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Continuous Improvement Is Progress! Supersize Your Business Annual Challenge Day 72! Pop here every day for a dose of different business building perspective: https://facebook.com/supersizebusiness #supersizeyourbusiness #supersizechallenge #supersizeyourbusinessannualchallenge #supersizeyourbusinesschallenge #moneymonth #financialhealth #finances #continuousimprovement #lifelonglearner #getbetter #improveyourskills Day 72 of the Super Size Your Business Annual Challenge focuses on "continuous improvement" and "lifelong learning" within organizations. We explore making businesses better, faster, and more efficient while ensuring an awesome "customer experience." This "business strategy" is key for "customer retention" and fostering repeat business.
Continuous Improvement Is Progress! Supersize You Annual Challenge Day 72! Join us every day in 2026 for a quick challenge that is all about you Improving and creating the life you want! https://www.facebook.com/ThrivingSharon Ask your questions and share your wisdom! #supersizeannualchallenge #doonethingeverydaytosupersizeyou #annualchallenge #confidence #supersizeyouannualchallenge #supersizeyouchallenge #financialwellbeing #financialhealth #continuousimprovement #lessonslearned #lifelonglearner #SOAPframework #progress #howmeasure
Chain of Learning: Empowering Continuous Improvement Change Leaders
Registration is now OPEN for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/What changes when leaders stop learning alone—and start learning together?Leadership development often focuses on individual insight: reading, listening, reflecting. But some of the most meaningful shifts in leadership don't happen that way.They happen when leadership teams go see, ask questions, and reflect together.That shared experience becomes a catalyst—aligning leaders around a new way of seeing their organization, supporting one another in practicing new behaviors, and driving lasting transformation.In this episode of Chain of Learning, you'll learn why immersive experiences can transform how leadership teams align, learn, and develop—and why learning in context often leads to change that lasts.Drawing on examples from my Japan Leadership Experience, we look at what happens when leadership teams step away from the day-to-day pressures of their roles and create space to learn and reflect in new ways.Shared experiences give leadership teams something powerful: a common reference point for how they want to lead and improve—accelerating organizational transformation.In this episode, we explore how to:Shift from learning as an individual activity to learning as a leadership team practiceCreate alignment by seeing and reflecting on the same thingsMove from “What did I learn?” to “What are we seeing differently?”Turn shared insights into new leadership behaviors back at workUnderstand why immersion and context matter when developing people-centered leadershipIMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/67 Check out my website for resources and ways to work with me KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about my Japan Leadership Experience: kbjanderson.com/japantripRELATED EPISODES:Episode 25 | Getting Results Through the Power of Serious Leadership with Kecia Kelly and Amy ChaumetonEpisode 20 | How to Coach Executives and Influence Change with Brad ToussaintEpisode 48 | Make Leadership Meaningful: From Tools to Purposeful Impact with Josef ProcházkaEpisode 67 | Why Lifelong Learning Is the Foundation of Influence (and Can Limit Your Impact)Episode 4 | Leading for Impact: The Power of Being Over DoingEpisode 17 | Leading Change from the Middle with Pennie SaumTIMESTAMPS FOR THIS EPISODE:1:30 The gap between inspiration and the system you return to2:46 Three conditions that most leadership development is missing.4:13 The fundamental difference when others are learning beside you vs. learning alone4:47 How Jim, Healthcare COO, accelerated transformation by inviting his team on the Japan Leadership Experience6:49 Transformations that past Japan Leadership Experience have experienced in accelerated learning and sustaining excellence in their organization10:34 Unlocking shoshin - the beginner's mind - through immersive experiences12:04 The benefits of observing Japan employees and companies in person14:22 The depth of connection that forms when you learn together16:43 Why shared learning is important for leaders to make changes that sticks18:55 The cultural impact of the Japan Leadership Experience21:31 The deepest leadership changes that come from shared learning and shared leadership Registration is now OPEN for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/
What You'll Learn in This Episode:In this episode of the Lean Solutions Podcast, hosts Patrick Adams and Shayne Daughenbaugh are joined by Marco Dannerhill to explore how Lean thinking must evolve in today's fast-changing business environment. Drawing on more than three decades of experience in the plastics industry, Marco shares how Lean has shifted from focusing on localized process improvements to becoming a more strategic approach that supports long-term business success.The conversation dives into how global uncertainty, supply chain disruption, and emerging technologies like AI are changing the way organizations operate. Marco emphasizes that while technology can enhance productivity, people remain the heart of Lean, and leadership must prioritize coaching, mentoring, and building trust across teams. The discussion also highlights the importance of aligning improvement initiatives with strategic goals, empowering employees to lead smaller improvements, and ensuring that Lean efforts contribute to long-term growth rather than just short-term gains.Key Takeaways:Lean must evolve from local improvements to strategic impactTechnology should support people, not replace themLeaders must coach and mentor to build a culture of improvementStrategy must be translated so frontline teams understand their roleLinks: Lean Solutions 2026 SummitLean Solutions WebsiteClick Here for Marco Dannerhill's LinkedIn
Richard (Rick) Stier, M.S. is a consulting food scientist who has helped food processors develop safety, quality, and sanitation programs. He believes in emphasizing the importance of how these programs can help companies increase profits. Rick comes from a family background in food science, with the Institute of Food Technologists (IFT) establishing an award in his mother's name—the Humanitarian Award for Service to the Science of Food in honor of Elizabeth Fleming Stier. Rick holds degrees in food science from Rutgers University and the University of California at Davis. He is also a member of the Editorial Advisory Board of Food Safety Magazine. In this episode of Food Safety Matters, we speak with Rick [18:38] about: His path into food science and food safety, influenced by his upbringing around the Rutgers University food science community and early mentorship in the field His work as an independent consultant helping processors improve food safety, sanitation, and quality programs, and how he addresses suboptimal practices he encounters in processing facilities Memorable experiences from his career, including industry-wide efforts to address food safety challenges and examples of innovations that helped prevent future problems Why crisis management and preparedness are critical for food companies, and how building strong programs in advance helps organizations respond effectively to disruptions Common misconceptions about internal audits, and how companies can design audit programs that evaluate every element of their food safety management system and drive continuous improvement Key challenges in managing the physical plant as a prerequisite program, and why details such as facility design, maintenance, and infrastructure can have major food safety implications Frequently misunderstood hygiene practices in food processing facilities, including the importance of adequate handwashing infrastructure and strong employee hygiene policies Practical ways companies can ensure hygiene and food safety procedures are followed, such as leadership accountability, employee education, and reinforcing expectations through facility design and incentives A preview of Rick's upcoming two-part article series on HACCP, which will explore how HACCP plans fit within broader food safety management systems and prerequisite programs. News and Resources News FDA Releases Produce Regulatory Program Standards [6:22] FDA Announces FSMA 204 Stakeholder Engagement Initiative, Releases Guidance [8:11] RFK Jr. Highlights FDA's Focus on GRAS Rule, But Makes No Promises [10:44] FAO, EFSA Sign MOU to Strengthen Collaboration on Science-Based Food Safety [15:36] Resources Richard Stier's articles for Food Safety Magazine Sponsored by: IFC {LOGO LINKS TO: indfumco.com/chlorinedioxide} FACT SHEET: A Clean Break to Reset the Environment with Chlorine Dioxide [BH1] We Want to Hear from You! Please send us your questions and suggestions to podcast@food-safety.com [BH1]PRISCILA: Please include the uniquely linked "FACT SHEET: A Clean Break…" resource below the logo.
Part 2 of 2 | Continued from: Continuous Improvement Leadership: Women's Career Guide 2026Executive SummaryWomen leaders continuous improvement culture succeeds or fails based on one variable: the leader's personal commitment. Olaf Boettger's 27-year framework reveals the CEO's 90-day launch plan, two fatal CI mistakes, women's natural CI advantage, and the 10-minute personal Kaizen practice that compounds career results starting today.Quick Takeaways70% of CI initiatives fail — almost always due to leader behavior, not methodology (Olaf Boettger, 27 years P&G/Danaher)Women leaders continuous improvement culture succeeds because women's natural humility and collaborative style align with CI requirementsThe CEO's first 90 days: Gemba ? Top-10 Problem List ? 5 Whys ? Impact-Effort Matrix ? Daily HuddlesPersonal Kaizen takes less than 10 minutes per day and starts compounding career results immediatelyLaid-off women can apply CI directly to job search — turning a demoralizing process into a systematic, controllable oneIn Part 1 of this conversation, Olaf Boettger revealed the foundations of women leaders continuous improvement culture — Kaizen philosophy, Gemba principles, and the three capabilities that make it work: courage, humility, and discipline. But knowing the philosophy is not the same as executing it.Most organizations have heard of Kaizen. Most have tried it. Most have failed.According to Olaf, who spent 27 years at Procter & Gamble and Danaher mastering this system, the failure is rarely about the methodology. It is almost always about the leader.In Part 2 of our Women's Leadership Success Podcast interview, Olaf reveals exactly what a successful women leaders continuous improvement culture launch looks like — the CEO's first 90 days, the two fatal mistakes that kill every initiative, why women bring a genuinely underappreciated competitive advantage to this work, and the personal Kaizen practice that takes less than 10 minutes a day and starts compounding results immediately.As an executive coach with over 30 years of experience (MA, MFT, PCC) and host of a podcast ranked in the top 1.5% globally with over 750,000 downloads, I have seen this framework transform the careers of women who stopped waiting to be recognized and started building systems that made them impossible to overlook. Building a women leaders continuous improvement culture is not only a leadership strategy — it is a career survival strategy in 2026.Ready to make yourself the standout candidate in 2026's competitive market?Download our FREE Leadership Branding Blueprint Accelerator and discover:The exact 5-step system to position yourself as indispensable (not just competent)How to document CI results in a format that gets you promoted 3x fasterThe personal achievement tracker that turns invisible work into visible impactScripts for self-advocacy conversations that feel natural, not pushyDOWNLOAD FREE — womensleadershipsuccess.com/blueprintThe CEO's First 90 Days: Your Continuous Improvement Culture Launch PlanIf you are stepping into a new leadership role — or finally ready to build a women leaders continuous improvement culture in your existing organization — the first 90 days set everything. Olaf's approach is structured around a deceptively simple insight: the problems you can solve are already visible if you are willing to go look at them.Step 1: Go to Gemba — The Real Place (Days 1–30)Gemba is the Japanese term for the real place — where the work actually happens. For a CEO or senior leader, Gemba might mean riding along with a salesperson, observing operations on a floor, sitting with engineers reviewing prototypes, or speaking directly with customers about how they use your product.This is not a listening tour. It is a fact-gathering mission. The gap between what leadership believes is happening and what is actually happening is, in most organizations, enormous. The only way to close that gap is to go see for yourself.For women building a women leaders continuous improvement culture, this Gemba-first approach is especially powerful: it signals humility and curiosity before authority — the exact combination that earns trust fast in new organizations.Step 2: Build Your Top-10 Problem List (Days 15–30)After Gemba, the next move is prioritization. A former Danaher colleague of Olaf's — who became CEO of a large Anglo-American corporation — used exactly this method: he created a numbered top-10 problem list and began working through it methodically with his teams.The discipline here is critical. You are not solving all problems. You are sequencing them. Problem 1 gets your full attention and resources until it is resolved. Then Problem 2. Then Problem 3. This focus prevents the scattered, multi-initiative paralysis that kills most CI attempts before they produce results.Step 3: Apply the 5 Whys to Find Root Causes (Days 20–60)Once you have your prioritized list, the next step is diagnosis. Olaf uses the 5 Whys — a Toyota-originated technique where you ask 'why does this problem exist?' and then ask 'why?' to each answer, five levels deep. By the fifth 'why,' you are nearly always at the systemic root cause rather than a surface symptom.The difference is critical. Treating symptoms produces temporary fixes. Addressing root causes produces permanent improvement. This is why organizations that chase the first obvious solution — like a $50 million ERP system — often spend enormous resources only to discover the original problem persists.Step 4: Use the Impact-Effort Matrix to Sequence Solutions (Days 30–60)Not all solutions are equal. Olaf teaches leaders to categorize every potential solution across two dimensions: impact (does it actually solve the problem?) and effort (how much time, money, and energy does it require?).Solution CategoryPriority Action? High Impact + Low EffortDo these FIRST — quick wins that build momentum and credibility? High Impact + High EffortPlan carefully — these are your strategic projects? Low Impact + Low EffortDo only if capacity allows — don't let these consume bandwidth? Low Impact + High EffortEliminate — these drain your CI culture before it startsStep 5: Run Daily Red/Green Huddles as Your Standard Management Meeting (Days 1–90)As described in Part 1, the 15-minute daily red/green huddle is not a CI activity added on top of normal business. It IS the management meeting. Red means a problem is identified and being addressed. Green means performance is on track. Run without exception every day, it signals that the improvement culture is real — not a program that fades at the next crisis.What Your Organization Sees by Day 90When you execute this plan, three things happen simultaneously: your team sees you are committed enough to observe their actual work; they see the organization's most painful problems being addressed systematically; and they begin to internalize what a good solution looks like. This is how women leaders continuous improvement culture takes root — through behavior modeling, not value announcements.The 2 Fatal Mistakes That Kill Continuous Improvement InitiativesOlaf estimates there is a graveyard of failed CI initiatives in nearly every large organization. The causes are almost never about the methodology. Here are the two patterns he sees repeatedly — and what women leaders can do differently.Fatal Mistake #1: The Leader Who Wants Results Without ChangingIn German, there is a phrase for this: 'Wash my fur, but don't make me wet.' The leader wants the outcomes of CI — better numbers, more efficient teams, fewer crises — but is unwilling to personally change how they operate. They hire consultants, launch programs, run trainings. And then they return to their previous behavior.This is fatal because culture follows behavior, not announcements. If the CEO does not go to Gemba, the SVP will not go to Gemba. If the SVP does not go, the VP will not go. By the time the directive reaches managers who are supposed to implement CI, it has been diluted into a program that nobody owns.For women leaders specifically: the antidote is your natural advantage — the willingness to be publicly humble, to admit what you do not know, and to go see before you decide. A women leaders continuous improvement culture that the top leader personally models is one that spreads without a mandate.Fatal Mistake #2: Treating CI as a Separate ActivityThe second pattern is more subtle but equally deadly: organizations that run CI as a parallel track alongside their 'normal' business. Friday afternoon training. Quarterly workshops. A dedicated CI team that other leaders do not engage with.This is the wrong model entirely. At Toyota, Danaher, GE, and every organization where CI works long-term, continuous improvement is not something you do in addition to running the business. It IS how you run the business. The 15-minute daily red/green huddle is not a CI activity — it is the operational meeting. The improvement system and the management system are the same system.The practical implication: if your organization has a CI initiative that exists separately from how work is actually managed, advocate for integrating the two. That single structural change will determine whether your women leaders continuous improvement culture produces lasting results or joins the graveyard.Why Women Leaders Build Continuous Improvement Culture BetterOne of the most powerful moments in our conversation came when I asked Olaf directly: do women bring unique strengths to continuous improvement culture?His answer was unequivocal — and grounded in 27 years of observing what actually works in organizations around the world."There is a lot less ego involved in a lot of women I've worked with. And if we look at the three capabilities for successful continuous improvement — courage, humility, and discipline — I've seen women bring more to the table, especially on the humility side. Being more open to say: let's bring others in,
Graham Briggs is a management leader with more than 27 years of experience helping organisations deliver complex infrastructure and capital programs with clarity, structure, and measurable results. A licensed Professional Engineer and certified Project Management Professional (PMP), he specialises in quality management systems, lifecycle management and data-driven decision making that align business goals with effective project execution.As a Director at PMA Consultants, Graham works alongside agencies and business leaders to implement practical frameworks, standards, and tools that strengthen governance, improve predictability, and elevate team performance. He is known for translating technical complexity into simple, actionable processes that empower both seasoned professionals and those early in their careers.Passionate about mentorship and continuous improvement, Graham regularly teaches, speaks, and coaches teams on how quality practices create better outcomes. Outside of work, he is an avid marathoner and community volunteer, bringing the same discipline and teamwork to service and fundraising efforts.
Jack sits down with Paul Calf (Salesforce Release Manager at Standard Life, and Gearset DevOps Leader for 2026) to talk through a decade-long Salesforce journey that took him from accidental admin to release manager. Paul gets candid about the failed audit that forced his team to get serious about governance, what it looked like to build a compliant release process from scratch, and why cherry-picking components in VS Code nearly broke him (and the team).The conversation goes beyond tooling. Paul opens up about the culture-first approach his team takes to collaboration, from daily standups to blameless post-mortems, and what happens when someone accidentally data loads the wrong file into prod. He also shares his take on evaluating DevOps tools, approval bottlenecks, and how his financial services org is treading carefully, but deliberately, into AI territory.About DevOps Diaries: Salesforce DevOps Advocate Jack McCurdy chats to members of the Salesforce community about their experience in the Salesforce ecosystem. Expect to hear and learn from inspirational stories of personal growth and business success, whilst discovering all the trials, tribulations, and joy that comes with delivering Salesforce for companies of all shapes and sizes. New episodes bi-weekly on YouTube as well as on your preferred podcast platform.Podcast produced and sponsored by Gearset. Learn more about Gearset: https://grst.co/4iCnas2About Gearset: Gearset is the leading Salesforce DevOps platform, with powerful solutions for metadata and CPQ deployments, CI/CD, automated testing, sandbox seeding and backups. It helps Salesforce teams apply DevOps best practices to their development and release process, so they can rapidly and securely deliver higher-quality projects. Get full access to all of Gearset's features for free with a 30-day trial: https://grst.co/4iKysKWChapters:00:00 – Intro & Meet Paul Calf02:00 – The Accidental Admin Origin Story03:44 – The Audit That Changed Everything05:28 – Building a Release Process from Scratch08:00 – From Change Sets to Gearset09:34 – Tackling Approval Bottlenecks12:43 – Breaking Down Silos & Building a Collaborative Culture15:42 – Blameless Culture & Owning Your Mistakes18:55 – Lessons from Building a DevOps Pipeline22:29 – Cherry Picking: A Horror Story25:40 – How to Evaluate DevOps Tooling28:11 – Continuous Improvement as a Mindset30:15 – Approaching AI in a Regulated Industry33:46 – Final Advice for Salesforce & DevOps Teams37:20 – Wrapping Up
WHAT YOU'LL LEARN Why retail is now a demand chain, not a supply chain How AMRs deliver 6–12 month ROI in high-variability e-commerce Why robotics-as-a-service changes peak capacity planning The real bottleneck in AI adoption: structured WMS data Why dashboards are dying and exception-based orchestration is rising How consolidation will reshape 3PL economics Why operational excellence remains the ultimate differentiator HIGHLIGHTS 00:01–00:12 | Consumer expectations and the “fast + free + cheap” reality 00:12–00:15 | AMRs, ASRS, RaaS, and 6–12 month automation ROI 00:15–00:16 | Buy vs build: what's commodity vs “secret sauce” 00:16–00:19 | Agentic AI in warehouse ops: labor planning + execution 00:19–00:22 | AI proof, case studies, and demand planning as the next frontier 00:22–00:24 | Dashboards vs operators: turning analytics into actions 00:24–00:28 | Operator advice: efficiency, mechanization, and competition shifts 00:29–00:31 | Manifest trends: retail channels evolving + tech-driven 3PL future QUOTES [00:04:10] “One of the biggest changes is you used to have a choice. You could either have it fast, you could have it free, or you could have it cheap. The consumer today wants all three.” – Jeff Wolpov [00:05:10] “We as logistics supply chain companies need to lean in and figure out how to do more with less. Today it's a necessity.” – Jeff Wolpov [00:07:30] “You need automation... We need to be faster and more flexible. Peaks have gotten much higher.” – Jeff Wolpov [00:16:00] "The hard part isn't building AI or using AI. It's what do you do with the results?" - Gary Allen [00:16:50] “Operators shouldn't hunt dashboards, they should get alerts, exception-based triggers. AI takes analytics to the next level.” – Gary Allen [00:23:00] "Reporting is the death of analytics." - Gary Allen ABOUT THE GUESTS Jeff Wolpov Jeff Wolpov is Senior Vice President of E-commerce and Ryder Last Mile at Ryder System, Inc., where he leads the vision and strategy for omnichannel fulfillment and big & bulky home delivery. Previously, he served as CEO of Whiplash (formerly Port Logistics Group), achieving nearly 30% year-over-year revenue growth before its acquisition by Ryder in 2022. Earlier in his career, Jeff founded Distribution Solutions, scaling it from a startup into a $50 million regional logistics firm that became the foundation of Whiplash's national network. He holds a degree from the University of Michigan. Gary Allen Gary Allen is Vice President of Supply Chain Excellence at Ryder, overseeing Solution Design, Continuous Improvement, Data Analytics, and Automation across the supply chain organization. With more than 32 years of experience, he previously led EY's logistics consulting practice and held leadership roles at DHL and FedEx in product innovation, solution design, sustainability, and operations. Gary helped launch and co-author the “Annual Third Party Logistics Study” with Dr. John Langley of Penn State University and holds a Bachelor of Arts in Materials and Logistics Management from Michigan State University. LINKS MENTIONED Ryder report: https://www.ryder.com/en-us/insights/white-papers/e-comm/2025-ryder-e-commerce-consumer-study Ryder website: https://www.ryder.com/en-us Subscribe and Keep Learning!If you're a logistics leader looking to scale sustainably, don't miss out! Subscribe for more expert strategies on tackling modern supply chain challenges.Be sure to follow and tag the eCom Logistics Podcast on LinkedIn and YouTube
Chain of Learning: Empowering Continuous Improvement Change Leaders
What if your commitment to learning is actually limiting your influence as a change leader?Many of us pride ourselves on being lifelong learners. We read, earn certifications, study new tools, and go deep into our methodology. That depth is a strength. But as your responsibility grows—from running projects to shaping transformation—what's required of you changes.At some point, going deeper into your method or functional expertise is no longer enough. Your role shifts from applying tools to enabling leaders to see the whole system, define the real problem before choosing an approach.In this episode of Chain of Learning, I help you learn how to move from learning as accumulation to learning as adaptable influence.As your scope expands, you're no longer just responsible for executing well. You're responsible for how others think, decide, and take ownership. That requires more than expertise. It requires the ability to step back, question the form, and respond to what the situation truly calls for.Your learning might be limiting your impact. We often define lifelong learning as going deeper into our expertise, but what's missing is the shift toward adaptability and broader perspective. A learning mindset is the foundation for enabling a learning organization—yet if it stays attached to one form or method, it can constrain your influence.In this episode, you'll explore how to:Describe the impact you create tools or jargonMove from Shuhari—rigidly following a method to adapting based on contextPractice beginner's mind—Shoshin, even when you're the expertIdentify when you've fallen into the Doer Trap—and choose to develop others insteadNotice when you're following the form in situations that call for flexibilityIf you want to build a learning organization, your own learning mindset must evolve first. It's not just what you know, but how you show up.IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/67 Check out my website for resources and ways to work with me KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about my Japan Leadership Experience: kbjanderson.com/japantripRELATED EPISODES:Episode 65 | From Learning to Impact: Turn Insight into Leadership ActionEpisode 9 | The 8 Essential Skills to Become a Transformational Change Katalyst™Episode 15 | 5 Steps to Revitalize Lifelong LearningEpisode 27 | 3 Practices to Become a Skillful FacilitatorEpisode 42 | Do the Right Thing: Japanese Management Masterclass Part 1 with Tim WolputEpisode 52 | What You Love About Lean and Operational Excellence — And Your #1 Frustration: How to Get Executive Buy-inTIMESTAMPS FOR THIS EPISODE:00:40 The Katalyst model revision and why lifelong learning was removed as a standalone competency03:24 Why learning isn't what distinguishes your influence. It's what makes influence possible05:07 What it means to be a lifelong learning enthusiast06:52 Three questions every change leader should be able to answer without jargon09:22 What 75 leaders revealed in a survey and the lesson underneath it10:31 The concept of Shu Ha Ri that shapes how you develop and learn:11:13 [SHU] following the form11:25 [HA] where you begin to adapt11:35 [RI] Transcending the form entirely12:20 Five Toyota Kata Coaching questions developed by Mike Roth that requires learning and unlearning to develop, grow, and improve15:05 The concept of Shoshin and clearing what's in the way16:04 Katie's personal confession about her own telling habit and what modeling the way actually looks like in practice17:35 The "doer trap" and why getting leadership buy-in starts with us20:39 What lifelong learning really means and why it's a being practice21:01 Three practices to try this week to create more impact
In this episode of the Millionaire Car Salesman Podcast, automotive sales expert Sean V. Bradley is joined by Kalina Bradley and Tianna Mick for a powerful conversation on leadership, family business dynamics, and the evolving future of automotive sales! "Don't be afraid to reach out and get the help that you need to make yourself successful." - Kalina Bradley This episode explores what it truly takes to thrive in today's competitive dealership environment, from mastering dealership processes to leveraging data mining, equity mining, and customer retention strategies that drive consistent profitability! Drawing from their experience at the NADA Conference, the trio shares insights into emerging trends, innovative dealership tools, and the strategies top-performing stores are implementing to increase throughput and gross profit. "Nature or nurture?... It's definitely both." - Tianna Mick Kalina highlights the measurable impact of a structured trade-up program and how dealerships can unlock hidden revenue within their existing customer base. Tianna dives into the importance of personal branding in automotive sales, balancing professionalism with authenticity, and standing out in a crowded marketplace. Together, they unpack how women in automotive leadership are reshaping dealership culture and influencing the next generation of sales professionals! "If we get better, our audience will demand that we get bigger." - Sean V. Bradley Whether you're a dealer principal, general manager, sales manager, BDC leader, or automotive sales professional, this episode delivers practical insights and forward-thinking strategies to help your dealership grow sustainably in a changing market. Key Takeaways: ✅ Mindset and Balance: Kalina underscores the importance of a positive mindset in achieving success and the balanced dynamics of working alongside family. ✅ Embracing Opportunities: Tianna emphasizes leveraging the opportunities within the automotive industry and employing resources like training to excel. ✅ Value of Data Mining: Kalina shares actionable tips on how data mining and equity-mining campaigns can yield tangible results for dealerships. ✅ Family Business Dynamics: The episode showcases the interplay of family dynamics in running a successful business, highlighting a robust familial synergy. ✅ Constant Improvement: Inspired by anecdotes of industry stories, Sean discusses the perpetual need for personal and professional growth within the automotive realm. About Kalina Bradley Kalina Bradley is an experienced professional in the automotive industry with a celebrated career traceable to her early start in sales. She has gained multifaceted expertise through roles in sales, loyalty and customer retention, finance, and dealership management. Currently, Kalina has joined Dealer Synergy, contributing her rich industry experience to enhance the company's training and consulting services. About Tianna Mick Tianna Mick, also known as T Got Your Keys, is a recognized figure in the automotive sales training realm. Aside from her influential work with Dealer Synergy, Tianna's reputation extends to her prowess as a professional speaker, consistently offering insights on dealership strategies pertaining to modern sales techniques and customer relationship management. She thrives in leveraging social media and digital platforms to revolutionize the traditional dealership model. Navigating the Automotive Industry: Lessons in Family, Leadership, and Innovation Key Takeaways: Embrace family dynamics in business to foster a supportive and resilient work environment. Prioritize continuous improvement over quick growth to ensure long-term success. Harness the power of mindset and adaptability to thrive in evolving industries. Exploring the Role of Family in Business Success In today's rapidly evolving business landscape, the concept of a "family business" often conjures images of small, corner stores or boutique operations. However, as demonstrated by the Bradley family's enterprise, Dealer Synergy, incorporating family into business can lead to substantial success, even in large-scale operations. Tianna Mick and Kalina Bradley illustrate this dynamic in action, noting, "It feels like a small mom and pop, right? But we're literally helping multi-billion dollar organizations partner with OEMs like Toyota." The unique advantage here lies in the innate support system and motivation derived from working with loved ones. As Sean V. Bradley articulates, "Every day, I get to go to work with my wife for the last 19 years… so when I am on my deathbed, I am not going to be complaining. I wish I had a couple more seconds." By fostering such an integrated family-business environment, the Bradleys not only strengthen their personal bonds but also amplify their business impact. This synergy is particularly evident in how effortlessly Tianna and Kalina collaborate, drawing on diverse strengths to drive Dealer Synergy's mission forward. The implications of this family-oriented approach extend far beyond personal satisfaction. For the automotive industry and businesses at large, integrating family dynamics can concurrently nurture a resilient company culture and a unified vision, both pivotal in navigating the challenges of today's market. Leveraging family ties in business also ensures that an organization's values align seamlessly from leadership to execution. Continuous Improvement as a Strategy for Growth A standout theme in the transcript—and in business more broadly—is the emphasis on improving rather than just expanding. This mindset is encapsulated in Sean V. Bradley's anecdote about Chick Fil-A founder Truett Cathy, who famously stated, "I don't want any of you to talk about how we're going to get bigger and faster. The only thing I want to hear about is how are we going to get better." For businesses in the automotive industry, this philosophy underscores the importance of focusing on enhancing operations, customer service, and internal processes, rather than simply chasing after sales. Kalina Bradley echoes this sentiment when discussing her experiences in the automotive industry: "Learning something new is hard… Anything worth doing is going to be hard." By prioritizing excellence in these areas, businesses position themselves to naturally attract more customers and opportunities. This strategic focus is not only applicable to dealerships but can be adopted broadly across industries seeking sustainable growth. As echoed in the transcript, "If you keep doing what you're doing, you're going to keep getting what you're getting. You get complacent with mediocrity." Therefore, a commitment to constant improvement is crucial for achieving enduring success and staying ahead of the competition. Mindset and Adaptability as Keys to Thriving The discussion also highlights the profound impact that mindset and adaptability have on one's success in any career. Both Tianna and Kalina credit their upbringing with instilling essential principles that have guided their professional journeys. As Kalina observes, "Your mindset is your reality," drawing from the teachings of self-improvement methodologies like "The Secret" and the principles of the law of attraction. The significance of mindset extends beyond personal growth; it fosters an organization's adaptability, a critical trait in dynamic industries like automotive sales. Embracing a flexible and open-minded approach allows businesses to harness innovations and quickly adjust strategies in the face of changing trends. As echoed in the transcript, "The year of the human… we're really evaluating the amount of value that we provide for our dealers." Cultivating such a forward-thinking mindset within teams can also drive innovation, empower employees, and enhance problem-solving capabilities. As LA Williams from the transcript aptly summarizes, "You are who you spend the most time with." Surrounding oneself with positive influences creates an environment where individuals can grow collectively, contributing to the continuous evolution and success of the organization. Kalina and Tianna's narratives help pave the way for a deeper understanding of how personal experiences and beliefs shape professional endeavors, ultimately reinforcing the symbiotic relationship between an individual's mindset and their business acumen. In looking at the Bradleys' stories, it becomes evident that the heart of their business success lies in a holistic approach encapsulating family, constant improvement, and an empowered mindset. These principles not only guided their journey through the automotive industry but offer valuable lessons for businesses eager to thrive in an ever-evolving marketplace. Moving forward, organizations across various sectors may do well to adopt these insights, fostering environments where family dynamics, relentless self-betterment, and adaptable thinking are prioritized. Such an approach, mirrored by the Bradleys, stands to yield positive outcomes, positioning businesses for momentous achievements in the future. Resources + Our Proud Sponsors: ➼ The Millionaire Car Salesman Facebook Group: Join the #1 Automotive Sales Mastermind Facebook Group with over 29,000 automotive professionals worldwide. The Millionaire Car Salesman Facebook Group is the go-to community for car salespeople, BDC agents, sales managers, general managers, and dealer principals looking to increase performance, income, and leadership skills. Inside the group, members collaborate daily on automotive sales strategies, lead handling, phone scripts, closing techniques, CRM best practices, dealership leadership, and accountability systems. Learn directly from top automotive trainers, industry mentors, and high-performing sales leaders who are actively winning in today's market. If you're serious about growing your automotive career, increasing car sales, and building long-term success, join The Millionaire Car Salesman Facebook Group today! ➼ Dealer Synergy: Dealer Synergy is the automotive industry's #1 Sales Training, Consulting, and Accountability Firm, with over 20 years of proven dealership success nationwide. We specialize in helping car dealerships increase sales, improve processes, and build high-performing Sales, Internet, and BDC departments from the ground up. Our expertise includes automotive phone scripts, rebuttals, CRM action plans, lead handling strategies, BDC workflows, Internet sales processes, management training, and accountability systems. Dealer Synergy partners directly with dealership leadership to align people, process, and technology, ensuring consistent results and scalable growth. From independent dealers to large dealer groups and OEM partnerships, Dealer Synergy delivers measurable performance improvements, stronger teams, and sustainable profitability. ➼ Bradley On Demand: Bradley On Demand is the automotive industry's most advanced interactive training, tracking, testing, and certification platform for car dealerships — built to develop top-performing teams across Sales, Internet Sales, BDC, CRM, Phone Skills, Leadership, and Management. In addition to LIVE virtual automotive training classes and a library of 9,000+ on-demand dealership training modules, Bradley On Demand now includes AI Phone Roleplaying and Coaching to help salespeople and BDC agents practice real dealership conversations before they ever get on the phone with customers. This AI-powered roleplay technology strengthens phone scripts, objection handling, appointment setting, lead follow-up, and closing skills, while providing measurable coaching feedback for continuous improvement. Bradley On Demand empowers dealerships to train faster, coach smarter, improve call performance, increase closing ratios, and sell more cars more profitably — all through structured, trackable, modern automotive training.
What You'll Learn in This Episode:In this episode of the Lean Solutions Podcast, hosts Patrick Adams, Andy Olrich, and guest Steve Riley discuss the importance of leadership behaviors in maintaining Lean initiatives. They highlight how unintentional actions, such as not picking up trash or not following standard work, can undermine Lean efforts. Steve Riley, a manufacturing operations leader with over 30 years of experience, emphasizes the need for consistent leadership presence, protecting standards under pressure, and fostering team-led improvements. They also explore the significance of measuring both leading and lagging indicators to ensure continuous improvement. Additionally, Riley introduces his company's digital shadow board service, which simplifies the creation of tool organization systems.Key Takeaways:Leadership behavior matters more than Lean toolsWhat leaders do in the moment defines credibilityLean breaks when standards are optionalImprovement must be part of daily workLinks:Lean Solutions 2026 SummitLean Solutions WebsiteClick Here for Steve Riley's LinkedInbespoketooltrays@gmail.comTool Box Foam, 5S Lean, 5 S Lean | BespokeToolTrays.com
Ready or not, a new B Corp era has begun. Former B Lab standards analyst Jeffrey Stewart joins us to unpack what Version 2 means in practice. We discuss AI-enabled audits, mandatory documentation, digital audit platforms, major versus minor nonconformities, the shift to a five-year certification cycle, and more. If your company is preparing for recertification or trying to understand how European regulation and third-party auditors are reshaping the movement, this conversation provides expert insight.View the show notes: https://go.lifteconomy.com/blog/ready-or-not-a-new-b-corp-era-begins-w/-jeffrey-stewart___ We've talked about walking the talk. Starting May 13, 2026, here's an opportunity for you to practice it. Next Economy Leadership is a six-part workshop series for founders, executives, and culture leaders in B Corps and mission-driven organizations who want to close the gap between their values and daily reality. Learn more and register →
Reflect on one action you could take this quarter to strengthen ownership and accountability in your organisation. Whether it's improving financial transparency, developing leadership capability, or exploring profit sharing, small disciplined steps can shift culture meaningfully.Summary KeywordsProfit Sharing, Leadership, Financial Transparency, Cash Flow, Accountability, Culture, Ownership Mindset, Engagement, Continuous Improvement, Sustainable GrowthEpisode SummaryIn this episode, Brad Jeavons speaks with Rob Gallaher, CEO and author of Profit Sharing: The Power of Shared Success, about how structured profit sharing can strengthen performance and culture.Rob's interest in profit sharing came after building a growing business that was financially successful but personally unsustainable. Long hours, high stress, and the common frustration that “no one cares like the owner does” led him to search for a better model He realised the gap was alignment. Employees were paid regardless of profitability, so daily decisions weren't directly connected to business outcomes. Profit sharing became a way to bridge that gap — helping team members think and act more like owners.Rob emphasises that profit sharing is not simply a bonus system. Done well, it:Aligns effort with financial resultsBuilds accountability and cost awarenessEncourages long-term thinkingStrengthens trust and transparencySupports a high-performance cultureHowever, success depends on strong foundations. Key principles include:Pay profit share monthly.Ensure the payout is meaningful.Set attainable targets.Provide clarity on how profit is calculated.Demonstrate consistent leadership and integrity.Keep profit sharing visible in conversations.Support employees with financial education.Protect long-term customer and team relationships.Understand cash flow and true profit.Always follow through on commitments The conversation reinforces that profit sharing alone won't fix weak leadership or poor systems. It works best when combined with trust, transparency, and disciplined financial management.A powerful outcome Rob shares is seeing team members treat customers with such ownership that clients assume they are the business owner — a strong sign of cultural alignment The broader message is clear: financial systems can reinforce culture. When structured well, they help create sustainable excellence.Episode LinksYouTube: https://youtu.be/KKqxaikbQR0 Enterprise Excellence group: https://enterpriseexcellencegroup.com.au/podcast ContactsConnect with Brad on LinkedIn: https://www.linkedin.com/in/bradjeavons/Call: 0402 448 445 Email: bjeavons@iqi.com.auConnect with Guest on LinkedIn: https://www.linkedin.com/in/robertgallaher/What's Next?If you're considering profit sharing, begin with the basics:Do you have accurate monthly financial reporting?Do leaders understand cash flow versus profit?Is there trust and transparency in your culture?Do employees understand how their actions affect results?Profit sharing can be powerful, but it must sit within a broader excellence framework of leadership, operational discipline, and continuous improvement.To learn more about what we do, visit https://enterpriseexcellencegroup.com.au/Thanks for your time, and thanks for helping to create a better future.
"You can't lead others unless you first lead yourself. And you can't lead yourself unless you know yourself."Kylee Leota Top Five Tips To Drive Continuous Improvement through infinite Leadership1. Self-Leadership2. A strong reflective practice3. Identity 4. Influence5. EcosystemTIME STAMP SUMMARY01:53 Leadership starts with knowing yourself before leading others06:30 Setting process to determine what's working, and not working 11:20 How we give away power through our reactions16:50 Doing an energy audit.Where to find Kylee?Website https://elements4success.com.au/ LinkedIn https://www.linkedin.com/in/kylee-leota Kylee Leota Bio Kylee Leota is the founder of Elements 4 Success – a global organisation delivering transformational experiences to individuals, teams, and businesses.Earl Nightingale defines success as “the progressive realisation of a worthy goal or ideal”.Kylee wishes to empower people of all ages so that they can develop the confidence, skills, and tools they require to live a life of their design and purpose. She believes that you have the knowledge within yourself to create success and gives you the right tools in your toolbox to help you make these goals and ideals, reality!After 20 years in the education sector, including leadership roles at both schools, and regional levels, Kylee wants to empower and have a positive impact, further than just the education sector: working collaboratively across sectors including complex behaviour, trauma and early intervention, as well as transition to work sectors. Her depth of experience and knowledge ensures she is adaptable to any industry.Kylee is a change management facilitator, specialising in sustainable behaviour changes for both individuals and teams. With a track record for results, Elements 4 Success has a long list of happy clients who have achieved their goals, a team renowned for its out of the box thinking and solution focused approaches.
Read the blog postTL;DR: A sound check, live song requests, and a naming regret — what watching Brandi Carlile perform taught me about specific problem-solving, vulnerability, and continuous improvement.My wife and I got to see the amazing Brandi Carlile perform near Chicago on Friday night.She is a multi-Grammy award-winning singer, musician, and songwriter — though calling her a solo artist would be a mistake...
In this episode of The New Warehouse Podcast, Kevin chats with Drake Meyer, VP of Operations at Atomix. Atomix is a fast-growing 3PL with locations in Milwaukee, Salt Lake City, and Baltimore, and it operates on its own in-house WMS. Drake shares his path from forklift driver to executive leadership and explains how warehouse continuous improvement drives performance. The conversation covers culture, WMS strategy, robotics, AI, and practical lessons from large-scale operational transformations. From reducing audit labor to building a data-first mindset, Drake offers grounded insights for warehouse leaders focused on sustainable growth.Learn more about Sonaria here. Follow us on LinkedIn and YouTube.Support the show
EXECUTIVE SUMMARYIn 2026's 'forever layoff' era, women leaders who master continuous improvement leadership outperform peers, reduce their layoff risk, and accelerate promotions. Olaf Boettger's 27-year Kaizen framework — courage, humility, discipline — turns daily small improvements into extraordinary career results.Key stat: Toyota workers are 2x more productive than competitors using this same system.? QUICK TAKEAWAYS• Continuous improvement leadership doubles your career productivity vs. peers who stop learning• The 3 capabilities every woman leader needs: courage to name problems, humility to keep learning, discipline to stay consistent• Kaizen's daily 15-minute team meeting is directly applicable to your own career self-management• GE's turnaround under Larry Culp proves CI works in any industry — finance, tech, healthcare, or your own career• In 2026's 'forever layoff' climate, CI skills signal indispensable strategic value to any organizationIf you're a woman leader in 2026, the job market has changed dramatically — and not in your favor. Glassdoor's Worklife Trends report calls it the 'forever layoff': small, rolling cuts that never make headlines but keep talented executives in a constant state of anxiety. Meanwhile, AI is reshaping roles at every level, and the competition for standout positions has never been fiercer.As an executive coach with over 30 years of experience (MA, MFT, PCC) and host of the Women's Leadership Success Podcast — ranked in the top 1.5% globally with over 750,000 downloads — I've interviewed more than 144 of the world's top leadership experts. When I heard Olaf Boettger's approach to continuous improvement leadership, I immediately knew this was the missing framework most women leaders had never considered.Olaf spent 27 years at Procter & Gamble and Danaher — two of the most operationally excellent companies on earth — mastering the Japanese Kaizen philosophy. What he discovered translates directly to career acceleration: the same system that doubled Toyota's worker productivity and powered GE's biggest turnaround in American history can supercharge your leadership brand and make you the candidate no one can afford to pass over. The 2026 Career Reality: Why 'Working Hard' Is No Longer Enough The data is sobering for women leaders right now. According to Glassdoor's 2025 Workplace Trends report, small layoffs — under 50 people — now represent 51% of all job cuts, up from just 38% in 2015. These 'forever layoffs' create cultures of anxiety where talented women question their value daily.At the same time, female manager engagement dropped seven percentage points in 2025 alone — the steepest decline of any group, according to Gallup research. Women leaders are being asked to do more with less, carrying teams through AI disruption and RTO mandates, while their own career advancement stalls.The traditional answer — work harder, be more visible, volunteer for every high-profile project — simply isn't scaling. In a market where 45% of employers rate the job outlook as 'fair' at best, you need a completely different strategy. You need continuous improvement leadership. ? Ready to transform your career trajectory? Download our FREE Leadership Branding Blueprint Accelerator and discover:• A proven system to document your impact and accelerate promotions• How to build a leadership brand that makes you the obvious choice• A measurable framework for expanding your organizational influence• Strategic positioning for high-visibility, career-defining initiatives• The same approach Sabrina uses with Fortune 500 executives to 3x their promotion speed? GET YOUR FREE LEADERSHIP BRANDING BLUEPRINT ACCELERATOR What Is Continuous Improvement Leadership? The Kaizen Framework Explained Continuous improvement — known in Japanese as Kaizen, meaning 'change for the better' — originated at Toyota nearly 90 years ago. After World War II, with limited resources and a need to compete globally, Toyota developed a system to extract maximum quality and efficiency from every process. That system, now called the Toyota Production System, became the foundation of what we know as Lean, Six Sigma, and the Danaher Business System.For women leaders, continuous improvement leadership means applying these same principles to your career, your team, and your organization. It is not a one-time initiative or a January resolution. It is a daily practice — a permanent operating system.The Three Foundation PrinciplesOlaf distills continuous improvement leadership into three core principles:Kaizen — The belief that there is always a better way. This is not about being self-critical; it is about being growth-oriented. Every interaction, presentation, and leadership decision is an opportunity to iterate and improve.Go to Gemba — Go to the real place. Stop relying on slide decks and secondhand reports. As a leader, this means visiting your stakeholders, understanding what your team actually experiences day-to-day, and staying close to the work that creates value.Customer focus — Always anchor to what your 'customer' values. In a career context, your customers are your executive stakeholders, your team, and the business outcomes you're hired to deliver. Everything you do should be filtered through: does this add value for them?The Three Capabilities That Determine SuccessAccording to Olaf, your mindset determines everything. Leaders who succeed with continuous improvement possess three non-negotiable capabilities:CapabilityWhat It Looks Like in PracticeWhy Women Leaders Need It NowCOURAGEHonestly naming when your performance or your team's is 'red' — even when the culture rewards positivity over truth.In 2026's performance-pressured environment, leaders who surface problems first are seen as strategic — not weak.HUMILITYStaying open to learning regardless of your experience level. As Olaf says: the best leaders he's known, including P&G's CEO A.G. Lafley, were the most humble.Imposter syndrome tempts women to prove they already know everything. Humility is the counterintuitive superpower.DISCIPLINEShowing up for improvement consistently — not just in January. Committing to the decade, not the quarter.Career advancement compounds. The women who stand out in 2026 are those who have been quietly improving for years. The Business Case: What Continuous Improvement Leadership Actually Delivers For skeptics — and Olaf acknowledges that many leaders initially resist this approach — the numbers make a compelling argument. Toyota, the originator of this system, generates roughly twice the revenue per employee compared to its nearest competitors. Danaher, where Olaf spent the bulk of his career, has sustained approximately 15–16% compound annual growth for 40 consecutive years.The most visible example is GE's transformation under Larry Culp — the former Danaher CEO who took over when GE was in deep financial trouble. Using continuous improvement as the operating backbone, Culp and his teams executed what many consider one of the greatest corporate turnarounds in American business history, eventually splitting GE into three highly successful independent companies.On a practical level, Olaf shared a specific case study from a Danaher acquisition: a company delivering orders on time just 50% of the time. Using CI methodologies, that number rose to 95%. For context, if Amazon delivered your packages on time half the time, you'd stop using Amazon. A 45-percentage-point improvement is not incremental — it's transformational. TRY THIS NOW (10 Minutes)Apply Olaf's Red/Green method to your career right now: Identify one goal you have for your career this quarter (promotion, salary increase, high-visibility project).Set a specific target. Write your current actual. Color code it: are you green (on track) or red (below target)? If red — write one sentence explaining why.Then write one action you will take this week to close the gap. That's continuous improvement leadership in action. Do this every Monday. How to Apply Continuous Improvement Leadership to Your Career in 2026 The beauty of Kaizen is that it scales from a Toyota factory floor to your personal career strategy. Here's how to translate Olaf's framework into your daily leadership practice:The 15-Minute Daily Leadership HuddleAt every Danaher facility, teams hold a 15-minute standing meeting every morning. They review five metrics — safety, quality, delivery, inventory, productivity — and ask: are we red or green? If red, why? Who does what by when?For your career, your five metrics might be: stakeholder relationships, project delivery, skill development, visibility, and team performance. A daily or weekly 10-minute self-check asking those same questions creates the discipline of continuous improvement at the individual level.Visual Management for Your CareerOlaf emphasizes making performance visible. In organizations, this means color-coded boards. For your career, this translates to maintaining a simple achievement tracker — a running document of your wins, metrics, and impact — that you review weekly. This directly feeds your Leadership Branding Blueprint and becomes the evidence base for promotion conversations.The Growth Mindset + Kaizen ConnectionOlaf's PhD research connected him deeply to Carol Dweck's work on fixed vs. growth mindsets. Dweck's research demonstrates that individuals who believe abilities can be developed through dedication consistently outperform those who believe talent is fixed. Continuous improvement is the operational expression of growth mindset — it gives you the system that turns that belief into measurable career results. Your 7-Step Continuous Improvement Career Action Plan Step 1 (10 min): Define your career target.
Welcome to this episode of HALO Talks, where Pete Moore sits down with Angel Olavarria, founder of Strive mens skincare, and cosmetic chemist from Forest Hills, Queens. Angel reflects on his journey from a career in sales to becoming an entrepreneur in men's skincare. He reflects on the idea that people tend to attribute positive attributes to others who are very attractive, inspired him to dig deeper into self-presentation, which eventually led him down the path of skincare science. Angel discusses the often confusing (and slightly sometimes sketchy) world of men's skincare, his hands-on approach to developing formulas, and the importance of using the proper amount of evidence-based ingredients. He also opens up about the process behind launching his business, staying true to his principles, and building a brand that values authenticity over flashy marketing tricks. It doesn't matter if you're interested in men's skincare or not. What is key here are the lessons Angel has learned as he continues to (rapidly!) scale Strive. If you're an aspiring entrepreneur or even seasoned business owner and are looking for fresh insights into building a thoughtful and impactful brand, this episode offers a candid look at balancing passion, discipline, and business in today's competitive market. Key themes discussed Journey from sales to skincare entrepreneurship The complexity and science behind truly effective skincare Importance of authenticity and principles in entrepreneurship Product development: Balancing simplicity and efficacy Marketing strategies: Digital, SEO, and sampling challenges Pricing, margins, and growth without sacrificing values A Few Key Takeaways: 1.The Power of Skincare for Personal Branding: Angel shared how men's attention to self-care and skincare can enhance the tendency for people to attribute positive qualities to those who appear attractive and well-groomed. This observation sparked his journey into men's skincare and eventually founding Strive. 2. Authenticity in Entrepreneurship: He stressed how he builds his business on strong principles, refusing to compromise quality or add unnecessary complexity to men's routines. He wants Strive to be genuinely useful, not just another product pushed by aggressive marketing. 3. Science-Backed Formulations vs. Marketing Gimmicks: The chat also highlighted the importance of using ingredients with proven efficacy, like niacinamide or retinol, both backed by decades of research. Olavarria pointed out that many competitors focus on trendy but unproven plant extracts, often prioritizing marketing narratives over results. 4. Lean Operations and Smart Growth: Angel explained how he handles most of his business personally, takes advantage of contractors and US-based suppliers, and leverages technology (like AI) to stay nimble. He emphasized starting with fewer SKUs and growing thoughtfully to avoid complexity and inefficiency. 5. Philosophy of Continuous Improvement and Authentic Brand Building: The brand name "Strive" embodies the drive to always work toward something and improve. Angel wants the brand to inspire men to strive, not just for looks, but for personal growth. He also values authentic ambassador relationships, only working with those who genuinely connect to his products. Resources: Angel Olavarria: https://www.linkedin.com/in/angelolavarriajr Strive Skincare: https://www.striveskin.com Integrity Square: https://www.integritysq.com Prospect Wizard: https://www.theprospectwizard.com Promotion Vault: https://www.promotionvault.com HigherDose: https://www.higherdose.com
What You'll Learn in This Episode:In this second part episode of the Lean Solutions Podcast, Patrick Adams and Shane Daughenbaugh discuss the initial steps for a new leader implementing Lean principles. They emphasize understanding the current state through one-on-one interviews and Jeff Liker's leadership development model, which includes personal development, coaching others, daily Kaizen, and establishing a vision. Patrick advises starting with a model area to experiment with Lean concepts on a smaller scale. Shayne shares his experience of finding a champion and creating a safe space for experimentation. They both stress the importance of learning from failures, building team capability, and gradually introducing Lean practices to achieve organizational goals.Key Takeaways:Start Lean by Understanding the Current State—Not by Teaching ToolsYour First 90 Days Should Focus on Leadership Development, Not ControlCreate a “Sandbox” or Model Area to Learn Fast and SafelyFailure Is a Win When Learning Is the GoalLinks:Lean Solutions 2026 SummitLean Solutions WebsiteClick Here For Shayne Daughenbaugh's LinkedInClick Here For Patrick Adams' LinkedIn
This week’s guest is Royden Johnson. Ron and Royden discussed the concept of a lean operating system talking versus singing, the different phases of the operating system, and more. An MP3 audio version of this episode is available for download here. In this episode you’ll learn: The quote Royden likes (2:49) Royden’s background (4:08) Whether your lean operating system is talking or singing (12:53) Phase 1: Stabilize (16:27) Phase 2: Standardization (22:57) Phase 3: Continuous Improvement (28:44) A summary of the operating system (30:43) Royden’s final words of wisdom (35:48) Podcast Resources Right Click to Download this Podcast as an MP3 GA 524 | Connection Before Correction Royden on LinkedIn Get All the Latest News from Gemba Academy Our newsletter is a great way to receive updates on new courses, blog posts, and more. Sign up here. What Do You Think? What are your thoughts on the three phases?
Episode Notes Alec talks to Robyn Snyder, Director of Supplemental Services at Clovis Unified School District, Ray Gamez, the principal of Janet L. Young Elementary School, and JJ Donat, who's the guidance instructional specialist at Janet L. Young, about how that school cut the suspension rate for African-American students from 8.7%. to 4.2% in a single year. Every other week, we publish a newsletter with great resources like this one, sign up for it here! What are you waiting for, register for the National Summit for Improvement in Education before you miss out! If you're looking for a good introduction to Continuous Improvement in education, start here.
Michael Smith is a lifelong swimmer whose relationship with water began at age nine in a small Ohio town with no high school pool. Instead, he had a YMCA, grit, and a first-generation college mindset that later led him to a double major in business management and humanities, advanced graduate work, and a Six Sigma Black Belt. That early path led him to national-level swimming competition, a decades-long pause, and then a powerful return to the sport at age 60. Now 68, Mike remains a pure swimming sprinter who thrives on speed, competition, and continuous improvement. He competes against elite swimmers and former Olympians, chases personal bests, and credits swimming as essential to his mental health and resilience. With his dad cheering from the stands, Mike's story is about rediscovery, discipline, and proving it's never too late to come back stronger.Send a text
Welcome to Manufacturing Greatness with Trevor Blondeel, where we work with organizations to manufacture greatness by leveraging resources you already have to achieve greater retention, productivity, and profits. To learn more, visit www.manufacturinggreatness.com and click here to subscribe to Trevor's monthly newsletter. Now, let's jump in! In this episode, Bruce Mayhew, corporate trainer, keynote speaker, executive coach, and author, shares insights on manufacturing leadership, communication skills, and trust building for Operations Managers, Production Managers, Manufacturing Managers, and Shift Supervisors. You'll learn why traditional command-and-control leadership no longer works in today's plants — and how curiosity-driven leadership, authentic communication, and continuous improvement help manufacturing leaders close the skills gap, strengthen employee engagement, and drive real team performance. Bruce breaks down how everyday leadership behaviors directly impact culture, safety, accountability, and results — especially as manufacturing organizations face labor shortages, workforce challenges, and generational shifts on the shop floor. This conversation connects soft skills with operational excellence, showing leaders how to move from reaction to intention, from blame to curiosity, and from siloed management to connected leadership. 01:30 – As generational shifts place millennials in leadership roles, it can create tension between siloed leadership and collaborative, flatter manufacturing cultures. 03:49–Purpose and meaning drive effective leadership, stronger relationships, and healthier workplace culture. 06:12–Disconnects between executives and the shop floor weaken teamwork and long-term manufacturing performance. 07:19–Self-awareness and emotional intelligence enable leaders to adapt communication styles across manufacturing teams. 08:58–Respect on the shop floor comes from meeting people where they are, not talking down to them. 09:44–High performance in manufacturing is unlocked through meaningful conversations rather than top-down directives. 16:27–Transparency grows when leaders listen first and elevate frontline voices. 18:33- Shared pride in quality and reputation strengthens team identity and manufacturing excellence. 20:15–Curiosity-driven leadership replaces blame-focused problem solving with appreciative inquiry. 23:31–Positive exploration increases engagement by empowering teams instead of punishing them. 25:09 - Accountability works best when leaders replace interrogation with curiosity-based performance conversations. Connect with Bruce Mayhew Visit his website Find him on LinkedIn Following him on Instagram @bruce.mayhew
Chain of Learning: Empowering Continuous Improvement Change Leaders
What does it really take to lead transformation as responsibility grows?At some point, leadership stops being about doing the improvement work or having the right answers. For operational leaders and change practitioners alike, the work moves to holding the system—people, priorities, and consequences—and helping others learn how to do the same.In this episode of Chain of Learning, I'm joined by Carlos Scholz, CEO of Catalysis, to explore the critical shift leaders must make to enable systemic, lasting organizational change.Carlos shares his journey from technically trained engineer in manufacturing, to transformational change leader in healthcare leading a team of continuous improvement practitioners, to operations leader, and now CEO. Across these roles, he's learned that transformation doesn't fail because leaders don't care or aren't trying, but because we often rush to outcomes and skip the systems-level and behavioral maturity required to sustain them.This conversation highlights a critical truth: leadership is practice. It's not a role or a title, it's how you intentionally show up and get better, day after day.Together, we explore what really changes as leadership responsibility and organizational complexity increase, how leaders have to change their own behavior, and how influence shifts when the work is no longer about doing improvement, but about developing leaders who can own the system.In this episode, we explore:Why leadership becomes less about expertise and more about intentional practice as scope and responsibility expandWhat changes when you move from leading through influence to owning the system through positional authority and the consequences that come with itHow identity and perceived value shape resistance to change, including your ownWhy skipping organizational and behavioral maturity undermines reliability, even with strong intentionsHow repositioning improvement teams from doers to coaches helps leaders change their behavior and allows transformation to scaleIf you're navigating your own growth as a change leader—or supporting leaders in truly owning their system—this conversation offers language and perspective to help you lead with greater impact.ABOUT MY GUEST:Carlos Scholz is the CEO of Catalysis, a mission-driven organization advancing people-centered, value-based healthcare. A former manufacturing engineer and healthcare operations and change leader at Kaiser Permanente and NYC Health + Hospitals, he brings deep experience driving system-wide Lean and continuous improvement transformation and developing leaders at scale. Carlos was named a Shingo Rising Star and serves on the Shingo Institute Board.IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/66 Check out my website for resources and ways to work with me KBJAnderson.comConnect with Carlos Scholz: linkedin.com/in/carlosscholz Follow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about my Japan Leadership Experience: kbjanderson.com/japantripRELATED EPISODES:Episode 9 | Move from Technical Expert to Influential LeaderEpisode 16 | Leverage Analytical Systems Thinking and Psychological Safety to Drive Organizational Improvement [with Mark Graban]TIMESTAMPS FOR THIS EPISODE:03:02 Leadership shifts Carlos made stepping into senior executive responsibility06:19 The start of Carlos' journey and how it evolvedrelationships as it does on technical expertise12:19 Learning that sustainable change depends as much on influence and being vulnerable and sharing openly 17:42 Multiple approaches in creating conditions for leaders to feel safe enough to be vulnerable18:44 Importance of organizational assessment to identify behavioral gaps24:05 Understanding that sustainable change requires aligning the entire system, not just improving isolated parts26:32 When leaders are not on board with change efforts28:48 Importance of both the technical and social side of being a change leader31:30 The process of building a system of coaching36:23 Transitioning from leading through influence to stepping into direct operational leadership43:28 How skills developed as an influence leader strengthened operational leadership45:57 A surprising lesson from stepping into an operational leadership role50:16 How Carlos is leading transformation as a CEO of Catalysis55:08 Steps to make real transformation happen1:00:13 Reminders for leading transformational change1:01:43 Questions for reflection to strengthen the system around you Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/
What You'll Learn in This Episode:In this episode of the Lean Solutions Podcast, Patrick Adams and Shane Daughenbaugh explore what the first 90 days should look like after discovering Lean or stepping into a new organization. Once someone understands the principles of continuous improvement, what should they actually do first? They discuss how your approach must shift depending on your level of influence. Whether you're an executive, middle manager, or individual contributor, rushing into tools and events can create resistance instead of momentum.They advise spending time in direct reports' roles, having one-on-one conversations, and documenting feedback to identify common issues and improve processes. They also highlight the value of using emotions as flags and leveraging AI to analyze data for better decision-making. They agree on the importance of empathy and trust-building in leadership.Key TakeawaysYour Role Determines Your StrategyStart with Listening, Not ImplementingCulture Before ToolsPerspective Changes EverythingLinks: Lean Solutions 2026 SummitLean Solutions WebsiteClick Here For Shayne Daughenbaugh's LinkedInClick Here For Patrick Adams' LinkedIn
Jamie Stilwill and Joell Teal, faculty with Catalysis, share about the connections between psychological safety and continuous improvement in healthcare.
Read the postTL;DR: Respect for People is the foundation of Lean management. It means engaging employees as problem solvers, creating psychological safety so people speak up, developing standardized work with teams instead of forcing it on them, and implementing improvement software with people -- not to them. It includes high standards and accountability. Without Respect for People, continuous improvement becomes mechanical and unsustainable.Respect for People in Lean management is the principle that employees are capable problem solvers who must be engaged, developed, and trusted in order for continuous improvement to succeed.
Summary In this episode, Andy talks with Richard Carson, author of The Book of Change. If you feel like you barely finish one change before the next one hits, this conversation is for you. Richard shares his deeply researched and battle-tested framework called People Sustained Organizational Change Management, or PSOCM. Unlike many change management books, this is not about certifications or slogans. It is about building a repeatable system to diagnose problems, distinguish adaptive from transformational change, and gain executive traction when support is not automatic. You will hear why so many change efforts fail before they even begin, how to craft a clear problem statement, and what leaders often misunderstand about the type of change they are facing. Richard also explains why he chose the phrase "People Sustained" and how thinking structurally about change can even help at home. If you're looking for practical, grounded insights on leading through continuous change, this episode is for you! Sound Bites "My advice to you is to anticipate change and manage change before it manages you." "Different change models have been introduced in the literature, but there has not been one coherent model for managing organizational change." "PSOCM is driven by defined actions with statistical metrics that produce measurable results." "You get a free book and the next thing you know you're getting the pitch to hire them at an exorbitant amount of money per hour." "Organizations consist of people, and it is the people who are primarily the problem." "Change management is proactive. Emergency management is reactive." "It is not productive to put the organization on the couch and ask, 'Well, what do you think?'" "You can change a process, but you cannot change a person's underlying psychology." "You now own it, or it now owns you." Chapters 00:00 Introduction 01:40 Start of Interview 01:54 Family Culture and Early Influences 03:58 Criticisms of Change Management Books and Certifications 06:15 Defining Organizational Change Management in Plain Talk 07:44 What Surprised Him in the History of Change 10:57 Adaptive vs. Transformational Change 14:23 Why He Named It People Sustained Organizational Change Management 20:03 Problem Identification and Writing Effective Problem Statements 24:31 Getting Executive Support When Change Is Not Top Down 26:49 When Benefits Do Not Move Leaders 28:21 One More Idea to Anticipate Change Before It Manages You 30:03 Applying Change Lessons at Home as a Parent 31:36 End of Interview 32:38 Andy Comments After the Interview 35:31 Outtakes Learn More You can learn more about Richard and his work at RichardCarson.org. Make sure to get the free ebook download. For more learning on this topic, check out: Episode 343 with Gary Lloyd. He has a clever metaphor of thinking about change like a gardener, not a mechanic. It's a great discussion that I think you'll find quite practical. Episode 344 with Peter Bregman and Howie Jacobson. Their book is about change, but not at the organizational level. They think you can change other people, which sounds presumptuous at the least. But they back that up in the interview so check out episode 344 for more. Episode 53 with John Kotter. He's one of the most famous names when it comes to change management. Go way back to episode 53 to hear from John directly. Pass the PMP Exam If you or someone you know is thinking about getting PMP certified, we've put together a helpful guide called The 5 Best Resources to Help You Pass the PMP Exam on Your First Try. We've helped thousands of people earn their certification, and we'd love to help you too. It's totally free, and it's a great way to get a head start. Just go to 5BestResources.PeopleAndProjectsPodcast.com to grab your copy. I'd love to help you get your PMP this year! Join Us for LEAD52 I know you want to be a more confident leader—that's why you listen to this podcast. LEAD52 is a global community of people like you who are committed to transforming their ability to lead and deliver. It's 52 weeks of leadership learning, delivered right to your inbox, taking less than 5 minutes a week. And it's all for free. Learn more and sign up at GetLEAD52.com. Thanks! Talent Triangle: Business Acumen Topics: Change Management, Organizational Change, Leadership, Executive Sponsorship, Problem Identification, Adaptive Change, Transformational Change, Strategic Thinking, Organizational Culture, Project Leadership, Continuous Improvement, Stakeholder Engagement The following music was used for this episode: Music: Lullaby of Light feat Cory Friesenhan by Sascha Ende License (CC BY 4.0): https://filmmusic.io/standard-license Music: Tropical Vibe by WinnieTheMoog License (CC BY 4.0): https://filmmusic.io/standard-license Thank you for joining me for this episode of The People and Projects Podcast!
In this episode of the Learnings and Missteps podcast, Jesse interviews Mike Chiles, a seasoned project director in the construction industry. They discuss the unpredictable challenges of construction, the importance of relationship building, and effective leadership. Mike emphasizes the role of leaders in developing their teams, creating a balanced and supportive work environment, and the value of feedback from those on the ground. They also delve into the importance of character development and the long-term benefits of investing in people-centric approaches. The episode concludes with reflections on the impact of leadership and the legacy one leaves through influence. 00:00 Introduction and Welcome Back 00:32 Introducing Mike Chiles: The Construction Influencer 01:30 LnM Family Shoutout: Gary Martinez 02:40 Getting to Know Mike Chiles 03:56 The Role of a Project Director 05:43 Challenges and Learnings in Leadership 07:47 Training and Developing Future Leaders 11:47 The Importance of Relationships in Construction20:18 Feedback and Continuous Improvement 23:29 Building a People-Centered Culture 35:10 Project Assignments and Training Responsibilities 36:18 Feedback Loops and Execution Challenges 36:51 Importance of On-Site Feedback 37:18 Lean Principles for Executives 38:23 Building Relationships and Appreciating Workers 40:23 Addressing Labor Shortages and Industry Challenges 44:34 The Role of Old Dogs in Knowledge Sharing 48:32 Lean Construction and Relationship Building 01:03:40 The Promise of Influence and Legacy 01:07:13 Conclusion and Free Book Offer Get the blueprint to Plan, Commit, and Execute your way into optimal performance: https://www.depthbuilder.com/time-management-webinar-sign-up-page Download a PDF copy of Becoming the Promise You are Intended to Behttps://www.depthbuilder.com/books
Send us a MessageIn this episode of Culture Change RX, Sue Tetzlaff, cofounder of Capstone Leadership Solutions, converses with Heather Schragg, the Director of Quality and Risk Management at Eaton Rapids Medical Center (Michigan). They discuss Heather's personal and professional transformation over the past 13 years, particularly through the implementation of their organization's 212 Degree Initiative. The conversation explores the importance of communication, employee engagement, and the impact of gratitude. Heather shares insights on navigating change post-COVID, the evolution of leadership roles, and the significance of continuous improvement.The 212 Degree Initiative has transformed both personal and professional aspects of leadership.Engaging employees in the journey is crucial for success.Communication is key to improving patient experience and satisfaction.Gratitude and appreciation can significantly enhance workplace culture.Sustaining initiatives requires continuous effort and adaptation.Celebrating small wins fosters motivation and engagement.Data-driven decision-making is essential.Referenced in this episode:Connect with Heather Schragg on LinkedInLearn more about Eaton Rapids Medical CenterResource referenced in the episode – 212 DegreesJoin Fans of the Framework (Capstone's prWe're stepping forward in a bigger way—growing our team of rural healthcare experts, growing our capabilities by adding a strategic planning division … all of this so we can expand our ability to help even more rural hospitals and other small healthcare organizations in 2026. … We'd love to explore how we can support your organization in being the provider- and employer-of-choice so you can keep care local and margins strong! Learn more at CaptoneLeadership.net Learn more and register for the 2026 Healthcare Executive Forum - We look forward to seeing you on June 17-18 in Madison, Wisconsin!Hi! I'm Sue Tetzlaff. I'm a culture and execution strategist for small and rural healthcare organizations - helping them to be the provider and employer-of-choice so they can keep care local and margins strong.For decades, I've worked with healthcare organizations to navigate the people-side of healthcare, the part that can make or break your results. What I've learned is this: culture is not a soft thing. It's the hardest thing, and it determines everything.When you're ready to take your culture to the next level, here are three ways I can help you:1. Listen to the Culture Change RX PodcastEvery week, I share conversations with leaders who are transforming healthcare workplaces and strategies for keeping teams engaged, patients loyal, and margins healthy. 2. Subscribe to our Email NewsletterGet practical tips, frameworks, and leadership tools delivered right to your inbox—plus exclusive content you won't find on the podcast.
What You'll Learn in This Episode:In this episode of the Lean Solutions Podcast, Andy Olrich and Catherine McDonald explore what happens after the strategy day is over. Once goals are set, how do organizations move from planning to real execution? They highlight the challenges of managing too many goals and the necessity of engaging teams in the strategy process. They unpack why teams often struggle—not because they lack ideas—but because they have too many priorities and not enough clarity on where to start. The discussion focuses on practical frameworks for filtering, prioritizing, and executing goals in a way that aligns strategy with daily work.Key Takeaways:Teams don't struggle from a lack of ideas—they struggle from too many priorities.Don't start where it's exciting—start where it's expensive.Use structure to remove subjectivity.Links: Lean Solutions 2026 SummitLean Solutions WebsiteClick Here For Catherine McDonald's LinkedInClick Here For Andy Olrich's LinkedIn
In this episode of Advanced Manufacturing Now, we talk with Paul Boris of UiPath about the next evolution of continuous improvement.
Chain of Learning: Empowering Continuous Improvement Change Leaders
What if the reason your learning feels productive—but your impact feels stuck—has nothing to do with effort?Many change leaders and improvement practitioners are excellent learners. You're likely a Learning Enthusiast—like me. You read the books, attend the workshops, listen to podcasts, and gather ideas with genuine enthusiasm.And yet, despite all that effort, learning doesn't always turn into impact. In fact, it can sometimes lead to overwhelm or paralysis—more ideas, more options, and less clarity about what to actually do.I've lived this pattern myself, and I see it again and again in my work with leaders around the world. When learning becomes something we collect rather than something we practice—and bring to fruition through our habits—it stalls our impact.The challenge isn't gaining more knowledge.It's learning how to turn insight into behavior—and connect behavior to results.In this episode, I explore a critical shift: moving from the Chain of Learning® to a Chain of Impact.Instead of treating continuous learning as something to acquire, I invite you to see learning as something to harvest—by making the value chain of impact explicit: turning insight into specific behaviors, practicing them deliberately through doing and reflection, and connecting that practice to the impact it creates for people and results.If you care deeply about learning, growth, and people—and want to build the capability to translate learning into action and impact—this episode will help you do exactly that.YOU'LL LEARNHow to recognize when learning feels productive but isn't changing how you actually show up as a leaderHow to make the connection between learning, behavior, and impact visible—and actionableWhy behaviors—not intentions, traits, or inspiration—are the real bridge between learning and resultsHow treating leadership actions as experiments helps you learn by doing and reflection, not just aiming for a targetWhy harvesting learning means finishing what's ready—not endlessly adding more ideas or initiativesIMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/65 Check out my website for resources and ways to work with me KBJAnderson.comDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about my Japan Leadership Experience: kbjanderson.com/japantripTIMESTAMPS FOR THIS EPISODE:00:59 Why doing more is not mean progress02:13 The invisible trap of when we are focused on learning vs. putting it into practice02:27 Harvest - what it means and why it's a fitting word for 2026 05:04 The difference between learning and behavior in creating impact05:25 How to apply Intention = Heart + Direction® to close the execution gap07:40 Four key practices to take action on learning to impact your work and life 07:48 [ONE] Make the learning itself concrete and specific09:00 [TWO] Focus on specific observable behaviors, not traits that we want to develop10:48 [THREE] Identify the gap you want to close and identify what you expect to happen and the impact when you put the learning into practice11:42 [FOUR] Reflect and adjust for accelerated improvement12:49 Where intention stems from and why intention plus direction is important to see results13:54 How leaders turn into impact through the Immersive Japan Leadership Experience14:52 Three open ended questions for leaders to reflect on to create a clear action plan17:07 Josef's experience in shifting from being seen as an expert to a trusted partner18:06 Questions to ask to help break the telling habit21:12 How the meaning of “harvest” is focused on collaboration and creating the space for others to grow22:40 Reflection questions to reflect on to make an impact through your behaviorP.S. This episode happens to be released on my birthday
What You'll Learn in This EpisodeIn this episode, hosts Catherine McDonald and Shayne Daughenbaugh discuss what coaching in the workplace really means. Why it's far more than a buzzword. The conversation breaks down the difference between coaching, training, and mentoring, and explains how coaching serves as a powerful leadership approach for developing people, building trust, and sustaining continuous improvement.They emphasize how coaching shows up in day-to-day work through huddles, Gemba walks, and one-on-ones, and how lean tools like PDCA naturally support a coaching mindset. Key TakeawaysCoaching is a leadership approach, not an event.Coaching is different from training and mentoring.Every day work creates coaching opportunities.LinksLean Solutions 2026 SummitLean Solutions WebsiteClick Here For Shayne Daughenbaugh's LinkedInClick Here For Catherine McDonald's LinkedIn
How do you know if your virtual program is actually high quality—without reducing it to a checklist?Dr. Chris Harrington returns to the podcast to share how he's building the Virtual Learning Accelerator: a human-centered system that helps leaders assess program quality, translate results into priorities, and support teachers over time—without outsourcing professional judgment to AI.What you'll get from this episodeA clear way to think about quality as a system, not a tool or a single roleHow standards-aligned self-assessment becomes useful instead of performativePractical guardrails for using AI to speed up improvement without distorting itA sustainable model for improving virtual programs year over yearKey moments00:01–02:05 — Why the quality question matters now02:20–07:30 — The Virtual Learning Accelerator: coaching, assessment, and PD as one system09:46–14:45 — How the needs assessment works (14 standards, ~45–60 minutes, instant report)15:45–18:45 — Why the AI launch was delayed: tightening rubrics and recommendations21:03–26:40 — Turning scores into action: why coaching is the translation layer28:30–36:10 — Supporting teachers at scale: micro-courses aligned to online teaching standards37:00–40:10 — Revisiting “Why Distance Learning?”: the shift from access to qualityLinksVirtual Learning Accelerator: digitallearningworks.orgEmpowerED Research Institute: empoweredresearch.orgNational Standards for Quality Online Learning: nsqol.orgHost LinksDiscover more virtual learning opportunities at CILC.org with hosts Tami Moehring and Allyson Mitchell.Seth Fleischauer's Banyan Global Learning combines live virtual field trips with international student collaborations for a unique K12 global learning experience. See https://banyangloballearning.com/global-learning-live/
In this episode of the Angus Underground, host David Brown interviews Kirk Duff of Duff Cattle Company, Hobart, OK. They discuss the evolution of the Duff operation, Kirk's breeding philosophy, and the importance of consistency and quality in cattle production. Kirk shares insights into his partnership with Whole Foods and the scale of his beef production. The conversation also touches on the upcoming production sale featuring a diverse lineup of bulls and females, emphasizing the significance of building a quality product in the cattle industry.TakeawaysKirk Duff represents the essence of a master breeder.Duff Cattle Company has a rich history dating back to 1917.The breeding program focuses on producing low-maintenance, productive cattle.Kirk emphasizes the importance of eye appeal and structure in cattle.Consistency in breeding is a key goal for Kirk.The partnership with Whole Foods showcases the scale of Duff's beef production.Quality grade and consistency are crucial for Whole Foods specifications.Kirk's branding, Power Plus, emphasizes efficiency and maternal traits.The upcoming production sale features over 170 bulls and 80 females.Building relationships with customers is essential for success in the cattle business. Chapters00:00 Introduction to Kirk Duff and Duff Cattle Company02:57 The Evolution of Duff Cattle Company05:48 Breeding Philosophy and Cattle Characteristics08:56 Key Influential Cattle in the Breeding Program11:48 Continuous Improvement in Breeding Practices15:10 The Scale of Beef Production and Whole Foods Partnership17:58 The Importance of Consistency in Cattle21:00 The Power Plus Branding and Upcoming Production SaleLinksInsuremybull.comPowerPlusCattle.comhttps://www.rouseysimangus.com/ Learn more about our sponsor, Montana Ranch, by visiting MontanaRanchAngus.com.
The best return happens when companies aim their improvements at customers. Buyers have a keen awareness of which companies prioritize customer satisfaction over company profitability. The best companies know that happy customers will lead to healthy bottom lines. Where are your improvements aimed at?Support the show
The blog postMany improvement efforts stall not because of poor strategy or missing Lean tools, but because people don't feel safe speaking up.In this Lean Blog Audio episode, Mark Graban explains why psychological safety is a foundational requirement for continuous improvement. Drawing from his book The Mistakes That Make Us and decades of experience in healthcare, manufacturing, and other industries, Mark explores how fear, blame, and leader reactions silence learning — and how different leadership behaviors make improvement possible.The episode also previews themes from Mark's upcoming workshop at Shingo Connect 2026, including what psychological safety is (and is not), how it supports accountability rather than lowering standards, and why learning from mistakes depends on creating environments where people can speak honestly without fear.
The common thread of championship athletic teams is humility. At a certain point, once the collective team becomes humble, the real improvement and growth starts. Without that humility, the teams will never achieve the ultimate goal of a championship. It's no different in business. If we want to succeed, and grow as businesses, the collective personnel must become humble enough to pursue improvement. Are you humble enough?Support the show
Chain of Learning: Empowering Continuous Improvement Change Leaders
Apply for the Japan Leadership Experience here:https://kbjanderson.com/japantrip/What if the reason leading your organization's transformation feels heavy isn't the work itself—but the role you've been playing as a change leader?If you're a change leader, continuous improvement professional, or internal consultant, this tension may feel familiar. You're helping. You're busy. You're delivering results. And before you realize it, you're wearing every hat—facilitator, teacher, problem-solver, checker—all at once.That was my experience too as an internal change leader. And it's a pattern I see again and again in my work with internal change leaders and continuous improvement practitioners: when we're not clear on our role, we become the doers of transformation—when our real work is to enable others to lead it.In this episode of Chain of Learning, I'm joined by Jill Forrester, Director of Continuous Improvement at 3sHealth, to explore the leadership shift that changed how she and her team show up—and the impact they're having—by moving from helping to intentionally creating the conditions for learning and ownership.If you've ever felt the weight of carrying organizational transformation on your shoulders, this conversation will help you see why—and how redefining your role and how you help can change everything.You'll LearnWhy internal change leaders often become the default doers—and why that role isn't sustainableHow lack of role clarity creates confusion, overburden, and dependency for leaders and their internal clientsWhat it really means to create the experience for learning, not just drive improvement outcomesWhy clarifying and labeling your role and intention changes how others engageHow shifting from doing to enabling builds capability, ownership, and sustainable transformationABOUT MY GUEST:Jill Forrester has been a leader in health system transformation since 2012. She has collaboratively guided the development of a comprehensive management system at 3sHealth, encompassing patient and customer engagement, problem-solving and process redesign, strategic visioning and deployment, performance measurement, leadership coaching and development, and employee engagement. Jill is an active member of a strong provincial network of continuous quality improvement leaders dedicated to strengthening Saskatchewan's health system through learning-centered, people-focused practices.IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/64 Check out my website for resources and ways to work with me KBJAnderson.comConnect with Jill Forrester: linkedin.com/in/jill-forrester Follow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about my Japan Leadership Experience: kbjanderson.com/japantripDiscover how to get out of the Doer Trap: kbjanderson.com/doertrap TIMESTAMPS FOR THIS EPISODE:03:27 Jill's new role director of continuous improvement and when she realized she needed to make a shift05:00 The question, “Are we actually helping”? that changed how Jill viewed her role07:01 Why starting a training with questions makes a bigger impact10:12 Why opening up space for others to learn and contribute can improve engagement13:56 Two shifts Jill and her team made to clarify their roles for better continuous improvement outcomes and build confidence16:07 Labeling your role (even when it feels awkward) to better guide others to transformation22:47 What lead Jill to invest in the Japan Leadership Experience to take her leadership to the next level25:14 Seeing quality as trust and quality as love to reshape how you think about improvement25:44 What good 5S is as something you feel instead of a checklist27:16 An example of 5S in the Japanese culture29:20 The importance of long term thinking to sustain your company for decades30:42 How giving with two hands can be applied to your organization to show respect and support others33:08 The impact of creating space for others to ask questions and learn more quickly35:05 Doing less doing and creating the conditions to increase results and coach more effectively37:15 Reflections to shift from doers to catalysts of change 38:29 Top recommendation for change leaders and continuous improvement practitioners who want to show up in that different space from doing to enabling40:35 Your role as a change leader and creating an experience for others to learn and to lead change themselves42:38 The impact of an intention pause before your next meeting or discussion to help you shift from doing to enabling Apply for the Japan Leadership Experience here:https://kbjanderson.com/japantrip/
In this episode of the Your Health University Podcast, Jamie sits down with Matt Whitehead, Chief Ancillary Officer at Your Health, to unpack one of leadership's hardest realities: you rarely have all the information you want when decisions matter most.Drawing from decades of healthcare leadership experience, Matt explains how early decisions were driven almost entirely by gut, ethics, and urgency—long before real-time data existed. Together, they explore the balance between data and instinct, confidence and humility, decisiveness and recklessness.This conversation tackles real leadership tension: when waiting causes harm, when momentum matters more than perfection, and why doing nothing is often the most dangerous choice. Matt also shares a candid leadership failure, what it taught him, and how Your Health built a culture where mistakes are learning tools—not career-ending moments.If you lead people, teams, or systems—especially in healthcare—this episode reframes uncertainty not as a weakness, but as the proving ground of great leadership. www.YourHealth.Org
What You'll Learn: In the first half of the episode, the conversation focuses on the foundations of effective change and project success. Dave shares insights on the importance of executive support, strong project management, and understanding the real problems teams are trying to solve. The discussion highlights why improvement efforts often stall and how leaders can create clarity by engaging the right stakeholders early.Key Takeaways:Why executive support can make or break improvement effortsHow a clear problem definition sets the foundation for successLinks: Click Here for Dave Kippen's LinkedInHuman, Pet, and Animal Nutrition Company: WebsiteLean Solutions Website
What if problems weren't something to avoid—but something to value? In this episode of Experiencing Healthcare, Jamie and Matt explore a powerful idea: Problems are Currency—but only when we stop pointing at them and start owning them. They break down how excuses form, why asking for help is a leadership strength, how to prioritize what matters most (not just what's loudest), and how small wins create real momentum. If you've ever felt stuck, overwhelmed, or hesitant to tackle a tough issue, this conversation will help you shift from reaction to resolution.
In this episode of Grow Think Tank, Gene Hammett sits down with Austin Yarborough, founder of Central Coast Moving, ranked No. 2,278 on the Inc. 5000 list, to explore the power of leadership and continuous improvement. Austin shares how high standards, self-awareness, and leading by example have been essential in scaling his business, attracting A players, and building a strong organizational culture. Discover Austin's practical strategies for: Embracing Kaizen principles: getting 1% better every day Leveraging social media to build trust, not just chase clients Tracking progress for personal and professional growth Leading by example to influence culture and team performance Letting go of micromanagement while maintaining high standards If you're a CEO, entrepreneur, or leader looking to grow your business and become a better leader, this episode is packed with actionable insights. Connect with Austin Yarborough: Central Coast Moving: https://centralcoastmoving.com Instagram: @centralcoastmoving | @officialaustinarybrough The Moving Army: https://www.themovingarmy.com Subscribe for more leadership insights, growth strategies, and interviews with founders of the fastest-growing companies: [Subscribe Link] Timestamps: 0:00 – Introduction: Why continuous improvement matters 3:11 – Building trust through social media 5:50 – Core principles of leadership 7:52 – The journey of continuous improvement 12:20 – Transforming leadership skills 14:06 – Leading by example 18:47 – Letting go of the outcome 20:21 – Closing thoughts Keywords / Tags: Leadership, Continuous Improvement, CEO Growth, Kaizen, Central Coast Moving, Inc 5000, Attracting A Players, Leadership Development, Business Scaling, Executive Coaching
Check out the TIES Sales Showdown at www.tx.ag/TIESVisit The Sales Lab at https://thesaleslab.org and check out all our guests' recommended readings at https://thesaleslab.org/reading-listTo listen to The Sales Lab Podcast on your favorite apps, visit https://thesaleslab.simplecast.com/ and select your preferred method of listening.Connect with us on Facebook at https://www.facebook.com/saleslabpodcastConnect with us on Linkedin at https://www.linkedin.com/company/thesaleslabSubscribe to The Sales Lab channel on YouTube at https://www.youtube.com/channel/UCp703YWbD3-KO73NXUTBI-Q
What if the customer experience principles behind Disney-level service and NASA-grade operational excellence could be applied to your business, without increasing your costs? In this episode of the Grownlearn Podcast, host Zorina Dimitrova, Investment Matchmaker & Strategic Growth Advisor, sits down with Vance Morris, a customer experience expert who has worked with Disney, NASA, and the Kennedy Center.
- AI Coding Revolution and Its Implications (0:10) - AI Coding vs. Human Coding (2:54) - AI's Role in Business and Job Transformations (4:35) - BrighteLearn.ai and AI's Continuous Improvement (5:51) - AI's Capabilities and Future Projections (7:37) - Health and Technology Integration (15:09) - The Role of Censorship and Depopulation (30:16) - The Financial Reset and Its Implications (56:36) - Preparation for Financial Chaos (1:18:10) - The Role of AI in Future Preparedness (1:21:47) - AI Integration and Initial Setup (1:25:28) - AI Tools and Recent Developments (1:29:46) - Differences Between AI Models (1:33:59) - AI's Role in Technological Advancements (1:43:06) - AI in Content Creation and Planning (1:48:56) - AI in Video and Music Production (1:56:34) - AI's Impact on Society and the Future (2:32:50) - AI's Role in Decentralization and Freedom (2:33:03) - AI's Potential for Creating AI Avatars (2:34:15) - AI's Role in Technological Competition (2:35:10) - Challenges with Current AI Models and Bias (2:38:42) - China's Leadership in AI and Censorship (2:41:41) - Customizing Chatbots and Medical Tourism (2:43:00) - Jailbreak Techniques and Health Solutions (2:45:18) - Technocracy Atlas and Epstein Data (2:47:32) - Commitment to Open Source and Decentralized Knowledge (2:49:27) - Health Ranger Store New Year's Sale (2:51:49) For more updates, visit: http://www.brighteon.com/channel/hrreport NaturalNews videos would not be possible without you, as always we remain passionately dedicated to our mission of educating people all over the world on the subject of natural healing remedies and personal liberty (food freedom, medical freedom, the freedom of speech, etc.). Together, we're helping create a better world, with more honest food labeling, reduced chemical contamination, the avoidance of toxic heavy metals and vastly increased scientific transparency. ▶️ Every dollar you spend at the Health Ranger Store goes toward helping us achieve important science and content goals for humanity: https://www.healthrangerstore.com/ ▶️ Sign Up For Our Newsletter: https://www.naturalnews.com/Readerregistration.html ▶️ Brighteon: https://www.brighteon.com/channels/hrreport ▶️ Join Our Social Network: https://brighteon.social/@HealthRanger ▶️ Check In Stock Products at: https://PrepWithMike.com
Join Ivoclar (AND US!) this February at LMT Lab Day in Chicago. Ivoclar will be offering 16 different educational lectures over the three-day event, giving dental professionals plenty of opportunities to learn, connect, and grow. Visit labday.com/Ivoclar to view the full schedule and register, and be sure to stop by and see the Ivoclar team in the Windy City. Come see and talk to Elvis and Barb at all these amazing shows coming up in 2026 * Vision 21 in Las Vegas Jan 15-17 https://www.nadl.org/nadl-vision-21 * Cal-Lab Association Meeting in Chicago Feb 19-20 https://cal-lab.org/ * LMT Lab Day Chicago Feb 19-21 https://lmtmag.com/lmtlabday * Dental Lab Association of Texas Meeting in Dallas Apr 9-11 https://members.dlat.org/ * exocad Insights in Mallorca, Spain Apr 30 - May 1 https://exocad.com/insights-2026 This week we sit down with Stuart Steinbock for a wide-ranging conversation that blends dental industry history, innovation, and personal resilience. As a fourth-generation member of the Steinbock family, Stuart shares the origin story of Whip Mix (https://whipmix.com/)—from an egg beater with patented features to a global dental manufacturer—and his own unlikely path into the family business, including international expansion, lean manufacturing, and product development that helped shape how labs think about efficiency and quality The conversation follows Stuart's journey beyond Whip Mix into startups, direct-to-consumer aligners, 3D printing with Carbon (https://www.carbon3d.com/), pandemic-era manufacturing, and running a high-volume orthodontic lab, before landing at Digital Dental (https://www.digitaldental.com/) as president. Along the way, Stuart offers candid insights on entrepreneurship, digital workflows, ortho vs. restorative mindsets, leadership through change, and the human side of the dental industry—ending with a powerful personal update on family, recovery, and finding balance after adversity Special Guest: Stuart Steinbock.
In this episode of Iron Culture, Eric Helms is joined by world champions Heitor Sousa and Adão Martins to discuss their journeys in natural bodybuilding. They reflect on their experiences at the WNBF Worlds, the importance of community and support, and the lessons learned from both victories and setbacks. The conversation highlights their friendship, resilience, and the significance of never giving up in the pursuit of excellence in bodybuilding. They reflect on their successful competition year, the art of bodybuilding, strategies for competing annually, the importance of health and longevity, and the supportive community within the sport. The discussion emphasizes the balance between on-season and off-season training, the significance of mental health, and the shared passion for bodybuilding that unites athletes across the globe. If you're in the market for some lifting gear or apparel, be sure to check out EliteFTS.com (and use our code "MRR10" for a 10% discount) Chapters 0:00 Introduction to Iron Culture and Competitors 02:52 The Journey of Heitor and Adao in Bodybuilding 05:58 First Competitive Experiences and Challenges 08:53 The Importance of Community and Support in Bodybuilding 12:06 Reflections on Early Competitions and Learning Experiences 15:04 The Growth and Evolution of Heitor and Adao 17:56 The Role of Feedback and Improvement in Competitions 21:00 The Significance of Perseverance in Bodybuilding 23:46 Looking Ahead: Future Goals and Aspirations 33:45 Celebrating Wins Together 36:42 Experiences from Major Competitions 39:42 Learning and Growth in Bodybuilding 42:07 The Journey to World Championships 46:12 Reflecting on 2024's Achievements 49:32 Competing Frequently and Its Impact 51:59 The Art of Bodybuilding and Continuous Improvement 57:04 Balancing Competition and Health 1:06:10 Body Composition and Individual Differences 1:08:04 Training and Nutrition Strategies for Competitors 1:10:56 The Importance of Off-Season Planning 1:13:57 Mental Approach to Training and Competition 1:17:59 Community and Relationships in Bodybuilding 1:26:57 Future Plans and Final Thoughts
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