Writing
Technology, work, leadership, and field notes.
“Last updated” prefers the update date; posts never updated are sorted by publication date.
A ready-to-use gifting guide: first confirm the person and the occasion, then narrow the choices across three categories — generic, custom, and experience.
Method
3 min read
Recruiting branding is not about polishing a job posting; it is about making the right people believe: the work is worth doing, the team has a chance to make it happen, and they can push it into reality together with their peers.
Short
5 min read
When facing a long list of tasks, problems, and opinions, first define the standard of judgment, then find the few things that truly rank at the top.
Short
3 min read
Part of the column “Thinking Practice” · Chapter 1
Insecurity comes from the environment and also from comparison. First identify the source, then adjust expectations, extend the time horizon, and pull attention back from 'how others are doing' to 'what I should practice.'
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 13
When business growth slows, teams get anxious together. First set the tone of 'respond positively, analyze the problem, solve the critical path,' then talk through what's going wrong item by item.
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 12
A personal reading record from 2021 to 2023: what I read, how I keep notes, and a few reflections I still haven't fully worked out.
Method
7 min read
An uncompressed question bank: prepare promotion materials, interview answers, and stage reviews item by item across business, technology, team, individual judgment, and organizational capability.
Short
18 min read
Career growth isn't just shipping more requirements—it's gradually expanding your responsibility for defining problems, making trade-offs, and collaborating.
Short
5 min read
Planning and retrospective are not about completing tasks. From the difficulty of setting goals, to methods for retrospective, and on to orienting around your own growth — a complete list of topics.
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 11
Six days in June 2023: Ginza, Shibuya, Yokohama, and Kamakura, plus density, walking, and "why is area priced separately".
Short
3 min read
When an existing bench has failed or you need to start over, rebuild responsibility, standards, and development mechanisms first — not just redraw a division-of-labor chart.
Short
7 min read
Part of the column “Building Teams” · Chapter 2
Growth paths are not job-level checklists but three expanding responsibilities: completing tasks, owning problems, and enabling others to do important work.
Short
7 min read
Part of the column “Building Teams” · Chapter 5
What we call self-iteration is not endlessly pushing yourself to go faster; it is seeing your goals clearly, observing results, adjusting your actions, and continuously recalibrating amid uncertainty.
Short
6 min read
Part of the column “Growth & Self-Assessment” · Chapter 3
The purpose of developing a team is not to pour experience into everyone, but to make judgment, collaboration, and responsibility things that can be practiced, given feedback on, and passed on.
Short
6 min read
Part of the column “Building Teams” · Chapter 4
Fifteen days in May 2023: working in another time zone while driving, refueling, parking, and keeping accounts. The deepest impression was not the sights but the jet lag and the expense.
Short
3 min read
A good question is not a clever way of asking, but turning a vague sense of discomfort into something verifiable, discussable, and actionable; this is a set of daily exercises for work, learning, and review.
Short
5 min read
Part of the column “Thinking Practice” · Chapter 3
Disaster recovery and review are healthy redundancy; the horse race caused by grabbing resources, grabbing projects, and unclear authority pushes an organization into zero-sum exhaustion.
Short
2 min read
The resource curse isn't having too much money or too many people; it's resources making goals more granular, structure heavier, and low-quality decisions more common, until the organization loses the ability to find and solve high-ROI problems.
Short
2 min read
One-on-ones at work are not counseling. Break anxiety into "what you can control and what you cannot"; talk through perception first, then concrete pressures and working conditions.
Short
2 min read
Part of the column “One-on-One Conversations” · Chapter 10
Functional lines once made specialized capability run efficiently; once tools lower workflow barriers, organizations should redesign around end-to-end business capability rather than cling to historical divisions of labor.
Short
2 min read
Part of the column “Technical Systems” · Chapter 5