Podcast appearances and mentions of Katie Anderson

Vi mennesker er forskellige. Nogle af forskellen er betinget af vores miljø og en anden del af vores forældre. Bidraget fora vores forældre sidder selvfølgelig i de gener de har passeret videre til os. Gener nedarves med små variationer, kaldet polymorfismer, der dikterer højde, hudfarve, farveblindhed, osv. Med disse polymorfismer følges også effekter på vores sportslige performance og sundhed. Dét har flere virksomheder taget på sig at gøre tilgængeligt for folk, ved at tilbyde gentests på forbrugerniveau. Vi har besøg af Katie Anderson, der er er videnskabelig chef i den dansk start-up AthGene, der er en af disse virksomheder til en snak om hvad polymorfismer og arvelighed er.NB: Programmet er et genudgivet program fra da Fitness M/K blev Produceret hos Radio24syv. Programmet blev sendt første gang 2016-11-26. "Hejsa, det er din vært, Anders her.Hvis du gerne vil følge bedre med i hvad der sker i Fitness M/K universet, så kan du nu blive skrevet op til vores nyhedsbrev. Der vil du på månedsbasis modtage nyheder om podcasten, som nye afsnit, kommende events, tilbud fra og samarbejder med podcast gæster.Du kan blive skrevet op til nyhedsbrevet her , læse nyt fra redaktionen her, se og søge afsnit her.Jeg håber at se dig i Fitness M/K universet på www."

In today's episode of SHIFT HAPPENS on "How To Balance Freedom And Entrepreneurship with Katie Anderson", Claudia and her guest speak about how it is to be within a pivotal moment.  Katie Anderson, is a multiple entrepreneur driving impact with a vision. Her first company, Save Water Co., has received much recognition, i.e. as one of Forbes 30 under 30 Game Changers in Energy, as the winning laureate of North America by the Cartier Women's Initiative Awards. Katie talks about her transition from traditional employer - employee relationships to explore new ways of collaboration based on trust and individual empowerment. She emphasizes the importance of balancing business outcomes with healthy internal dynamics, personal growth and personal freedom.Katie speaks about growing up in a small town of 165 people, and how being surrounded by nature fostered an unbridled creativity in her. Her heart was always close to nature, so her first company Save Water Co. focusses on water conservation in multi-family housing. She has been awarded and recognized. To organically grow and transform as a business is a big aim for KAtie. She has created a new collaborate model based on trust, ease, freedom and flexibility. ###EXCITING NEWS ON MY FRONT: Season 4 is supported by the iconic Danish shirt brand BRITT SISSECK  Please use my code SHIFTHAPPENS at checkout for 20% off of your first purchase.*Valid on full price items only.###To learn more about my guest Ida Beerhalter, please visit her social media pages:LinkeIn: Ida's ProfileTo learn more about SHIFT HAPPENS, click here To learn more about Claudia's business Curated Conversations and her Salons in New York, Zurich and Berlin, click hereYou can also connect with Claudia on Instagram @shifthappens.podcast and LinkedIn at ClaudiaMahlerNYCThis podcast is created, produced and hosted by Claudia Mahler.Social Media support Magdalena Reckendrees

It's Episode 109, and the highlight is Elisabeth & Tracy's interview with Dan Zigmond, ordained Buddhist Priest, tech professional, and author of The Buddha's Office. He's seen his share of offices, so he's in the best position to describe how mindfulness alleviates workplace suffering. For Book Buzz, we'll cover a guide that lays out the steps to designing fully transformative workshops. It shakes up the notion that experiential workshops are the pinnacle. And then for Q&A, we asked, when does describing a feeling mask blame, judgment, or criticism? We're taking a deep dive into the emotional underpinnings of modern work life. Although we may not discuss emotions in the workplace, we ignore them at our peril. Let's get mindful! 00:00 - Intro 01:28 - What's on the Menu? 02:27 - Book Buzz Designing & Leading Life-Changing Workshops 13:40 - Q&A "When does describing a feeling mask blame, judgment, or criticism?" 20:06 - Featured Guest Dan Zigmond 47:58 - Upcoming Events LinkedIn Live Event: "From Page to Sound: The Making of a Leadership Audiobook" with Katie Anderson, featuring Elisabeth Swan Resources: Multiple-award-winning book, "Picture Yourself A Leader" "5S Baby!" Ms. Fix-a-Lot's latest Lean Rap Video Ready or not, here we come!   Thanks for Listening! Listen to more podcasts at JITCafe.com. Link to the video version of this podcast: https://youtu.be/u628h_nLgN4 - Apple Podcasts - Podbean - Spotify - RSS Feed: https://feed.podbean.com/JITCafe/feed.xml

Stop pretending to know it all if you want to be a great manufacturing leader, and AI tools could help you do that. Those were a few of the insights from an experts panel discussion on the proper uses of kaizen, lean and other continuous improvement strategies in the modern factory. Responding to an audience question, AI took center stage and some of the brightest minds in operational excellence detailed how these tools could improve managers' abilities to empower workforces and drive improvements. The panel for the livestream was: Katie Anderson, leadership consultant, speaker, and learning enthusiast, author of "Learning to Lead, Leading to Learn" as well as a regular IndustryWeek contributor John Dyer, author of "The Façade of Excellence: Defining a New Normal of Leadership," as well as a frequent speaker on topics of leadership, continuous improvement, teamwork and culture change Michael Bremer, author of "How to Do a Gemba Walk" and "Learn to See the Invisible" Jill Jusko, executive editor and continuous improvement guru at IndustryWeek

In this episode of God Sized Stories, we sit down with Katie Anderson, a devoted missionary to Indonesia, as she shares the powerful testimony of her journey to faith. Katie recounts her challenging childhood, her battle with depression, and her ultimate salvation through Christ. She emphasizes the transformative power of God's love and the importance of sharing our stories to inspire and guide others. Tune in to learn more about Katie's mission work and how her experiences have shaped her passion for spreading the gospel.

Send me a messageIn this episode of the Climate Confident Podcast, I had the pleasure of speaking with Katie Anderson, Senior Director at the Environmental Defense Fund (EDF). Katie leads efforts to drive climate action in the food and agriculture supply chain, making her an incredible resource on a topic we need to tackle urgently: methane emissions in agriculture.Methane, a potent but short-lived greenhouse gas, is responsible for a significant portion of agricultural emissions. Katie explains why addressing methane is not only crucial for curbing global warming but also an opportunity to improve resilience in the food system. We dive into the critical role of the dairy industry, which accounts for a significant share of methane emissions, and explore actionable solutions such as improved herd management, better manure management techniques, and innovative feed additives like Bovair.Katie also shares insights into the Dairy Methane Action Alliance, a coalition of major food and agriculture companies—including Nestlé, Danone, and General Mills—working together to measure, manage, and reduce methane emissions across their supply chains. We discuss how these companies collaborate to address barriers like financing and farmer engagement while sending a strong demand signal for low-emission practices.Key takeaways include the need for globally scalable, yet locally tailored, approaches to methane reduction and the critical importance of farmer-to-farmer learning. We also chat about exciting innovations like methane-reducing cattle feed and genetic advancements to breed lower-emission livestock.If you're curious about how cutting-edge solutions and collective action are shaping a more sustainable agricultural future, this episode is packed with valuable insights.For more, visit business.edf.org/DMAA or connect with Katie on LinkedIn.Support the showPodcast supportersI'd like to sincerely thank this podcast's amazing supporters: Lorcan Sheehan Jerry Sweeney Andreas Werner Stephen Carroll Roger Arnold And remember you too can Support the Podcast - it is really easy and hugely important as it will enable me to continue to create more excellent Climate Confident episodes like this one.ContactIf you have any comments/suggestions or questions for the podcast - get in touch via direct message on Twitter/LinkedIn. If you liked this show, please don't forget to rate and/or review it. It makes a big difference to help new people discover the show. CreditsMusic credits - Intro by Joseph McDade, and Outro music for this podcast was composed, played, and produced by my daughter Luna Juniper

Have you ever attended a keynote that truly wowed you—one that stood out, engaged the audience, and provided an unforgettable experience? Let's face it, most keynotes do the job, but very few deliver that multidimensional magic. In today's episode, I sit down with Julia Korn, the founder and CEO of The Authenticity Guide and a recent client.  We worked closely together to create her new keynote, from the content to the magic touches that made it a 10 out of 10. How did she do it? That's what we're diving into! We explore: The step-by-step process Julia used to land her keynote slot a year in advance (hint: proactive pitching matters!). Why the concept of a Personal Board of Directors became the winning topic that resonated with her audience. How Julia and I worked together to create a keynote that went beyond content to deliver an experience, including interactive elements like a creative game show featuring Oprah, Yoda, and even Martha Stewart and Snoop Dogg! The importance of storytelling and vulnerability, including how Julia captivated her audience with her personal story of a career demotion—and even laid flat on the stage to drive her point home.   We also discuss the work that goes into crafting a stellar keynote: Balancing humor, audience engagement, and actionable takeaways. Collaborating with AV teams to nail the technical elements. Hiring a videographer to capture powerful moments for future sizzle reels.   Julia shares the audience's reactions, from laughter to tears, and how her keynote set a transformative tone for the rest of the conference. She also provides valuable tips for speakers who want to make a lasting impact, whether they're on a keynote stage or pitching their next big speaking opportunity.   About My Guest: Julia Korn is the founder and CEO of The Authenticity Guide, an executive coaching company focused on empowering ambitious leaders to find success without sacrificing joy. Julia is a self-described recovering perfectionist. She has been named a Business Insider Most Innovative Coach and she is also a Contributor to Forbes. She has been featured on BBC World News, Fox Business News, and more. Her recent TEDx talk, Break Up With “Should” In Your Career was named a TED Editors Pick of the year. In 2024, she launched the first of its kind community just for female emerging leaders, called The Emerging Leader Collective. Her greatest creation of all, however, is her two-year-old daughter.    Links: Show notes at https://www.speakingyourbrand.com/422/  Julia's website: https://www.theauthenticityguide.com/  Discover your Speaker Archetype by taking our free quiz at https://www.speakingyourbrand.com/quiz/ Attend our 1-day speaking workshop in Orlando: https://www.speakingyourbrand.com/workshop/  Check out our coaching programs: https://www.speakingyourbrand.com/work-with-us/coaching/ Join us in London for our B.O.L.D. Brand Intensive Retreat in Summer 2025: https://www.speakingyourbrand.com/london/    Connect on LinkedIn: Carol Cox = https://www.linkedin.com/in/carolcox Julia Korn (guest) = https://www.linkedin.com/in/juliakorn/  Related Podcast Episodes: Episode 393: The Kind of Speakers that Get the Best Feedback and Referrals Episode 392: Why I No Longer "Teach from the Stage" Episode 345: Elevate Your Audience Engagement Skills with These Proven Strategies with Katie Anderson  

It's Episode 49 of the Lean Whiskey podcast with Jamie Flinchbaugh and Mark Graban! Episode page with video and more Mark shares tales of his holiday / study tour trip to Japan. Since we start with the whisky (like scotch, note the lack of an ‘e'), and Mark's opportunity to visit bottle shops, his favorite whisky bar, and even a whisky museum, along with the many samples he had a chance to try along the way. He brought one home, an Ichiro's Malt Wine Wood Reserve, which he was able to find for a fair price (and also a ridiculous one), and it was the featured bottle for Mark's pour. Jamie used Hibiki Japanese Harmony, a good entry-level Japanese blended whisky that is both easy to find and relatively affordable.  Mark and Jamie then discussed the Japan Study Tour itself, organized by Katie Anderson. This included Isao Yoshino as a co-host and Toyota alum, and another Toyota retiree sharing his story as well. It included trips to Toyota suppliers and Japanese food manufacturers, including Ina Foods. There were many themes, including providing an environment where employees have the opportunity to speak up, the benefits of a long-term view including a 100-year calendar, and a focus on employee development as a primary goal. Mark also introduced a word he learned about similar to kaizen and kaikaku, and that word is kaiteki which means comfort for the employee. We also discuss the benefit of study tours in general, including Jamie's long-ago effort to organize one for the continuous improvement team at DTE Energy.  They finish by talking a bit about Thanksgiving, including how Lehigh University football won the Patriot League and went on to the FCS playoffs and also lost very heavily to Northwestern in basketball. I guess you can't win them all. Happy Thanksgiving, and Cheers! Links From the Show: Jamie's pour: Hibiki Japanese Harmony Mark's pour: Ichiro's Malt Wine Wood Reserve  Jiro's Sushi Restaurant (Sukiyabashi Jiro) Katie Anderson's Japan Study Trip Podcast feed at LeanWhiskey.com or leanblog.org/leanwhiskey or jflinch.com/leanwhiskey  Please review us and follow or subscribe on your favorite podcast platform! 

About Katie:Katie Anderson is a leadership consultant, speaker, and author of the bestselling book "Learning to Lead, Leading to Learn." Her work focuses on helping leaders build high-performing, learning-driven cultures. A Fulbright Scholar and Stanford graduate, Katie has inspired leaders worldwide to foster innovation and excellence.Learn more about Katie thru her website at www.kbjanderson.comAbout the Episode:In this episode, Katie Anderson discusses the concept of being 'GrowthReady,' emphasizing the importance of a learning mindset. She shares insights from her diverse experiences, including her work with organizations to foster effective learning and continuous improvement. Katie and Steve explore the significance of reflection in personal and professional growth. They discuss how intentional pauses and micro reflections can enhance learning and performance. They emphasizes the need for leaders to carve out time for reflection amidst their busy schedules and the importance of framing experiences as experiments to foster a learning mindset. They also touch on the balance between high performance and learning, advocating for a more flexible approach to achieving goals.TakeawaysEvery experience is an opportunity for learning.Learning is most effective through practice and doing.Intention is about aligning actions with purpose.Reflection is crucial for personal growth.Unexpected challenges can lead to significant growth.We must create conditions for others to succeed.Intention and goals are interconnected but distinct.The only true failure is not learning from mistakes.We have control over our intentions, not external goals. Micro reflections can be integrated into daily routines.Intentional pauses help in proactive engagement during interactions.Building a habit of reflection strengthens learning.Having reflection partners can enhance the process.Creating space for reflection prevents burnout.Framing experiences as experiments fosters a learning mindset.Curiosity and inquiry are key to effective learning.High performers need to balance performance with learning opportunities.Not every moment needs to be high stakes for growth.Sign up for the monthly newsletter with Steve and GrowthReady (formerly known as Career Competitor) by providing your details here - Request to become part of our communityAlso be sure to give him and the show a follow on Instagram @coachstevemellor

In this podcast episode, Katie Anderson and Gerald Harris discuss the concept of serious leadership in healthcare, emphasizing the importance of long-term thinking and a deep commitment to patient-centered care. Katie shares insights from her experiences, including lessons from Japanese leadership practices, highlighting how leaders can break the habit of simply telling their teams what to do and instead engage them in collaborative problem-solving. Gerald underscores the challenges healthcare leaders face, such as time constraints and regulatory pressures, and the need to manage these complexities to create conditions for success. The episode also promotes the upcoming 2024 Lean Solutions Summit, where both Katie and Gerald will be actively participating, offering healthcare leaders an opportunity to reflect, learn, and gain new perspectives to enhance their leadership practices.

Unlock the secrets to leading a purpose-driven life with internationally acclaimed consultant, leadership coach, and best-selling author Katie Anderson. Dive into Katie's heartfelt reflections on her sources of ikigai, her transformative experiences in Japan, and the deep connections she maintains with family, friends, and professional networks. Learn how her fascination with Daruma dolls and Japanese culture has sculpted her professional journey and enriched her personal life.Explore the concept of lean coaching as we trace its roots back to the Toyota production system. Katie and I discuss the power of setting goals, developing pathways, and fostering a learning mindset, applicable to both sizable organizations and individual solopreneurs. Discover the profound meanings of the Japanese words kokorozashi and shiko, which encapsulate the alignment of purpose with actions for meaningful impact.Hear the inspiring story of Katie's cross-cultural friendship with Mr. Isao Yoshino and the life-changing collaboration that ensued. We share the importance of meaningful conversations, the essence of leadership development, and the transformational power of Japan Study Trips. This episode is packed with insights on finding balance, purpose, and achieving continuous improvement in both personal and professional realms. Don't miss out on this enriching conversation that promises to leave you inspired and motivated!

Want proof that building your authentic voice and personal brand while you're still an employee is your game-changer? Do you want to understand how a personal brand can future-proof your work in a volatile job market?  Look no further than my guest Katie Anderson. Today, Katie is an internationally recognized leadership and learning coach, consultant, and professional speaker.  But that's not where she started.   Like you, she was an employee working tirelessly in an organization for many years.  Then something happened that changed everything. She began sharing her unique perspective on her organization's work while on the job. This led to some unexpected opportunities. But it did more than just open doors.  Sharing her unique perspective and building her brand while still on the job empowered her decision to leave the career track.  It gave her the solid foundation that fueled immediate success in her consulting practice.  And she did all of this before she felt 100% ready.  Katie's story doesn't just show how a personal brand while on the job can pave your way to entrepreneurship.   She shows how it can strengthen your value within your current job.  Listen in to learn more including:  Tips on how you can find and share your authentic voice Why you may be missing an opportunity to add more value within your current organization because you're not sharing your unique perspective  How getting validation on your work from outside of your organization can help you in your current role   This episode was powerful for me and I know you're gonna enjoy this reframe experience!    Listen to Katie's Chain of Learning Podcast: https://kbjanderson.com/podcast/ Katie's Book: https://kbjanderson.com/learning-to-lead/   Follow Katie on these platforms: LinkedIn: https://www.linkedin.com/in/kbjanderson/ Twitter: https://x.com/kbjanderson Facebook: https://www.facebook.com/KatieAndersonLeadership/ Website: kbjanderson.com    About my guest: Katie Anderson is an internationally recognized leadership and learning coach, consultant, and professional speaker, best known for inspiring individuals and organizations to lead with intention and increase their personal and professional impact.  Katie is passionate about helping people around the world learn to lead and lead to learn by connecting purpose, process, and practice to achieve higher levels of performance.  Her book “Learning to Lead, Leading to Learn: Lessons from Toyota Leader Isao Yoshino on a Lifetime of Continuous Learning” is an international #1 Amazon bestseller.   About: The Reframe to Create podcast is hosted by Joy Spencer, an Executive Leadership and Storytelling Coach, Speaker, and Organizational Development Consultant working with professionals and leaders at all levels within organizations.  Joy leverages over 17 years of experience she gained while working to champion change in social justice movements, including those related to global access to essential medicines and consumer advocacy for online privacy.  This work required a dogged commitment to not merely challenging the status quo, but to reimagining and working towards creating an ideal future.  It is this commitment to creating that has shaped Joy's coaching philosophy and approach today. Using her signature C.R.E.A.T.E. framework, Joy guides her clients through a process to become incomparable in work so they can get paid to be themselves.     Follow Joy on LinkedIn  - https://www.linkedin.com/in/joy-spencer/

With the annual Dive Fest coming to Lauderdale By The Sea June 1st, we brought on a powerful organization. Scuba 4 Good had a mission to bring adaptive diving to be more accessible throughout the dive industry. As founder, Joe Grote gives us the details on the organization and what drives his passion. Sabrina Dionne shares her experiences as an adaptive diver and what diving has done for her along with her steady involvement today. Ultimately bringing it full circle to Katie Anderson from Lauderdale By The Sea who gives us info on how the town is involved and what this festival means to all. We got it covered top to bottom and look forward to sharing.  #connectedbywater #papaspilar #neveraspectator #starbrite #dogooder #waypointpodcasts #igfa #papasrawbar #fishing #fishingpodcast #floridapodcast #cleanwater #coastalconservation Learn more about your ad choices. Visit megaphone.fm/adchoices

My guest for Episode #504 of the Lean Blog Interviews Podcast is Katie Anderson, author of the book Learning to Lead, Leading to Learn. Episode page with video, transcript, and more In this episode, Katie takes the reins along with me, Mark Graban, to discuss the transformative journey of Japan Study Trips. Recognized globally for its rich contributions to modern business practices, Japan has long been a beacon for leadership and continuous improvement. But how can one experience this powerful journey? Strong leadership is integral to sustaining a culture of improvement. During these trips, participants get to hear from individuals like Katie Anderson, known for her insightful book "Learning to Lead, Leading to Learn." Engaging with thought leaders deepens their understanding of the continuous learning process while expanding their networks. Not only they learn about the principles, they also meet and engage with their pioneers reflecting the deep connection between leadership and continuous learning. These discussion illuminates the importance of a culture where mistakes are seen as stepping stones to innovation. Personal engagements with companies recognized for their Lean practices reaffirm the significance of 'being over doing,' making these trips a true journey of transformation and discovery. Questions, Links, Notes, and Highlights: Learn more about Katie's November trip that I'm a part of Mark's website about Japan Tour How can we shift focus from doing to being in order to create a culture where better results and output are achieved? What role does continuous learning play in creating and fostering cultures of improvement and growth? How do leaders in organizations prioritize being over doing to cultivate a mindset and culture of learning and improvement? What are some common production principles and tools observed on shop floors, and how do they align with overall cultural objectives? What are the behaviors that need to become standard across an organization to create a culture of kindness, constructive response, and continuous improvement? How can leaders in various organizations and industries cultivate a mindset and culture of learning and improvement similar to those seen at Toyota? What role does sharing knowledge, stories, and experiences play in enhancing learning and strengthening connections within an organization or across industries? How do mistakes and constructive responses to them contribute to shaping a culture focused on learning and growth? The podcast is brought to you by Stiles Associates, the premier executive search firm specializing in the placement of Lean Transformation executives. With a track record of success spanning over 30 years, it's been the trusted partner for the manufacturing, private equity, and healthcare sectors. Learn more. This podcast is part of the #LeanCommunicators network. 

What You'll Learn: In this two-parted episode, host Andy Olrich delves into Katie Anderson's transformative Chain of Learning workshops in Australia. Tune in as they explore attendee expectations, workshop insights, captivating leadership themes, and profound reflections. About the Guest:  Katie Anderson is an internationally recognized leadership and learning coach, consultant, and professional speaker, best known for inspiring individuals and organizations to lead with intention and increase their personal and professional impact. Katie is passionate about helping people around the world learn to lead and lead to learn by connecting purpose, process, and practice to achieve higher levels of performance. Her book Learning to Lead, Leading to Learn: Lessons from Toyota Leader Isao Yoshino on a Lifetime of Continuous Learning is an international #1 Amazon bestseller Links: ⁠Click Here For Andy Olrich's LinkedIn⁠ ⁠⁠Click Here to Learn More About Katie Anderson⁠ --- Support this podcast: https://podcasters.spotify.com/pod/show/leansolutions/support

What You'll Learn: In this episode, host Andy Olrich delves into Katie Anderson's transformative Chain of Learning workshops in Australia. Tune in as they explore attendee expectations, workshop insights, captivating leadership themes, and profound reflections. About the Guest:  Katie Anderson is an internationally recognized leadership and learning coach, consultant, and professional speaker, best known for inspiring individuals and organizations to lead with intention and increase their personal and professional impact. Katie is passionate about helping people around the world learn to lead and lead to learn by connecting purpose, process, and practice to achieve higher levels of performance. Her book Learning to Lead, Leading to Learn: Lessons from Toyota Leader Isao Yoshino on a Lifetime of Continuous Learning is an international #1 Amazon bestseller Links: ⁠Click Here For Andy Olrich's LinkedIn⁠ ⁠⁠Click Here to Learn More About Katie Anderson⁠ --- Support this podcast: https://podcasters.spotify.com/pod/show/leansolutions/support

The blog post and video Embracing Imperfections and Learning from Mistakes: A Leadership Insight from the 2022 AME Annual Conference... In a riveting conversation between Larry Culp (at the time, CEO of GE and now CEO of GE Aerospace) and my good friend Katie Anderson at the 2022 Association for Manufacturing Excellence (AME) Annual Conference, valuable lessons on leadership, transparency, and fostering a culture where challenges and imperfections are openly shared were illuminated. Come join AME at their 2024 Conference in Atlanta later this year. Here's a short clip: --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

Greetings, Thingiemabobs! We have some wee updates, a Tokyo tour, and an important (to us) conversation about whether or not cropped pants are allowed. People are loving the idea of a shower as a room (on of Emily Sundberg's Thingies!) and were intrigued by this IG reel where @mrsmckennabarry installs a little shelf in her shower for a lamp and a speaker. In more offputting bathing news, Jessica Biel eats cereal in the shower. Speaking of cereal! Jacqueline Tse of Mad Brooklyn makes compelling Lucky Charms sculptures.More tiny things!! LOL at this mini backpack you can put on your Stanley Cup; a case for mini soda cans.Erica just went to Tokyo and has thoughts on the Muji Hotel and Miffy's dominance (see: a florist called Flower Miffy: Dick Bruna's Atelier with Flowers, where the classic arrangement uses a mum for Miffy's head). We also surfaced an important piece of lore about Miffy and Hello Kitty's relationship via The Guardian. While Erica was in Japan, Claire was reading Bride by Ali Hazelwood (NSFW discourse warning!). For those who don't know what TF the omegaverse is, this episode of Fated Mates breaks it all down (and the show notes include lots of reading recs).Grappling with everchanging pant trends after a meeting with Katie Anderson of Mend Tailoring and reading Jonah Weiner's New York Times Magazine piece about pants. TY to High Sport for continuing to make a strong case for the crop. Do you eat or drink in the shower? Let us know at 833-632-5463, podcast@athingortwohq.com, or @athingortwohq—or get into it in our Geneva. YAY.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Joe has a book “Agile Kata” in the making, if you like to be the first to know when it launches, please visit www.agilekatabook.com.Transcript: Agile.FM radio for the agile community. [00:00:05] Joe Krebs: Thank you again for tuning into another episode of Agile FM. This is the Agile Kata series. And today we're going to explore Kata from a leadership's perspective. And I have here with me Mark Rosenthal who is with Novayama that is his company. He's out of the West coast, United States, and we're going to explore a little bit together, leadership in conjunction with Kata, which is Series all about.We're gonna explore that angle a little bit. Welcome to the show, mark. [00:00:40] Mark Rosenthal: Thank you very much. It's looking forward to the opportunity. [00:00:43] Joe Krebs: Yeah, this is awesome. I wanna go back in time with you and talk a little bit about an employment you had where you worked from home. [00:00:52] Mark Rosenthal: Oh, yeah. . [00:00:53] Joe Krebs: You didn't get a lot of phone calls until you got one.[00:00:56] Mark Rosenthal: Yeah. [00:00:57] Joe Krebs: And that was the one you got terminated. [00:01:00] Mark Rosenthal: Yeah. Bu Yeah. [00:01:01] Joe Krebs: But the interesting thing is you in your reflection, you had a, let's say a moment of realizing a lack of leadership skills. [00:01:14] Mark Rosenthal: Yes. And yeah, and really that was, and this is even better because this is really the kind of leadership that most conduct practitioners have to engage in, which is influence.You don't have formal authority you rather, you've got to, you have to find a way to influence the lead, the line leaders in the organization to be effective. And this is true for lots of cases. It's true whenever I'm bringing groups of people together that I can't tell what to do. And actually it's more true that you think even in the military, which is where I learned leadership.And it really was that. We tend to do, we practitioners tend to engage with the technical artifacts, and we put in the tools, we put in the mechanics, and we don't, and then we complain when the line leadership doesn't embrace the changes. And that is on us because if you look at a traditional Kaizen event approach, for example, in the world of, you know, of CI, but this would be equally true for somebody trying to get scrum in place or somebody trying to cause any change in the way the organization does business.I can describe the mechanics of the daily standup perfectly. I can describe, I can get all the scheduling. I can get the artifacts into place.If there isn't a engagement of the conversation about how we do it on a daily basis too, then it's going to fall apart as soon as that that, that goes away in the situation you're describing. I mean, it was even worse in a way, just because of the nature. It was an international organization and it didn't really matter where I worked, so I didn't work anywhere.Although I got a lot of frequent flyer miles. You know, going to Europe once a month, going all kinds of places. But what I was doing was making technical recommendations. And then, you know, they weren't getting picked up. And frankly, I wasn't earning my money. Yeah. And the key here for a change agent.Is it's not about the tools you're putting into place, the tools are there to create the kinds of conversations that need to happen in the organization between the leaders and between people, between groups of people. And once I understood that, then the paradigm changes completely because the experiments I run are testing whether or not I'm effective at moving the needle.About how these conversations are taking place. And that's kind of what I was talking about in the, you know, in the story that you're alluding to. [00:04:20] Joe Krebs: Yeah. So this is a life changing event for you, but also in your career, right? You had a lot of learnings coming out of this. [00:04:27] Mark Rosenthal: A lot of them, and they came later on.You know, I had, I was familiar with Toyota Kata at the time. But I was still in the position of trying to make people do it, and I can't do that. What I have to do is look at the dynamics in the organization and think in terms of it's not the mechanics of standing up a storyboard and getting them to go through the starter kata of grasping the current condition and all of that.It's about what actions what small experiment can I run? That I think that I hypothesize will nudge the conversation into, for example, talking about something a little more concrete than we had a good day or a bad day, which moves them toward measuring how they're doing, you know, in that example, that particular organization really had disdain for numbers because they made people look bad.So they didn't talk about them. I mean, they had them on displays, but nobody ever talked about them and the numbers they had on displays were lagging indicators. Yeah. It's interesting because you said like the words, if I remember correctly, like you said, like moving the needle, and I think that's also important from a leadership perspective, are we just in the operations mode of tools and features and keeping those alive or are we disrupting them?Yeah. Absolutely. Certain ways of working within the organization as a leader. Yeah, and you're going to be disrupting, you know, that's the whole point in a way. So when I want to begin to shift things I want to do is engage in the smallest change I can that's going to move things. And I'm going to try to do is to incorporate that change into something they're already doing.So in this example, there was already a daily production meeting. So rather than saying, we're going to have another meeting about improvement, rather than saying, you got to stop doing that way and start doing it this way, I can hook part of my agenda into the existing structure. So as a change agent, I want to look at what are they already doing?And can I grab any of that and just modify it in a way? That moves the conversation in the direction it needs to go. [00:06:58] Joe Krebs: Yeah, This is interesting, right? There's two things I would like to talk about, and I'm not sure which one should be first or not. I'll just take one and get started.Maybe it's the wrong order, but. We just went through a, or just two years ago, we somewhat ended the pandemic and we started going back to work. And your experience obviously from work from home was prior to to the pandemic. Now you had some learnings in terms of leadership and we see a lot of companies that are bringing the people back to work sometimes mandatory.And sometimes it's the leadership team that just feels like very strongly about that. So I want to just include that in terms of, it's very impressive right now. There's a lot of companies still work in that kind of dual mode or came back full time back on premises. What advice do you have based on your learning for leaders when you work this way?I don't know if you'd have any, but I'll just put you on the spot.[00:07:58] Mark Rosenthal: You know, that's a good one. You know, you're going to encounter resistance, but you know, this is a quote from Ron Heifetz out of Harvard, who Talks about this thing called adaptive leadership, which really is applying PDCA to leadership. And that's why I like it so much, because it follows the Kata pattern of grasp the current condition, make a, you know, make a judgment where you want to go next and run experiments to try to get there.And he said, and I love this, people don't resist change. People resist loss. Nobody gives back a winning lottery ticket. And so the people who are. are used to working with the cat on their lap and having be able to respond to their kids and all the awesome things that come from the ability to work from home are losing that connection that they have developed with their family.So that's what they're resisting. Typically, you know, I can't speak for everybody, but what's, you know, the flip side is what's the boss, what did the company lose when the people didn't come to the office? And that was the informal interaction that drives the actual conversation that gets stuff done.Yeah. And so that's what I didn't have, right? You know, we didn't have, I don't even think we didn't have video. We didn't, you know, I mean, this was a while ago. I think, you know, Skype was cutting edge stuff, right? [00:09:31] Joe Krebs: Hard to imagine, right? [00:09:32] Mark Rosenthal: Yeah yeah. You know, if I were to go back to the same situation, I would be having a lot more scheduled online sessions.With not just individuals, but with groups of people sharing their experiences with, in my case, with continuous improvement and what they're doing so that I didn't need to be there all the time, but I could work on keeping the conversation and the buzz going and get a better read for the organization.[00:10:09] Joe Krebs: Yeah. You mentioned that I've heard you say things like that leadership is a typical leadership. Yeah. What is authority. And then sometimes you do see that when you go back to, to work in, you know, in work environments where you're being asked and forced to come back to work versus adaptive leaderships, taking a different approach to something like that.But another quote you said, and maybe that's the other angle I wanted to ask you. . Is I heard you say a phrase that leadership is an activity, not a role. [00:10:40] Mark Rosenthal: And that's again, I want to make credit where credit is due. That's right out of, you know, Ron Heifetz work and a lot of it is taught at a place called the Kansas Leadership Center in Wichita.And so I want to make sure I'm giving credit where credit is due. . So in, there are, you know, there are cases where authority is a good thing. There are cases where you have to get something done fast. The building is on fire, evacuate immediately, not, hey, what do you think we should do?But even when there is formal authority, it's far more effective to use leadership as a role with the goal of developing other leaders. And, you know, this is if you know, are familiar with the work of David Marquet and his book, Turn the Ship Around on the submarine, you know, he, as the captain of the submarine had absolute authority.Yeah. And. And I read that book. I'm a former military officer. I was in the Army. Okay. We didn't get it. I did not go on a boat that was designed to sink. But you know, at the end of the story, he tells a story of, he. interprets a situation incorrectly, and he gives an order that was incorrect at the end of the story, and he is countermanded on the bridge with no captain, you're wrong, from the lowest ranking sailor on the bridge.Who countermanded an order from the captain of the ship. Yeah. And all it did was cause him to look back, reassess, and realize that this 22 year old kid was right. And that's what we want, right? Yeah. We want people to tell us if we're making a mistake. [00:12:29] Joe Krebs: Yeah, that's a key lesson. I remember this by listening, I listened to that particular book, which is also very eyeopening.Now, seeing a leadership like this, we see adaptive leadership. But it's obviously something you are embracing. There's a lot of books out there about leadership. That's a massive amount of books. And people could go wild, but you know, many of those are personal stories about what that person has embraced and you might find something very useful here now in certain areas of those books, but you might not 100 percent apply to your own.Yeah. That might leave the reader with, how would I approach this problem with all that wisdom that is out there and how do you combine and this is where I want to go with you here now in terms of leadership is how can the Agile Kata, the Kata, the improvement Kata, coaching Kata, how can the Kata ways of working scientific thinking.Help support leaders who are like, I want to create an environment like that. I want to have adaptive leadership. How can Kata help me with this? [00:13:37] Mark Rosenthal: Great point, because you know, all those books are those, as you pointed out, those people's personal stories. And it's interesting because all the, all of the stories about success have survivor bias.Built in and we don't, you know, they're in, in, in lean world, there's a commonly bandied about number that 85, 90 percent of all attempts to put it in the place fail. We read about the ones that are successful, but what we don't know is that the ones that failed probably followed the same formula.And it only works five or 10 percent of the time. That's really the story here. So what you, there isn't a cookbook and what you got to do is first understand the culture you're trying to build. Because if you don't have that in your mind deliberately, you're going to end up going wherever. But then.You've got to grasp your own situation in your own organization and then set that next target condition using Kata terms of, okay, I'm not going to try to get there all at once, but what's the one major thing I'm going to try to get in if I'm trying to change the change away and organization runs probably on a 90 day window.You know, if we're in industry or Kata, we set a target condition of a couple of weeks and no more than that. But, you know, these are bigger things. So where do I want to be at the end of the quarter? Where do I want to be, you know, in three months? And then that narrows my focus. And then I can just start working on that.And maybe it's just I'm going to, I'm going to get the staff meeting working. more effectively so that we're not trying to solve problems in the meeting. We're just talking about the status of problem solving. That's just a hypothetical example, but that was one place I try to take people for example.Yeah. And I was work on that. [00:15:45] Joe Krebs: So you work with leaders through. Coaching cycles. You coach them going through the four steps of the improvement Kata. And you help them to, as you say, move the needle. Towards more adaptive leadership. [00:16:04] Mark Rosenthal: And this is using adaptive leadership really to do it, right?So it's a meta thing in a way. And when I'm, you know, I'm really talking to the change agents out there, you know, the, and in, in the agile world, you know, the scrum master is a staff person who's the holder of the torch of what this is supposed to look like. So this is what. They can do us to work, you know, to say, okay, I know it's not perfect right now.What's the one thing I'm going to emphasize over the next 90 days to get it better? And maybe it's, you know, I'm just going to get the stand up to be less than 15 minutes. Okay. I just got to get people to just, you know, this is what they talk about. And then they pass the torch to the next person, for example, or the next pair in that case.[00:17:01] Joe Krebs: You are, I think by looking through your material a little bit and seeing where you're coming from, you're using a tremendous amount of powerful questions. Can you, again, I'm sorry to put you on the spot, but can you give possibly some like a, like an outline of how. What kind of questions you would be throwing so to make it a little bit more concrete.. We weren't listening to this like a leader or somebody who's receiving some form of coaching from you. And then what kind of questions it's powerful stuff. [00:17:38] Mark Rosenthal: . So the coaching Kata just to some background here and what Toyota Kata is just so that we got on topic is.What Mike Rother essentially did, and this isn't 100 percent accurate, but this is the effect, is he parsed a lot of the coaching conversations that were happening, you know, with leaders and learners at Toyota. And those conversations often are around A3, for example, which is just a piece of paper. And often it's just sounds like a conversation.But there were elements of the questioning that was, that were always present. And the way I describe it is he boiled all that down and was left at the bottom of the pot was the structure of questions that he published as the Improvement Kata. So I'm going to ask first, I'm going to go off the script first.What is your target condition? So I want to hear is where you're trying to go in the short term. And what will be in place when you get there? What is the actual condition now in between the two I'm really looking for is what's the gap you're trying to close between where things are now and where you're trying to go in that short term.Then we're going to reflect on the last step you took because you committed to take that step the last time we talked. So what did you plan as your last step? What did you expect? Because there was a hypothesis that if I do this, then I'll learn that, or this will happen. And what actually happened, And what did you learn?Then I'm going to ask, okay, what obstacles are now, do you think are now preventing you from reaching your target condition? And so really that's Mike chose the word obstacle because the word problem in the West is really loaded. Okay. Because a problem to a lot of people in industry is something I don't want the boss to find out.You know, another company I work for, I called them barriers, but it was before Kata was written. But if I go back and look at my stuff, this is basically the same structure. And that's just an enumeration of what person, the problem solver, the learner thinks are the problems. And as a coach, that's kind of telling me what they think right there, right?I'm beginning to see what they see because they're telling me, which one are we addressing now? It's important to address one problem at a time. And then based on that, and in being informed by the last step you took. What are you planning as your next step and what do you expect? So that's kind of the script going off script often just means asking calibrated follow on questions to get the information that I didn't get from the primary question.This is where, you know, if you're talking to Tilo Schwartz, he's got a lot of structure around that, which is really a contribution to the community. [00:20:51] Joe Krebs: Yeah, but your questions are not yes, no answers or status related, even the follow ups are investigative, kind of like bringing things to surface for the learner, not for you to receive a status.[00:21:07] Mark Rosenthal: What I'm looking for is, again, Toyota Kata jargon, their threshold of knowledge, the point at which, okay, the next step is probably learn about that. And there are times when, you know, even before we get to all the questions, if we encounter that threshold of knowledge, okay, great. We need to learn that.What's the next step in order to learn more about that? [00:21:32] Joe Krebs: Mark, this is this is really good. I was just like listening to Katie Anderson's book, and it was funny that you say problem in the Western world, not a very popular word and she makes tons of references in her book about. No problem. is a problem.[00:21:50] Mark Rosenthal: That's, yeah. That's the Toyota mantra. That's the Toyota mantra. [00:21:54] Joe Krebs: And yeah. So whatever you want to call it, you want to overcome it. If it's an obstacle, an impediment, or if it's a problem you want to overcome. [00:22:02] Mark Rosenthal: And that's a really good point about the culture. And I'm going to quote my friend, Rich Sheridan here, you know, fear does not make problems go away.Fear drives problems into hiding. Yeah. And we encounter that a lot where I go into a culture where everybody has to have the answers or everything needs to look good. And so asking them, what problems are you trying to solve here can be problematic. And so that's where the adaptive leadership part comes in, okay, I'm going to have to overcome the obstacle of that cultural hesitancy and find a way to help them get a shared sense of the truth. That they can talk to rather than talking to each other. And again, if I go into, you know, the, like the extreme programming world where I've got the cards on the wall, for example that is that shared sense of the truth. I can walk in and I can tell which pairs are working on which things and whether they're a hit or behind very quickly without having to ask anyone and there's nothing concealed is fully transparent.We go into industry, the purpose of the visual controls, the purpose of the status boards, the purpose of the Andon lights, the purpose of all of the lean tools, all of them is to put the truth of what's actually happening out there as compared to what should be happening so that we have an invitation to deal with it.[00:23:43] Joe Krebs: But they're tools. [00:23:45] Mark Rosenthal: But they're, but that's all the tools are, that's what they're for. Yeah. [00:23:50] Joe Krebs: That is great. Mark, I want to thank you for spending some time here talking from a leadership's perspective to the Agile FM audience and in particular in the Kata series to explore Kata and how Kata can influence.leadership and what you can do to embrace adaptive leadership while performing scientific thinking as a leader. And obviously your personal stories as well. So thank you, Mark. [00:24:14] Mark Rosenthal: Sure thing. Appreciate it. Thanks for having me. ​

I'm excited to announce that I've registered for Katie Anderson‘s Japan Study Trip in November! Read the blog post.Between 2012 and 2019, I visited Japan five times, and I learned something new each time. I've been really itching to go back. I'm excited to see and learn new things with Katie and her team!!It's a great opportunity to deepen your understanding of Lean and the Toyota Production System. Visiting Japan helps one understand which of the broader cultural elements of the country contribute to a Lean workplace.But it also helps you understand that not all Japanese companies are made in the Toyota mold. Toyota has worked very diligently to cultivate its culture and practices over time. And our organizations can do the same. --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

We love to read and watch stories about people who suffer, and still prevail. So why do we often become indignant at having to suffer ourselves? It's a question worth pondering in this edition of Doing What Works.Here are your show notes…Whimsy is the nagging sensation life could be magical if we were willing to take a few risks.A hero, by definition, suffers.Uncertain waits seem longer than known, finite waits.Easy choices, hard life. Hard choices, easy life.“Language is a spectacularly rudimentary way of trying to communicate what is happening inside, and I think for a lot of us what happens inside is something we'll never fully be able to put into words.” ~ That's our very own Katie Anderson!“Failure's like a muscle. You have to keep it strong. You need to have small failures constantly to keep you in shape for the big ol' whopper that comes along once in a while.” ~ Sally HogsheadA hack from Dan Harris on making workouts suck a little bit less.

In today's fast-paced business landscape, it's easy to get caught up in chasing short-term outcomes. But what if I told you there's a better way to achieve lasting success? Join us as guest, Katie Anderson, Shingo Publication Award recipient, will dive into the principles of the Shingo Model and uncover the transformative power of her book, Learning to Lead, Leading to Learn. You'll understand the core principles that have propelled Toyota to unparalleled success; discover how to cultivate a culture of continuous improvement and high performance in your organization; gain insights from Isao Yoshino, a 40-year leader at Toyota, on the pivotal role of people-centric leadership; learn how companies like Menlo Innovations and Barry-Wehmiller have leveraged Leading to Learn to achieve exceptional results; and equip yourself with practical techniques to set direction, provide support, and develop yourself as a leader. Take the opportunity to shift your perspective from chasing outputs to fostering a culture of learning and growth. To learn more, please visit https://shingo.org/articles.

Adam's welcomes Katie Anderson to the show to discuss her book Learning to Lead, Leading to Learn, lean thinking, and the powerful growth mindset.Want more?

Joe has a book “Agile Kata” in the making, if you like to be the first to know when it launches, please visit www.agilekatabook.com.Transcript: Agile.FM radio for the agile community. [00:00:05] Joe Krebs: Hi everyone, I'm back with another episode in the Agile Kata series. We're going to explore the topic of cultural and learning and how that relates to color and scientific thinking. And today I have Katie Anderson with me, who wrote the book, learning to lead, leading to learn lessons from Toyota leader Isao Yoshino on a lifetime of continuous learning.And there's a lot of words in it that are relating straight with Kata. Katie, you have been on this podcast before we talked more in depth about the book. This is a little bit more in depth about Kata and how it relates to your book that doesn't mention the word Kata, but there are so many connections and synergies.We got to explore that area a little bit, but first and foremost, welcome. [00:00:53] Katie Anderson: Thanks, Joe. It's great to be back and dive into this conversation with you. I'm so passionate about how, as individuals, leaders, we create learning in our organizations and the patterns and routines about how we do problem solving and coach for problem solving is just so fundamental to that.[00:01:09] Joe Krebs: Absolutely. Now, I have to admit, I listened to your book recently the audio version of it. And in the, so I was listening and in all aspects of life, but then it all came together in the last chapter when you summarized the learnings from the book and summarized, and the word kata wasn't mentioned in the book.But it just screamed cut up everywhere. And I was like, I have to have Katie on the show again, and we need to talk about this because it is about continuous learning. It is about failure. It is about what is it failing or falling seven times and getting up eight times. Why? And things like that.So all of those characteristics you're mentioning in the book are important. Did Isao ever mention the word cut out in your conversations? [00:01:52] Katie Anderson: So no, and actually when Mike Rother's book came out and, it was a little before I met Mr. Yoshino, but we as caught the term Toyota Kata and the word Kata, actually means something in Japanese.It's the routines and practices that, support something usually used in martial arts. And the way Mike Rother used it was around how do we create learn habits of learning the patterns that we go through for problem solving and coaching for problem solving. And in the English language, that's now become ubiquitous with, with Kata means that around problem solving.Mr. Yoshino though, there isn't something called Toyota Kata it's what Mike Rother and other researchers, when they went to Toyota to observe what was happening, trying to undercover that, uncover that secret sauce. They, he observed this pattern of how leaders and managers were showing up.To help people go through a problem solving process. And he said, there is this unspoken or undocumented routine that people are doing. And if you read my book, you will see from Mr. Yoshino's 40 years at working at Toyota. So we cover from the late sixties to the early two thousands, all of his experiences about, how to learn how to problem solve and then how to coach other people through problem solving. Go through this same format. How are you asking really effective questions? How are you guiding people through a learning process and not coming up with the answers? How are you setting the direction, providing the support, and then also continuing to develop yourself as a coach and a leader as well?So the reason I didn't use the word Kata or Toyota Kata in the book was because it didn't exist at the time. There wasn't that label that we now have at the time that Mr. Yoshino was in Japan, or at Toyota. [00:03:35] Joe Krebs: And the book itself was called Toyota Kata because of publishing, not necessarily something that is Like a tool that was developed from [00:03:43] Katie Anderson: no, absolutely.So I take people to Japan on my executive Japan study trips and I'll have people in the past. I've had different participants say, are we going to see Toyota boards up at Toyota? I'm like, no, you won't because this was a framework that was developed to help us outside of Toyota. To learn the pattern to practice the kata, the routines that support this.And so then there, there are a variety of tools that can help us do that, but they don't, that's not what exists at Toyota, but that pattern of the mindset and the behaviors exist, but there, Toyota leaders are not walking around with the five question card and going through this. That's a tool to help us learn that pattern that is inherent.I opened the book, you'll remember this Joe of a quote from Mr. Yoshino from early days when I was interviewing him, half a decade ago, he said the only secret to Toyota is its attitude towards learning. And that's exactly what Mike Rother was documenting and Jeff Liker and others and Jim Womack and so many people, they were documenting and seeing this attitude towards learning, but it's really hard to describe that, right?It's easier to see the tools and the outputs of it. [00:04:52] Joe Krebs: Yeah. So this is very interesting, right? Because you actually in that chapter, right? In, in that final chapter of your book, you do mention words like setting the direction, a challenge. Personally or for the organization or as a team is important experimentation is important.Now, within the book, there is I don't want to take the entire book away. There's a ton of things to be explored, but there is an example of a failed experiment, a very costly failed experiment from Mr Yoshino. And that is from a Kata perspective. Obviously an experiment that failed that's at a large scale, right?And a big learning, I would assume would come out of this exploring new business ideas within an organization, even on smaller scales, I'm sure there were tons of experiments going on in his life and what you have observed, obviously working with the organization and with him directly. How important is that from a learning perspective, that experimentation piece?[00:05:51] Katie Anderson: It's fundamental, right? The reason we don't know the answer is because we don't have the answer yet. And so we need to know directionally where are we trying to get to and then learn our way forward. And so a lot of, if you take away the, the terminology, so much that you've learned through reading this book and from my conversations in the series, are those same patterns?Like, how do you set a target? But doesn't don't worry about it being too precise. You'll learn your way forward as you start doing the experiments. It's about how do you ask those questions? How are you go through the process of learning? You'll remember there's a story where Mr Yoshino was asked to Put together a report and a document and his boss who had asked him to do this.When he went forward to present, he said, what was the process that you took to prepare this report? And he knew he should have gone out and actually done interviews, gone to that quote unquote Gemba and said he went to the library because he didn't feel like he had time. And the boss said, no, that's not the right process for the learning.And so it's that same model in the Kata Kata world or Kata framework that. You want to coach people through the process of learning and not necessarily giving them the answer, but giving them the framework and the structure to be learning their way forward to that answer as well, or to a new answer that you don't even have, right?Oftentimes we're in these complex environments. We're not just giving people assignments for learning their way to us, a set predetermined answer. It's about learning our way forward to innovation and to continuous improvement. [00:07:16] Joe Krebs: I remember that that scene in the book.And it was also, it was interesting for me coming from an agile and from a cutters perspective. One thing was in, in that particular dialogue, I remember it crystal clear now that after you said it is probably not enough research was done on the existing current condition, right? So like, where are we right now in, in terms of the process?It was just not enough to read about it and go to the library. So one of those learnings, right? And that is the scientific thinking of Kata to say step back, slow down, go through where you are in, even in your learning journey. Now that's a key aspect of this one. [00:07:54] Katie Anderson: Absolutely. And I want to emphasize too, that like Kata, as we, that using that term Kata, it's nothing new.Absolutely. Different. So it's not separate from like how we approach continuous improvement, how we approach the scientific method. It is the routines and practices that help us get there. And there's people in the lean world or the agile world. And honestly, it doesn't what we label it.Those are like the tools and the processes. But Fundamental thinking and human behavior aspects are all interrelated there too. And so again, Kata is just those routines and practices that help enable us to be better problem solvers and better coaches of problem solving. [00:08:33] Joe Krebs: I always refer to it as a universal pattern rather than a tool.It could be described as a tool, but sometimes people feel like a tool is like a, like an actual thing, a tangible thing. It's a thing. It's a thinking pattern, in my opinion, most likely gets you through scientific thinking. And if we can agree on that scientific thinking is a good idea it's a good idea.[00:08:53] Katie Anderson: Yes, absolutely. And so there are tools that support that you can have a kata storyboard or a question card that helps you practice, but it's the same thing with anything like learning a sport or something. You have tools that help you practice that pattern in that routine. So it becomes habitual.[00:09:08] Joe Krebs: By in a second, second nature of what you do and then sit, therefore you don't need the clients anymore. I think that's a, that's an important thing. Now, what you just described, this is also something I found as a quote. Be patient, it takes time to develop people and accomplish challenges.That was one of those things I carved out and I think that plays very well with what you just said. It's even though it Kata the routines, the questions, it might be simple. There might be a card, there's a starting point. It's not a quick fix. No. Why is that to establish a learning culture like to stay here on topic for culture and learning and everything.What makes this so fundamentally simple, but it is so hard to do so patience becomes an important thing. Absolutely. It's a long term it's a long term way, creating new habits. It does take time. And we, and I talk about this a lot in recent episodes on my own podcast chain of learning.We are caught in this like doing trap opposed to the being trap we get. Very focused on the achievements, the goals, the outcomes that we need. And it's not that we don't have this vision that we want to be someone who's, taking the time to ask the questions to coach, but we just get stuck in this, focused on the outcomes and the doing.And so when we can take a step back and say. Actually, when we do slow down to ask more questions to help other people learn how to solve problems, we collectively actually will ultimately get there faster because we're going to have better ideas. We're going to have more clarity on what's the real problem we're even trying to solve.And then the creative input. of people on how to get there. So we'll come up with better ideas as well. And so we just started this, we get this short fix, cycle, vicious cycle where the practices of the kata really can help us slow down and remind our, remind us to ask those questions.Have we clearly defined a target? Do we really know what that next step is? Have we defined what the gap is? What are the next steps we're taking, doing? And just get us into that pattern opposed to just jumping to solutions or to action when we really don't even know where we need to go.And also to frame things as experiments. And I think that's a really important part of this is framing everything that we're doing as an experiment. If we do this thing, what do we expect to happen? And then it gives us a place to come back and say what did we learn from that? And how is that helping us move forward?And I think let's stay with this experimentation piece for a sec, because I also think that's a cultural thing, right? So we, or I have observed that failure in an organization of an experiment is very often as a negative. Association with it right within the business world. Not so much within laboratories or so.I would assume that's not my that's not my expertise, but it's not very common to have a culture within organizations to foster like. So when you're saying like I don't know if I quote this right here for seven times, get up eight. How many people can fail for seven times within an organization without ramifications within an organization?So how important is that from a leadership's perspective? And obviously Isao Yoshino was part of a leadership team to create a culture like that. So that experimentation is happening and But not tolerated, but encouraged, right? And also the failed experiments that go along with it.Potentially. [00:12:21] Katie Anderson: Yeah, there's so many different ways that I could start going into that framing of that. But absolutely. So starting with absolutely moving from a culture of blame to a culture that embraces failure as a source of learning is critical. So if we're looking at the process and not blaming the person.Second, it's about. Making sure that our experiments are not so like we're doing micro experiments so that the failures are more of a micro level, right? Opposed to, sometimes we do so much planning, planning for this massive thing. And we haven't done any tests of along the way.And so then, it's much more the impact of a failure is so much bigger at that end, rather than if we had done some micro tests along the way and having that learning. And I think in our culture we do we put so much emphasis on the planning side. The plan and the do, and we don't have as much of that study and reflect.And so because of that planning, then we're taking action, but if we fail on that, it's so much bigger. And so then it feels more, catastrophic. And of course we don't want people getting hurt, things happening. Like we don't, we need to, those are bad. Those are really bad failures.And that's hugely problematic and we should have been doing better tests of change before that. But even as you, you mentioned, earlier in this episode, that. Mr. Yoshino was in charge of this large new business venture that ended up costing Toyota like tens of thousands of dollars when it failed, but also you have to be willing to run those experiments because if you're, if you want to create innovation in your organization, you have to be willing to take some risks.You don't know if something's going to succeed or not. And so they also knew that they, Mr. Cho, who was the president of Toyota at the time said to Mr. Yoshino, You were something, you tried, we gave you a mission and you did your best. And thank you. And the Toyota too, there were some things, some management decisions that impacted the business venture not working out.It wasn't just the result of one person. So that's super important from an organizational standpoint as well. [00:14:16] Joe Krebs: It's also leadership, right? You have a challenge for a team or an individual to be able to experiment within certain boundaries, right? And be safe and knowing what the challenges are and have a direction, not just experimenting for the sake of experimenting.[00:14:30] Katie Anderson: Absolutely. Yeah. And the leader's job is to set up the working conditions for people to be successful. And so that's part of their role. What are the structures and conditions that allow people to do their best work and to learn along the way? Yeah. [00:14:43] Joe Krebs: It was also interesting for everybody listening to this from a lean perspective, like this plan, do check act kind of cycle would be part of each of those experiments that would be taking place within the Kata, within the pattern.You will find lean concepts in what we're talking about here as a general thinking process. What's also interesting was the words you used throughout your entire book about Lerner and coach and coachee or learner in this environment, because that is all, when I started reading or listening to the book I was like, always reminded is this about learning.This is not about a manager and a subordinate. It's about a learner from a cultural perspective. And that obviously links directly to Kata as well, whether it's a learner and as a coach from an agile perspective, the learner could be a group of people. rather than a single person.How important was that in your conversations? And by writing the book and what you have learned since the book was published that this, the constant reminder of that we're learners in a day to day practice of improvement. [00:15:45] Katie Anderson: It's so interesting. You haven't, I haven't thought about that terminology. That's something I think I brought in more in terms of describing you, Mr. Yoshino, when he taught, he does talk about, being a manager and a subordinate, and those are just terms that they use, but because this pattern was already embedded into their ethos of how they are, that, that terminology doesn't matter, but it does matter more for us.And so I was really intentional when I was writing the book about how can I translate. These 40 years of Toyota and experience in a way that's really going to resonate and connect with people and our generation who didn't grow up in the Toyota world to understand the real meaning behind things.And so I the word learner and coach are, are, those are really important to me to really emphasize that this is all about the only secret to Toyota is its attitude towards learning. And so how do we stay in that mindset? And so the words that we use can really be helpful and yeah. [00:16:41] Joe Krebs: What was interesting though, was that the roles shifted with throughout the book, right? So sometimes we saw him being a learner versus a coach, right? So we saw the change of the roles, which was fascinating. And that is also what we have in an agile, in a Kata environment all the time.[00:16:57] Katie Anderson: Absolutely. And that's where the, how I came up with the title of learning to lead, leading to learn. And it's. It's a cyclical situation because you're always you're if you have the learning to lead with a, first thing you learn to do this, learn the practice, the kata routines, you need to learn how to be a leader, how to be a manager, how to be an agile practitioner, all of those things, but you also need to lead with an attitude towards learning.And then as Mr. Yoshino said to he was always learning how to be a better leader at the same time. And so we're never stopping learning. We're just in different roles. Sometimes we're the one being mentored or coached and other times we're doing that coaching or we're in teams and we're like doing it all together.So it is, and that's where that concept of that chain of learning. It's actually a phrase that Mr. Yoshino said to me about how he felt so grateful to be joining Toyota. This is in his early years in his twenties, joining a company that really. Emphasize this chain of learning, how are we all learners and leaders together helping improve and grow and become better people solve more problems.And that's, that was really the inspiration for my podcast title too, because how do we all, we're all connected in that way. [00:18:02] Joe Krebs: Yeah. And we all connected through Kata, through your book, through the work we're doing through podcast. This is awesome. Katie, I want to thank you for some of your thoughts and also bringing, thinking to everybody who has read your book and maybe listens to this podcast. It's Oh yes, I've listened to Kata and this is the connection to it. But also for everybody in the agile community to say wow, man, maybe I can use the basic pattern of Kata to improve my role within the organization, right? So I myself have worked with agile coaches that are using Kata for improving their own personal development within an organization. And then they're using it also for teams to improve for high performance. So the sky's the limit, apparently. [00:18:47] Katie Anderson: Absolutely. It's the pattern. It's the pattern of problem solving. It's the pattern of innovate, how we create innovation. And it's the pattern of how we help each other get better. at getting better. And so no matter what you call it, just practice the routines and the patterns. It's going to help you no matter what your industry is, what your, the focus of your work is, whatever challenge you're moving towards, these routines and patterns are just so transformational.[00:19:13] Joe Krebs: Yeah. Katie, you mentioned it already. There is a podcast out there. You have the chain of learning. There is a website that is a kbjanderson. com and uh, but if somebody just Googles the title of your book, learning to lead, leading to learn, they will find you as well. So thank you for coming back on the show and do that Kata special with me. . [00:19:33] Katie Anderson: Thank you. Thanks Joe. It's a pleasure.

Mark sits down with Concordia St Paul star Katie Anderson to talk about being the old vet on a young CSP team, her long time NSIC rivalries, how she ended up in St Paul as a southern California native, and more! Show presented by Pentz Homes and Modist Brewing.

Welcome to another episode of Leading to Learn. I am really excited to share my new podcast and where you can find it. Chain of Learning Your Leadership Connection to Create a Culture of Continuous Improvement This is your trusted resource for actionable strategies and practices to empower you to build a people-centred learning culture, get results and expand your impact, so that you AND your team, can leave a lasting legacy. This new podcast is hosted by me, Katie Anderson. I'm an internationally recognized leadership consultant, keynote speaker, author of the award-winning book Learning to Lead, Leading to Learn – and learning enthusiast. Katie's new podcast Chain of Learning for continued leadership and learning insights. ChainOfLearning.com Where you can find us: Chain of Learning Apple Podcast Spotify Google Podcast Audible Transistor

We have our finger on the pulse of today's top stories. Dan kicks off the program with a variety of guests who will breakdown the day's news.This hour's guests include Katie Anderson, Senior Director at Environmental Defense Fund and Business, Food & Forests to discuss Methane emissions.Renee Worcester, Director of Develmopent and Partnership and par of the Founding Family to talk about Wreaths Across America.Mark Schieldrop, AAA Senior Spokesperson to discuss Senior Drivers.And Frannie Greenberg, Executive Director of the Milestone Wildlife Center to talk about what to do if you encounter an injured animal.

Katie Anderson Consulting's Founder, Katie Anderson, joins Coruzant Technologies for the Digital Executive podcast.  Katie shares her diverse career background and growing her career in corporate America. She has taken this knowledge and experience and has created her own company where she helps leaders of all industries worldwide "get better at getting better". She has done this successfully by setting high goals, and learning her way forward to help others do the same.  Katie is an internationally recognized leadership coach, consultant, and professional speaker, best known for inspiring individuals and organizations to lead with intention.

With Thanksgiving upon us, we consider the importance of gratitude, thanking donors, and helping them contribute to causes that matter to them through PAC Match programs. All that plus NABPAC awards the 2023-2024 Jann Barron scholarship to Rachel Howell, a promising young professional in the PAC industry. Link to our episode with Katie Anderson on Fighting Donor Fatigue 

We've carefully selected a few of our standout episodes from Season Two. These episodes stood out for their ability to captivate and engage our audience, making them the highlights of the season. As always, the continued success of this podcast is made possible by your unwavering support, and for that, we extend our heartfelt gratitude. We're thrilled to revisit and share these moments with our dedicated listeners! Episode Details: In this episode, Katie Anderson and I discuss a culture of excellence through continuous improvement during a pre-recorded webinar. What You'll Learn: 1. What are the ingredients that make up a culture of excellence? 2. In cultures of CI, what does it mean to “learn, lead, and care”? 3. Can you share your favorite story from Mr. Yoshino that exemplifies a culture of CI? 4. Why do you do the Japan study trip? 5. What will we see that backs up how the Japanese culture played a part in Toyota's success? About the Guest:  Katie Anderson is an internationally recognized leadership and learning coach, consultant, and professional speaker, best known for inspiring individuals and organizations to lead with intention and increase their personal and professional impact. Katie is passionate about helping people around the world learn to lead and lead to learn by connecting purpose, process, and practice to achieve higher levels of performance. Her book Learning to Lead, Leading to Learn: Lessons from Toyota Leader Isao Yoshino on a Lifetime of Continuous Learning is an international #1 Amazon bestseller Links: ⁠Click here to learn more about Katie Anderson⁠ ⁠Click here for more information on Katie Anderson's books⁠ --- Support this podcast: https://podcasters.spotify.com/pod/show/leansolutions/support

My guest is Katie Andersen, a former NCAA Division 1 Women's Soccer player at Duke University, who now advises student-athletes through her organization, College Fit OC. She's also the co-founder of The Student-Athlete Advisors, which focuses on educating and mentoring educational consultants who advise college-bound student-athletes. Our conversation turned into a veritable crash course in college athletic recruiting. We get into, among other things: How a student can know if they can realistically play their sport at the college level When students should start their athletic recruiting process Can a college coach actually help a student get accepted to a university? How college-list building is different for student athletes Recent rule changes families should be aware of Tips for social media Tips for recruiting videos And lots more!   Play-by-play 0:00 - Intro / Who is Katie Anderson? 1:37 -  Katie shares a little bit about her journey as a student athlete 4:29 - How can a student know if they can realistically play their sport at the college level? 9:00 - When should students start their athletic recruiting process? 12:45 - Should student athletes visit campus?  15:36 - How do students know if a coach is serious about recruiting them?  18:11 - How can students be proactive in their recruiting process?  21:30 - What influence do coaches have on the admissions process?  25:05 - What are coaches looking for in student athletes?  29:51 - How is building a college list different for student athletes? 35:50  - How do early decision applications impact the students' athletic recruiting journey? 39:03 - Are there any recent shifts in athletic recruitment that students should know?  42:18 -  How can social media be used to help a student in the recruiting process? 47:04 - What are some tips for creating recruiting videos?  50:32 - What are some of the misconceptions that students and families have about this process? 52:46 - Advice to families who are considering hiring somebody to help them with this process? 54:46  - What resources are available for families throughout this process?  54:43 - Wrap-Up   Resources Blog for Student Athlete Advisors (Katie's organization) College Athletic Recruiting Playbook NCAA Guide for the College-Bound Student-Athlete How to Choose a College: A Step-By-Step Guide Podcast 121: Which Schools Are the Most Generous With Financial Aid? (US Version) - Jeff Levy, financial aid expert Podcast 122: Which Schools Are the Most Generous With Financial Aid? (International Version) - Jennie Kent, international financial aid expert Podcast 123: Should You Apply Early Decision or Regular Decision? (And the Chart That Can Help You Decide) - Jennie Kent and Jeff Levy

The pressure to get results and outcomes, to deliver value for customers, and to stay ahead of the competition remains paramount for organizations to survive into the future. But what if the way to not just survive –  but also to thrive – is not through a singular focus on the outcomes themselves, but rather the learning process to get there?If you're a leader who believes that people are at the center of exceptional organizational culture – and that a commitment to continuous learning is the way to create that culture – where everyone is capable, confident and empowered to solve problems and innovate at all levels – this podcast is for you!Welcome to Chain of Learning!Your Leadership Connection to Create a Culture of Continuous ImprovementThis is your trusted resource for actionable strategies and practices to empower you to build a people-centred learning culture, get results and expand your impact, so that you AND your team, can leave a lasting legacy.This new podcast is hosted by me, Katie Anderson. I'm an internationally recognized leadership consultant, keynote speaker, author of the award-winning book Learning to Lead, Leading to Learn – and learning enthusiast.If you are like me, you believe in learning and continuous improvement. You know the impact this can have on people, teams, and organizations. You have a passion for solving important problems, improving processes, and achieving goals. You thrive on the challenge of figuring out how to make something better. And you love learning and improving. But more importantly, you too are inspired by creating connections between people and ideas, and what it means to help others learn, grow, and achieve more than they thought was possible. This is what you can expect from Chain of Learning: Learn from me and other thought leaders and professionals about how to achieve your goal of creating a thriving people-centered culture of continuous improvement and achieve business results Walk away with tangible practices and strategies that you can apply immediately  Discover how you can become a highly influential change leader who accelerates the rate of learning and impact in your organization. What is a “Chain of Learning”?Chain of Learning® is one of my core principles. We are all leaders and learners – connected together by the bond between us. There is no strength in isolated links. We learn and improve better – together – and it's why I started this podcast.A Chain of Learning is a metaphor for what a successful people-centered learning organization is all about – the connection and support between people to learn through success and failure alike,  grow, and achieve more than they could have on their own. This is the power of our Chain of Learning. At my core I believe: When we stay in learning, anything is possible.In this introductory episode, I explore this and more. I invite you to hit play. Be sure to subscribe or follow and share it with your friends and colleagues so we can all strengthen our Chain of Learning® – together. Important Links: Episode webpage: http://chainoflearning.com/1 Katie's website: KBJAnderson.com Katie's book, Learning to Lead, Leading to Learn Follow Katie on LinkedIn: https://www.linkedin.com/in/kbjanderson/ Subscribe to Katie's newsletter In this episode you can expect to learn:00:00: Introduction to this podcast Chain of Learning02:07: Challenges in developing a people-centred learning culture03:26: Goals for the Chain of Learning podcast04:16: Upcoming discussions with global thought leaders06:43: Concept behind Chain of Learning08:17: Request to subscribe and share the podcast.

What is a growth mindset and how is it a critical foundation if you want to develop a culture of continuous improvement and operational excellence?Helping people in your organization feel comfortable with learning something new can sometimes be a challenge. This can be especially true with more senior leaders who have had success in their careers and might feel uncomfortable struggling with new skills while being out in front.Cultivating organizational growth, learning, and innovation  In this episode, I speak with Carol Dweck about how to develop a growth mindset – personally and in your organization – and her tips to overcome a fixed mindset organizational culture of “genius” where leaders are enforcers of rules rather than enablers of improvement and innovation.About My Guest: Carol DweckCarol Dweck is a Professor of Psychology at Stanford University and is the bestselling author of “Mindset”, which has sold over 2 million copies globally. Professor Dweck's work has influenced me personally as a parent, and professionally as a coach, consultant and leader. She is an important link in my own Chain of Learning®.In this episode of Chain of Learning you will learn: The difference between growth mindset and a fixed mindset How a growth mindset is the foundation for continuous improvement mindset – a “Lean mindset” – and organizational culture Carol's recommendations for how leaders can create an organizational environment that embraces growth, experimentation, and learning from both failures and successes  How sharing your struggles creating space for a supportive environment for others to share theirs will foster a culture of growth and achievement The next steps you can take to encourage a growth mindset in your organization and team – and make progress towards being the person you want to become. Hit play to unlock this powerful continuous improvement and growth mindset strategy for yourself, your team, and your organization. Are you enjoying the Chain of Learning podcast? Be sure to subscribe or follow –  and to share this podcast with your friends and colleagues so we can all strengthen our Chain of Learning – together. Important Links: Carol Dweck's bestselling book “Mindset”  Carol Dweck's discussion with Larry Culp at GE Event Check out Mark Graban's podcast episode from the GE Event: Discussing the GE Lean Mindset Event with Jim Womack, Katie Anderson, and Jamie V Parker   Watch Katie and Carol's full discussion on YouTube Work with Katie – KBJAnderson.com Follow Katie on LinkedIn  Watch the GE Lean Mindset videos here Full Episode Show Notes, Timestamps and Transcript here:http://chainoflearning.com/3In this episode, you can expect to learn:00:00: Introduction to the Podcast00:46: Discussion on Growth Mindset02:00: Reflections on the Lean Mindset event08:52: Reflections from the GE Event10:04: Importance of Continual Improvement14:02: Leadership approach discussed with Larry Culp16:06: Challenges faced by leaders, overcoming the fear of imperfection19:05: Defining a Growth Mindset Culture23:17: The role of Growth Mindset in progressing within an organization24:10: Challenges of implementing a Growth Mindset within an organization25:40: Discussing supportive company culture26:37: Discussing styles of teaching and management30:34: Discussing stepping into the unknown and taking up challenges32:38: Conclusion, reflections and invitation to listeners.

Episode page In Episode 42, Jamie Flinchbaugh visits Mark Graban in northern Kentucky and they get to record an episode in person. This was the origin of the podcast series — getting together in person, enjoying whiskey, and talking about Lean stuff.  In the last episode, we did an experiment that was inconclusive — sometimes that's how it goes. We had moved the whiskey talk to the end of the episode, but since we had no firm evidence that it was better, we moved it back to the beginning. Since we were together, Jamie selected something from Mark's shelf, the Boone County Amburana Wood, as it isn't something you'd regularly find on the shelf. Mark had received a special package in the mail from the Jim Beam distillery — two different expressions of Little Book — and so he did a side-by-side comparison.  They then discussed the GE Lean Mindset Event, held for employees, customers, and suppliers. The bulk of the speakers are available on a YouTube playlist. We primarily discussed the discussion between Jim Farley, CEO of Ford, and Dara Khosrowshahi, CEO of Uber. We also discussed the conversation with Patti Poppe, CEO of PG&E (the primary power utility in California if you don't recognize the name). We explored the key nuggets from those speakers.  After the recording stopped, the conversation continued at the outstanding Prohibition Bourbon Bar in Newport, Kentucky, ranked as one of America's Best Bourbon Bars by The Bourbon Review (that's where the photo was taken… and yes, they allowed us behind the bar).   Links From the Show: Jamie's selection, Amburana Wood finished Bourbon from Boone County Little Book, the experimental expressions from Freddie Noe of Jim Beam  The playlist for the GE Lean Mindset Event  Mark's podcast episode recorded on-site with Jim Womack, Katie Anderson, and Jamie Parker  California Burning, the book about PG&E mentioned by Patti Prohibition Bar in Newport, Kentucky, featured in The Bourbon Review Podcast feed at LeanWhiskey.com or leanblog.org/leanwhiskey or jflinch.com/leanwhiskey  Please review us and follow or subscribe on your favorite podcast platform!   

How do you move from a culture of ‘doing' to a culture of learning that benefits employees and creates an impact that your customers see and feel? In this episode, Katie Anderson joins and discusses the difference between managing and coaching, stressing the need for leaders to take a proactive role in helping individuals overcome obstacles and uncover their full potential. She also touches upon the art of unburdened leadership, wherein leaders focus on guiding and supporting their team members instead of taking on all the tasks themselves. Hence, leaders must let their team members try things independently and learn from their mistakes. Katie Anderson, Founder of Katie Anderson Consulting, is an internationally recognized Leadership Coach, Consultant, Author, and Professional Speaker with over 20 years of experience supporting change and improvement in organizations across various industries. Katie feels leaders will find more success by empowering their people instead of focusing more on the result – whether that's customer satisfaction or rising sales numbers. This includes investing in their learning, allowing them to experience failure, making them own up to their responsibilities, and, eventually, benefiting from an efficient and confident workforce that delivers customer satisfaction and less burdensome leadership. Resources: Katie's LinkedIn: https://www.linkedin.com/in/kbjanderson/ Follow Katie on Twitter: @kbjanderson Learn more about Katie: https://kbjanderson.com/ Katie's new podcast, Chain of Learning will launch on November 1. Check out the website here - www.ChainOfLearning.com - and the trailer on ​​Transistor, Apple Podcasts, and Spotify. 541699

How do we create an organization that has a growth mindset? So often, we look at our teams to see how they can improve, but building a culture of improvement starts with us as the leaders. In this episode, Katie Anderson joins us to discuss GE's Lean Mindset Event and how to develop a growth mindset as a leader. What You'll Learn from this Episode:Change Begins with LeadershipLearning to Step into Something NewDifferences Between Fixed and Growth MindsetGrowth Mindset is the Foundation of Continuous ImprovementGet full show notes and more information here: https://processplusresults.com/podcast/125

As 2030 looms and the climate commitments made in the last decade come into clear (and often disappointing) focus, one important lesson we've learned is that not all greenhouse gasses are created equal. Despite the many metrics created in the hopes of simplifying our way to climate action, CO2 is neither the most potent greenhouse gas nor, arguably, the most important priority in the short term. That position is held by methane, and a need for short term methane reductions puts the livestock and dairy sectors in the center of the action. Today we've asked Katie Anderson, Senior Director of Business, Food and Agriculture at the Environmental Defense Fund, to shine a light on the kinds of current efforts that are fueling these reductions. Her organization's recently announced partnership with Danone centers on a first-of-its-kind example of a commitment that puts methane– and not generic “climate” or “carbon” work– squarely on the goal line. For more information and resources, visit our website. The information in this post is not investment advice or a recommendation to invest. It is general information only and does not take into account your investment objectives, financial situation or needs. Before making an investment decision you should read the information memorandum and seek financial advice from a professional financial adviser. Whilst we believe Information is correct, no warranty of accuracy, reliability or completeness.

In this episode, Katie Anderson and I discuss our trip to Japan, as we immersed ourselves in a profound exploration of lean principles and their practical applications. What You'll Learn: Reflections on Japan and our carefully planned itinerary, which included visits to well-known manufacturing facilities and conversations with experienced lean practitioners. About the Guest: Katie Anderson is an internationally recognized leadership and learning coach, consultant, and professional speaker, best known for inspiring individuals and organizations to lead with intention and increase their personal and professional impact. Katie is passionate about helping people around the world learn to lead and lead to learn by connecting purpose, process, and practice to achieve higher levels of performance. Her book Learning to Lead, Leading to Learn: Lessons from Toyota Leader Isao Yoshino on a Lifetime of Continuous Learning is an international #1 Amazon bestseller Links: Click here to learn more about Katie Anderson Click here for more information on Katie Anderson's books Click here for The Lean Solutions Summit  --- Support this podcast: https://podcasters.spotify.com/pod/show/leansolutions/support

Episode page with transcript and more Featuring James P. (Jim) Womack, Katie Anderson, Jamie V Parker, and Mark Graban. There's more to come from me, Katie, and Jamie about the day.  Jamie's podcast is "Lean Leadership for Ops Managers." Katie's new podcast is called "Chain of Learning." - Coming soon Videos from the GE Lean Mindset sessions: https://www.youtube.com/playlist?list=PLxRhTjvLlyoIh7CVg51ZIM5hRl5XOjlgl **A Candid Conversation on Lean Thinking: Breaking Down the Lean Mindset with Industry Experts** Join us as we delve into a Deep Dive bonus episode of "Lean Blog Interviews," focusing on the intricacies of Lean Thinking. The thought-provoking analysis of the Lean Mindset is led by four esteemed panelists — Mark Graban, Katie Anderson, Jim Womack, and Jamie V. Parker — who share their takeaways from the 'GE Lean Mindset' event.  Central to Lean Thinking is the relentless pursuit of improvement — a belief that stands tall even amidst failings and setbacks. Coupled with the embracing of failure as a fundamental part of the learning process, the idea of never-ending improvement underscores the Lean Mindset. The panelists share their thoughts and experiences revolving around these integral components of Lean Thinking.

How do you keep your audience engaged throughout your talk or presentation? There are basic strategies like asking questions of the audience, but there are more ways to keep your audience interested and engaged. This is what I talk about with my guest and client, Katie Anderson. Katie has been around the world, from Portugal to Poland to Brazil, speaking to audiences of all sizes. In this episode, Katie and I talk about: Strategies she has used that have worked well to keep audiences engaged Fun things she has tried The importance of storytelling, performance, and stage presence A recent challenging speaking engagement that really tested her speaking skills (no surprise to me, she aced it!) How attending our in-person client retreat speaking accelerator dramatically improved her skills and confidence   This is the first episode in our new podcast series to help you up level your in-person speaking skills. Registration is now open for our 3-day in-person client retreat speaking accelerator coming up in February 2024 in Orlando, Florida. Get all the details and apply at https://www.speakingyourbrand.com/retreat/.    About My Guest: Katie Anderson is an internationally recognized leadership and learning coach, consultant, and professional speaker, best known for inspiring individuals and organizations to lead with intention and increase their personal and professional impact. Katie is passionate about helping people around the world learn to lead and lead to learn by connecting purpose, process, and practice to achieve higher levels of performance. Her book Learning to Lead, Leading to Learn: Lessons from Toyota Leader Isao Yoshino on a Lifetime of Continuous Learning is an international #1 Amazon bestseller. About Us: The Speaking Your Brand podcast is hosted by Carol Cox. At Speaking Your Brand, we help women entrepreneurs and professionals clarify their brand message and story, create their signature talks, and develop their thought leadership platforms. Our mission is to get more women in positions of influence and power because it's through women's stories, voices, and visibility that we challenge the status quo and change existing systems. Check out our coaching programs at https://www.speakingyourbrand.com.  Links: Show notes at https://www.speakingyourbrand.com/345/ Katie's website: http://kbjanderson.com/ Katie's photos speaking at the Lean Institute Brasil Summit: https://www.linkedin.com/posts/kbjanderson_how-do-you-respond-when-the-plan-you-had-activity-7077025294229909504-dZ-j  Discover your Speaker Archetype by taking our free quiz at https://www.speakingyourbrand.com/quiz/ Register for our in-person client retreat = https://www.speakingyourbrand.com/retreat/  Connect on LinkedIn: Carol Cox = https://www.linkedin.com/in/carolcox Katie Anderson (guest) = https://www.linkedin.com/in/kbjanderson/ Related Podcast Episodes: Episode 280: Making the Shift from Expert Presenter to Storyteller in Your Keynotes with Katie Anderson Episode 249: The Relationship Between Speaking and Performance with Carol Cox

Publishers often look at books as seasonal, but an author needs to look at their book as a long term investment. What should you be thinking of a year before publishing, and how can your book help your business - even years after it was released? I've invited Katie Anderson, internationally recognized leadership coach, consultant, speaker, and founder of Katie Anderson Consulting to join me. At the time of this recording, Katie was celebrating the three year anniversary of her book, Learning to Lead, Leading to Learn: Lessons from Toyota Leader Isao Yoshino on a Lifetime of Continuous Learning. Katie's journey into thought leadership literally took her around the world, from California to Australia and then to Japan, where she had the unique opportunity to partner with Isao Yoshino, a 40-year Toyota Motor Corporation leader. This time spent together became the fuel for her book, Learning to Lead, in which she weaves together Mr. Yoshino's heartwarming and deeply reflective stories of personal discovery and organizational history, and offers her own unique perspective, with the intention of helping others learn to lead and lead to learn. In the year leading up to publishing the book, Katie had a lot of big decisions to make. Katie shares how she was introduced to traditional publishers both big and small, but ultimately chose to self-publish. We learn the importance of having the goals of the publisher align with those of the author, and how an author can maintain control over the message and look of the book. Now, three years after publishing, Katie shares the impact the book has had on her business and what she did to ensure it found its way into the right hands. She talks about sharing stories from the book and doing so from the heart, without a focus on selling units, but with a passion for the lessons that can be learned and the impact and value the book can have for others. Three Key Takeaways: * You need to have a full understanding of the purpose of your book.  Allow that purpose to influence the choices around publishing, look, and feel. * There needs to be complete alignment between a publisher and author.  If you can't find that perhaps another publishing method would better suit you. * When self-publishing it is still important to hire professionals to do the work you are not good at.  This will ensure a polished end product.

Learn how Lean Leadership Management impacts you both personally and professionally. Mack Story shares his experiences training thousands of people to shift from traditional management to lean leadership. Join Mack Story and Felipe Engineer-Manriquez as they unravel the vital importance of respect for people and character development as the foundation for continuous improvement. Learn where leaders fail the most when starting off leading people and teams.   This engaging conversation underscores how respect for people forms the bedrock of any successful endeavor, fostering an environment conducive to growth and learning. Mack and Felipe emphasize that process improvement, though crucial, accounts for a mere 13% of the equation – tune in to find out what drives over 80% of the leverage unseen from the processes.   Beyond conventional lean management teachings, this episode draws inspiration from several books on leadership from authors Stephen Covey and Katie Anderson. Prepare for an enlightening journey, exploring the intersections of lean management, personal growth, and continuous improvement. Uncover strategies to lead impactful change and facilitate transformative discussions that stimulate growth. Whether you're an executive, project leader, or an individual dedicated to personal development, this episode equips you with tools and insights to build a path that's easier, better, and faster.   Books Referenced The 7 Habits of Highly Effective People: 30th Anniversary Edition Audiobook – Unabridged by Stephen R. Covey https://amzn.to/3qsER80 The 7 Habits of Highly Effective Teens: The Ultimate Teenage Success Guide Audiobook – Unabridged by Sean Covey https://amzn.to/3OSmqCV Blue-Collar Kaizen: Leaning Lean & Lean Teams by Mack Story https://bluecollarleadership.com/store/Blue-Collar-Kaizen-Leaning-Lean-&-Lean-Teams-p84364489   Other Podcasts Referenced Blue Collar Leadership Podcast Episode 317: (Part 1 of 30) Blue Collar Leadership and Teamwork - 30 Traits of High Impact Players The Teamwork Dilemma…Team Members aren't always Team Players Apple Podcast Link: https://podcasts.apple.com/ca/podcast/317-the-teamwork-dilemma-team-members-arent-always/id1414881943?i=1000593165134 Katie Anderson on The EBFC Show Learning to LEAD, Leading to Learn Part 1 - https://www.theebfcshow.com/learning-to-lead-leading-to-learn-part-1/ Part 2 - https://www.theebfcshow.com/learning-to-lead-leading-to-learn-part-2/   --- Connect with Mack via LinkedIn at https://www.linkedin.com/in/mackstory/ Website at https://bluecollarleadership.com/   Connect with Felipe via Construction Scrum (book & audiobook) via https://constructionscrum.com/ Social media at https://thefelipe.bio.link Subscribe on YouTube to never miss new videos here: https://click.theebfcshow.com/youtube   --- Today's episode is sponsored by Bosch RefinemySite. It's a cloud-based construction platform. Bosch uses Lean principles to enable your entire team, from owners to trade contractors – to plan, communicate, document, and execute in real-time. It's the digital tool that supports the Last Planner System® process and puts it all together in one simple, collaborative ecosystem. Bosch RefinemySite empowers your team, builds trust, creates a culture of responsibility, and enhances communication. Learn more and Try for free at https://www.bosch-refinemysite.us/tryforfree   Today's episode is sponsored by the Lean Construction Institute (LCI). This non-profit organization operates as a catalyst to transform the industry through Lean project delivery using an operating system centered on a common language, fundamental principles, and basic practices. Learn more at https://www.leanconstruction.org   

In this episode, Katie Anderson and I discuss a culture of excellence through continuous improvement during a pre-recorded webinar. What You'll Learn: 1. What are the ingredients that make up a culture of excellence? 2. In cultures of CI, what does it mean to “learn, lead, and care”? 3. Can you share your favorite story from Mr. Yoshino that exemplifies a culture of CI? 4. Why do you do the Japan study trip? 5. What will we see that backs up how the Japanese culture played a part in Toyota's success? About the Guest:  Katie Anderson is an internationally recognized leadership and learning coach, consultant, and professional speaker, best known for inspiring individuals and organizations to lead with intention and increase their personal and professional impact. Katie is passionate about helping people around the world learn to lead and lead to learn by connecting purpose, process, and practice to achieve higher levels of performance. Her book Learning to Lead, Leading to Learn: Lessons from Toyota Leader Isao Yoshino on a Lifetime of Continuous Learning is an international #1 Amazon bestseller Links: Click here to learn more about Katie Anderson Click here for more information on Katie Anderson's books Click here for The Lean Solutions Summit  --- Support this podcast: https://podcasters.spotify.com/pod/show/leansolutions/support

In this interview, I talk with Katie Anderson, a leadership coach who has extensive lean...

Free webinar registration link Next week, I'm excited to host a webinar that Katie Anderson will present as part of the KaiNexus continuous improvement webinar series. The webinar description: What does a culture of continuous improvement really look like? How can leaders create an organization where people have the capability and confidence to solve problems? Effective problem-solving is about closing the gaps between where we are today and where we need to be. While we often think about the process or operational gaps that we must close, we must also identify (and close) behavior gaps related to solving problems and supporting others in problem-solving. In this session, you will:  Understand a leader's role in creating a “Leading to Learn” culture of continuous improvement Discover the four essential behaviors – G.A.P.S – that enable leaders and team members alike to cultivate more effective problem-solving capabilities Identify one tangible practice to build your leadership superpower and close your process and behavior gaps How to Create a Continuous Improvement Culture by Closing the GAPS About Katie: Katie Anderson is an internationally recognized leadership and learning coach, consultant, and professional speaker, best known for inspiring individuals and organizations to lead with intention and increase their personal and professional impact. Katie is passionate about helping people around the world learn to lead and lead to learn by connecting purpose, process, and practice to achieve higher levels of performance. Her book Learning to Lead, Leading to Learn: Lessons from Toyota Leader Isao Yoshino on a Lifetime of Continuous Learning is an international #1 Amazon bestseller.

This is the Full RECAP of the fouth stop of the FWT23 Season at Fieberbrunn, Austria with Mark and Co-Host Derek Foose 12:50 - Snowboard Men 19:08 - Ski Women 20:40 - Katie Anderson 30:43 - Ski Women 44:30 - Ski Men 47:07 - Andrew Pollard Join the FWT Podcast FUN BET Fantasy League - https://peakperformance.pronosticgames.fr/login RedMark Media Podcasts -https://linktr.ee/LowPressurePodcast

This the Full RECAP of the second stop of the FWT23 Season at Ordino Arcalis, Andorra with Mark and co-host Derek Foose. 4:05  - Snowboard Women 7:00 - Katie Anderson 12:45 - Snowboard Men 22:25 - Ski Women 36:30 - Ski Men 56:23 - Valentin Rainer    Join our FunBet FWT Fantasy League - https://peakperformance.pronosticgames.fr/

This week's guest is Katie Anderson. Ron and Katie met up at the AME conference in Dallas to discuss what Katie's been up to as well as her book, Learning to Lead, Leading to Learn. Katie also shed some light on her approach to lean, leadership, and learning.  An MP3 audio version of this episode is available for download here. In this episode you'll learn:  About Katie's book (1:55) Katie's background (3:54) The quote that Katie likes (4:43) What we should be doing as it relates to learning (5:24) The power of creating structure (8:36) Dealing with obstacles (11:06) Shifting what success looks like (16:34) What the next three to five years look like in the lean world (15:41) How lean will help companies navigate uncertain times (17:15) Her upcoming trip to Japan (19:41) Podcast Resources Right Click to Download this Podcast as an MP3 Learning to Lead, Leading to Learn Katie's Website Katie on LinkedIn GA 173 | How to Use A3 Thinking with Katie Anderson GA 242 | How to Leverage Different Lean Experiences with Katie Anderson GA 281 | Building an Online Community of Practice with Katie Anderson and Karyn Ross GA 297 | The Importance of Hansei and Revitalization with Katie Anderson GA 331 | Leading and Learning at Toyota with Katie Anderson Get All the Latest News from Gemba Academy Our newsletter is a great way to receive updates on new courses, blog posts, and more. Sign up here. What Do You Think? What does success look and feel like to you?

Margo is joined by her podcast producer and editor Katie Anderson. Katie is the founder behind HomeAway Studio - a creative studio dedicated to supporting business leaders, content creators, and impact driven entrepreneurs through branding, web design, and podcast production. Formerly known as Katie J VA, her business stemmed from the desire to have her own outlet while being able to support her hockey-playing partner in his career overseas. Through persistent curiosity and a never ending desire to learn new skills, she has enabled coaches and creatives to focus on growing and improving their own services by outsourcing time-consuming, digital marketing tasks.   Margo and Katie discuss: The path to launching her own business from Europe Leaving a career path she didn't love but learned a lot from How she's allowed her business to evolve over time Getting intentional, finding your why, and doing the work How living in other countries has helped her business Mixing the analytical, technical, and creative skills required for a business And more!   Born and raised in Anchorage, Alaska, before moving to Arizona for college in 2011, Katie now considers herself a part-time expat splitting her time between the U.S. and Europe. Outside of the U.S., she has lived in Norway, Finland, Austria, and Slovakia but her true home is wherever the Wi-Fi is. When she's not busy supporting businesses behind the scenes, you can find her getting into nature, cooking, enjoying a glass of wine, or expanding her passport stamp collection.   Connect with Katie: www.homeawaystudio.com www.katiejva.com www.instagram.com/homeaway.studio www.tiktok.com/@katiejaine111