Shingo Gokan: Mentorship is the foundation of building strong bar teams 

From Toyko to New York, Shingo Gokan has become one of the bar industry’s universal mentors, for his teams and individuals alike. He explains why it is so important for bar teams to have mentors

In the bar business, I believe the most crucial aspect to consider as a leader is teambuilding – and mentorship plays a key role in creating a strong foundation for a team to flourish.  

It may come as a surprise to some people in the industry, but I don’t consciously consider myself a so-called ‘mentor.’ That suggests I am on another level, but even now, after nearly 20 years working in bars, when I’m behind the counter, I immerse myself in cocktail crafting and customer service as a bartender. Even though I’ve expanded my bar, and launched my own products and brands, I’m still a bartender. 

I believe the most crucial aspect to consider as a leader is teambuilding – and mentorship plays a key role.

My taste of seniority as a bartender started when I was still really young, as I was fortunate enough to become a bar manager at the age of 20. Being given that opportunity at that age had an impact on how I looked at management, mentoring and creating a conducive environment for a team. Since then, I’ve realised that nurturing younger talents is crucial in running a successful establishment.  

My mentoring skills notably improved after winning a big bar competition in 2012. It was a significant turning point when I began fostering competition skills among junior bartenders. Subsequently, with each new establishment, I continued to appreciate the importance of mentorship. 

When it comes to my own career, I don’t have a specific mentor in bartending; essentially, I’m self-taught. However, my journey has been shaped by the influence of many respected individuals. For instance, when I was 20, the owner of a bar where I worked taught me about the business and mindset of running a bar. Later, at a Sherry-specialised bar, I delved into the world of spirits, history, and more.  

I’m focused on showcasing alternative paths beyond entrepreneurship, encouraging young bartenders to have diverse career choices and dreams.

When I’m working with my teams at The SG Club, my new bar Sip & Guzzle, and my other projects, I make an effort to maintain effective communication. When going abroad for guest shifts or events, I always bring an assistant, which allows me the time to engage in various discussions and provide guidance. 

And when it comes to the specific focus of my mentorship, it goes beyond the bar. In Japan, many bartenders consider independent entrepreneurship as the ultimate goal. However, given the challenges of running small, profit-limited establishments, and the saturation of bars, it becomes tougher after becoming independent.  

Therefore, I’m currently focused on showcasing alternative paths beyond entrepreneurship, encouraging young bartenders to have diverse career choices and dreams. For instance, actions could include splitting shares of an existing store to form a partnership, receiving support from SG Group for independent ventures of a scale that might be challenging for individuals, advancing to roles such as executives, or establishing new companies or departments. I aim to create various paths for them to go down. 

Taking mentoring seriously is also important, as it can have such a direct impact on the success of someone-else’s business. 

I also believe that that bartenders who have strong mentors have a better chance of becoming mentors to the generation below them. Why? Because they’ve experienced the positive impacts of coaching and building strong teams. 

Despite the visibility and responsibility I have of being looked at by younger people in this industry, I’ve never felt that being a ‘mentor’ in this way has been a burden; on the contrary, I really enjoy it. For instance, when my mentees win competitions, it brings me a joy that feels the same as if it was my own achievement. But taking mentoring seriously is also important, as it can have such a direct impact on the success of someone-else’s business. 

For those who might be future mentors on the global bartending stage, I have a few words of advice. Firstly, develop the ability to perceive others’ strengths and weaknesses, provide precise guidance based on that insight, and gain experience in leadership. Secondly, guiding others as a mentor contributes to personal growth too. And last but not least, let’s not forget to strive for improvement every day.