Juri Sekiguchi

A current-state assessment asks where decisions get stuck, work is duplicated, handoffs break, and people closest to the work feel the strain. The goal, they say, is to tell the truth together about where things stand, not to find fault.

At a mid-size professional services firm, leaders were ready to flatten the hierarchy because decisions moved too slowly.

• The assessment found that decision-making authority was never clearly defined, so people escalated decisions even when the structure didn’t require it.
• Flattening the chart wouldn’t have addressed the problem.

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These values are personal and professional, they argue, and matter only when they shape how strategy offsites, coaching and capability building are run.

After a values exercise examining their vision, past voids and violations, Juri says introspection changed their values.

• Asked where they weren’t fully aligned, they pointed to their own well-being.
• Their commitments were concrete: move more and eat the rainbow.

Juri says deeper introspection changed their values and led them to identify well-being as the area where their behavior fell shortest of their stated priorities.

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In one retreat practice, participants wrote for ten minutes without editing, read their words aloud exactly as written, and received no praise or feedback, only thanks. Juri calls this compassionate presence and says it created a sense of interconnectedness and belonging, even among people meeting for the first time.

Dorotea Mendoza and June Tanoue led the retreat at Zen Life & Meditation Center.

• Juri recalls Mendoza asking participants to hold three ideas lightly: being intimate, tending to relationships and planting seeds.
• In a separate post, Juri links joy and fulfillment to being fully present rather than ruminating on the past or worrying about the future.

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The test: do participants leave with a method and action plan, not just a diagnosis or a good session?

At a Women in NAAAP Chicago workshop called 'Design Your Life Like a Strategist,' Juri applied organization-design thinking and the Skill-Will-Fill Framework to participants’ lives.

• They assessed several dimensions, chose one area to focus on, examined what is and what could be, and built an action plan.
• Juri also says retreat leaders Dorotea Mendoza and June Tanoue were 'teaching us to fish' and plans to pass the practice on.

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Community isn’t a destination but something people keep doing; inclusion means welcoming people across differences rather than treating heritage as a one-off theme.

Juri recounts a season of AANHPI events: a talk on Japanese tanka poetry, a speaking engagement on Asian American history and allyship, a film event honoring Tatsu Aoki, a NAAAP Chicago heritage celebration, a Mahjong gathering, a family vacation, a Jukai lay ordination and a book club.

• They hadn’t planned to attend so many events but kept showing up once they started.
• A workshop designed for AANHPI women professionals was open to all who value inclusion and belonging.

Juri describes moving from incidental attendance to a sustained practice: 'once I started showing up, I couldn't stop.'

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They extend the idea beyond famous figures to mothers, aunts and mentors whose contributions aren’t widely remembered by name.

Juri points to Women and Children First, a Chicago bookshop that invited Steinem to sign books in the 1980s and continued inviting her back for decades.

• Juri quotes Steinem’s view that trees grow from the bottom, from everyday people and communities, long before anything visible appears at the top.
• They ask readers to name and thank someone whose support mattered.

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This post shows why diagnosing how decisions and work actually move matters more than starting with an org chart.

Juri describes a professional services firm whose leaders thought too many management layers were slowing decisions.

• A current-state assessment revealed a deeper problem: decision rights were unclear, so people escalated decisions regardless of the org chart.
• They also identify practical areas to examine, including duplicated work, broken handoffs, and the experience of people closest to the work.

For brands planning a campaign

A strong starting point for a workshop on organization design or transformation. A facilitated session could help leaders map decision bottlenecks and handoffs before choosing structural changes.

This post walks through a life-design workshop, from choosing a focus area to making an action plan.

At a workshop for Women in NAAAP Chicago, Juri applied business transformation and organization-design thinking alongside the Skill-Will-Fill Framework™.

• Participants assessed several areas of life, chose one to work on, considered what was happening and what might be possible, then built an action plan.
• The post also describes targeted networking and closes with participants’ words about what they took away.

For brands planning a campaign

Useful evidence for a facilitated development session that combines reflection with concrete planning. Ask Juri how the Skill-Will-Fill Framework™ is applied and what a session would look like for your audience.

This account details an exercise, including its timing and participation norms.

Juri describes a retreat practice in which participants wrote for ten minutes without editing, read their words aloud, and listened without praise or feedback, responding only with thanks.

• They connect the exercise to compassionate presence and belonging, including among people meeting for the first time.
• The post ends by inviting readers to try a one-minute writing practice.

For brands planning a campaign

A relevant example for a leadership or team session focused on listening, reflection, or connection. Discuss group size, participant comfort, and how the exercise would serve the session’s goals before using it in a business setting.

This post names five values and explains how they connect, giving newcomers a concise statement of priorities.

Juri lists interconnectedness and belonging, compassionate presence, teaching others to fish, cultural curiosity and authentic appreciation, and cultivating joy, well-being, and fulfillment.

• They link belonging with being able to show up as oneself, capability-building with confidence, and curiosity about difference with deeper connection.
• These values shape strategy offsites, coaching, and capability building, they say.

For brands planning a campaign

Use these values to assess whether Juri’s stated approach aligns with your organization’s leadership or inclusion goals, and to discuss what a workshop should help participants do.

This post makes those ideas concrete through an account of visible and less visible contributions.

Using Gloria Steinem’s legacy and the Chicago bookshop Women and Children First as starting points, Juri reflects on how community roots and less-recognized mentors can help open doors for others. They connect that idea to coaching leaders and building capability, then ask readers to name and thank someone whose support mattered.

For brands planning a campaign

This is a better fit for a conversation or session about mentorship, women’s leadership, or building opportunity over time than for a narrowly technical organization-design brief. Before booking, agree on the intended audience and tone.

They use current-state assessments to uncover deeper roadblocks to growth, such as undefined decision-making authority, and focus on operational realities rather than perceived structural problems.

For brands planning a campaign

For brands navigating complex corporate restructuring or stalled organizational development, this work identifies behavioral and process issues that traditional charting methods can miss.

Examples: Source 1

For brands planning a campaign

For leadership development programs seeking to build authentic, purpose-led cultures rather than simply manage performance. Suited to organizations that prioritize ethical growth and employee fulfillment.

Examples: Source 1 · Source 2 · Source 3

For brands planning a campaign

For corporations seeking to refine their DEI (Diversity, Equity, and Inclusion) strategies and move beyond compliance toward meaningful cultural integration and community engagement.

Examples: Source 1 · Source 2 · Source 3 · Source 4

Juri Sekiguchi treats processes—from writing retreats to business workshops—as exercises in presence, where genuine connection and observation come before solution-finding.

For brands planning a campaign

For executive coaching or team-building focused on improving communication, strengthening empathy, and fostering a culture where people feel seen and heard by leadership.

Examples: Source 1 · Source 2 · Source 3

The aim is to empower leaders and teams to sustain growth and change autonomously.

For brands planning a campaign

For clients seeking sustainable change rather than one-off fixes, with an approach centered on empowerment and skill transfer.

Examples: Source 1 · Source 2

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Ask for the dates and role.

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Yolanda Fraction's examples center on workforce development and the employee lifecycle, including a book and fireside conversation on joyful leadership. Juri Sekiguchi focuses on organization-design diagnostics, decision rights, and values-led coaching inside teams.

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Patrícia Souza focuses on digital skills, STEM education, and European workforce policy through Women4Cyber and Digital Talent EU. Juri Sekiguchi applies organization design and coaching to leadership teams and values alignment.

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Heather Wyatt writes about retreat logistics, vendor coordination, budgets, and collaboration agreements for retreat businesses. Juri Sekiguchi writes about using workshops and offsites for organization design, values work, and leadership capability.

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Her posts connect workforce development to what happens after Day 1: culture, feedback, good managers and career pathways.

• She argues that the employee lifecycle begins at Day 0 and that leaders must create conditions for people to thrive, not just survive.
• That gives a consultancy a stronger frame for a workshop focused on who gets heard, how managers behave and how people move into and through the organization.

Yolanda's posts do not show an organization-design method, a current-state assessment or a decision-rights diagnostic for a slow matrix.

• If the client's central problem is where authority sits and why decisions stall, Sekiguchi's posts are more direct.
• Choosing Yolanda means accepting less indication of matrix redesign and pairing the session with a decision-rights component or another facilitator.

Examples: Source 1 · Source 2

Her posts document work on the journey from vocational education and work-based learning through recruitment, onboarding, retention and progression, plus the earlier signals that shape whether girls see themselves in STEM and digital careers. That is useful when a client wants inclusive leadership tied to a specific talent pipeline and can use external policy or ecosystem evidence to challenge internal assumptions.

Patrícia's posts are policy, advocacy and multi-stakeholder event work.

• They do not show a corporate organization-design workshop, a decision-rights method or a matrix diagnostic.
• Choosing Patrícia means gaining a sharper external talent-pipeline lens but needing more translation into internal decision rights, team design and manager behavior.
• For a client whose main symptom is slow matrix decisions, that is a material gap.

Examples: Source 1 · Source 2

Her posts show close attention to guest experience, timing, flow, venue sourcing, budgeting, vendor coordination and operational planning.

• She also describes protecting clients by asking uncomfortable questions, negotiating pricing and pushing back when an offer feels off.
• That is a better match when logistics, budget discipline and a memorable offsite are central to the campaign decision.

Heather states plainly that she has nothing she teaches and no interest in building her own community; her model is a set fee for retreat production.

• Her posts do not show organization-design content or an inclusive-leadership curriculum.
• Choosing Heather means gaining a stronger production and client-protection layer but still needing Juri or another facilitator for the decision-stall diagnosis and the inclusive leadership work.

Examples: Source 1 · Source 2