2516: Respecting One’s Will—A Leadership Decision Beyond Performance

In my leadership journey, I’ve come to deeply value people who are genuinely interested in their current roles. Passion often drives performance more than skill alone. I recently faced a situation that reminded me of this truth—one that wasn’t easy, but necessary.

One of our key project members, originally assigned from another region, had been highly praised by our client. His knowledge perfectly matched the project's needs, and there was no doubt in my mind that he could stay until the very end. I was even preparing to recommend him for a higher position.

However, after working with him for a couple of months, I started to notice subtle changes. Although his performance remained stable, something felt off. It was as if he was holding back—he wasn’t fully engaged or performing to the best of his abilities. There was a quiet discomfort in his attitude, a lack of focus that I couldn't ignore.

So, I decided to address it directly in a one-on-one meeting. I told him frankly, "You always seem one step ahead of the team, and at times, it feels like you're detached from us." He denied it, but when I asked if he truly wanted to stay, his answer was telling: “It depends on you. If needed, I can stay.” He eventually admitted that his true desire was to return to his home country.

I explained my core belief—when there's a gap between one’s desires and their assigned role, performance inevitably suffers. I suggested that he demobilize from the project and pursue a path more aligned with his goals. As a professional, he initially resisted. “I can still fulfill the role,” he insisted. But I stood firm. I told him that I respected his capabilities deeply, and for that very reason, I believed he deserved a position where he could thrive with both mind and motivation aligned.

He was surprised—maybe even shaken—by my decision. Yet, he accepted it. Later, he repeatedly confirmed the demobilization schedule and asked me not to change my mind. He confided in others that the decision wasn’t in line with his personal wishes. But I explained once again: career alignment matters more than short-term assignments. When there's a mismatch between role and desire, the result is rarely productive—for the individual or the team.

I reflected on a similar experience I had years ago while working for an EPC contractor. I was assigned to a project I had no passion for. Though I fulfilled my duties, I was unmotivated, uninspired, and far from innovative. It taught me that performance without purpose is a hollow shell. When passion and role align, that’s when people shine.

As I revisit that memory, I’m confident in my decision. I believe that in his home country, doing what he truly wants, he will be more engaged, more innovative, and much more fulfilled.

That is the kind of professional I want to support.

2515: Standing at the Crossroads of Experience and Renewal

I’m 49 years old—part of what’s often referred to in Japan as the “Lost Generation.” We graduated during a time when job opportunities were scarce, in the late '90s to early 2000s. It wasn’t an easy start, and many of us carry that experience with quiet resilience.

Now, as I prepare to enter my 50s, I can no longer ignore the question: How should I approach the second half of my professional and personal life?

We live in what is now called the "100-Year Life" era. The traditional notion of retiring at 60 is becoming outdated. Instead, we should aim to stay active, curious, and engaged for as long as possible. Just a year ago, I declared to my friends and colleagues that I wanted to work until the end of my life. But recently, I’ve found myself taking a step back from that bold statement—not because I’ve lost the will, but because I sometimes wonder if my knowledge and skills are still relevant in today’s business world.

Perhaps I’m standing at the edge of the business frontlines, now occupied by a new generation. Still, being in this position has given me the stimulation to reawaken. I’ve realized that I’m not done yet. My sword is still sharp—I just need to keep learning and stay in shape for the battles ahead.

Our generation is unique. We witnessed the world before and after the digital transformation. When we started working, Windows 95 had just been released, and email over dial-up connections was becoming the norm. We’ve experienced both the analog and digital eras, and that positions us as potential bridges between the legacy work culture and the present.

To everyone from my generation: I want to cheer you on. We’re not obsolete. We can still be essential contributors to the future of business and the economy. Let’s start by learning something new—just a small step. Let’s climb a different hill than the one we’re used to. Our knowledge isn’t outdated; it’s a foundation that can evolve and blend with the new.

The journey isn’t over. In fact, it might just be entering its most meaningful phase.

2514 Breaking Through Bottlenecks: A Lesson in Teamwork and Timing

I recently started my new role at Turner & Townsend. As with any transition, I’ve been thinking carefully about how best to restructure the team. Fortunately, I was prepared for this kind of situation, so it hasn’t been too overwhelming—but I’d be lying if I said it didn’t weigh on my mind.

Right now, I find myself needing to make a lot of decisions to resolve the backlog of pending tasks. One particular task had been sitting unresolved for quite some time. According to my team, it had stalled because no one had the specific expertise needed to move it forward. A staff member was assigned to it anyway, but after two weeks, there was little to no progress. This has become one of my main concerns—not just because the task remains undone, but because I’m unsure whether that person will be able to demonstrate leadership until the right process is firmly in place.

Then came a turning point.

One Friday morning, a new team member, Okada-san, joined me in the office. He’s a scheduling specialist and formerly worked at one of the top three plant engineering companies—just like me. Because of our shared background, we were able to quickly build trust. In Tuckman's model of team development, we moved past the storming phase almost effortlessly and are now in the norming phase, working together smoothly.

That morning, we casually chatted about the pending task. I asked, “Why are we still assigning this to the same person? Shouldn’t we be exploring more suitable candidates within our network?”

Okada-san replied, “Yes, I’ve been thinking the same. I actually know someone who might be a better fit.”

That short conversation was the catalyst. After coordinating with Talent Acquisition, we agreed to begin exploring candidates with more specialized skills. At the same time, I plan to assign the current staff member to a different role—one that better suits their strengths. This creates a win-win outcome for everyone involved.

Reflecting on this, I realized something powerful: if Okada-san hadn’t joined Turner & Townsend, or if we hadn’t happened to be in the office together that morning, the decision might not have happened at all. It was a perfect example of how small coincidences and internal networking can lead to big changes. Often, we think of networking as something external—but internal relationships with colleagues, family, and stakeholders are just as important.

This episode didn’t require any extra paperwork or formal analysis—it simply happened through trust, timing, and conversation. It helped me break through a serious bottleneck in a surprisingly effortless way.

Maybe you’re facing a similar issue. Perhaps this story will inspire you to take that small step—a chat, a question, a moment of reflection. You never know what breakthroughs might be waiting on the other side.