Podcasts about continuous improvement

Most teams spend their lives trying to reach the top. Very few have to answer the question of what happens when they get there.The Penrith Panthers have won 4 consecutive NRL premierships. In an era designed for parity, they've achieved something almost unheard of in modern sport. Which raises a fascinating challenge.How do you keep people motivated when they've already achieved the goal?How do you maintain standards when success becomes normal? How do you avoid complacency when everyone around you is telling you how good you are?Dan Haesler, Mental Skills Coach for the Penrith Panthers, shares what it takes to sustain excellence after success.But this isn't really about rugby league. It's about leadership, culture, psychology, and human behaviour. Whether you're leading a team, running a business, building a career or pursuing your own goals, eventually you'll face the same challenge: how do you keep growing when you've already won?You can find Dan at his Website:https://danhaesler.com/Instagram: https://www.instagram.com/danhaesler/?hl=enLinkedin: https://www.linkedin.com/in/danhaesler/?originalSubdomain=auBuy a copy of Dan's book: https://www.actofleadership.com/ Use Code "PQPODCAST10" to get 10% off your Lumo Coffee order:https://lumocoffee.com/ Interested in sharing your story? Email Producer Shannon at support@performanceintelligence.com today with your story and contact details. Learn more about Andrew and Performance Intelligence: https://performanceintelligence.com/Find out more about Andrew's Keynotes : https://performanceintelligence.com/keynotes/Follow Andrew May: https://www.instagram.com/andrewmay/Watch the Performance Intelligence Podcast on Youtube: https://www.youtube.com/@performanceintelligencepodcastIf you enjoy the podcast, we would really appreciate you leaving a short review on Apple Podcasts, Spotify or Google Play. It takes less than 60 seconds and really helps us build our audience and continue to provide high quality guests.

Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/Joy isn't a perk. It's a business strategy.Have you ever wondered whether work has to feel this hard? Whether the team you've built can actually function without you? Whether there's a way to lead that doesn't burn you — or your people — out?Rich Sheridan built Menlo Innovations around one bold idea: ending human suffering in the workplace. The result is a company where joy isn't a slogan. It's how things actually get done. It's a place built on collaboration, human energy, and pride in what people create together.Joy isn't constant happiness. It's the long arc of meaning and contribution alongside people who care. And it becomes possible the moment you stop being the center of every problem and start creating the conditions for ownership, continuous learning, and yes, joy.You don't have to change the world. You just have to change your world.You'll Learn:The mistake most leaders make about mistakes, and why more mistakes can get you ahead fasterWhy what looks like a questionable decision from below makes sense from aboveThe difference between joy and happiness, and why most leaders are chasing the wrong thingWhy running a small experiment will move you further than creating the perfect planWhat it really takes to build a company designed to last a hundred yearsABOUT MY GUEST:Rich Sheridan is the co-founder, CEO, and Chief Storyteller of Menlo Innovations, a software development and consulting firm known for its people-centered culture and focus on joy in the workplace. He is the author of Joy, Inc. and Chief Joy Officer and was inducted into the Shingo Academy in 2022 for his contributions to organizational excellence.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/77Connect with Rich Sheridan: linkedin.com/in/menloprezFollow me on LinkedIn: linkedin.com/in/kbjandersonSubscribe to my newsletter: kbjanderson.com/newsletterCheck out my website for resources and working together: KBJAnderson.comJoin us on the Japan Leadership Experience: KBJAnderson.com/japantripPurchase a copy of Rich's books: Joy, Inc. and Chief Joy OfficerLearn more about Menlo Innovations: menloinnovations.comTugboat Institute: tugboatinstitute.comTIMESTAMPS FOR THIS EPISODE:02:37 When work no longer feels sustainable05:26 The moment Rich realized the problem wasn't technology07:27 What an 8-year-old noticed about leadership08:23 Why hero-based organizations scale through exhaustion09:39 When caring becomes carrying12:21 The codependency leaders develop with crises14:09 What joy at work actually means17:13 Working with pride and delighting customers19:17 Why human energy is a leadership responsibility21:00 What's the cost of not having joy?23:28 From constant firefighting to two emergencies in 25 years25:24 Joy vs. happiness: What's the difference?27:02 Why joy isn't happiness every day32:17 The phrase that keeps Menlo moving forward 34:15 The leadership lesson Rich learned from flying40:39 Why Menlo isn't chasing exponential growth43:02 The book that changed Rich's career45:18 Why crisis practices work when there isn't a crisis47:28 Why your system keeps producing the same results49:38 The shift from carrying to creating conditions for change leadership51:46 Why stepping in can hold people back 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, Catherine McDonald and Shayne Daughenbaugh discuss the practical realities of capturing, creating, and deploying Standard Operating Procedures (SOPs) in fast-growing organizations. Drawing from Shayne's experience leading SOP standardization across multiple locations, they explore how businesses can create consistency while maintaining a human-centered approach.The conversation highlights why SOPs are more than compliance documents. They serve as the foundation for customer experience, employee training, and continuous improvement. Shayne shares a step-by-step framework for identifying priority processes, working with subject matter experts, and leveraging video recordings and AI tools to simplify documentation and accelerate SOP creation.If your organization struggles with inconsistent processes, scattered documentation, or SOPs that nobody uses, this episode offers practical strategies for building documentation that is both useful and sustainable.Key Takeaways:1. SOPs should create consistency across locations to deliver a reliable customer experience.2. Video-based process capture preserves valuable expertise, context, and real-world best practices better than traditional written documentation.3. AI and transcription tools can significantly speed up SOP creation while reducing administrative effort.4. SOPs are most effective when treated as living documents that support continuous improvement, not just compliance or record-keeping.Links: Lean Solutions Summit Lean Solutions Website

What you'll learn in this episode: ● How to handle stress before it happens ● Why caring proactively strengthens trust and loyalty ● The difference between excuses and habits ● How to lead people who resist change ● The secret to consistency when motivation fades ● Why respecting challenges doesn't mean giving them power ● How to build a “pre-decision compass” for when life gets bumpy

Find more on the Daily Debrief Habit Builder DebriefAdvantage.com   Episode Summary Five-Step Debriefing Habit Model Jeff discussed his background in military aviation and his current work helping teams debrief to improve performance. He explained that effective debriefing requires developing a habit of regular reflection, particularly in Western cultures where self-reflection can be challenging due to vulnerability concerns. Jeff outlined a five-step habit model (G-R-E-A-T) for debriefing, starting with gratitude to create a positive mental state, followed by reviewing goals, and then evaluating performance through specific questions about what was done. Five-Step Debrief Model Presentation Jeff presented a five-step debrief model focusing on what worked and what didn't work, emphasizing the importance of recognizing both successful and unsuccessful aspects to drive continuous improvement. He explained that the model helps teams develop a championship culture by identifying successful dynamics to repeat and learning from failures to improve over time. Tyler agreed with the approach and discussed the importance of creating a collaborative environment for debriefs, particularly in sports teams where coaches often struggle with accountability and responsibility. Continuous Improvement and Visualization Jeff discussed a 5-step quick model starting with why they are glad to be present, emphasizing the importance of developing a culture of continuous improvement through consistent practice rather than perfection. He explained how fighter pilots use visualization techniques, including chair flying, to prepare mentally for missions by envisioning every aspect of the mission from start to finish. Jeff stressed that the goal is excellence rather than perfection, and that visualization helps condition the mind to see what good performance looks like. Chair Flying Debrief Strategies Jeff and Tyler discussed the concept of "chair flying" and its application beyond sports, including in personal and professional settings. They explored strategies for conducting productive debriefs, particularly when challenging conversations arise, with Jeff emphasizing the importance of starting with gratitude and self-identification of mistakes. Jeff outlined three key traits that distinguish good from bad debriefs: structure, appropriate length (five minutes), and regular, daily practice rather than only addressing failures. Combat Mission Debrief Experience Jeff shared his experience of his first combat mission in the northern Arabian Gulf during the initial ground waves into Iraq, where he provided close-air support to Marine Corps infantry units. He recalled the plane captain's words "This time it's for real" and the realization that years of training were about to be tested in a high-stakes environment. From this experience, Jeff developed his approach to helping teams debrief and improve, focusing on addressing the question of "what if I'm not good enough" in high-performance environments. Debriefing Process and Reflection Jeff discussed the importance of reflection and adjustment in debriefing processes, emphasizing that experience alone doesn't lead to improvement without these steps. When asked about advice for his teenage self, Jeff suggested focusing on the idea that "it's all gonna work out" and recommended reading "The Seven Habits of Highly Effective People" by Stephen Covey.

In this episode, Jason dives into why continuous improvement alone cannot drive success in U.S. construction companies. While the concept of Kaizen thrives in Japan, Jason explains that most companies in the U.S. are far from ready to improve, they first need to establish the fundamentals. What you'll learn in this episode: Why continuous improvement works best in a system that is already stable and standardized. The importance of respecting people and creating safe, organized, and inclusive environments. How one-piece flow and total participation form the backbone of effective operations. Why visual systems are critical for communication and alignment. How the U.S. construction culture differs from Japan and what needs to change before improving. Are you focusing on improvement or are you building the foundation first?   If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode. And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two

What You'll Learn in This Episode:In this special Lean Solutions Summit episode, Patrick Adams sits down with keynote speakers Richard Sheridan, Joe Dyer, and Jason Schroeder to discuss the summit theme: Better Together: People Plus Innovation.The conversation explores the growing role of AI, automation, and technology in today's organizations while emphasizing that sustainable success still depends on people, leadership, and culture. Each guest shares their perspective on innovation, explaining why human-centered leadership, respect for people, and continuous learning remain critical regardless of technological advancements.You'll hear insights on creating joyful workplace cultures, developing a stewardship mindset, and building organizations rooted in respect and stability. The speakers also discuss the importance of reducing fear during times of change, preparing future leaders, and creating environments where people can thrive alongside innovation.If you're curious about the future of leadership, Lean thinking, and how organizations can embrace innovation without losing their focus on people, this episode offers a powerful preview of the ideas and conversations that will take center stage at the Lean Solutions Summit.Key Takeaways:1. Innovation should enhance people—not replace them2. Great leadership requires stewardship, humility, and a commitment to developing others3. Respect, stability, and psychological safety are essential foundations for continuous improvement4. The future belongs to organizations that successfully combine technology, innovation, and human-centered leadershipLinks: Lean Solutions Summit Lean Solutions Website

Adam Marburger is a serial entrepreneur, author, Jiu-Jitsu Black Belt, and CEO at Ascent Dealer Services. Adam helps leaders build wealth, win in business and lead with discipline and purpose. Along the way we discuss – the paper route (1:15), Jiu-Jitsu (4:15), White Belt Mindset (11:15), Pressure Management (14:00), Getting Out of Your Own Way (17:00), Unreasonable Hospitality (19:30), Auto F&I (21:15), Turn off the News (26:00), Tribe of Mentors (28:15), and Adam's Memo (30:00).  Access Adam's skills and solutions @  Ascent Dealer Services Grab Marburger's book @ You're the F*cking Problem: A Guide to Getting Out of Your Own Way Learn more about Adam's designated nonprofit @ Riverbend Rescue (Keys for Kids and Jiu-Jitsu for Joy). This podcast is teamed with LukeLeaders1248, a nonprofit that provides scholarships for the children of military veterans. Help us sponsor 5 scholarships for 2026. Send a donation, large or small, through our website @ www.lukeleaders1248.com, PayPal, or Venmo @LukeLeaders1248.  Music intro and outro from the creative brilliance of Kenny Kilgore. Lowriders and Beautiful Rainy Day. 

When I got into consulting, I was really drawn to organization development. I was a young international HR manager at the nonprofit where I worked. As I walked around the organization, I would always get confused by what was said on the break room walls and what was actually lived out. And I always wanted to bring those two things together. I think that's a lot of what drove me. And I think many of us want to bridge the gap between what organizations could be and what they are. That's part of what got me to form The Common Good Consulting & Coaching Consortium, you've heard me talk about… and today I'm bringing people from that group together to discuss whether or not we're all on the same page around what the heck a people-centered organization is, or what people-centered leaders are. I brought on three of the participants from this Common Good Consortium from different perspectives - from Lean, from OD, and L &D, and we're gonna have a conversation around what it looks like, around what we have in common, around our definitions, and where we have different perspectives and where we can piggyback on one another's expertise. Tune in to hear from Matt White around Lean and Continuous Improvement, Kristen Chase from OD, and Deborah Masak from L&D. Let's dive in! Where to Dive In: 00:00 — Are We Aligned on People-Centered Leadership and Organizations? 06:16 — Why Betsy Started the Common Good Consortium Conversation 07:38 — The Lean and Continuous Improvement View of People-Centered Leadership 12:46 — The Organizational Development Perspective on Culture and Leadership 18:30 — The Learning & Development Perspective on People and Business Results 20:49 — Why OD, L&D, and Continuous Improvement Often Work in Silos 36:26 — The Need for Better Cross-Functional Collaboration 45:20 — The Biggest Challenges Facing People-Centered Organizations Today 54:43 — Moving Leaders from Reactive to Responsive 58:25 — Final Thoughts on Collaboration, Culture, and Long-Term Impact Next Steps: Participate in a cross-functional group to share best practices across disciplines and a "Common Good Toolkit" of resources and approaches for creating balanced, people-centered decision-making in organizations. This group will be led by Kristin Chase, a seasoned OD consultant who founded the Greater Orlando Organization Development Network (GOOD). She has direct experience bringing a successful professional networking organization to life and will be getting the word out to more of our peers who share our vision and goals. You can let me know if you're interested in this group, or reach out directly to Kristin at kristin@chasetd.com Thank you again for all that you do to make a difference each day and for helping me further the conversation around what it looks like for us to more effectively partner with one another to influence organizations to truly serve the common good. Other episodes you may enjoy: How to Monetize Your Zone of Genius How to Use AI Without It Running The Show with Tamra Cajo To AI or Not to AI: The Question is When Not If Too Many Business Ideas? 5 Steps to Find Your Focus Consulting and Coaching in The Messy Middle How to Become a Confident Speaker with Dr. Christina Madison Do You Love Consulting or Coaching but Hate Marketing? About my guests: Matthew White: Matthew White is a continuous improvement leader and Lean practitioner who is passionate about servant leadership, leadership development, and helping organizations create more effective and people-centered workplaces. With more than 20 years of experience in healthcare and manufacturing, he leads continuous improvement initiatives while coaching and mentoring leaders and teams in Lean thinking, problem solving, and operational excellence. Matthew's leadership philosophy is rooted in humility, continuous learning, and adding value to others both professionally and personally as a husband, father of three, and youth baseball coach. Kristen Chase: Kristen Chase is an organizational development consultant, culture strategist, and executive coach with more than 24 years of experience helping organizations align culture, leadership, and talent for long-term success. Before launching Chase Talent Development, she built the Organizational Development function at Universal Destinations & Experiences, part of NBCUniversal and Comcast, where she advanced to Senior Director of Organizational Development. Kristen specializes in people-centered culture strategy, leadership effectiveness, and executive coaching, blending strategic insight with practical, human-centered solutions. Deborah Masak: Deborah Masak is a transformational talent, culture, and learning executive with deep expertise in leadership development, workforce enablement, and organizational growth. She has led enterprise-wide learning and talent strategies for global organizations, helping align culture, leadership, and business priorities during periods of rapid change and expansion. Deborah is known for building scalable learning ecosystems, driving engagement initiatives, and partnering with executives to create inclusive, high-performance cultures that fuel long-term impact. About the host: Betsy Jordyn is a business mentor, brand messaging strategist, and former Disney consultant who helps purpose-driven consultants and coaches build profitable businesses rooted in their unique strengths. With over 20 years in the industry and a knack for turning big ideas into clear positioning, she's your go-to for strategy that aligns with your calling. Work with me: https://www.betsyjordyn.com/services

Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/What does it really take to sustain a culture of continuous improvement –  through pressure for results, across generations, and into an era of AI?In this final episode of my three-part series with John Shook, one of the most influential leaders and thinkers in the global lean community, we turned to the questions on your mind. Before we sat down to record, I asked listeners to submit your questions. We cover four of them specifically here, though many others were addressed in Parts 1 and 2, and together they highlight the tensions change leaders and executives face every day.At the end, as we promised in Part 2, John shares his parting reflections and advice for all of us leading transformation to create people-centered learning cultures. It's not just what we should stop doing, it's what we need to continue. Starting with ourselves.If you haven't listened to episodes 74 and 75 yet, start there first as you won't want to miss hearing this conversation in full.You'll Learn:Why leaders should be patient for results but impatient for actionWhy getting to the assumptions that underlie your principles and values is where the real work of culture change beginsHow aligning around the real problem to solve helps close the gap across generations and perspectivesWhat the original intention of jidoka — separating machine work from human work — can teach us about navigating AI and keeping technology in service of peopleThe real purpose of kaizen and continuous improvementABOUT MY GUEST:John Shook spent eleven years with Toyota in Japan and the U.S., where he helped transfer the Toyota Production System globally. He later served as President of the Lean Enterprise Institute and Chairman of the Lean Global Network.John is the co-author of the award-winning books Learning to See and Managing to Learn, and wrote the foreword to my book Learning to Lead, Leading to Learn. As an industrial anthropologist, he brings a perspective that connects culture, systems, and practice to bridge deep thinking with real-world application.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/76Connect with John Shook: lean.org/about-lei/senior-advisors-staff/john-shook/ Follow me on LinkedIn: linkedin.com/in/kbjanderson Subscribe to my newsletter: kbjanderson.com/newsletterCheck out my website for resources and working together: KBJAnderson.comJoin us on the Japan Leadership Experience: KBJAnderson.com/japantrip Purchase a copy of, “Learning to Lead, Leading to Learn,”: https://kbjanderson.com/learning-to-lead/ TIMESTAMPS FOR THIS EPISODE:02:28 [Listener Question] How do you balance patience with action?04:06 Avoiding solution jumping and analysis paralysis05:20 [Listener Question] What will matter most for the next generation of organizations?07:21 Why underlying assumptions matter more than artifacts08:28 The deeper level of hansei and reflection08:53 [Listener Question] How do you bridge generations without slowing improvement?10:43 Quick PDCA vs. long-cycle learning11:23 Aligning people around shared purpose13:56 [Listener Question] In our age of AI, how do we stay true to jidoka's original intent, separating machine work from human work?14:12 AI, jidoka, and protecting human work15:23 Four questions to navigate uncertainty16:17 Why respect for people still matters in AI17:15 Jidoka beyond “automation with a human touch”18:54 Curiosity, experiments, and learning with AI19:30 The promise and risk of AI thinking for us22:08 PDCA beyond engineering and problem solving25:39 The purpose of kaizen is to do more kaizen26:18 Creating conditions for people to think and grow27:00 Shifting from leading change to creating conditions Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/

In our latest Constructing Tomorrow episode, Aecon's very own Eric Lusis, Vice President, Continuous Improvement joins hosts Adam Borgatti and Prabh K. Banga to talk about how Aecon is embedding smarter, more efficient and sustainable practices across our operations. Aecon is walking the talk - literally, with our 'WasteWalk Challenge' this past Spring, which encourages Aecon team members to observe their work and identify opportunities for improvements. We were encouraged to see a 67% increase in first-time WasteWalk facilitators over the last six months versus the six months prior!

What You'll Learn in This Episode:In this episode, Patrick Adams welcomes back Beth Carrington to explore the difference between simply executing action plans and developing true scientific thinking through Improvement Kata and Coaching Kata.Beth shares her journey from the automotive industry into Lean transformation work and explains how discovering Toyota Kata fundamentally changed her approach to leadership and continuous improvement. The conversation breaks down why organizations often over-rely on rigid action plans and how experimentation creates better long-term learning and adaptability.You'll learn how leaders can use simple coaching routines, PDCA cycles, and reflection questions to help teams think more scientifically, solve problems more effectively, and stay focused on outcomes rather than just completing tasks. Beth also explains why AI and emerging technologies make experimentation and scientific thinking even more important in today's business environment.If you've ever struggled with teams becoming too task-focused or wondered how to build a stronger culture of learning and experimentation, this episode provides practical tools and frameworks to help you get started.Key Takeaways:Action plans alone can limit learning and adaptabilityScientific thinking is built through experimentation, reflection, and coachingPsychological safety is essential for teams to admit uncertainty and learnAI and emerging technologies increase the need for experimental thinking and continuous learningLinks:Kata Matters WebsiteBeth Carrington LinkedInLean Solutions Summit Lean Solutions Website

What if staff could verify what they already know and save time on training they don't need? This week the Capability Crew are joined by special guest Ben Quartermaine, Product Manager who has been leading the Learning & Growth team building Ausmed's new Knowledge Verification feature. Ben unpacks what Knowledge Verification is — a short pre-assessment that lets staff demonstrate existing knowledge against a module's learning outcomes, so they only sit through the training they actually need. Then together, they revisit four of the sharpest moments from last year's mandatory training episode and see how KV impacts these issues. If you've ever had to sit through a module you wrote yourself, this one's for you. Contact the show at podcast@ausmed.com.au Follow us on Linkedin → Zoe, Michelle, Karen Follow Ausmed on LinkedIn, Facebook & Instagram Resources: Try the KV Savings Calculator | Knowledge Verification in Ausmed Learn™ KV Launch Webinar with Live Demo from Ben We've Been Measuring the Wrong Thing | KV Article by Zoe "New software aims to cut unproductive aged care training by 40%" | The Weekly Source Capability Through High-Value Training Systems | KV Article by Karen Learn More About Ausmed: https://lnk.bio/ausmed/organisationsSee omnystudio.com/listener for privacy information.

Jennifer Katongole is a continuous improvement coach and facilitator based in Kampala, Uganda, working with Medical Teams International. With over 15 years in the nonprofit sector across Africa and the United States, Jennifer blends Lean and Kata thinking with facilitation to help teams break down silos, focus on what matters most, and deliver life-saving care in even the toughest environments.Through the teams she coaches, Medical Teams International has found practical ways to reach hard to access communities. From using donkeys to deliver nutrition supplies to remote villages, to redesigning blood donation systems in refugee camps, these improvements expand access, strengthen health systems, and save lives.Link to claim CME credit: https://www.surveymonkey.com/r/3DXCFW3CME credit is available for up to 3 years after the stated release dateContact CEOD@bmhcc.org if you have any questions about claiming credit.

Jack sits down with Tapan Patel, Gearset DevOps Leader for 2026 and DevOps Lead for the Salesforce practice at Braze, a publicly traded omnichannel platform where every change management decision is subject to SOX audit scrutiny. Tapan brings a rare blend of project delivery experience, release management rigour, and genuine passion for building DevOps not just as a set of processes, but as a culture.The episode is a masterclass in phased, people-first DevOps rollout. Tapan walks through exactly how he's taken Braze from change sets and manual deployments to a governed, audit-ready CI/CD pipeline over the past year and a half — breaking it down into four distinct phases and sharing what actually worked, what took longer than expected, and where he's headed next. Tapan shares his rounded take on AI, including where it's already adding value in the pipeline today, why agentic autonomy in prod is still a way off, and how Claude, Jira and Gearset's reporting API are becoming a powerful combination for DevOps KPI tracking.00:01 – Intro & Meet Tapan Patel00:40 – Tapan's Journey: From Data & Analytics to Salesforce DevOps02:12 – What DevOps Actually Means as an Organisational Culture04:10 – DevOps in a SOX-Audited, Publicly Traded Company05:10 – The State of DevOps at Braze When Tapan Joined08:14 – Shifting Mindsets From Change Sets to a DevOps Tool10:32 – Precision Deployments: Why Page Layouts Break Everything11:49 – Stakeholder Visibility & the Value of Issue Tracking Integration13:36 – What Tapan Values Most About Gearset15:53 – The Four Phases of CI/CD Rollout at Braze19:16 – Phase Two: Stabilisation & SOX Integration20:30 – Phase Three: Automation Layers & QA Integration21:18 – Phase Four: Maturity & Minimal Intervention22:55 – The Admin Learning Curve for DevOps Adoption25:25 – Continuous Improvement as a Practice, Not a Project28:34 – Where AI Fits Into the DevOps Pipeline Right Now31:07 – Supplementary vs. Agentic AI: Why Tapan Is Taking It Slow33:14 – Using Claude + Gearset Data for Sprint Analysis & KPI Tracking36:00 – The DevOps KPIs That Matter at Braze37:24 – Closing Advice for Anyone Starting Their DevOps Journey

Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/Lean has always been about people. We just kept reaching for the tools, without understanding the human purpose behind them.In part two of my three-part conversation with John Shook, we go behind the scenes of Toyota's culture and leadership — sharing stories of the system-building leaders who actually made it what it is, and exploring what it really means to lead people-centered change.John shares behind-the-scenes reflections from his time inside Toyota that you might not have heard before. Drawing on his direct experience in the company and our shared experiences living and working in Japan and globally, we explore a critical feature that is often missed: lean has always been a socio-technical system. The tools only work when we understand the deeper human purpose behind them.In this episode, we talk about the people who actually built Toyota's culture, what John learned from his two very different bosses — including Isao Yoshino, the subject of my book “Learning to Lead, Leading to Learn” — and what happens when we lose sight of the human purpose inside the tools we practice every day.In the previous episode, John offered a powerful reframe on lean's impact — and what question we should really be asking as change leaders. If you haven't listened to episode 74 yet, hit pause and start there first — then come back to this one to pick up where we left off.You'll Learn:Inside stories of how Toyota's culture was built and the system builders behind itWhat John learned from his very different bosses inside Toyota and how their styles shaped his own leadershipWhether you are a lean “mechanic” or “social worker” and what your answer reveals about your leadershipWhy every lean tool is already socio-technical — kanban, standardized work, A3, andon — and what we lost when we introduced them as primarily technicalThe concept of motainai — waste as a moral failure, not just a technical one — and why this matters for how you leadABOUT MY GUEST:John Shook spent eleven years with Toyota in Japan and the U.S., where he helped transfer the Toyota Production System globally. He later served as President of the Lean Enterprise Institute and Chairman of the Lean Global Network.John is the co-author of the award-winning books Learning to See and Managing to Learn, and wrote the foreword to my book Learning to Lead, Leading to Learn. As an industrial anthropologist, he brings a perspective that connects culture, systems, and practice to bridge deep thinking with real-world application.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/75Connect with John Shook: lean.org/about-lei/senior-advisors-staff/john-shook/ Follow me on LinkedIn: linkedin.com/in/kbjanderson Subscribe to my newsletter: kbjanderson.com/newsletterCheck out my website for resources and working together: KBJAnderson.comJoin us on the Japan Leadership Experience: KBJAnderson.com/japantrip Purchase a copy of, “Learning to Lead, Leading to Learn,”: kbjanderson.com/learning-to-lead TIMESTAMPS FOR THIS EPISODE:03:04 Why changing culture is harder than copying systems04:05 John's question that still drives him: Why Toyota?05:10 How John found his way into Toyota and NUMMI06:15 Why Toyota endured while other Japanese companies faded07:10 Short-term leaders vs. long-term system builders08:15 The crisis that shaped Toyota's future direction10:05 John's experience learning from very different Toyota leaders11:15 Why conflicting feedback accelerated John's learning12:10 Bringing your own thinking into the A3 process13:15 Different cultures inside Toyota and how they shaped leadership14:10 Mr. Cho's powerful way of teaching through stories16:10 Katie's lion story and breaking the telling habit17:15 Adapting your leadership approach to the situation19:15 Reading both the technical and social sides of change20:20 TPS as a way to expose weaknesses and accelerate growth21:45 Are you a lean mechanic or a lean social worker?22:50 Identifying your leadership bias and growth edge24:05 Why process improvement and OD teams should work together27:10 Scientific thinking, humanism, and ethics in Toyota leadership28:55 Eliminating waste as more than a technical exercise30:05 Mottainai and the deeper meaning of waste32:25 Why lean tools were always socio-technical33:40 Kanban, standardized work, and the human side of lean35:10 The A3 as more than a problem-solving tool37:35 The most common failure mode in lean transformations38:30 When lean becomes the goal instead of the means39:30 Why lean isn't just for executives40:35 Improving work at every level of the organization41:40 Why empowerment without support falls apart42:20 The Andon system as a model for real support43:45 Where do you need to grow: technical or human? Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/

SAP SCM value doesn't end at go-live. Jacob Ladson and Dmitry Antonovich share how continuous improvement, clean core, KPI governance, and agentic AI help organizations keep supply chain solutions delivering value.Download the ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠episode transcript⁠⁠⁠⁠⁠⁠⁠⁠===== This week, LeverX's Jacob Ladson and Dmitry Antonovich join us to discuss what happens after go-live in SAP supply chain implementations. They cover operational drift, user adoption, clean core strategy, KPI governance, continuous improvement, and how agentic AI may reshape warehouse operations. Join us as we discuss the future of the supply chain! ===== Guest 1: Jacob Ladson, EWM Practice Lead, LeverXJacob Ladson is the EWM Practice Lead at LeverX, based in Houston, Texas, where he helps organizations modernize and optimize warehouse operations using SAP Extended Warehouse Management. He brings extensive experience leading warehouse transformation initiatives across implementations, enhancements, and optimization programs for complex distribution and manufacturing environments.Jacob partners with operations and IT leaders to translate business objectives into practical SAP solutions that improve throughput, labor efficiency, inventory accuracy, and operational visibility. He is known for delivering scalable, sustainable warehouse solutions that drive measurable results beyond go-live.Guest 2: Dmitry Antanovich, Solutions Director, SAP Supply Chain Management, LeverXTechnology and business leader with a strong focus on growth, strategy, and execution in SAP-driven transformation initiatives. As a Solutions Director, I lead solution strategy and customer engagement across complex SAP programs, helping organizations translate business priorities into clear technology roadmaps. I work closely with executive stakeholders, SAP teams, and partners to guide modernization efforts, moving from legacy landscapes to scalable, cloud-enabled architectures built on SAP S/4HANA and SAP BTP.Host 1: Richard Howells⁠⁠⁠⁠⁠⁠⁠Richard Howells⁠⁠⁠⁠⁠⁠⁠ has been working in the Supply Chain Management and Manufacturing space for over 30 years. He is responsible for driving the thought leadership and awareness of SAP's ERP, Finance, and Supply Chain solutions and is an active writer, podcaster, and thought leader on the topics of supply chain, Industry 4.0, digitization, and sustainability.===== Show Links:LeverX: https://leverx.com/SAP EWM Value Realization Program: https://leverx.com/services/sap-ewm-value-realization-programWarehouse Efficiency Check Up: https://leverx.com/services/warehouse-assessment Blogs: SAP EWM Optimization After Go-Live: Unlocking Hidden Warehouse Performance: https://leverx.com/newsroom/sap-ewm-optimization-after-go-live Common Post Go-Live Traps in SAP EWM: How to Move From Stable to High-Performing Warehousing: https://leverx.com/newsroom/common-post-go-live-traps-in-sap-ewmSupply Chain Management:  ⁠SAP Supply Chain Management⁠ ⁠SAP Insights: Supply Chain⁠       Follow Us on Social Media : Jacob Ladson: LinkedInRichard Howells: LinkedIn, SAP Digital Supply Chain: LinkedIn    Please give us a like, share, and subscribe to stay up-to-date on future episodes!  ===== Chapters:00:00:00: Intro00:01:22: Guest's Introductions00:02:55: Why value stalls after go-live00:05:15: Common causes of post-implementation failure00:06:03: Why trust and knowledge transfer matter00:07:48: Keeping the system flexible as the business changes00:09:01: Why clean core and technical debt matter 00:10:40: Using new SAP tools to stay agile00:12:10: Revisit unused capabilities after go-live00:15:26: KPI governance after implementation00:17:00: Breaking down silos across supply chain teams00:18:49: Continuous improvement examples after go-live00:22:30: How can LeverX help in logistics implementations 00:23:42: What is the Future of Supply Chain?00:25:53: Outro

What You'll Learn in This Episode:In this episode, Andy Olrich sits down with returning guest Adam Lawrence to explore why so many improvement efforts fail to stick and what leaders can do to create lasting, sustainable change.Adam shares the origin story behind his “Wheel of Sustainability” framework and explains why sustainability is ultimately a leadership process, not just a technical one. The conversation dives into the importance of preparation before a Kaizen event, including leadership alignment, clear expectations, strong sponsorship, and creating accountability systems before improvement work even begins.You'll also learn practical ways to strengthen sustainability after an event through audits, visuals, standard work, Gemba walks, and leadership engagement. Adam and Andy discuss why culture, trust, and respect for people are just as important as financial results—and how the true test of success is when employees start asking, “When can you come help my area next?”If you've ever struggled with improvements fading over time or leaders failing to stay engaged after an event, this episode provides a practical roadmap for building improvements that last.Key Takeaways:Sustainable improvement starts with leadership commitment and preparationKaizen events fail when leaders don't stay visibly engaged before, during, and after the workAudits, visuals, standard work, and accountability systems help improvements stickThe strongest sign of success is when teams ask for more improvement work in their own areasLinks:Adam Lawrence LinkedInPI PartnersThe Wheel of SustainabilityLean Solutions Summit Lean Solutions Website

In this episode of Winners Find A Way, Trent Clark sits down with former combat fighter pilot, airline captain, keynote speaker, and author Jeff "Bones" Bonner to unpack one of the most powerful habits behind elite performance — the art of the debrief. Drawing from years in Marine Corps fighter aviation, combat missions, leadership training, and high-performance team culture, Jeff shares how structured reflection helps individuals and teams improve faster, adapt under pressure, and consistently perform at a high level. This conversation dives deep into continuous improvement, leadership, mindset, gratitude, elite team culture, and why experience alone does not create growth. Whether you're a business owner, athlete, leader, entrepreneur, coach, or someone simply trying to become better every day — this episode delivers practical lessons you can apply immediately. Episode Highlights Why fighter pilots debrief every mission — even successful ones The hidden danger of "experience without reflection" How elite teams create a culture of continuous improvement Why gratitude is the foundation of high performance The difference between reviewing failures vs reviewing wins How daily habits shape long-term success Why adversity creates stronger leaders and performers The connection between perspective and performance Applying the debrief method to leadership, parenting, marriage, health, and business The power of 1% daily improvement Powerful Quotes From The Episode "Experience alone doesn't lead to improvement." — Jeff Bonner "Perspective precedes performance." — Jeff Bonner "We're not assigning blame. We're just trying to be better tomorrow." — Jeff Bonner "Championship teams are hard. You have to continuously improve to stay there." — Trent Clark "If we can improve just 1% every day, we'll be in a completely different place 365 days from now." — Jeff Bonner About Jeff "Bones" Bonner Jeff "Bones" Bonner is a keynote speaker, former combat fighter pilot and squadron commander, current airline captain, and Harvard-trained performance strategist. He is the creator of The Debrief Advantage™ System and author of The Daily Debrief™, a practical framework designed to help individuals and teams turn experience into continuous improvement. Jeff helps leaders, organizations, athletes, and teams build high-performance cultures through structured reflection, accountability, and elite-level habits developed from aviation and military leadership. Get Jeff's Free Daily Debrief Framework Jeff is offering listeners access to his free 5-step Daily Debrief framework and 30-Day Challenge.

Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/Has lean really failed?That question sparked one of the most listened-to conversations in the history of this podcast — my two-part series with Jim Womack in episodes 37 and 38.When I sat down with John Shook — one of the most influential thought leaders and practitioners in the global lean and continuous improvement community — we explored a different angle.John's perspective isn't a rebuttal. It's a reframe. A counterpoint to the question itself.John asks: what problem are we really trying to solve?His answer unfolds across three episodes — the first ever three-part series on Chain of Learning. And I think it will change how you think about your own impact as a change leader.You'll Learn:Why the question "how many lean enterprises have we created?" may be leading us in the wrong direction — and what we should ask insteadThe difference between "command and control" and what John calls "command and abandon" — and which one you're more likely doingWhy the key question in problem-solving is not "is this accurate?" but "is this useful?"How to recognize your span of influence and build systems at the right level that help people think, learn, and take ownershipWhy purpose → work → capability is the right sequence — and why most leaders start in the wrong placeABOUT MY GUEST:John Shook spent eleven years with Toyota in Japan and the U.S., where he helped transfer the Toyota Production System globally. He later served as President of the Lean Enterprise Institute and Chairman of the Lean Global Network.John is the co-author of the award-winning books Learning to See and Managing to Learn, and wrote the foreword to my book Learning to Lead, Leading to Learn. As an industrial anthropologist, he brings a perspective that connects culture, systems, and practice to bridge deep thinking with real-world application.Will you help me?I have a quick favor to ask. I'm conducting research for my next book and would love to get your insights on people-centered, learning organizations and the leadership that creates them. The survey takes just 5 to 10 minutes and your responses will directly shape the book and a future Chain of Learning podcast episode.-> Take the Survey here, open through May 22.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/74Connect with John Shook: lean.org/about-lei/senior-advisors-staff/john-shook/ Follow me on LinkedIn: linkedin.com/in/kbjanderson Subscribe to my newsletter: kbjanderson.com/newsletterCheck out my website for resources and working together: KBJAnderson.comJoin us on the Japan Leadership Experience: KBJAnderson.com/japantrip Grab a copy of, “Learning to Lead, Leading to Learn,”: kbjanderson.com/learning-to-lead TIMESTAMPS FOR THIS EPISODE:03:00 Why John Shook believes we may be asking the wrong question about lean05:25 Why change leadership always starts with changing yourself06:40 The tension between influencing others and trying to control them08:15 What a people-centered learning culture actually looks like in practice09:05 Why John avoids lean jargon and starts with the problem instead10:00 The Toyota question that shaped John's thinking: “What problem are you trying to solve?”11:15 Why learning only matters when it's grounded in the work12:30 Toyota's “attitude toward learning” and why it changes everything15:05 Why leaders must create the environment for learning and problem-solving16:00 How organizations drift into “big company disease”17:05 Why purpose → work → capability is the sequence most leaders miss18:15 The risk of starting culture change with leadership behaviors alone19:20 Why focusing on the work reveals what's really blocking change21:00 Why John sees more “command and abandon” than command and control23:20 Focusing on your span of influence instead of waiting for senior leaders27:15 How every person at work already has “problem consciousness”29:00 The surprising truth about who is most frustrated in organizations32:15 Building systems at your level that create ownership and capability33:20 Why modeling the behavior matters more than pushing harder36:15 Why sustainable change starts with how you show up each day 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, Shayne Daughenbaugh and Catherine McDonald sit down with leadership strategist and Army veteran Jonathan Pride to explore the SOAR mindset. A leadership framework built around storytelling, ownership, abundance, and resilience.Jonathan shares how leaders can move beyond compliance-driven management and develop teams through coaching, curiosity, and intentional conversations. The discussion highlights why storytelling is one of the most overlooked leadership tools and how leaders can use their lived experiences to build trust, connection, and influence.You'll also learn how practical habits like asking better questions, using the “three whys,” and starting each day with intentional praise can create stronger teams and more empowered problem solvers. The conversation emphasizes that leadership development starts internally through self-awareness, mindset, and personal growth, before it ever impacts others.If you've ever wondered how to become a more authentic, resilient, and people-centered leader, this episode offers a practical framework to help you start. Key Takeaways:Great leadership starts with owning your story and lived experiencesCoaching and curiosity develop better problem solvers than control and complianceSmall mindset shifts and micro habits can create meaningful leadership growthIntentional praise helps leaders build resilience, perspective, and an abundance mindsetLinks:Click Here for Jonathan Pride's LinkedInThe SOAR Mindset Website Lean Solutions Summit Lean Solutions Website 

It was a special Mother's Day as we honored moms, and Pastor Peter encouraged us to continue growing our faith as we look more like Jesus.

Discover why most organisations focus too heavily on efficiency while missing the deeper architecture required for true enterprise excellence. In this thought-provoking episode, Gary Stewart shares lessons from Toyota Group companies on systems thinking, effectiveness innovation, and why operational excellence starts with developing people and systems — not just processes.Summary KeywordsEnterprise Excellence, Systems Thinking, Toyota Production System, Operational Excellence, Innovation, Effectiveness Innovation, Efficiency Innovation, Lean, Productivity, Human Systems, Technical Systems, Russell Ackoff, Deming, Continuous Improvement, Leadership, Organizational Transformation, Manufacturing, Economic Complexity, Business Architecture, Absolute Benchmarks Episode Summary:Gary Stewart joins Brad Jeavons on the Enterprise Excellence Podcast to challenge conventional thinking around innovation, Lean, and operational excellence.Drawing on decades inside Toyota Group companies including Denso and Aisin, Gary explains why most organizations focus too heavily on efficiency while neglecting the deeper systems architecture required for long-term effectiveness, productivity, and innovation.The episode explores:The “Perfect Line” concept Human systems vs technical systems Effectiveness innovation vs efficiency innovation Systems thinking and Russell Ackoff Why productivity and innovation decline when organisations focus only on efficiency How Toyota Group companies build sustainable enterprise excellence This is a thought-provoking conversation for leaders interested in continuous improvement, systems thinking, operational excellence, and long-term organisational transformation. Episode Links:Youtube: https://youtu.be/6CRhQXgGQhw Enterprise Excellence Group: https://enterpriseexcellencegroup.com.au/enterprise-excellence-podcast/Contacts Connect with Brad on LinkedIn https://www.linkedin.com/in/bradjeavons/. Call him on 0402 448 445 or email him at bjeavons@iqi.com.au. If you'd like to connect with Mr Gary Stewart, please reach out to us. Suggested Next Steps for ListenersRequest Gary Stewart's worksheet from us through contact us on our website, or email.Study Russell Ackoff and Deming Assess whether your organisation focuses too heavily on efficiency over effectiveness Explore how architecture and systems design influence operational performance Evaluate whether your organisation uses absolute or relative benchmarks Reflect on where your organisation sits on the “ascending vs descending spiral” 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.

What You'll Learn in This Episode:In this episode, Patrick Adams, Catherine McDonald, Shayne Daughenbaugh, and Andy Olrich unpack the hidden costs that quietly erode margins, and why most organizations don't see them coming.You'll learn how these costs often live outside traditional financial statements, showing up instead as rework, inefficiencies, poor handoffs, and constant interruptions like “hot jobs.” The team shares real-world examples of how these hidden issues build up over time and significantly impact performance.The conversation highlights practical ways to uncover these costs, including going to the gemba, mapping processes, making data visible, and engaging teams through consistent one-on-one conversations. They also emphasize the role of leadership in either allowing waste to continue through workarounds or actively eliminating it by creating clarity, standards, and accountability.If you've ever looked at your financials and wondered where the margin is going, this episode gives you a clear and actionable approach to finding and fixing the leaks.Key Takeaways:Hidden costs don't show up on financials—but they directly impact marginsRework, poor flow, and “hot jobs” are major sources of cost leakageVisibility through data, process mapping, and GEMBA is key to uncovering issuesLeadership behavior determines whether waste is allowed or eliminatedLinks:Lean Summit | FindleansolutionsLean Solutions | Find Your Lean Solution TODAY!

In this episode of Even Better, host Sinikka Waugh is joined by Scott Post to discuss how continuous improvement and lean thinking can help create more good work days. Reflecting on how they first met years ago in a project management class, including a memorable lesson involving a "crazy red chicken," Scott shares how he found his path into lean, continuous improvement, and operational excellence. The conversation explores lean leadership as servant leadership, Scott's long‑term involvement with lean consortiums such as the Iowa Lean Consortium and his fifteen years on the board of the Siouxland Lean Consortium, and the value of learning together through conferences and engaging meetings. They also touch on small business entrepreneurship and how lean principles apply across organizations of all sizes.   -- Scott Post is an Operational Excellence and Lean Leadership Coach with over 20 years of experience in leadership, continuous improvement, and Lean methodology. Known for his ability to identify inefficiencies and optimize processes, Scott helps individuals and organizations unlock their full potential through practical, results-driven approaches. Scott's passion for process improvement began during his service in the United States Marine Corps and continued as he earned an Industrial Engineering degree from Iowa State University. His expertise deepened through roles at Pella Corporation and later as Chief Operations Officer at Pizza Ranch, where he led the Operations, Training, and Process Improvement teams toward operational excellence. Scott founded S Post Consulting in 2021 and began working full-time with clients in 2023. Based in Northwest Iowa, the firm helps Siouxland business leaders stabilize operations, boost profits, and build momentum. Scott helps organizations move from chronic inefficiencies to high-performing operations. Through a diagnostic, boots-on-the-ground approach, he uncovers root causes, aligns leadership, and builds sustainable systems that reduce waste, improve execution, and drive long-term profit, without adding headcount or complexity. Clients consistently experience improved employee engagement, increased labor efficiency, shorter lead times, and stronger bottom-line results. A dedicated Servant Leader, Scott has also been an active contributor to the local Lean communities, serving on the board of the Siouxland Lean Consortium, and volunteering with the Iowa Lean Consortium. Outside of work, he enjoys family life, camping, and a hobby farm by Rock Valley, Iowa with his wife, four children, and a collection of farm animals. LinkedIn: www.linkedin.com/in/scott-post Other: http://www.spostconsulting.com  

The way you're leading transformation might be getting in the way of the culture you're trying to build.As change leaders and practitioners, we care about results. But in that focus, it's easy to stay on the outer work—processes, metrics, systems—and underestimate the inner work – our mindset, behaviors, and relationships – that actually moves people.Our passion can unintentionally pull us away from creating the conditions for learning, alignment, and growth, and taking ownership back by stepping in to do, to solve, and to own the work.To explore this, I'm joined by Richard Koch, who has spent 25+ years leading change inside large, complex global organizations—from frontline improvement to system-level transformation. We're connected by a shared belief: sustainable transformation doesn't come from pushing harder. It comes from creating the conditions for people to be successful.In this conversation, Richard shares what he's learned from being inside that tension including why the way many organizations deploy improvement teams can unintentionally prevent the problem-solving ownership they're trying to build.You'll Learn:Why daily work and small steps are where long-term change is actually builtHow separating leadership development and continuous improvement creates confusion—and weakens ownershipWhere improvement teams unintentionally take over the work and limit capability growthWhat it looks like to support leaders in owning change without stepping in to solve itWhy the leader must be at the center of transformation—and what changes when that responsibility is heldABOUT MY GUEST:Richard H. Koch is Managing Director of Serofia and works with leaders who want to create meaningful progress for people, performance, and the future they are helping to shape. Drawing on more than 25 years of international experience across strategy, leadership, operational excellence, innovation, and transformation, he brings together coaching, training, and consulting in a way that is both human and practical. His approach is grounded in systems thinking, deep listening, and helping leaders turn strategic ambition into real progress through small steps and real work.Will you help me?I have a quick favor to ask. I'm conducting research for my next book and would love to get your insights on people-centered, learning organizations and the leadership that creates them. The survey takes just 5 to 10 minutes and your responses will directly shape the book and a future Chain of Learning podcast episode.-> Take the Survey here, open through May 22.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/73Connect with Richard Koch: linkedin.com/in/richardkoch88Learn more about Serofia: serofia.comFollow me on LinkedIn: linkedin.com/in/kbjanderson Subscribe to my newsletter: kbjanderson.com/newsletterCheck out my website for resources and working together: KBJAnderson.comTIMESTAMPS FOR THIS EPISODE:03:44 Importance of seeing potential in every person06:10 How seemingly insignificant actions ripple through teams08:37 Why separating leadership and improvement work breaks progress09:14 The Inner System vs. Outer System framework and how it drives change12:19 The negative effect with silos that keeps you away from  focusing on the work and the leader15:14 Why forcing change undermines ownership17:32 The mindset shift for change leaders and internal consultants19:07 Why daily work is the path to long-term transformation 21:22 When improvement work splits into process and leadership, change stops sticking23:19 Why direct observation and connection matter25:23 Challenge of relying on experts to help solve problems28:27 How to build sustainability instead of dependency29:05 Navigating trust, timing, and influence with senior leaders32:25 Leading with empathy and understanding the pressure leaders are under33:52 Value of having the right outside partner to achieve goals35:50 Seeing a leader move from sponsor to truly owning and enabling change39:36 Importance of staying curious and creating space for ideas and growth41:00 Taking small steps to make big changes43:00 The essence of small steps, belief in people, and leading with heart to create the conditions for change

What You'll Learn in This Episode:In this episode, Patrick Adams and Shayne Daughenbaugh break down the true meaning of GEMBA and why it's a foundational practice in Lean leadership.You'll learn how going to the “real place” helps leaders move beyond assumptions and understand what's actually happening in their processes. The conversation highlights why many leaders avoid the gemba. Often due to fear, ego, or lack of clarity. Also, how shifting to a mindset of curiosity, humility, and vulnerability can change everything.They also explore how to approach GEMBA in both manufacturing and knowledge work environments, emphasizing the importance of building trust, creating psychological safety, and following up on what you hear.If you've ever struggled to connect with your team, understand your processes, or drive meaningful improvement, this episode gives you a simple, practical way to start.Key Takeaways:GEMBA is about understanding reality—not relying on assumptionsLeaders should approach the gemba with curiosity, not judgmentTrust is built through consistency, follow-up, and psychological safetyStart small—pick one process, observe, listen, and learn before actingLinks: Lean Solutions SummitLean Solutions Website 

The messy middle is part of the learning process.It's the point where what worked before no longer fully fits—but what comes next is not yet clear.Where your thinking is still forming, your ideas are evolving, and the answer has not fully emerged.And while it can feel uncertain, this is often where the deepest continuous learning happens.In this behind-the-scenes bonus episode on Chain of Learning, I share a live conversation with, Betsy Jordyn, my business coach and strategic thinking partner, recorded on the final day of a working retreat earlier this month. We pull back the curtains and invite you into our unscripted reflections from working through the messy middle of shaping my next book—and the leadership (and life) lessons that continue to emerge through the process.Tune in to hear the real-time learning, reflection, and refinement happening as I shape the ideas behind my next book.You'll learn:Why the messy middle is often a necessary part of continuous learning, growth, and effective change leadershipHow to recognize when forcing clarity too early limits stronger thinking from emergingWhat it looks like to let ideas evolve instead of defending what came beforeHow collaboration and outside perspective sharpen your judgment and deepen your thinkingWhy modeling your own learning process creates stronger conditions for learning in othersHow to stay engaged in uncertainty without rushing to jumping to answers too quicklyABOUT MY GUEST:Betsy Jordyn is the founder and CEO of Betsy Jordyn International, a strategic branding firm that helps transformational consultants and coaches refine their messaging, positioning, and offers to accelerate their success and amplify their impact. She is also the host of the Consulting Matters podcast and a sought-after speaker and trainer on brand strategy, executive influence, and the business of transformation.Will you help me?I have a quick favor to ask. I'm conducting research for my next book and would love to get your insights on people-centered, learning organizations and the leadership that creates them. The survey takes just 5 to 10 minutes and your responses will directly shape the book and a future Chain of Learning podcast episode. -> Take the Survey here, open through May 22.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/72Connect with Betsy Jordyn: linkedin.com/in/betsy-jordynListen to Betsy's Podcast, Consulting Matters: betsyjordyn.com/podcasts/consulting-matters Check out my website for resources and working together: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjanderson Download my FREE KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalystSubscribe to my newsletter: kbjanderson.com/newsletter Take the People-Centered Leadership SurveyTIMESTAMPS FOR THIS EPISODE:01:16 The hidden reality of creativity and why books are written multiple times02:39 What the messy middle feels like and why this stage matters more than we think05:04 Re-centering leadership on what's within your control in a world of constant change06:00 Why influence isn't about forcing change, but creating conditions for growth08:12 Reframing resistance and what people actually need to move forward10:06 How to keep evolving instead of staying stuck in old ways of thinking12:26 The process of writing a book and getting clarity on the what the book is about16:04 Why growth often requires releasing what once worked17:09 Benefits of collaborating in person vs. using AI as a thinking partner18:07 Why learning can't be forced, but we need to allow space for insight22:07 The concept of omotenashi and looking at a lens of caring from a human angle24:14 The meaning of Intention = Heart + Direction to create the conditions for learning29:15 What changes when you respect others' agency instead of driving direction32:19 How to have empathy and not push your agenda when leaders are not “bought in”33:01 Why your expertise can become a barrier to connection and clarity35:46 How different perspectives reveal whether your message actually lands38:08 Moving beyond the lingo to prevent barriers43:27 Why growth requires releasing identities, ideas, and ways of working

Send us a MessageIn this episode of Culture Change RX, host Sue Tetzlaff and guest Christy Pretzinger delve into the concept of BETTER Quotient™ (BQ) and its significance in leadership. Christy shares her journey of understanding the importance of continuous improvement and vulnerability in leadership roles. They discuss the relationship between BQ and growth mindset, the necessity of self-awareness, and the value of soft skills in the workplace. Christy introduces a three-step process for applying BQ in daily interactions, emphasizing the importance of pausing, anchoring, and choosing better actions. The conversation highlights the privilege and responsibility of leadership, encouraging listeners to embrace personal development as a pathway to organizational growth.Soft skills are predictors of success in the workplace.The pause is a gift to avoid regrettable actions.Self-awareness is crucial for effective leadership.Leadership voice carries weight and responsibility.Connect with Christy Pretzinger and WG ContentChristy@WGCongent.comThe Better Leader Projectchristypretzinger.comWGContent.comWe'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.

Hey Voices from the Bench community! Jessica Love here, sending a shoutout from Utah! If you're passionate about creating natural, beautiful smiles—but want to simplify your workflow without sacrificing aesthetics—this is for you. I'm honored to be part of Ivoclar's development team introducing a powerful new stain and glaze system featuring Structure Paste, IPS e.max Ceram Art. Create stunning depth and lifelike color in as little as one firing. Let's continue to innovate, simplify, and create meaningful change—one smile at a time. CAM has been a major topic lately, and a lot of that conversation keeps coming back to hyperDENT. But instead of just talking about the software itself, it's worth looking at real-world experience. Imagine USA has been using hyperDENT in their own lab for over 15 years. That kind of longevity says a lot—they're not just selling and supporting it, they're relying on it in their own production every single day. That's what really sets them apart. This week, Elvis and Barb sits down with Katherine Steinbock-Dyke of Whip Mix to talk legacy, leadership, and the evolution of a family-run powerhouse in the dental industry. As part of the Steinbock lineage, Katherine shares what it was like growing up around the business—from selling Girl Scout cookies on the shop floor to eventually stepping into the CEO role. Her journey wasn't a straight line, starting instead in international business and corporate HR before finding her way back to Whip Mix and working her way through multiple roles across the company. The conversation dives into the realities of running a multi-generational company in a rapidly changing industry. Katherine talks about balancing tradition with innovation, from gypsum and articulators to digital workflows and resin development. She opens up about the challenges of staying relevant, the importance of continuous improvement (hello, WIN program), and what it really means to lead a team she genuinely cares about. Along the way, there's plenty of classic bench banter—everything from assembling pizzas at Papa John's to the chaos of early 3D printing workflows and navigating massive trade shows like IDS. The episode wraps with a look at where Whip Mix is headed, Katherine's focus on reconnecting with labs and customers, and how the next generation is shaping the future of dental manufacturing while respecting its roots.Special Guest: Katherine Steinbock-Dyke.

SUMMARY: Aaron, Terryn, and Brandon Turley pull back the curtain on one of the most overlooked tools in business operations: the internal audit. They dig into the Gap Analyzer, a tool the Collab team built to give business owners a clear, honest picture of how their team is actually spending time versus how they think they are. From uncovering overlapping roles and outdated job descriptions to surfacing real pain points straight from the boots on the ground, they break down why taking a 15-minute snapshot of your team can unlock better decisions, leaner operations, and smarter use of AI. If you have ever wondered what your people are actually doing all day, this one is for you. Minute By Minute: 00:00 Introduction to Ops Experts Club 01:04 The Importance of Internal Audits 02:43 Introducing the Gap Analyzer Tool 05:30 Understanding Team Dynamics and Time Management 08:16 Identifying Overlaps and Gaps in Roles 11:04 Leveraging AI for Operational Efficiency 13:44 Feedback Mechanisms and Continuous Improvement 16:39 Aligning Team Goals with Business Objectives 19:25 Conclusion and Final Thoughts

Caring becomes carrying.It happens so naturally we rarely notice it. Someone brings us a problem. We care. We want to help. And somewhere in that desire to help, without meaning to, we take on the weight of solving it ourselves.That shift is subtle. And costly.Because the moment you take ownership of the thinking, you take away the very capability you're trying to build.In this episode, I explore a critical shift in change leadership: how to hold the thinking process so others can solve their own problems — without taking on their work as your own.Your value as a leader isn't in having the answer. It's in creating the conditions where others can think, test, and learn. When you want to create empowered problem-solving in your organization, stepping back is stepping up.You'll Learn:How to notice when you've shifted from supporting someone's thinking to carrying their problemWhy redirecting your focus from the problem to the person working through it changes everything about how you coachHow to use a simple problem solving structure (Target, Actual, Gap) to anchor your questions and keep ownership where it belongsHow to stay present to how someone is thinking instead of jumping ahead to solutionsHow to choose intentionally when to step in with direction — and when to step back to build capabilityIMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/71 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 TIMESTAMPS FOR THIS EPISODE:00:40 The subtle shift from caring to carrying problem solving03:35 Realization of owning the process of solving the problem04:39 What gets in the way of intentions to be helpful05:27 Why problem solving and problem solving coaching are two different skills05:50 How to stay focused on the thinking process and keep from sliding back into the problem itself06:42 How to anchor questions around a structured problem solving flow08:11 The mantra, “Target, Actual gap, Please explain,” to identify the real problem before jumping to solutions09:13 Benefit of assigning a problem for a team member to solve10:56 The identity shift from having all the answers to holding the process12:28 One way to notice if you have a telling habit14:41 Why you should avoid defaulting to giving the answer and ask questions to understand the problem first16:59 The meaning of intention = heart + direction to coach with the right motives17:21 Three steps to coach with intention:17:25 [ONE] Take an intention pause17:45 [TWO] Choose the behaviors that align with that impact18:08 [THREE] Reflect and learn your way forward19:15 Positive result from leading by asking questions that helped team gain confidence21:41 Three reflection questions before you go into your next coaching conversation

What You'll Learn in This Episode:In this episode, Catherine McDonald and Shayne Daughenbaugh explore the power of small, everyday improvements. What they call the “10-minute improvement.”Instead of focusing only on large-scale Lean projects, they break down how organizations can unlock hidden opportunities by addressing small frustrations, workarounds, and communication gaps that often go unnoticed.You'll learn how to identify these opportunities, uncover root causes, and create a culture where employees feel empowered to take action. The conversation also highlights the critical role of leadership in fostering psychological safety and encouraging reflection, communication, and continuous improvement at every level.If your organization struggles to move beyond big initiatives or overlooks the small issues that slow teams down, this episode offers a simple, practical framework to start making meaningful progress today.Key Takeaways:Small improvements often create the biggest impact over timeWorkarounds hide problems—don't ignore them, fix themWhat you tolerate becomes your process standardCommunication and psychological safety are essential for continuous improvementLinks:Lean Solutions 2026 SummitLean Solutions Website

⭐️ Musicbed -Switch today and get a 14 day free trial: https://bit.ly/45HQjhC  In this episode of Shifting Focus, I sit down with Jeff Chang of The Apartment Photography — one of the most respected wedding photography brands in the world. Jeff shares his 20-year journey from shooting $200 weddings off Craigslist to building a globally recognized brand, all while staying creatively fulfilled. We dive into the tension between art and business, how to create images that actually mean something, and why most photographers stay stuck in the middle market. We also talk about: • How to create "portfolio-level" images on real wedding days • The balance between creativity and profitability • Why your network might be the missing piece in your growth • The mindset shift that changed everything after COVID • How Jeff built a massive following through simple, consistent content This is a masterclass in longevity, intentional growth, and building a business that doesn't kill your creativity. If you're trying to charge more, attract better clients, and actually enjoy the work you're creating, this one is for you. Follow The Apartment Photo: Instagram - https://www.instagram.com/theapartmentphoto Website - https://www.theapartmentphoto.com/   

Guest post by Colm Hyland CyberQuest Captain Jack Boyle in O'Casey's 'Juno and the Paycock' would proclaim and use the 'chassis', as his excuse to do nothing. What's the point after all, an individual can do nothing to stop the madness. When it comes to Cybersecurity, it's not acceptable to do nothing. Cybersecurity has become a priority, one that touches our economy, our democracy, our families and our future. As we welcome the recent improvements in Defence and Maritime Strategy and anticipate the rework of the National Cyber Strategy; there is a critical dimension we cannot afford to overlook: the role of small and medium-sized enterprises (SMEs) in the economy. EU Regulations are spelling out the need for greater accountability for public and private sectors. SMEs are our largest employer and greatest source of innovation, many are part of the Multinationals' Supply Chain; from start-ups to businesses with 250 people, their security is essential. They require professional improvements. Cyber professionals whether full-time, part-time or contracted must be accredited. The interventions they provide; education, software or professional services need to be standards based and open to adaptation. We have the standards and regulations that guide the sector, we need to ensure that people and services meet the basic requirements and are continuously improving. Attack surfaces become more complicated and difficult to defeat, we need our people on high alert. This can only be achieved by training and retraining. Our Engineering and Manufacturing Sectors have done this before: pursuing excellence through Continuous Improvement tools and driving towards internationally accredited Quality Systems. We have the improvement methodology. We must use this to strengthen SMEs to consolidate the future of Ireland from both an economic and technological point of view. In parallel, having North and South working closer on Cyber security is both essential and a huge bonus. We are not starting from scratch, we have many initiatives and programmes in play. We need a collaborative and harmonious ecosystem to raise digital and cybersecurity standards. The ecosystem can include those currently involved such as, multinational companies but change the emphasis to private and public, indigenous organisations. Academic and training organisations are here to service the needs of all of our Citizens: students, apprentices, trainees, employed, underemployed and unemployed. We need more Trainers, Women and Neurodiverse people in cyber security. Collaboration must be at the heart of this system; communication is the circulation. Participants in this process need to be conscious that the work to be done is for the greater good of Citizens, the Country and its ambitions. The current components are the following, others will materialise: Cybersecurity Awareness – for all; in every SME, parish, club and charity. Cyber Skills – defined by the latest version of cyber frameworks. Training – that complements the college offering and is fast tracked, dynamic, developmental and leads to career progression Supporting local businesses – meeting the needs of SMEs and supporting indigenous software and service companies. Job creation – building on all of the interconnected components to create jobs for unemployed, career changers and those who would like to move into a career in cyber from their current employment. Collaboration is at the heart of improvement and minimises the chaos but limiting this to academics and multinational people minimises the quality of the debate and the outputs. SMEs are critical strategically and economically; their inclusion is not just necessary but compulsory. This Vision of creating one single initiative where everything moves in cooperation within the ecosystem provides value for money. Public money must be spent in a structured manner. It reduces isolated groups being funded without having a clearly aligned strategy. The ultimate objec...

Welcome to the fourth episode of Legally on the Move: Professional Training, our brand new miniseries which explores what makes high-performing teams in law, focusing on leadership, communication, resilience, trust, and psychological safety. In today's minisode, Susan Glenholme, Managing Partner at Debenhams Ottaway, shares insights on the importance of culture, belonging, and psychological safety in enhancing team performance. She stresses the need for trust and collaboration across different functions within a firm, highlighting her experience transitioning from a private client lawyer to a managing partner. The discussion also touches on the balance between resilience and unhealthy endurance, and the significance of striving for continuous improvement within legal teams. The episode concludes with Susan sharing her firm's social media and website details for further engagement.You can Hear Rob and Susan talking about:- Culture and a Sense of Belonging In Legal Teams.- Trust and Collaboration Being Key to Enhancing Team Performance.- Psychological Safety Encouraging Creativity and Open Communication.- Balancing Resilience and Endurance.- Continuous Improvement and Self-Measurement Driving Better Legal Services.Connect with Susan Glenholme - https://www.linkedin.com/in/susan-glenholme-1816881b/

In this episode, Jeff Flaks, Chief Executive Officer, Hartford HealthCare, reflects on pivotal moments like 9/11 and COVID-19 and how they shaped his leadership philosophy. He shares insights on continuous improvement, team-driven culture, and the need to disrupt healthcare to advance access, affordability, and quality.

What happens when leaders make decisions further and further away from the work itself?In a world of AI, automated dashboards, and remote work, it's easy to manage representations of work instead of understanding what's actually happening for the people who do it.Yet, when leaders rely on data rather than facts, they often end up solving the wrong problems, even with the best intentions.In this episode of Chain of Learning, I'm joined by Nigel Thurlow, consultant, systems thinker, and Toyota's first-ever Chief of Agile, to explore how better decisions come from understanding how the system actually operates. And that understanding is built by engaging with the people doing the work.When you stay connected, you don't just get better information. You see how work actually flows, where problems emerge, and what's getting in the way. You build trust, surface issues earlier, and make it easier for people to think and solve problems together.In this episode, you'll learn:Why there's a critical difference between delegation and empowerment — and why one leaves people unable to actHow to distinguish between data and facts, and why going to see conditions firsthand changes the decisions you makeWhat "going to gemba" looks like in a digital or remote environment when there's no factory floor to walkWhy making work visible creates the conditions for people to surface problems,  before they compoundWhy AI amplifies what's already there — and why fixing the underlying system comes firstABOUT MY GUEST: Nigel Thurlow is CEO of The Flow Consortium and the creator of Scrum the Toyota Way. He spent over 20 years at Toyota, including serving as the first Chief of Agile at Toyota Connected. He is co-author of The Flow System and The Flow System Playbook, and his work focuses on improving decision-making in complex environments.IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/70 Check out my website for resources and ways to work with me KBJAnderson.comConnect with Nigel Thurlow: linkedin.com/in/nigelthurlowFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst  TIMESTAMPS FOR THIS EPISODE:03:19 Effects of being detached from the work when working remotely04:17 Difference between delegation and empowerment when assigning work to others05:35 Fear of those who are delegated to of failing or making the wrong decision07:15 What it means to empower someone and transfer the ownership of that decision to someone else09:21 How to go to gemba and go where the work is done10:07 The benefits of "presenteeism" and being present where the work is performed11:46 Benefits of collaborating in person vs. a digital environment to make better decision13:02 Nigel's experience in working in a frozen food manufacturer and going out to the line to understand the pain workers experienced15:42 Why you need to understand how work gets done to improve throughput and quality of work16:39 Benefits of hiring an external or internal consultant to understand the problems that need solving19:31 The effects of companies investing in tools and AI and realizing it doesn't help with problem solving21:30 How to avoid the leadership decision problem and get all the facts to avoid consequences24:39 Technique known as “sense making” to understand the temperament and behaviors in the environment to reveal dark constraints26:09 The difference between US and Toyota's corporate culture in incentivizing leaders to be part of a system29:10 How to help workers make changes that need to be made visible to senior leaders35:04 Enabling others to communicate with leaders to improve decision making37:14 Why badly designed systems and not the workforce are the cause of problems38:25 Why you can't implement AI with a broken system40:31 The possible future of AI and how it can affect our decision making43:37 Importance of embracing the human connection to better communicate and make better decisions47:24 Reflect on where your decisions may be happening too far from the work

Episode Notes In this live crossover event for the National Summit on Improvement in Education and the Deeper Learning Conference, Alec Patton interviews Ben Daley, Jim May, and Ash Vasudeva about what deeper learning and continuous improvement have to offer each other. Learn more about deeper learning Learn more about continuous improvement Click here to learn more about the High Tech High Graduate School of Education ****

What You'll Learn in This Episode:In this episode, Andy Olrich, Patrick Adams, and guest John Broadbent break down what Industry 4.0 really means, and why it's not as complex or expensive as many think.You'll learn how to start small, connect existing systems, and use data more effectively to improve operations. The conversation highlights why Industry 4.0 is about integration, not technology, and how even simple steps, like auditing spreadsheets or connecting one machine, can kickstart your transformation.If you've ever thought “we're not ready for Industry 4.0,” this episode will challenge that belief and give you a practical starting point.Key Takeaways:1. Industry 4.0 isn't about technology, it's about integration2. Industry 4.0 is a journey, NOT a one-time project3. Visibility is the first step to transformation4. Context matters more than dataLinks:Lean Solutions 2026 SummitLean Solutions Websitehttps://realisepotential.com.au/Email: john@realisepotential.com.au

What is covered in this podcast:  • The purpose of root cause analysis and why investigations exist beyond just reporting incidents  • The difference between reactive and proactive investigations  • Why focusing only on big incidents can leave organizations vulnerable  • How to identify precursors and warning signs before serious problems occur  • The right metrics to measure effectiveness and avoid relying on fatalities alone  • Organizational proficiency: building skill and culture to improve investigations  • Making investigations practical, efficient, and easy to perform  • When it's okay to stop low-value investigations and focus on what really matters  • Creating a reporting culture that encourages improvement instead of discouraging it  This is a must-watch for safety professionals, quality managers, and anyone responsible for preventing incidents before they happen. Whether you're just starting with root cause analysis or looking to take your investigations to the next level, this episode offers practical insights you can apply immediately.   Timestamps:  00:00 - 00:19: Introduction – Are We Doing Enough Investigations?  00:20 -01:29: The Purpose of Root Cause Analysis (Preventing Repeated Mistakes)  02:00 - 03:59: Reactive vs. Proactive Investigations (Learning Before Incidents Happen)  04:00 - 06:29: Avoiding the Trap of Only Investigating Big Incidents  06:30 - 07:59: Understanding Precursors and Missed Warning Signs  08:00 - 09:59: Measuring What Matters (Metrics Beyond Fatalities)  10:00 - 11:59: Building Organizational Proficiency (Getting Good at Investigations)  12:00 - 14:59: Making Investigations Practical (Easy, Efficient, and Actionable)  15:00 - 17:29: When to Stop and Focus on High-Value Investigations  17:30 - 32:49: Creating a Reporting Culture (Incentives, Avoiding Nonsense, and Continuous Improvement)

You're being told to use AI. But which tool you actually need to do your best work?Leaders and change practitioners everywhere feel the same pressures right now — more meetings, more information, more mandates to adopt AI — with less time to think and less clarity about where to start. And most of the advice begins in the wrong place: with the tool.In this episode of Chain of Learning, I talk with Barry O'Reilly, bestselling author of Unlearn and Lean Enterprise, and author of the new book Artificial Organizations, about why the real opportunity with AI isn't automation. It's better judgment.Barry shares examples from his work with Fortune 500 executives who are successfully pairing human instinct with machine insight — not by adopting every new tool, but by understanding how they work, where judgment matters most, and what needs to be unlearned along the way. It's about letting go of the belief that your expertise is your competitive advantage, and starting to see AI not as a replacement, but as a thinking partner that can sharpen your clarity, your presence, and your preparation.In this episode, you'll learn:Why starting with the tool is the wrong place to start — and what to do insteadHow to identify your natural traits and highest-leverage tasks as the foundation for working with AIThe unlearning required to shift from relying on instinct alone to combining human judgment with machine insightHow successful leaders are using AI to pressure-test ideas and show up more prepared and presentWhy the skills that make you more effective with AI are the same skills that make you more influential with peopleWhere does judgment matter most in your role right now — and what might you need to unlearn to create space for a better way of working?ABOUT MY GUEST: Barry O'Reilly is the bestselling author of Unlearn and co-author of Lean Enterprise. He hosts the Unlearn Podcast and is co-founder of Nobody Studios, an AI-driven venture studio. His newest book, Artificial Organizations, is a practical guide for leaders ready to combine human and machine intelligence to make better decisions faster. Barry O'Reilly is also giving away a copy of Artificial Organizations to THREE lucky winners!Artificial Organizations explores how leaders can combine human judgment with AI to make better decisions in an increasingly complex world. Instead of focusing on AI tools, the book shows how organizations must redesign how leaders think, work, and make decisions so technology enhances clarity rather than amplifies confusion. It presents a practical leadership system for using AI as a thinking partner to improve judgment, reduce decision overload, and lead more effectively.Register now to enter the giveaway!IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/69 Check out my website for resources and ways to work with me KBJAnderson.comConnect with Barry O'Reilly: linkedin.com/in/barryoreilly Follow me on LinkedIn: linkedin.com/in/kbjandersonCheck out Barry O'Reilly's book, Artificial Organizations: artificialorganizations.com Subscribe to my newsletter: kbjanderson.com/newsletter Learn more about my coaching, trusted advisor partnerships, and leadership learning experiences: organizations@kbjanderson.com RELATED LINKS:Unlearn Podcast | Intentional Leadership with Katie AndersonEpisode 59 | Get Better at Getting Better: Leveraging AI to Elevate Human Learning with Nathen HarveyTIMESTAMPS FOR THIS EPISODE:02:28 Where to start on adopting AI05:04 Importance of understanding natural traits and strengths before looking into AI tools07:12 Defining the problem first before looking for the tool to close the gap08:17 Why some may see AI as a deflection tool09:02 How to use AI for synthesizing data rather than rudimentary tasks12:28 Why judgment is the leadership advantage and leveraging AI to make better judgment12:38 Using decision velocity to improve decision making13:35 Decision advantage in synthesizing data to make a decision14:35 The difference between AI and human strengths in decision making16:26 Unlearning how you work to make progress19:32 Why human thinking plus machine equals a better outcome20:28 Examples of how to use AI to be the best business and thinking partner24:46 Importance of asking the right questions when brainstorming with AI26:06 The limitations of AI and knowing how to use it to your advantage30:18 How technology can help us be make a bigger impact33:12 The loss of psychological safety when implementing AI and unlearning this fear35:35 Better results when teams collaborate with AI vs. doing it independently36:06 Shifting from control based learning mindset to influence based learning mindset for continuous improvement37:54 Implementing AI to be the most effective in your organization40:34 How to start building an AI stack knowing your natural traits, one or two tasks, and then experimenting with an AI tool42:54 The skills that make us more effective with machines to increase influence43:16 Questions for reflection on how to implement AI in your organization Enter to win a copy of Barry's book here: https://kbjanderson.com/giveaways/book-giveaway-artificial-organizations

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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,

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.  

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.