In other words, you can’t please everybody.
Even when I ran the club, I understood this. A lot of customers came to the club. If one out of ten enjoyed the place and decided to come again, that was enough. If one out of ten was a repeat customer, then the business would survive. To put it another way, it didn’t matter if nine out of ten people didn’t like the club. Realizing this lifted a weight off my shoulders. Still, I had to make sure that the one person who did like the place really liked it. In order to do that, I had to make my philosophy absolutely clear, and patiently maintain that philosophy no matter what. This is what I learned from running a business.
After “A Wild Sheep Chase,” I continued to write with the same attitude that I’d developed as a business owner. And with each work my readership—the one-in-ten repeaters—increased. Those readers, most of whom were young, would wait patiently for my next book to appear, then buy it and read it as soon as it hit the bookstores. This was for me the ideal, or at least a very comfortable, situation. I went on writing the kinds of things I wanted to write, exactly the way I wanted to write them, and, if that allowed me to make a living, then I couldn’t ask for more.
Reminds me a bit of Kevin Kelly's 1,000 True Fans. You don't need everyone, you just need a few true devotees.
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