I used to view work as something I was 'forced to do'. Especially in my 20s, if I received criticism, my first reaction was dissatisfaction or defiance, and if things didn't go well, I would immediately sulk.
Even though I was in a position where I was being paid to learn, I just repeated days of merely 'getting through' the work.
As a result, my jobs didn't last, I changed companies repeatedly, and eventually drifted toward a freelance style of working.
In that life, which looked free at first glance, I harbored a sense of being unfulfilled.
I had dreams. But I had no sense that I was getting any closer to them.
I went to English conversation classes, earned certifications, and met various people. I felt like I was 'trying' hard, but I had almost no sense that it was building up into any real strength of my own.
While I felt a sense of discomfort with myself like that, I didn't know what I should change.
The turning point came when I was living alone in Yokohama.
Days where things didn't go as planned continued, and before I knew it, I wasn't even going outside, living a life that would now be called a shut-in.
'I cannot go on like this.'
Thinking that, I scoured self-help books and how-to manuals. But my knowledge only increased, and reality didn't change at all.
That was when I encountered Yoshifumi Nishikawa's 'Work and Life'.
Reading this book, there were words that stayed with me.
'Thinking about what the essence is.'
That means grasping the 'core' of the work.
With these words as a catalyst, I changed how I approached my work.
First, when I receive criticism, I honestly accept it by saying, 'Yes, I understand.' On top of that, I think about 'why we do it that way' and ask questions about anything unclear. And then, I also share my own opinions.
It was just that, but I made an effort to continue doing it consciously.
Then, little by little, changes began to emerge.
I became able to understand what the other party wanted more quickly than before. I became able to anticipate the flow of work, and the amount of work entrusted to me increased.
Opportunities for recognition increased, and I was often told that I was 'quick-witted' or 'had good intuition.'
It wasn't that I had any special talent.
I simply started approaching my work while thinking about 'what the essence is.'
Looking back, I think I used to act while only looking at the surface of my work.
That is precisely why things didn't go well.
What this book taught me was not how to do work, but 'how to approach it.'
When facing new work, one might think that special skills or experience are necessary.
But what is truly important might be the attitude of thinking about and trying to understand the essence of the work right in front of you.
Start with just one thing. Try thinking about 'what is the purpose of this' regarding the work you are doing right now.
That small question changes the quality of the work, and I believe it eventually changes you yourself.
