Podcasts about Kaizen

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Ansh Singhal is 18 years old, a senior at Coppell High School in the Dallas-Fort Worth area, and the founder and CEO of A1 Media, a digital marketing agency he's been growing for two and a half years. His client roster already includes Adidas and Paiwan Football, who recently flew him to Japan to lead marketing for an international tournament. He's headed to SMU's Cox School of Business in the fall. In this episode of DGTL Voices, Ansh sits down with Ed for one of the show's occasional non-healthcare conversations. He talks about the Japanese philosophy of Kaizen, 1% better every day, and how it changed his trajectory. He shares why every high schooler trying to start something should start with a co-founder, what reverse mentoring looks like from the other side, and what he thinks executives twice his age are missing about social media and AI. Ed also asks him to weigh in on the future of healthcare from a tech-forward Gen Z perspective.

Thirty years ago, the "boots on the ground" reality of Indian public relations was a physical endurance test. Success wasn't measured by clicks or impressions, but by the grit it took to fight for a time block on a shared fax machine or the patience to wait ten minutes for a modem's screeching hiss to finally yield an internet connection. We carried our lives on 4.5-inch floppy disks and spent our afternoons in sweltering cyber cafes.Vineet Handa, the founder and CEO of Kaizen, has lived this evolution from the ground up. Having entered the industry during the exhilarating post-liberalization boom, he has seen the landscape shift from thermal paper to Large Language Models. Under his leadership, Kaizen transformed from a lean team of 34 people on March 31, 2020, to a global powerhouse of over 250 professionals today. But as we look toward 2030, Vineet's journey reveals a profound truth: while our tools have moved from the fax to the algorithm, the fundamental drivers of success have remained remarkably constant.Thank you for listening to the PRmoment India podcast. Follow us on Twitter @PRmomentIndia. Write to paarul@prmoment to be featured on the podcast.

Bruce Lipton famously said that The Matrix is more a documentary than a movie. And that to be truly free, humans must escape the subconscious programming they have been subjected to since childhood. In this episode from the Align Podcast, Bruce Lipton explains why fear may be at the root of most modern illness, how beliefs shape biology through epigenetics, and why 95% of our lives are driven by subconscious programs. We also explore self-love, stress, healing, personal responsibility, psychedelics, consciousness, and practical ways to reprogram the mind. ALIGN PODCAST EPISODE #598 IS SPONSORED BY:

In this solo episode of Case Studies, Casey explores one of the most influential principles of his life: keeping learning ahead of earning. Drawing from more than two decades of intentional self-education and over a million dollars invested in personal development, he shares why the greatest asset anyone can build is their own ability to create value. Casey reflects on the mentors, books, seminars, and experiences that shaped his career, from early lessons in sales and leadership to executive education at Harvard Business School and transformational experiences with Tony Robbins. Along the way, he unpacks the concept of human life value, the power of Kaizen and continuous improvement, and why the habit of learning matters far more than any individual investment.Casey challenges listeners to think differently about personal growth and success. He makes the case that the highest-return investment is rarely a stock, a business, or a market opportunity; it's the commitment to continuously develop new skills, expand knowledge, and increase your ability to create value. For entrepreneurs, leaders, and high performers, this episode offers a practical framework for building a life of momentum, opportunity, and long-term fulfillment through intentional learning. Hosted on Acast. See acast.com/privacy for more information.

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/

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Send us Fan MailMost teams chase talent. The teams that last build an environment that makes talent behave like a teammate.We sit down with Denison University head baseball coach Mike Deegan to talk about what actually drives winning in college baseball, especially at the Division III level where development, academics, and leadership all collide. We get specific about recruiting strategy: why measurable tools are only the starting point, how “fit” shows up in values and family alignment, and why the right people move an entire program forward faster than a single standout player ever could. Mike also shares what he learned inside the Marietta baseball machine, and why the “secret” is usually just sustained work, standards, and sacrifice.From there, we dig into the heart of culture building and people development. Mike lays out the idea that most behavior is shaped by the environment, which changes how you think about buy-in, team-first stars, and long-term accountability. We also get practical about goals and performance: why goals are common, why sacrifice is not, and how Kaizen (continuous improvement) keeps a program grounded when it shifts from being the hunter to being the hunted.We close with a powerful reframing of failure, reflection, and competitiveness, including a pickup basketball story that turns leadership into something you can feel. If you care about college baseball coaching, team culture, leadership training, and building a winning program the right way, this conversation will stick with you. Subscribe, share this with a coach or player who needs it, and leave a review with the biggest lesson you're taking into your next season.Support the showFollow:  X | @BCUPod / IG @baseballcoachesunplugged Website - https://www.athlete1.netSponsor: The Netting Professionalshttps://www.nettingpros.com

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She left Goldman Sachs, moved to Mozambique for a year, and came back to build one of the most distinct wellness brands in America.  Rose Hamilton, CEO of Compass Rose Ventures and co-host of The Story of a Brand Show, sits down with Shizu Okusa, Founder & CEO of Apothékary, for a masterclass in what it really means to build a brand system not just a product line. From a New York City billboard to a Series A close, Apothékary is proof that deep roots and radical clarity can outpace any amount of paid media spend. * Three iterations before liftoff. Apothékary started as a pop-up store rooted in Ayurveda, evolved into powders, and eventually landed on liquid supplements, a format Shizu now considers a near-monopoly position. The lesson: your first product is almost never your final one. * Heritage as an operating system, not a mood board. Shizu's Japanese roots show up in how the company hires, iterates, and moves; guided by the principle of Kaizen, continuous improvement. It's not packaging. It's how the business runs. * TikTok crossed a million dollars a month and here's why. Apothékary's TikTok success isn't about chasing the algorithm. It's built on 20,000+ affiliates creating education-first content around a visually distinctive blue liquid dropper that stops the scroll and earns the click. * Retail forced brutal clarity. Entering Whole Foods, Sprouts, and The Vitamin Shoppe forced Apothékary to put ingredient benefits bigger than the brand name on packaging. The consumer doesn't have time for your founder story in the aisle and that discipline makes the brand stronger everywhere. * Distribution is the moat. In a category where products get copied, Shizu's sharpest insight is that the real defensibility is distribution,  the ability to play in grocery, health care, and beauty simultaneously, backed by proprietary formulas and Shiseido as a strategic investor. Join us in listening to this episode for one of the most intellectually rigorous and practically useful brand conversations we've had on the show. Rose and Shizu cover signal, thesis, behavior, and proof, the four pillars of a brand that becomes easier to understand and harder to copy over time.  Whether you're a founder, an operator, or an investor, this one will sharpen how you think.  For more on Apothékary visit: https://www.apothekary.com/ If you enjoyed this episode, please leave The Story of a Brand Show a rating and review.  Plus, don't forget to follow us on Apple and Spotify.  Your support helps us bring you more content like this!

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

Join an active community of RE investors here: https://linktr.ee/gabepetersenIn this episode of The Real Estate Investing Club podcast, I sit down with Jack Martin of 52TEN, one of the leading mobile home park owners and asset managers in the United States. We dive deep into mobile home park investing, affordable housing, real estate cash flow, asset management, mobile home community operations, and the strategies investors can use to build long-term wealth through real estate investing.

Text Me Here!!!Welcome to the Saturday Afternoon Session of Conference.Elder Stevenson truly comes out with a bang, when I originally heard his talk, I loved hearing the stats about this cool airport in Japan who never loses a luggage. However, when I went over the talk again this week, I was hit with the overhwlmeing truth of the love that Our Heavenly Father has for each and every one of us, His Children.I'm so excited for you to go through this talk and pull out your own thoughts, let me know what insights are thoughts come to your mind by texting me in the link or emailing me!********Elder Stevenson's Bio: https://www.thechurchnews.com/2015/10/29/23222691/elder-gary-e-stevenson-apostle-2015/Elder Stevenson's Talk: https://www.churchofjesuschrist.org/study/general-conference/2026/04/23stevenson?lang=eng E-mail: munchandminglepodcast@gmail.comInsta: @munchandminglepodcast

Broadcasting live from Ota City, Tokyo, I'm digging into the quiet power of Zen Buddhism and how it can stop you from going around the twist while building your business. After years of being influenced by Japanese concepts like Kaizen and Ikigai, I've realized that the Four Noble Truths and the Eightfold Path offer the ultimate "treatment plan" for the friction and dissatisfaction we all feel at work. We're looking at why compulsive attachment to outcomes usually messes things up and how shifting your focus to "Right Livelihood" and "Right Mindfulness" keeps you grounded. Whether you're washing dishes, fixing a bike, or teaching a guitar scale, there's a way to do it with more clarity and a lot less nonsense. It's about being excellent to yourself while staying useful to your students. Key Takeaways Ordinary life often contains a sense of friction or "Dukkha," which in a business context shows up as subtle dissatisfaction or the feeling that things are incomplete. Much of our professional stress comes from a compulsive attachment to specific outcomes, like hitting a certain income goal or needing a specific car to feel happy. The Eightfold Path isn't a rigid checklist but a set of interconnected practices—like Right Speech and Right Action—that you embody moment by moment. Right Mindfulness means being fully present in the mundane tasks, whether that's administrative work or teaching a student to play an instrument. Applying these principles helps you see through your own nonsense and ensures you are earning a living in a way that doesn't create suffering for others.  Direct Quotes  I'm just about smarter enough to realise that I don't have all the answers. The issue isn't desire in every sense, but that compulsive never ending grasping and attachment to outcomes. The Eightfold Path is just a route towards enlightenment... it's also how enlightenment is expressed and performed in daily life. They help to keep you grounded. Thinking straight and seeing through your own nonsense. Remember that life is good. Be excellent to yourselves. Stay healthy. Stay useful. VALUABLE RESOURCES www.Neilcowmeadow.com info@neilcowmeadow.com HOST BIO Neil Cowmeadow is a maverick peripatetic guitar teacher from Telford with over 19 years' experience in the business of helping people. Learn how to start, grow and love your business with Neil's invaluable advice and tips without the buzzwords and BS! This Podcast has been brought to you by Disruptive Media.⁠ ⁠⁠⁠⁠https://disruptivemedia.co.uk/⁠⁠⁠⁠⁠ 

Fragestellungen aus der Unterhaltung mit Christian Götze: Was sind typische Herausforderungen in Angebotsprozessen? Was sind die Folgen daraus und welchen Nutzen kann man dann aus der Automatisierung ziehen? An welchen Stellen in Angebotsprozessen bestehen Automatisierungspotenziale Was macht die Automatisierung von Angebotsprozessen besonders herausfordernd? Wie sieht ein typischer Einstieg in die Automatisierung von Angebotsprozessen aus? Welche Voraussetzungen sind dafür notwendig und müssen ggf. vorher geschaffen werden? Wann kann man mit ersten Automatisierungsergebnissen rechnen? Wie sehen die Wechselwirkungen zwischen den Fachexperten und den Automatisierungswerkzeugen aus? Wo/Warum gibt es evtl. Vorbehalte? Welche Rolle spielt KI bei der Automatisierung und wie verändert sich die Arbeit der Fachexperten?

Ce 29 mai 2026, c'est le 73e anniversaire de la première ascension connue de l'Everest ! Et pour l'occasion, je vous ressors l'épisode que j'avais produit au moment de la sortie du documentaire d'Inoxtag, “Kaizen”. Il y retrace son ascension de l'Everest, et c'est franchement épique et super impressionnant à regarder, bravo à lui et à ses équipes ! Mais gravir l'Everest, est-ce que ça ne pose pas quelques soucis ? Est-ce que se mettre en scène de la sorte, ça ne peut pas être vu comme un caprice d'influenceur qui a tous les moyens à disposition et qui donc en abuse ? Je vous dirai mon avis là dessus en fin d'épisode, mais je pense que c'est intéressant de vous parler un peu d'une question centrale là-dedans : pourquoi va-t-on sur l'Everest ? Comment en est-on arrivé là ? Je vous dis tout !Bonne écoute !➤ Rejoignez le Discord Nota Bene : https://discord.gg/6hztEKD27D

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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 this episode, Mark and Theron dive deep into the concept of Identity-Driven Success. If you've ever found yourself consistently setting goals, following the plans, and seeing temporary results only to fall backward into old patterns, the missing piece isn't your willpower, it's your identity. The guys unpack the Kaizen principle of continuous improvement, explore how "behavior without identity is just a costume," and challenge the idea of "lying to yourself" by shifting the perspective to Truth in Advance. They break down why your subconscious constantly looks for proof to back up who you think you are, and how your environment (friends, family, and long-term associations) can unintentionally anchor you to your past self. Key Frameworks & Core Concepts Kaizen: The principle of continuous, never-ending improvement that connects who we are today with the high-performance version of who we want to become. Truth in Advance: Declaring the standard of who you are becoming, backed by immediate action and intent, rather than waiting for the final outcome to claim the identity. The Costume vs. The Identity: Behavior modification without a shift in core identity is temporary. True change requires moving from "acting the part" to "being the part." Environmental Resistance: Recognizing that growth causes natural awkwardness and resistance from your current environment. Resistance is a metric of growth, not a signal to stop. The 3 Steps to Shifting Your Identity Step 1: Name the Old Identity You cannot replace what you haven't clearly identified. This requires honest introspection. Write down the current narrative running in your head (e.g., "I'm just a procrastinator," or "I am not a morning person"). Acknowledge exactly where your starting point is so you can consciously dismantle the proof your subconscious is collecting to keep you stuck. Step 2: Make a Declaration, Not a Goal Goals are focused on outcomes; declarations are identity statements. Frame your declarations in the absolute affirmative (e.g., "I am a fit and energetic samurai warrior"). Write these statements down and repeat them, out loud and internally until the initial awkwardness fades and the pattern is rewritten. Step 3: Act From the New Identity First When faced with a decision, ask yourself: "What would the person I want to become do in this exact situation?" Act from the future version of yourself, not the past. Small, identity-aligned actions create a powerful feedback loop that builds undeniable confidence and solidifies the new standard. Action Step & Challenge Take one minute today to write down one powerful identity declaration. Place it somewhere you are guaranteed to see it multiple times a day—whether it's a sticky note on your bathroom mirror, your desk, or a daily digital reminder. Focus on viewing your choices through that lens for the next 7 days. Links & Resources Get Your Free Book: Grab a free copy of Ignite Results at AchieveResultsNow.com for daily actionable strategies. Connect with the Community: Follow the conversation on Facebook at facebook.com/achieveresultsnow. Support the Show: If this episode helped you see a clear path forward, please share it with a peer, leave a review, and subscribe! Now get out there and Achieve Results Now! ARN Suggested Reading: Blessings In the Bullshit: A Guided Journal for Finding the BEST In Every Day – by Mark Cardone & Theron Feidt https://www.amazon.com/Blessings-Bullshit-Guided-Journal-Finding/dp/B09FP35ZXX/ref=sr_1_1?dchild=1&keywords=blessings+in+the+bullshit&qid=1632233840&sr=8-1 Full List of Recommended Books: https://www.achieveresultsnow.com/readers-are-leaders Questions? 1.   Do you have a question you want answered in a future podcast? 2.   Go to www.AchieveResultsNow.com to submit. Connect with Us: Get access to some of the great resources that we use at: www.AchieveResultsNow.com/success-store www.AchieveResultsNow.com www.facebook.com/achieveresultsnow www.twitter.com/nowachieve Thank you for listening to the Achieve Results NOW! Podcast.  The podcast that gives you immediate actions you can take to start seeing life shifting results NOW!

On this episode of The Karen Kenney Show, I talk about what it really means to make a positive contribution in your life - especially when you're feeling stuck, scared, or like you're falling behind.I share a little bit about working on my memoir and why author Ryan Holiday says that chasing word or page counts can backfire, and how shifting to small, doable daily actions can change everything.We revisit Kaizen (continuous improvement through tiny steps), and I show you how to apply the concept in your writing, money, fitness, relationships, and spiritual practice. It can help even when you only have 5 or 10 minutes!I also pull in some wisdom from the Bhagavad Gita, A Course in Miracles, and some of my favorite teachers to remind you that no sincere effort is ever wasted!If you're tired of your own (or others) “all-or-nothing” thinking and want a more compassionate, sustainable way to grow…Then this episode will help you start making positive contributions today, from exactly where you are and with exactly what you've got to give. ❤️KAREN KENNEY BIO:Karen Kenney is a writer, speaker, podcaster, certified spiritual mentor, and coach.She's known for her dynamic storytelling, her sense of humor, her Boston accent, and her no-bullshit approach to spirituality, self​-development, and transformational work.Karen helps people to navigate this whole “being human” experience using practical tools, universal principles and stories, and a variety of resources.KK has been a yoga teacher for 25+ years, has been giving Thai Yoga Massage since 2008, and began teaching it in 2015.She's also a Gateless Writing Instructor, the creator of WRITE CLUB, and host of The Karen Kenney Show podcast.She coaches clients individually in her 1:1 program THE QUEST and via her HEART-TO-HEART DAYS using Voxer. She also leads a group program and community called THE NEST.CONNECT WITH KAREN:Website: http://karenkenney.com/Podcast: https://www.karenkenney.com/podcastFacebook: https://www.facebook.com/karenkenneylive/Instagram: https://www.instagram.com/karenkenneylive/YouTube: https://www.youtube.com/@KarenKenney

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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/

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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

https://youtu.be/tU0kHdf7oXo Drew Allen, CEO of Grace Technologies, is driven by a mission to lead a life of adventure and impact. At Grace Technologies, that impact is tangible: the company develops electrical safety and predictive maintenance solutions that help industrial teams prevent downtime, improve productivity, and, most importantly, send workers home safely at the end of the day. We explore Drew's Product Engineering Framework — Clarify the Problem You're Solving, Understand the Constraints, Think from First Principles, Build a Prototype, and Iterate within a Time Limit — a practical approach to innovation in technical product development. Drew explains why rapid iteration beats overbuilding, how constraints can unlock better engineering decisions, and why time-boxing product development prevents teams from getting stuck in endless perfectionism. He also shares how Grace Technologies is expanding into the data center market, where rising power density is creating new safety challenges and new opportunities for growth. — 5 Steps to Engineering Breakthroughs with Drew Allen  Good day, dear listeners. Steve Preda here with the Management Blueprint Podcast, and today’s guest is Drew Allen, the CEO of Grace Technologies—the leading innovator of electrical safety products and predictive maintenance solutions that help companies maximize productivity and foster a safety culture. Drew, welcome to the show.  Hey, thanks for having me, Steve. I’m excited. I’ve really enjoyed your books, and they’ve had a big impact on our business. So it's great to have this conversation today.  Yeah, glad to have you here. So if you enjoyed the book or read Pinnacle and Summit OS perhaps, then you’re going to be familiar with this question. What is your personal “Why,” and how are you manifesting it Grace Technologies?  So my personal “Why” is to lead a life of adventure and impact. And I think that manifests in our company. We try to be as innovative as possible. Typically, around 30% of our annual sales come from products released within the last two to three years. We try to take risks, not in kind of a willy-nilly way, but we try to be smart about our risk-taking, but still make sure that we’re taking risks and we’re on the forefront of the technology edges. In our business, it’s really easy to see the impact that we have. Not many businesses get to say that we literally send people home at the end of the day. We literally save lives, and we don’t take that responsibility very lightly. And so it’s a little way that we can kind of make a dramatic impact in the world. We get a lot of stories of people who have been going to go to work on an electrical system. They were just moving throughout their day, trying to do their work, and all of a sudden they saw that our unit was indicating and they were about to put their hand on that bus bar or that cable, and they stop and realize, “Oh, there's still power there.” And they could have been either severely injured or dead. And so we get those stories quite frequently, and so it's really impactful to hear that, to know that we're doing that kind of good in the world.Share on X  Yeah, I love that. And yes, I mean, it’s dangerous. My son actually worked for an electrical contractor last year, and they told him the story that they were in big industrial facilities and one of their workers was trying to fix a light and he got shocked. And the only way to save him was to kick the ladder out from under him. He ended up breaking his leg. So it was kind of funny story afterward, but also a very dramatic one at the same time. So yeah, you definitely want to avoid situations like that.  100%.  And I think what you do is really great, and focusing on the safety aspect is very important as well. What I'm wondering—because I'm a framework guy and I'm always looking for new frameworks people have developed—and obviously within the Pinnacle system there are a lot of frameworks. But you’ve been doing this for a few years, and I’m sure that you have come up with your own. So what is your favorite framework—something simple enough for listeners to understand in maybe three to five steps—that could help them improve their business?  My favorite framework really comes from Jim Collins' work on the Flywheel. And I think you reference it in your book as well, Steve. I think if people can see their business—or even their life—through the lens of a flywheel, it becomes really useful. So in our business, our flywheel is relatively simple. And I think there are probably only a limited number of flywheel models companies really operate under. Our version of a product flywheel works like this:  We start with amazing new products and services. If we do that well, we naturally excite our channel partners. When our channel gets excited, they can't help but get us specified by customers. Once we're specified by customers, it grows our revenues, unit sales, and customer base.Share on X And as that happens, it expands the power of the brand, which allows us to set high prices and deliver higher gross margins to be able to reinvest into R&D for amazing new products and services. And I think while maybe there’s a couple of pieces in ours channel-specific or whatever, we found that most of my focus as CEO is just constantly figuring out how do I push those pieces of the flywheel, and where is the current bottleneck in the flywheel? Is the bottleneck getting the specifications? Is the bottleneck the wrong product? One of the challenges in our business is that we have a 12-month product development cycle plus an 8-to-12-month sales cycle for products. So if I miss, I'm basically down for two years. And I don't really know it early enough unless I'm paying close attention to the leading indicators—which we've become much smarter about over the last few years. A lot of business people tend to focus only on lagging indicators, and they're not always clear on what the leading indicators are in their business—or how correlated those leading indicators are to the lagging results.  I'll say this: the most recent releases of Claude have made it incredibly easy to input a bunch of variables and figure out how strongly your leading indicators correlate with your lagging success. I probably haven't done that kind of work since college and deep regression analysis or logarithmic modeling. And now Claude makes it so easy. So if you can identify the leading indicators tied to your future success, and you know there's an 80% or 85% correlation, then that leading indicator is almost as valuable as the lagging indicator itself. And if your lagging indicator is revenue, that gives you a pretty strong signal about what you should actually be focusing on.Share on X Yeah. That's a great way to reverse-engineer those leading indicators from the outcomes you're targeting. I love that. So when you say that one of the flywheel cogs is for people to specify your product, what do you mean by that exactly? We come out with a product, and then we get meetings with large end-user customers. Okay? Our products are really sold into two major markets. One is the industrial market—everything from where things come out of the ground, like oil and gas, pulp and paper, and mining—to all the downstream processing industries, including automotive, tire and rubber, consumer packaged goods, food and beverage, all those kinds of industries like shipbuilding, naval yards, and all those kinds of environments. All of these places have complex electrical and control systems. And when a factory or facility is being designed or upgraded, someone is writing a specification document.  That specification literally defines how everything should be built—including the machinery and the electrical systems. So we want to make sure our products, from an electrical safety perspective, are included in those specification documents. We've been really fortunate to get into some of the world's largest companies' control specificationsShare on X companies like Amazon, Procter & Gamble, GM, and Ford. These large organizations really see the value in our products from both a productivity and a safety standpoint. And that's really the key to our success: driving specifications with large end-user customers. Yeah. So it sounds like when you get specified, then essentially you’re baked in to their product, and then you kind of have, at least for the time being, you have a monopoly of supplying them. Is that the case?  Yeah. And some specifications are a little more open. They may specify our type of device, or they may even list competitors as alternatives. And then it becomes a little more of a street brawl when we're competing. But either way, we want to grow the overall market for products like ours—not just our own products—because we're in the safety business. And I think it's really shortsighted to be selfish about that. I think we have much more opportunity if the overall pie grows than if we focus only on increasing our individual slice of the pie. Of course, I'm going to do the best I can to grow our share. But ultimately, electrical safety and electrical reliability in factories are still major problems. And the number of deaths, injuries, and life-changing accidents we hear about—it continues. We hear those stories all the time, and we don't want those things to happen. Yeah. Love it. So your business is innovation-driven, and you are designing these electrical appliances that increase productivity, reduce risk. What is the major success factor in being able to come up with new products along these lines?  Yeah, so I guess I'll tell you my biggest failure. Okay? I'll use the failure to illustrate the point. That's good. I think I was about 25 or 26 years old, and I was working with a customer—a very large publicly traded company. They liked our product, but they needed it in a different form factor, which meant we had to re-engineer the product, retool it, and go through all the certification processes again. And I just took it hook, line, and sinker. I thought we were really onto something. I probably had delusions of grandeur and thought I was some Steve Jobs-like figure who could just wave a magic wand. And by the way, I don't think that's actually what Steve Jobs did, so I want to put that out there for a minute. I think what we see from the outside as consumers is often not the reality inside the company. So I just want to say that.  But anyway, instead of taking small iterative steps and quickly prototyping and getting feedback, I did a full design based only on feedback from that one customer before cutting tooling and paying all the certification costs. It ended up being about a $400,000 project. And I think we still have inventory from that project—and this was probably 12 years ago or something.  Oh my gosh.  So what have I learned now? The best innovation happens through rapid iteration. A lot of your listeners have probably seen the Elon Musk SpaceX Raptor engine images, right? You have this incredibly complex engine that goes up into space, and then the next version looks much simpler, and the third one looks like it came out of a sci-fi movie. It's almost like the Picasso bull sketches.  There are nine different bulls until Picasso eventually gets it down to two lines, and you still understand it's a bull. Okay? And I think that's what iteration looks like. What you see as a final product from Apple is actually the result of thousands of prototypes, iterations, and constant testing behind the curtain. For me, I want to test with customers directly, because you get much better feedback that way. I think the more rapidly you can prototype, the more rapidly you can iterate and get real customer feedback, the more innovative your product is going to be. I really think that when you try to make too big of a leap all once, you usually can't get there. And I think 10% compounded over time is a much better strategy than trying to go 10X in a single shot. Yeah. It's kind of the Kaizen principle of continuous improvement through small steps. But actually, I was listening to an interview with Jensen Huang, and he said he hated Kaizen because he wanted more first-principles thinking—completely rethinking things from the ground up. And I think Elon Musk does that too. Although honestly, I think he does both, which is really interesting. But I love Kaizen. I think it's a wonderful concept to continually improve things. We do work with SpaceX. We don't do much with NVIDIA—a little bit, but not much. And while you can think from first principles, you still have to iterate on the prototypes, right? Yeah. You have to constantly try things. So you may have a first-principles vision of where you want to go, but you're not going to get there by designing the perfect thing 100% upfront. You get there through iteration. Yeah. So you really need both. That’s a really good point. So Drew, what is it that you are trying to figure out in your business right now?  So over the last 12 to 18 months, our largest orders have started coming through the data center sector. Back in 2015 or 2016, I tried to push into data centers, and we just had no product-market fit. None. Everybody kept talking about the data center business, and I was like, “Well, they're just not using our products. We tried…” But what suddenly changed was the increase in power density inside data centers. And what I mean by that is this: You can now have a hundred megawatts in a traditional data center hall. That's basically the equivalent of multiple oil and gas refineries worth of electrical load inside a single data center hall. A hundred megawatts—yeah.  And so the electrical risk profile has really changed. And because of that, now there is product-market fit. So now I'm trying to figure out: How do I set up the right distribution channels? How do I build the right sales network? Because data centers definitely buy differently than our traditional industrial customers. And then, as CEO, you always have to decide where you're going to focus your time. I've been very intentional about not losing the core identity of Grace through our industrial business. So I've had to build a separate group that really focuses on the data center market. That also means bringing in a board member who really understands the data center space. Right now, though, it's a huge growth area for us, so figuring that out has been super important.  The other thing is that over the last few years, we've launched an incredible number of new products. But a lot of those were what I'd call necessary innovations—things we had to execute on quickly. So now we're finally getting to a point with the engineering team where we can start from a clean sheet of paper again. We can think more deeply about where we really want to go—maybe even from first principles. Because honestly, I feel like we've been operating in a reactive mode for the last few years. So it's going to be really exciting to finally have some white space again and be able to innovate more intentionally for the future. Yeah. So you want to have that sci-fi engine for Grace Technologies that SpaceX has for the rockets, right?  Yeah. That's the goal. And our mission is to accelerate the industrial world to zero downtime and zero harm. Until we get there, it's a pretty lofty goal. And I think it's going to require a lot of innovation to achieve it. So what's the process when you're trying to get to that kind of innovation—when you're rethinking something from first principles? Is there a process you can follow or work through? Or is it more about letting your imagination wander? Like when Albert Einstein came up with the theory of relativity—he was daydreaming in the patent office and suddenly had these insights. What's your process for getting there? So first, we want to be really clear on the problem statement. Getting absolute clarity on what problem we're solving is the first step, right? If you don't know what problem you're solving, there's no amount of engineering you can throw at it that's going to make sense. Second is understanding the constraints. For one of our new product development efforts, we decided to move away from a digital platform and go to a fully analog electrical platform because we realized one of the main constraints was size. And size is really determined by the power supply.  When you run a digital circuit, you're operating at something like 100 to 300 milliamps. If you go to an analog circuit, you're operating at the microamp level. So you're literally at around 10% of the power requirement. And if you're at 10%, you can make the power supply about 90% smaller. Now, it's much easier to do things digitally because you just program the microcontroller. You're not dealing with the art of analog circuitry. So I think that's a good example of thinking from first principles. Okay—we're solving this problem. One of the major problems inside that problem is the size of the unit. How do we reduce the size? Well, we have to reduce the power supply. How do we reduce the power supply? Reduce the power draw from the circuit. How do we reduce the power draw? Go analog. And that's how we got there.  But even then, the amount of prototyping and iteration we've done on that over the last 12 months has probably involved 75 major iterations of the circuit, tons of prototypes, tons of testing, and countless tweaks that probably never even hit my radar. I know I'm getting a little nerdy for the podcast, but I think it's a really good example. And if you take it out of engineering for a minute and look at our sales engine, it works similarly. Ultimately, what drives sales? You have to have unique selling conversations with customers. So everything I focus on becomes: How do I maximize those conversations?  Getting people interested in the product and actually getting to the point where we can sit down and fully tell our story—that's kind of my North Star.Share on X I know that if we increase the number of those conversations, sales will increase. And of course, there's optimization on both sides of the meeting—follow-through, follow-up, competitiveness, lead quality, all of that. But the big North Star in our sales function is: How many unique selling conversations are we having with customers? Okay. I love it. So this is a framework that I’m more excited about than the flywheel because we are almost 400 episodes in. Here is what I heard. So be clear on the problem, step number one. Understand the constraints, step number two. Think from first principles, that’s step number three. Build the prototype, step number four, and perform iterations. Step number five, essentially the optimization. And with the sales engine, it’s kind of a similar process that you described, but less technical perhaps.  Yeah. And one other piece too is that all of this has to be time-constrained.  What do you mean by that?  I think people miss that point. If you don't have a time constraint, it will literally take forever. So inside of your framework, you need a time box, and I think that's really critical. I like what Elon says about timelines. He assigns timelines that he believes have about a 50% probability of being achieved. I think that's actually a really smart way to think about it. And that means that about 50% of the time, you're going to miss the target. But that's okay, because you want that level of tension and flexibility in the system. You still have to be aiming at something. If you don't put a time box around iteration, if you don't set launch dates, product development can drag on forever. For example, we have a major trade show every fall, and we always try to have products ready for that event. That creates a really effective natural time box for us. And if your business doesn't already have natural time boxes, then as CEO, you need to create them. Yeah.  Otherwise, iteration, product development, and even sales initiatives can lose momentum. Sales naturally has monthly, quarterly, and annual cycles. But in engineering especially, having that time box is really important. Yeah. And what I read about Jensen Huang is that one of the innovations he introduced was creating two overlapping time boxes. So instead of having just a single one-year cycle, he created two teams working on separate one-year cycles that were staggered by six months. That way, they could effectively iterate on the product twice as fast. I thought that was amazing. And I also had a client—an engineering software company—whose challenge was that they couldn't launch a product for three years because they were such perfectionists. So we talked about putting a stake in the ground and committing to a release every year. Maybe the scope would have to change, maybe they'd have to narrow it or simplify it, but the release date itself would become a forcing function. And once they did that, their product suddenly started gaining much more traction. That's a fantastic point. Yeah. I was advising one of the companies we're invested in. I was actually on a call with them yesterday, and they're starting to run out of time a little bit, right? And that was literally the conversation we had. “Okay, we had this wish list. We had this dream product-development idea. Now what can we realistically get done in three months?” So we started stripping out everything that couldn't be completed in that timeframe, and those items will move into the next iteration cycle. But I think it's super critical. You've got to put a stake in the ground and force things through. Yeah. Constraints create creativity. Yeah. that's fantastic. So, penultimate question—I have one more just to wrap things up. If you had a magic wand, what would be the one thing you'd want to fix inside your company over the next 12 months? I think we have a lot of relatively new and young salespeople. We operate in a very technical field, and trying to get them to really understand the application space from a technical perspective is difficult. And when you're selling to engineers, they can immediately tell if you don't know what you're talking about. So the challenge becomes: How do you compress 20 years of experience into a brand-new sales or business development person in just a few months? Trying to accelerate that learning curve is probably one of our biggest challenges. We're trying to use AI to help visualize the kinds of equipment our products go on.  And frankly, even after doing this for years, I still run into things I don't fully understand. But I have enough experience that I can have a relatively technical conversation, understand the constraints, and work through the problem set. But compressing that knowledge into a faster training process—that's definitely been hard. I'm also opening a sales and engineering office down in Austin, so I'll be moving there in June. The plan is to build out another R&D facility there. That's one of my major time boxes over the next 12 months—getting that operation fully up and running. But from a more holistic perspective, I think really solving that sales knowledge-transfer problem is critical. And on one of our product lines, honestly, I'd love ideas from listeners.  We have an IoT condition-monitoring product, and we've been very successful at selling pilot programs. What we've found, though, is that it's been much harder than expected to convert those pilots into broader expansion deployments. So we're asking ourselves: Are we making the barrier to entry for the pilots too low? Are we attracting the wrong type of customer—people who don't actually have the authority to make a larger purchase decision? Or are we missing something in the sales process that would better position the expansion after the pilot succeeds? Those are a few of the areas we're really trying to figure out right now. Yeah. Love it. That’s fascinating. So if the listeners would like to learn more about Grace Technologies—or maybe you spark something in their mind and they want to reach out and communicate to you, or have access to someone in your company to answer the questions about the products. Maybe they want to have more safety and more productivity with their electrical safety equipment. Where should they go, and where can they find you? Yeah. You can reach me at drewa@gracetechnologies.com or find me on LinkedIn. I think it’s Allen-Drew is my handle, but Drew Allen on LinkedIn. I love hearing from people. I really enjoy advising startups, especially in the industrial electrical space. If you have a product idea or you’ve got a startup, I do a lot of advisory work, and we’ve invested in a number of startups as well. We’re really passionate about having more innovation in the industrial world. I believe that the reindustrialization of America is super important, and I’m a big proponent, and so love to support companies that are doing cool things in our space.  Oh, that’s fantastic. So if you’re listening to this and you have a startup in the engineering space, then definitely this is your opportunity to get mentored by Drew, and maybe to get opportunities that you don’t have yourself. So reach out to him. And if you just enjoyed this conversation with an entrepreneur who’s innovating fast and who is working from first principles and time boxes and and leveraging constraints, then definitely stay tuned on this channel because I have more wonderful guests coming on every week. So thank you Drew for coming, CEO of Grace Technologies, the leading innovator of electrical safety products and predictive maintenance solutions. So thanks for sharing your wisdom and thanks for listening. Important Links: Drew's LinkedIn Drew's website Drew's email: drewa@gracetechnologies.com

Sixty-one duels. Zero losses. Starting at age thirteen. Miyamoto Musashi is the greatest swordsman who ever lived. But the strategies he used to become undefeatable have almost nothing to do with sword technique.In this episode, Gene breaks down six strategies from Musashi's life and writings, pulled directly from The Book of Five Rings and the Dokkodo, and shows how each one applies right now. Not just on the battlefield. In your training, your work, your relationships, your mindset.The six strategies:The Way Is in Training — commit fully or don't botherDo Not Think Dishonestly — radical self-honesty as a weaponThink Lightly of Yourself — killing the ego before it kills youThe Void — building the ability to perform without thinkingNever Be Ruled by Habit — staying flexible inside disciplineBecome Your Art — going all the way in on your craftTwo weeks before he died, alone in a cave at age sixty-one, Musashi distilled his entire life into twenty-one principles. Not lamenting. Not processing regrets. Just documenting the way. That's the mark of a man who had truly walked the path.Never give up. Never quit. Kaizen.Send us Fan Mail

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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/

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On this episode of the SPOT radio Podcast, Charlie Webb CPPL speaks with Sarah Deputy CKF from Van der Stähl Scientific about the HSPA (hospital sterile processing association) event that took place in Baltimore, Maryland, in the spring of 2026. The two spoke about this year's events, including the Superstars Sterile Awareness Awards and new technology on the horizon.Guest bio: Sarah DeputySarah is a skilled Service technician in Van der Stahl Scientific's ISO 17025 calibration and service center. She performs laboratory studies for medical device pouch seal strength and integrity for validating the sterile barrier system. Sarah is also a skilled calibration technician and calibrates force, time and thermal environments under Van der Stahl Scientific's ISO 17025 scope of accreditation.  Sarah is Kaizen and Six Sigma Green & Black Belt certified, and is currently working towards a CPP certification through the IOPP. About Van der Stähl ScientificVan der Stahl Scientific supports hospital sterile processing department packaging programs by providing validated medical pouch sealers, ISO‑17025–accredited calibration, and reliable seal‑quality testing tools. Their solutions help SPDs maintain sterile‑barrier integrity, meet ISO 11607 and FDA requirements, and strengthen overall packaging safety and workflow.E-mail: Sarah@vanderstahl.comWebsite: www.vanderstahl.com 

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Send us Fan MailAlison Lager reveals why your brain may be creating the conflict you think you are trying to solve.In this episode of Alison Answers, Alison explains the neuroscience behind perception, relationships, emotional reactions, and personal transformation. She breaks down why the brain does not simply record reality, but constructs it through past experiences, emotional states, beliefs, expectations, and unconscious filters.This is why two people can be in the same room, have the same conversation, and still walk away with completely different versions of what happened.Alison explains how this shows up in marriage, parenting, friendships, work, and everyday conflict. Instead of trying to prove who is right, she teaches how to slow down, take accountability for your inner world, and ask questions that create clarity instead of defensiveness.She also shares the principle of Kaizen, a Japanese concept rooted in small, consistent improvement. Alison explains how 1% daily shifts can change your habits, relationships, mindset, home, emotional responses, and life over time.In this episode, Alison explains:◼️ Why your brain does not record reality ◼️ How your past shapes what you think is happening now ◼️ Why two people can experience the same event differently ◼️ Why couples get stuck arguing over whose version is “true” ◼️ How to stop the attack-and-defend cycle ◼️ Why better questions create better relationships ◼️ How to take accountability for your thoughts, feelings, and beliefs ◼️ Why Kaizen is one of the most powerful ways to change your life ◼️ How small 1% improvements compound over time ◼️ Why waiting for a breakthrough may be keeping you stuck ◼️ How to shift from living in the problem to living in the solution ◼️ Why love is power, discipline, structure, and choiceIf you have ever felt misunderstood, defensive, stuck in conflict, or overwhelmed by the size of the change you want to make, this episode will help you see your relationships and your life through a clearer lens.The way you see things may feel true, but it may not be the whole truth.And one small shift today may be the beginning of a completely different life.Connect with Alison:Instagram: @alisonanswers | @lagercounselingWebsite: LagerCounseling.comYouTube: Alison AnswersFacebook: Alison Lager Lcsw CasacPurchase Alison's book: “The Wake Up Call”Alison Answers Facebook Group: Join HEREWomen of Excellence FB group: Join HERE⚠️ Crisis Resources:Lager Counseling ServicesCall: 516-221-2123Text: (914) 363-0381Wantagh: 3408 Park Ave. Wantagh, NY 11793988 Suicide & Crisis Lifeline (24/7, free, confidential)Call or text 988 | Visit 988lifeline.org

Hey, it's Cindy, send me a text, get in touch![RAMEN] [KAIZEN] [CHEFS][#43] In this episode of The Fearless Entrepreneurs Podcast, host Cindy Chang sits down with Miki & Jared Ferrall, founders of Crafty Ramen—a small-town success story that scaled from a local Guelph shop to a nationally recognized brand found in Loblaws, Costco, and beyond.They share how they navigated rapid growth, pivoted during the pandemic, and broke into the competitive grocery retail space without compromising on quality. Rooted in Kaizen—the philosophy of continuous improvement—their journey is a masterclass in evolving your craft while scaling your business.In this episode, you'll learn:- How Crafty Ramen expanded from restaurant to retail- What it takes to break into major grocery chains- The role of Kaizen in building a scalable, sustainable business- Lessons on hiring, leadership, and growing a values-driven teamIf you're looking to turn your passion into a product-driven brand, this episode is your blueprint.

Join an active community of RE investors here: https://linktr.ee/gabepetersenIn this episode of The Real Estate Investing Club, I sit down with Tim Baldwin from Property Management Law Solutions to break down one of the most overlooked yet critical aspects of real estate investing—legal protection. If you're serious about building wealth through rental properties, understanding landlord law, lease agreements, and tenant disputes is essential to avoid costly mistakes and maximize cash flow.

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Michael interviews performance mental coach Graziano Cocco about what separates thriving “maverick” leaders from those merely surviving and how to build high-performance teams.Graziano shares his journey from London hospitality roles (including Head of People) to founding Inside Up, coaching football for 10 years and working at Crystal Palace plus athletes in sports such as tennis and rugby, while consulting hospitality businesses including ARO QD and DRG in Glasgow.They discuss why mental toughness matters in today's pressured hospitality environment, reframing “I have to” to “I get to,” and prioritizing self-management because leaders can't pour from an empty cup.Key team elements include trust, conflict navigation, commitment, clear goals and accountability, and praising effort. Graciano introduces the “Plan–Do–Review” habit using a plus/Kaizen reflection and recommends setting daily intentions and visualization.Connect with Graziano:https://www.linkedin.com/in/graziano-cocco-b6b39158/https://insightup.co.uk/Connect with the podcastJoin the Hospitality Mavericks newsletterTune in via your favourite podcast platform - here More episodes for you to check out here A big thank you to our episode sponsor Monotree.They help hospitality operators strengthen operations and scale company culture by creating a "Branded Front Door" for your workforce.Head to their website to sign up.This podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy

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

Join an active community of RE investors here: https://linktr.ee/gabepetersenEPISODE OVERVIEWIn this episode of The Real Estate Investing Club podcast, I sit down with Mark Schuller, a seasoned real estate investor and operator managing over $600 million in assets under management. We dive deep into the realities of multifamily real estate investing, from building a strong foundation in underwriting to executing large-scale value-add apartment deals. If you're looking to scale your real estate portfolio, increase cash flow, and move closer to financial freedom, this episode is packed with actionable insights.

Grüns landed a $1.2 billion acquisition less than three years after launch. Added protein still dominates shelf space – but how much runway does the trend really have left? Meanwhile, bottled water is facing growing scrutiny as its long-standing "health halo" begins to crack. We unpack the headlines and trends shaping innovation across food and beverage – and what they reveal about where CPG is headed next. Show notes: 0:20: Brad Is Back. Big Green Deal. Do We Need Protein In This? On To Austin. The Plastic Problem. – BevNET and Nosh senior reporter Brad Avery joins the show as the hosts unpack Unilever's acquisition of fast-growing functional gummy brand Grüns, and why strong repeat purchase and DTC momentum can drive outsized valuations even without broad retail distribution. From there, the conversation turns to the still-surging "protein in everything" wave, with a look at new protein-forward launches spanning chips, pasta, soda, and coffee, and a candid debate over which formats feel intuitive versus engineered. The hosts also dig into how brands are factoring in the rise of GLP-1 drugs when shaping innovation pipelines. Ray thanks attendees of Taste Radio NYC Meetup, highlights the upcoming Austin meetup, and previews BevNET Live NYC 2026. Brad shares insights from his recent reporting on the bottled water category, where concerns around microplastics and packaging are beginning to chip away at its long-standing health halo – though behavior change remains early. The episode wraps with a tasting of sour innovations, from date-based candy alternatives to low-sugar gummies. Brands in this episode: Grüns, Goli, Athletic Greens, Liquid I.V., Koia, Khloud, Purely Elizabeth, Kaizen, Protein Pints, Pop Tarts, Laird Superfoods, Crisp Power, Poppi, Olipop, Culture Pop, C4, Bloom, Ballpark, Essentia, Path Water, Open Water, Icelandic Glacial, DADDL, Behave, Warheads

What if we're actually living in a simulation? Tom Campbell, a Physicist, lecturer, and author, joins us today to prove that's the case. In this conversation, Tom breaks down his perspective on reality, consciousness, and the role AI plays in it all. From the idea of the soul to how our choices shape experience, he shares a framework that challenges how we normally think about life, time, and existence. It's a look at what might really be going on behind the scenes, and what that means for how we live. EPISODE #560 IS SPONSORED BY:

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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

Join an active community of RE investors here: https://linktr.ee/gabepetersenWELCOME TO THE REAL ESTATE INVESTING CLUB PODCAST In this episode, I sit down with seasoned multifamily investor Gino Barbaro to break down the real strategies behind building wealth through real estate investing. We go deep into multifamily investing, financial freedom, and the mindset shifts required to scale from a single income stream to thousands of units. If you're looking to grow cash flow, build equity, and escape the 9–5 grind, this conversation is packed with actionable insights.HOW TO BUILD FINANCIAL FREEDOM WITH REAL ESTATE Gino shares how he transitioned from owning a restaurant to acquiring over 1,900 multifamily units using proven real estate investing strategies. We discuss how financial freedom isn't about chasing luxury, but about creating consistent cash flow that covers your expenses. This episode highlights how investors can achieve passive income faster than expected by focusing on scalable real estate assets and long-term wealth building.MULTIFAMILY INVESTING & SCALING YOUR PORTFOLIO One of the biggest takeaways is how multifamily real estate allows for rapid scaling compared to single-family investing. We explore how building a strong foundation, understanding market cycles, and leveraging relationships with brokers and lenders can accelerate your growth. Gino explains how he went from zero to hundreds of units in just a few years by focusing on systems, discipline, and execution.CREATIVE FINANCING STRATEGIES THAT WORK This episode dives into powerful real estate financing strategies, including seller financing and hybrid deal structures. Learn how creative financing can help you acquire properties with less capital and reduce risk. We also discuss how refinancing instead of selling can maximize long-term wealth and keep your assets working for you.REAL ESTATE INVESTING MINDSET & FAMILY BALANCE Beyond deals and numbers, we explore the importance of mindset, relationships, and communication. Gino shares how aligning with your spouse and involving your family in financial decisions can strengthen both your business and personal life. This is crucial for entrepreneurs balancing real estate investing with family responsibilities.LESSONS FROM REAL ESTATE FAILURES Not every deal goes perfectly, and we break down key lessons from deals that didn't go as planned. Understanding market fundamentals like median income, location, and tenant base is critical when investing in multifamily properties. These insights can help you avoid costly mistakes and make smarter investment decisions.If you're serious about real estate investing, building passive income, and achieving financial independence, this episode will give you the tools and mindset to move forward with confidence

At one of the lowest points in his life, Neale Donald Walsch sat down and wrote an angry letter to God... pouring out frustration, confusion, and unanswered questions. Instead of silence, he claims he received a response. That unexpected conversation became Conversations with God, a global bestseller. In this conversation, he shares insights on purpose, unconditional love, and what it means to live as an expression of divinity, along with practical ways to embody love, shift perspective, and create meaning. EPISODE #590 IS SPONSORED BY:

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Welcome to Manufacturing Greatness with Trevor Blondeel, where we work with organizations to manufacture greatness by leveraging resources you already have to achieve greater retention, productivity, and profits. To learn more, visit www.manufacturinggreatness.com and click here to subscribe to Trevor's monthly newsletter. Now, let's jump in! What if the biggest obstacle to your lean manufacturing results isn't the process at all? It might be the person leading it. In this episode of Manufacturing Greatness, learn more with Debra Clary, author of The Curiosity Curve, about one of the most overlooked blind spots in plant leadership. You can run kaizen events, map your value streams, launch six sigma projects, and roll out 5S methodology across your facility, but if the mindset isn't right, none of it sticks. Debra brings real-world experience from the shop floor, starting with her early days at Frito-Lay, and makes a compelling case for why curiosity might be the most underrated tool in your leadership toolkit. She covers topics why certainty shuts down problem solving, how communication skills and conflict resolution play a bigger role in process optimization than most leaders realize, and what it actually takes to drive meaningful change management in a manufacturing environment. This episode also discusses what's shifting on the floor right now, from managing a millennial workforce and Gen Z manufacturing talent, to diversity and inclusion, burnout prevention, and talent retention. Because production efficiency and manufacturing productivity aren't just about automation, Industry 4.0, or smart manufacturing technology. They're about the people running the operation. If you're a frontline supervisor, shift supervisor, or part of a plant leadership team focused on leadership development, workforce development, and building a safety culture that supports continuous improvement, this one's for you. Better KPI management starts with better people leadership. And better people leadership starts with asking better questions. 00:00 — Lean manufacturing efforts fail not because of process but because leaders rely on certainty instead of curiosity, limiting true continuous improvement in Manufacturing Greatness. 01:30 — Early frontline experience at Frito-Lay builds strong operations management skills and a deeper understanding of production planning and supply chain management. 04:00 — A kaizen approach that asks why a change will not work unlocks better problem solving, communication skills, and employee satisfaction on the shop floor. 06:00 — Involving frontline workers in decisions improves production efficiency, workforce development, and trust across shift supervisors and plant leadership. 10:00 — As leaders gain experience, certainty replaces curiosity, weakening leadership development and reducing innovation in lean manufacturing and six sigma environments. 12:00 — Bringing in fresh perspectives helps teams break through roadblocks in process optimization, value stream mapping, and manufacturing productivity. 13:30 — Strong plant leadership focuses on facilitation over direction, building coaching skills, ownership, and accountability in frontline supervisors. 15:00 — Lean manufacturing must be practiced as a daily mindset rather than isolated kaizen events to drive sustainable quality management and production management results. 18:00 — Curiosity-driven leadership strengthens employee satisfaction, talent retention, and engagement, especially across Gen Z manufacturing and the millennial workforce. 24:00 — Leaders who develop people instead of just solving problems improve performance management, problem solving, and long-term manufacturing productivity while reducing burnout. Learn More with Debra Clary Visit her website Buy The Curiosity Curve

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Wim Hof has pushed the limits of the human body: running marathons in freezing temperatures, climbing Everest in shorts, and enduring nearly two hours submerged in ice. After decades of extreme feats, he realized the greatest challenge wasn't physical, but internal... Following personal tragedy, Wim turned inward, using breathwork and cold exposure to heal and regain control of his mind and body. In this episode from the Align Podcast, Wim Hof shares his best practices for strengthening resilience, regulating the nervous system, and helping anyone reconnect to their innate capacity for health and vitality. EPISODE #589 IS SPONSORED BY:

Caleb and Revin ( @LIFE180 ) cover the new IUL strategy making rounds on the internet called, Kaizen. The conversation gets tense as Revin calls out Caleb for interviewing Matt Sapaula and shares his perspective on network marketing, and industry debates. Want a Whole Life Insurance Policy? Go Here: https://bttr.ly/bw-yt-aa-clarity Buy Your Tickets to the Life Insurance Summit! Click Here: https://betterwealth.com/summit Want More Free Whole Life Insurance Resources & Education? Go Here: https://bttr.ly/yt-bw-vault Learn More About BetterWealth: https://betterwealth.comChapters: DISCLAIMER: https://bttr.ly/aapolicy *This video is for entertainment purposes only and is not financial or legal advice. Financial Advice Disclaimer: All content on this channel is for education, discussion, and illustrative purposes only and should not be construed as professional financial advice or recommendation. Should you need such advice, consult a licensed financial or tax advisor. No guarantee is given regarding the accuracy of the information on this channel. Neither host nor guests can be held responsible for any direct or incidental loss incurred by applying any of the information offered.