2448b Reflections on a Month of Transformation: Tuckman’s Theory in Action with Gen-Z

 

As I observe the November sales results, marking the first month since I took over the operation on November 2nd, I find myself reflecting on just how transformative these past 30 days have been. Though it’s only been a month, it feels like much longer—so much has happened in such a short span of time.

In these 30 days, my team and I made significant progress:

1. Redefined the shop’s concept and established its Mission, Vision, and Values (MVV).
2. Finalized job descriptions and hiring contracts.
3. Launched a renovation plan.
4. Conducted a pricing and positioning analysis.
5. Improved flavor inventory management.
6. Introduced an incentive guideline.
7. Streamlined the procurement process.
8. Rebranded the shop from “Home is” to “Zerobase.”
9. Installed an 85-inch display for promotional content.
10. Upgraded technology with a MacBook, ThinkPad, and iPhone renewal for staff use.
11. Registered the shop on Hot Pepper Beauty to enhance customer outreach.

Looking back, I’m astonished at the pace of change and the volume of decisions and actions we undertook in such a short time. While I initiated many of these changes as the owner, they could not have been realized without the commitment and dynamism of my team, all of whom are Gen-Z.

One unique challenge during this period was that I worked remotely from Yokohama between November 7 and 22. Yet, despite this physical distance, the energy and momentum from my team never wavered. This experience highlighted the power of teamwork, particularly when viewed through the lens of Tuckman’s theory of group development.

Tuckman’s Theory: A Real-Time Experience

Tuckman’s theory, which outlines the stages of forming, storming, norming, and performing, felt vividly real during these 30 days. This is especially true when working with Gen-Z, whose candid and straightforward nature brings these phases to life in a way that is both raw and refreshing.

Forming Stage:
When I first took over, there was noticeable tension and uncertainty among the staff. Many had doubts about the new direction and were unsure if I truly understood their challenges or shared their vision. Their expressions and behavior revealed a mix of apprehension and hope, as though they were searching for clarity in a foggy future.

Storming Stage:
From November 2 to around November 15, we experienced a storming phase. During this time, there were small but critical conflicts among the team as they adjusted to new processes, expectations, and my leadership style. This period wasn’t easy for anyone, but it served as a crucible for growth.

I later learned that the team held an internal meeting following an incident on November 15. Although I wasn’t involved in the details, some suggestions and feedback were shared with the CTO, who openly acknowledged that he had learned valuable lessons from the staff’s input. His honesty and humility deeply impressed me. To show my appreciation, I invited him for a night out at a traditional Japanese noodle shop, where we discussed our learnings and the team’s journey so far.

Norming Stage:
By November 25, there was a noticeable shift. The team’s communication became warm, collaborative, and dynamic. What had once been a group of individuals unsure of their roles was now a cohesive team with shared goals. The transformation was palpable, and the energy was inspiring.

Performing Stage:
As we approach the end of November, I can see the team moving into the performing stage. They’ve begun to take ownership of their roles, confidently sharing ideas, and implementing improvements. The shop has started to run smoothly, with each member contributing to its success.

The Power of Working with Gen-Z

One of the reasons I value working with Gen-Z is their straightforwardness and transparency. Unlike more experienced professionals who might filter their feedback or act with guarded professionalism, Gen-Z team members express their opinions openly, allowing me to address issues head-on. Their honesty not only accelerates problem-solving but also fosters a culture of trust and mutual respect.

This month has been an indispensable learning experience for me. Witnessing Tuckman’s theory unfold in real-time with a team of Gen-Z professionals has deepened my appreciation for their adaptability, creativity, and potential. It has also reinforced my belief in the importance of patience, humility, and creating an environment where everyone feels heard and valued.

As I look to the future, I’m excited to see how this team continues to grow and thrive. If the past 30 days are any indication, the journey ahead will be nothing short of extraordinary.

2447 The Last Responsible Moment: From Hesitation to Action"

 

Last weekend, I visited Kyoto to meet the core members of a shisha bar that requires restructuring. Initially, I hesitated, considering the travel costs and time—over $200 for a round trip by train. I carefully analyzed whether the visit was essential at that moment or if it could be delayed. In the end, I decided to go, but not by bullet train. Instead, I chose to ride my motorcycle.

This decision led to some interesting insights. First, the ride to Kyoto, over 400 km one way, took 4.5 hours, with no traffic jams along the way. It is no boubt, I found it more enjoyable than taking the train. Although I was tired, the journey was manageable, and it allowed me to reflect.

The real highlight of the trip, however, was the conversation with the core staff. Both of them work part-time at the shisha bar while juggling multiple jobs elsewhere. As members of Gen-Z, I was amazed by their sincerity, intelligence, and their observations of the current state of the business. They offered thoughtful improvement ideas, which sparked a lot of hope for the future of the business.

Before this visit, I had been trying to tackle the turnaround plan on my own, turning over ideas repeatedly. But after casually chatting with them and hearing their perspectives, a flood of potential actions came to mind—like a spring of ideas. I couldn’t help but think how different things would have been if I had decided not to visit that day. Had I stayed home, I might have remained stuck, overthinking with little progress.

This experience reinforced for me the power of the Last Responsible Moment. The concept is often viewed negatively—as though it encourages us to delay decisions for as long as possible until we have no choice but to act. But what I realized is that to truly maximize this notion, we must actively pivot, gather information, and stay connected with key stakeholders. Otherwise, we risk missing out on crucial insights.

The Last Responsible Moment isn’t about passively waiting. It’s about ensuring you have the right data and perspectives before making a critical decision. By doing so, it becomes a powerful approach—one that can lead to more informed and effective outcomes.

2446:Micro Improvements Lead to Innovation: A Reflection on Design

 

Though I have never worked in the design industry, I’ve come to appreciate that good design, whether in products or processes, is about distillation—eliminating the unnecessary to highlight the essential. At its core, a well-designed object or system should be intuitive and functional, serving its purpose in the simplest way possible.

This principle of stripping down to essentials reminds me of an evolutionary metaphor: our tail. Humans, unlike monkeys, no longer have visible tails. Why? Because over time, the tail ceased to be necessary for human survival. Its primary functions—balancing on branches or aiding in tree climbing—became irrelevant as we evolved. Nature, in its own way, “designed out” the tail. In industries, similar evolutions take place. Technologies that once seemed indispensable slowly become obsolete, replaced by more efficient solutions.

Take, for example, the evolution of car antennas. Until the 1980s, most cars featured steel, expandable antennas. Today, such designs are virtually extinct, a relic of a bygone era, much like a Galapagos species that has failed to adapt. Similarly, early laptops relied on the SCSI interface for connectivity—an essential tool in the early Windows era. Now, it’s been replaced by the more versatile USB-A, and even that is being phased out for USB-C, which may soon become the new standard.

But design isn’t just about physical products. It applies to our work environments and lifestyles as well. Refining our processes and removing unnecessary elements in how we live and work can be just as important as designing tangible objects. As someone advocating for an effortless, cross-border working style, I see the need to continuously refine and "design" my approach, removing inefficiencies and focusing on what truly matters.

One of the pioneers of this way of thinking is David Kelley, founder of IDEO, whom I first encountered during my MBA studies. At the time, his ideas resonated with me, but it’s only now that I fully grasp their significance. Design thinking, as Kelley framed it, isn’t about large leaps—it’s about micro-improvements that accumulate over time to create something innovative. Every small refinement, every bit of unnecessary complexity removed, brings us closer to a more effortless and efficient way of doing things.

As I continue to learn and evolve, I realize that the journey of understanding design is endless. There will always be room for improvement, and that’s the beauty of it. Our work, our lives, and our innovations will forever be shaped by the small, incremental changes that, when added together, make a world of difference.

2445b Act Now: How Time Discounting Boosts Business Performance and an Effortless Life

As we kick off this new operation, I want to highlight a concept that could be a game-changer for each of you: the Time Discount Rate. This principle, which I explored in my earlier blog (2301: Time Discount Rate: A Simple Theory for an Effortless Life), isn’t just an economic theory—it’s a powerful approach to living and working that saves effort and drives success. It’s about taking action when the “temperature” is just right to minimize wasted effort and maximize outcomes.

A Reminder from Daily Life: Cleaning a Hot Pan

In the January blog, I shared a simple example: imagine you’ve just finished cooking and have a pan still warm. Clean it now, and it takes minimal effort. Leave it for hours, and you’ll have a stubborn mess that needs hot water, soap, or even abrasive scrubbers—possibly damaging the pan’s surface.

This small, relatable act demonstrates the time discount rate in action. Acting promptly saves both time and effort and preserves the quality of what you’re working with. It’s a reminder that delays often increase the cost—sometimes more than we anticipate.

Applying Time Discounting in Our New Operation: Act Before the “Warmth” Fades

Now, think about our current project. We've discussed investments and restructuring plans to move forward, and the green light is on. Yet, even with clear approval, some actions are still taking a week or more to begin. Imagine if, instead, we approached this like eating a pizza while it’s still warm—it’s a much better experience when enjoyed at its peak.

Every day that passes without action is an opportunity missed, and it makes future tasks potentially more complex or costly. When you delay, you often have to recheck conditions or get back into the mindset you had when initially planning. Over time, this adds up, affecting efficiency and outcomes.

Real-Life Benefits of Time Discounting

A practical example: I made the decision to meet each of you well before officially signing the contracts, which gave me a head start in understanding your strengths, abilities, and personalities. This early action let me witness your high IQ and EQ in action, confirming my belief that each of you can handle these responsibilities exceptionally. Had I waited, I might only have known you briefly before starting. By applying the time discount rate, I made a significant investment of my own time early on, and I already see it paying off in our collaboration.

Why This Matters for Gen-Z Leaders and High Performers

The time discount rate might seem simple, but it’s one of the most effective tools for achieving effortless success. By recognizing that early actions prevent future complications, you’re setting yourself up for smoother, more satisfying outcomes. In a fast-paced business environment, acting promptly can be the difference between lagging behind and leading the way.

Here’s the takeaway: approach tasks as if you’re catching them while they’re still “warm.” Don’t wait for conditions to cool off, which only makes things harder down the line. Embrace time discounting not just as a strategy, but as a way of thinking that can improve both work and life.

In this project and beyond, let’s keep the warmth, act promptly, and ensure we’re moving forward efficiently. I know each of you has the intelligence, capability, and insight to turn this into an advantage. Embrace the time discount approach—it might be the key to not only meeting our goals but enjoying the journey as we go.