A fish doesn’t need swimming lessons but can’t walk on land. (Grit & Glamor: Epi.7)

To learn big lessons we sometimes need to destroy what we have learned previously.

Previously:

At that time, I was subscribed to a newsletter where I learned the three basic principles of business: acquiring new customers, increasing customer spend per visit, and retaining repeat customers. One day, seeking advice on how to increase my salary, I consulted my acquaintance Mr.T, a consultant. He asked, “What would you do if you were a manager earning 1 million yen a month?” This question inspired me to take on the challenge of creating a website. I bought a website builder at an electronics store and completed the store’s website in five days. This challenge marked a new step in my growth.

Additionally, an individualistic new staff member with dreadlocks, Ms.O, joined the Shibuya store. Her unique style and sense brought fresh perspectives. I was surprised to find that we attended the same high school and even had the same homeroom teacher. I looked forward to learning about fashion from her. Through this experience, I discovered new strategies and growth opportunities in business.

3.7 Encounter with Blogs

In April 2004, Mr.U, who worked in the management department of the building where my previous restaurant job was located, invited me to a farewell dinner as he was moving to a famous advertising agency. He was also responsible for creating the website for that building, making him a pioneer of the times.

When I told him about how I had created newsletters, mobile sites, and a website as an apparel store manager, he said, “I recently started a blog.” He was using the Jugem blog service and suggested, “I’m sure you’ll be interested in blogging, so let’s go to your place and I’ll help you set it up!” I had just moved to a new apartment along the Yamanote Line, and he also wanted to see my new place. Despite being five years older and newly married, his enthusiasm for blogging persuaded me to invite him over.

We turned on the computer, waited 5 minutes and he showed me his blog. My first impression was that it was like an online diary, where he wrote about personal feelings and events. He then created an ID for me. I wasn’t sure if I would start blogging right away, but I discovered a new world where I could write a daily diary and share my thoughts. This marked the beginning of a new chapter in my life.

3.8 Path to Growth as a Store Manager

Even though I started newsletters, mobile sites, and a website, results didn’t come immediately. During a meeting with my direct supervisor, my experimental website was brought up. Since it appeared in search results, I knew this day would come.

“I think you should stop the website because it might affect the company’s branding,” he said. While I understood this was an action to increase sales, I believed he chose his words carefully. However, I had only been running it for a month, and customers were looking forward to updates, so I didn’t want to stop immediately.

At the same time, I felt I needed to think of a new strategy. What did I need to do to increase sales without using the website or newsletters? I realized the main reason I wasn’t getting results was that I didn’t know what a store manager should do. I believed it was necessary to learn skills through training and apply them on the job.

I immediately started looking for store manager training programs online. I found a 100,000 yen training program hosted by a renowned consulting firm. In my previous job, training opportunities were commonplace, so I thought the apparel company might also cover the training cost if I proposed it. I decided to discuss it with the president at the next opportunity.

3.9 Refine Your Sensibilities

In May 2004, I had a rare opportunity to meet with the president at a café near the Ginza store. Although I had started various new challenges, I couldn’t mention the unauthorized newsletters and websites. Furthermore, since there were no visible results yet, I felt awkward.

I gathered my courage and shared my recent thoughts with the president. “I believe I need to learn more about the role of a store manager. I found a store manager training program on the Internet. Can I attend?” I asked.

While I expected a supportive response, the president’s reply was unexpected. “Forget about your previous job. Instead, refine your sensibilities,” he said calmly. He added, “You need to think for yourself.”

My mind went blank. I had always believed it was normal to follow manuals, learn from others, and read books to achieve results. Why was this approach wrong? What was so bad about seeking methods for things I hadn’t experienced? I felt utterly invalidated.

How exactly should I refine my sensibilities? This was the first time in my life I had heard such a phrase. Moreover, I thought my previous management skills were the reason I was hired, so what did it mean to forget everything? Recently, I was introduced to Mr.K, an apparel business owner, by my previous supervisor. I called him and asked about refining sensibilities since he seemed to understand the term best.

As I talked about my meeting with the president, tears started to flow. I asked Mr., “What does it mean to refine one’s sensibilities?”

He said, “To refine your sensibilities means to always think ‘why’ when you see something. For example, when you see an advertisement on a train, think, ‘Who is this ad for?’ or ‘Who will this catchphrase appeal to?’ or ‘Why did they create it this way?’ Imagine the creator’s intentions.”

Hearing this, I finally understood the importance of thinking for myself. Until now, I had expressed myself as I pleased and referenced others’ ideas, but I hadn’t realized the importance of deeply considering “why” and coming up with my answers. Reflecting on how I had avoided thinking for myself, I felt shallow and ashamed.

Looking back, even when the president asked me “Why do you think?” at Ginza 109, I didn’t realize it. The director’s words, “Doing something and growing are different. Growth is about trying challenging things,” also made sense now.

I had been clinging to past successes, believing that “having a manual means success.” But that doesn’t lead to true growth. I was desperately searching for someone else’s answers, but neither my former boss nor the new acquaintances who advised me had the answers to what I should do as an apparel store manager. They only posed questions and introduced new tools to me. In a way, this might have been fortunate.

Discarding past successes is the path to true growth. I finally realized that genuine success comes from creating one’s own experiences, not imitating others, and thinking for oneself.

But thinking this way made me feel much more at ease. I didn’t have to cling to my previous job’s experience anymore. I just needed to focus on tackling entirely new things. Constantly learning new things became a source of excitement. While I had been introduced to acquaintances through past connections, from now on, I would create new ideas with the people I met along the way.