once explained in an interview with CBS News (source).
No Perks, Just Purpose
Nishimatsu rejected the common corporate perks. He rode the city bus to work, ate in the staff cafeteria, and removed the door to his office, signaling he was open and accessible to everyone — from the boardroom to the baggage handlers.
He didn’t believe in the symbols of power that often separate CEOs from their employees. There was no corner office with a view, no chauffeured cars, and certainly no golden parachutes.
Instead, he embodied “leadership by example.” This act of solidarity with his staff built deep trust and loyalty across the company. Employees were more willing to make sacrifices when they saw their leader doing the same — not because he had to, but because he chose to.
Leadership Rooted in Respect
In Japanese culture, humility and group harmony are deeply valued. But Nishimatsu’s actions went beyond tradition — they reflected a true commitment to servant leadership.
During an interview with CBS News’ Scott Pelley, Nishimatsu said, “We in management should work for the front-line people. It’s the front-line people who are working for the customers.” (CBS, 2009).
This philosophy made him a respected figure globally. His leadership approach became a case study in business schools and leadership seminars around the world, especially after the 2008 global recession exposed the greed and excesses of many corporate executives.
A Model for Modern Leaders
Today, as the world grapples with economic uncertainties, widening inequality, and growing mistrust in corporate institutions, Nishimatsu’s story feels more relevant than ever.
We need more leaders who:
- Prioritize people over profits
- Lead with empathy and humility
- Share in the sacrifices during tough times
- Stay grounded and accessible, regardless of position
His legacy is a reminder that real leadership isn’t about titles, perks, or prestige. It’s about responsibility, visibility, and care for your team.
Final Thought
In a time when extravagant CEO bonuses make headlines and layoffs are considered cost-saving strategies, Haruka Nishimatsu’s example challenges us to rethink what it truly means to lead.
As he once said: “If you are a leader, you must set the example. You can’t just order people around.”
We don’t just need more CEOs like Haruka Nishimatsu. We need more humans like him.
Sources:
- CBS News. “Japan’s Humble CEO: No Perks, Just Purpose.” CBSNews.com, 2009
- Business Insider. “This CEO Took The Bus And Ate In The Cafeteria — Then Cut His Own Salary So He Wouldn’t Have To Fire Anyone.” BusinessInsider.com
- Forbes. “Leadership Lessons From Japan’s Humble CEO.” Forbes.com
