"For You Who Lack the Authority to Decide, So You Don't Have to Carry the Burden of Consultations Alone" has been released

Today, Friday, July 10, 2026, I released my first book on Kindle.

"For You Who Lack the Authority to Decide, So You Don't Have to Carry the Burden of Consultations Alone"
How to listen, how to pass on, and how to protect yourself for those who are consulted at work

That is the title of the book.

I wrote this book for people who receive consultations in the workplace.

Being consulted.
Listening to stories.
Feeling the other person's distress.
But, not having the authority to make decisions yourself.

Even so, once you have heard it, you feel like you have to do something about it.

There are people who end up keeping the weight of those consultations within themselves.

What I want to convey in this book is very simple.

Do not leave the person seeking consultation alone.
But, do not carry the burden alone yourself either.

Handling consultations can sometimes be too heavy to support with kindness alone.

It is important to accept the other person's feelings.
However, you do not need to make the other person's problems your own responsibility.

In this book, I have organized the process of handling consultations into several actions.

Listen.
Prepare.
Separate.
Pass on.
End.
Protect.

This is not a book that explains difficult theories.
It is a book that summarizes words and ways of thinking that you can use starting tomorrow when you receive a consultation.

For example, it covers situations such as the following:

• How to prepare the place and time before receiving a consultation

• How to separate feelings from events when listening

• How to respond when told, "Don't tell anyone"

• How much to listen, and when to connect them to a supervisor or HR

• What to say to ensure ending a consultation does not come across as cold

• How to protect yourself on the night after receiving a consultation

It is not just professional counselors that I want to read this.

Managers, supervisors, section chiefs, team leaders, HR and general affairs staff, and mid-level employees who are consulted by their juniors.
Or, even if you don't have a formal title, people who often find themselves listening to heavy stories for some reason.

I hope this reaches those kinds of people.

People who are consulted are not necessarily strong people.

They are simply people who try to listen properly to what the other person has to say.
That is precisely why they sometimes end up taking on too much by themselves.

I would be happy if this book could serve as a catalyst for such people to feel that they don't have to carry it all on their own.

I hope it reaches those who need it.