Podcasts about lean leadership

Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/Joy isn't a perk. It's a business strategy.Have you ever wondered whether work has to feel this hard? Whether the team you've built can actually function without you? Whether there's a way to lead that doesn't burn you — or your people — out?Rich Sheridan built Menlo Innovations around one bold idea: ending human suffering in the workplace. The result is a company where joy isn't a slogan. It's how things actually get done. It's a place built on collaboration, human energy, and pride in what people create together.Joy isn't constant happiness. It's the long arc of meaning and contribution alongside people who care. And it becomes possible the moment you stop being the center of every problem and start creating the conditions for ownership, continuous learning, and yes, joy.You don't have to change the world. You just have to change your world.You'll Learn:The mistake most leaders make about mistakes, and why more mistakes can get you ahead fasterWhy what looks like a questionable decision from below makes sense from aboveThe difference between joy and happiness, and why most leaders are chasing the wrong thingWhy running a small experiment will move you further than creating the perfect planWhat it really takes to build a company designed to last a hundred yearsABOUT MY GUEST:Rich Sheridan is the co-founder, CEO, and Chief Storyteller of Menlo Innovations, a software development and consulting firm known for its people-centered culture and focus on joy in the workplace. He is the author of Joy, Inc. and Chief Joy Officer and was inducted into the Shingo Academy in 2022 for his contributions to organizational excellence.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/77Connect with Rich Sheridan: linkedin.com/in/menloprezFollow me on LinkedIn: linkedin.com/in/kbjandersonSubscribe to my newsletter: kbjanderson.com/newsletterCheck out my website for resources and working together: KBJAnderson.comJoin us on the Japan Leadership Experience: KBJAnderson.com/japantripPurchase a copy of Rich's books: Joy, Inc. and Chief Joy OfficerLearn more about Menlo Innovations: menloinnovations.comTugboat Institute: tugboatinstitute.comTIMESTAMPS FOR THIS EPISODE:02:37 When work no longer feels sustainable05:26 The moment Rich realized the problem wasn't technology07:27 What an 8-year-old noticed about leadership08:23 Why hero-based organizations scale through exhaustion09:39 When caring becomes carrying12:21 The codependency leaders develop with crises14:09 What joy at work actually means17:13 Working with pride and delighting customers19:17 Why human energy is a leadership responsibility21:00 What's the cost of not having joy?23:28 From constant firefighting to two emergencies in 25 years25:24 Joy vs. happiness: What's the difference?27:02 Why joy isn't happiness every day32:17 The phrase that keeps Menlo moving forward 34:15 The leadership lesson Rich learned from flying40:39 Why Menlo isn't chasing exponential growth43:02 The book that changed Rich's career45:18 Why crisis practices work when there isn't a crisis47:28 Why your system keeps producing the same results49:38 The shift from carrying to creating conditions for change leadership51:46 Why stepping in can hold people back Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/

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

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

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

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

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

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

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

What You'll Learn in This Episode:In this episode, Patrick Adams sits down with Cindy Darnell to explore how behavioral assessments like DISC can transform leadership, communication, and team performance.You'll learn how understanding personality styles helps leaders adapt their communication, reduce conflict, and build stronger relationships across teams. Cindy shares practical examples of how small shifts, like adjusting your level of detail or getting straight to the point, can dramatically improve collaboration and outcomes.The conversation also highlights the importance of self-awareness, recognizing strengths over weaknesses, and understanding that behavior is often influenced by unseen factors. Leaders who take the time to understand both themselves and others are better equipped to drive engagement and continuous improvement.If you've ever struggled with communication challenges or wondered how to better connect with different personalities on your team, this episode provides a practical and insightful starting point.Key Takeaways:Self-awareness is the foundation of effective leadership and communicationAdapting your communication style improves collaboration and resultsThere is no “right” personality—diverse styles strengthen teamsFocus on strengths, not just weaknesses, to unlock better performanceLinks: Lean Solutions SummitLean Solutions Website Cindy Darnell's LinkedIn

Arbeitssicherheit beginnt in der Chefetage! In dieser Episode sprechen wir darüber, warum Lean Leadership und Arbeitsschutz untrennbar miteinander verbunden sind. Du erfährst, warum Sicherheitsmaßnahmen oft scheitern, wie Du sie erfolgreich in den Alltag integrierst und warum Führungskräfte als Vorbilder vorangehen müssen.

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

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

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

What You'll Learn in This Episode:In this episode of the Lean Solutions Podcast, Patrick Adams and Shayne Daughenbaugh sit down with Lean expert Darren Walsh to uncover why most Lean transformations stall, and what leaders must do to accelerate real business transformation.With more than 25 years of experience working with world-class organizations, Darren explains why many companies struggle with continuous improvement despite investing heavily in Lean tools like Kaizen and value stream mapping. The problem isn't the tools; it's the leadership mindset, flawed improvement strategies, and a focus on efficiency instead of value flow.The conversation explores how daily management systems, visual management, leadership routines, and better problem-solving can dramatically accelerate Lean results. Darren also shares practical strategies leaders can use to ensure teams work on the right problems, remove organizational blockers, and build sustainable continuous improvement habits.If your Lean initiative feels stuck, this episode reveals the leadership shifts needed to unlock faster transformation and lasting operational excellence.Key Takeaways:1. Most Lean transformations fail because leaders focus on efficiency instead of value flow2. Delegating improvement kills continuous improvement3. Daily management is the foundation of Lean success4. Most teams are solving the wrong problemsLinks:Lean Solutions 2026 SummitLean Solutions WebsiteClick Here for Darren Walsh's LinkedInhttps://www.makingleanwork.org/

Registration is now OPEN for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/What changes when leaders stop learning alone—and start learning together?Leadership development often focuses on individual insight: reading, listening, reflecting. But some of the most meaningful shifts in leadership don't happen that way.They happen when leadership teams go see, ask questions, and reflect together.That shared experience becomes a catalyst—aligning leaders around a new way of seeing their organization, supporting one another in practicing new behaviors, and driving lasting transformation.In this episode of Chain of Learning, you'll learn why immersive experiences can transform how leadership teams align, learn, and develop—and why learning in context often leads to change that lasts.Drawing on examples from my Japan Leadership Experience, we look at what happens when leadership teams step away from the day-to-day pressures of their roles and create space to learn and reflect in new ways.Shared experiences give leadership teams something powerful: a common reference point for how they want to lead and improve—accelerating organizational transformation.In this episode, we explore how to:Shift from learning as an individual activity to learning as a leadership team practiceCreate alignment by seeing and reflecting on the same thingsMove from “What did I learn?” to “What are we seeing differently?”Turn shared insights into new leadership behaviors back at workUnderstand why immersion and context matter when developing people-centered leadershipIMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/67 Check out my website for resources and ways to work with me KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about my Japan Leadership Experience: kbjanderson.com/japantripRELATED EPISODES:Episode 25 | Getting Results Through the Power of Serious Leadership with Kecia Kelly and Amy ChaumetonEpisode 20 | How to Coach Executives and Influence Change with Brad ToussaintEpisode 48 | Make Leadership Meaningful: From Tools to Purposeful Impact with Josef ProcházkaEpisode 67 | Why Lifelong Learning Is the Foundation of Influence (and Can Limit Your Impact)Episode 4 | Leading for Impact: The Power of Being Over DoingEpisode 17 | Leading Change from the Middle with Pennie SaumTIMESTAMPS FOR THIS EPISODE:1:30 The gap between inspiration and the system you return to2:46  Three conditions that most leadership development is missing.4:13 The fundamental difference when others are learning beside you vs. learning alone4:47 How Jim, Healthcare COO,  accelerated transformation by inviting his team on the Japan Leadership Experience6:49 Transformations that past Japan Leadership Experience have experienced in accelerated learning and sustaining excellence in their organization10:34 Unlocking shoshin - the beginner's mind - through immersive experiences12:04 The benefits of observing Japan employees and companies in person14:22 The depth of connection that forms when you learn together16:43 Why shared learning is important for leaders to make changes that sticks18:55 The cultural impact of the Japan Leadership Experience21:31 The deepest leadership changes that come from shared learning and shared leadership Registration is now OPEN for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/

What if your commitment to learning is actually limiting your influence as a change leader?Many of us pride ourselves on being lifelong learners. We read, earn certifications, study new tools, and go deep into our methodology. That depth is a strength. But as your responsibility grows—from running projects to shaping transformation—what's required of you changes.At some point, going deeper into your method or functional expertise is no longer enough. Your role shifts from applying tools to enabling leaders to see the whole system, define the real problem before choosing an approach.In this episode of Chain of Learning, I help you learn how to move from learning as accumulation to learning as adaptable influence.As your scope expands, you're no longer just responsible for executing well. You're responsible for how others think, decide, and take ownership. That requires more than expertise. It requires the ability to step back, question the form, and respond to what the situation truly calls for.Your learning might be limiting your impact. We often define lifelong learning as going deeper into our expertise, but what's missing is the shift toward adaptability and broader perspective. A learning mindset is the foundation for enabling a learning organization—yet if it stays attached to one form or method, it can constrain your influence.In this episode, you'll explore how to:Describe the impact you create tools or jargonMove from Shuhari—rigidly following a method to adapting based on contextPractice beginner's mind—Shoshin, even when you're the expertIdentify when you've fallen into the Doer Trap—and choose to develop others insteadNotice when you're following the form in situations that call for flexibilityIf you want to build a learning organization, your own learning mindset must evolve first. It's not just what you know, but how you show up.IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/67 Check out my website for resources and ways to work with me KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about my Japan Leadership Experience: kbjanderson.com/japantripRELATED EPISODES:Episode 65 | From Learning to Impact: Turn Insight into Leadership ActionEpisode 9 | The 8 Essential Skills to Become a Transformational Change Katalyst™Episode 15 | 5 Steps to Revitalize Lifelong LearningEpisode 27 | 3 Practices to Become a Skillful FacilitatorEpisode 42 | Do the Right Thing: Japanese Management Masterclass Part 1 with Tim WolputEpisode 52 | What You Love About Lean and Operational Excellence — And Your #1 Frustration: How to Get Executive Buy-inTIMESTAMPS FOR THIS EPISODE:00:40 The Katalyst model revision and why lifelong learning was removed as a standalone competency03:24 Why learning isn't what distinguishes your influence. It's what makes influence possible05:07 What it means to be a lifelong learning enthusiast06:52 Three questions every change leader should be able to answer without jargon09:22 What 75 leaders revealed in a survey and the lesson underneath it10:31 The concept of Shu Ha Ri that shapes how you develop and learn:11:13 [SHU] following the form11:25 [HA] where you begin to adapt11:35 [RI] Transcending the form entirely12:20 Five Toyota Kata Coaching questions developed by Mike Roth that requires learning and unlearning to develop, grow, and improve15:05 The concept of Shoshin and clearing what's in the way16:04 Katie's personal confession about her own telling habit and what modeling the way actually looks like in practice17:35 The "doer trap" and why getting leadership buy-in starts with us20:39 What lifelong learning really means and why it's a being practice21:01 Three practices to try this week to create more impact

What You'll Learn in This Episode:In this episode of the Lean Solutions Podcast, hosts Patrick Adams, Andy Olrich, and guest Steve Riley discuss the importance of leadership behaviors in maintaining Lean initiatives. They highlight how unintentional actions, such as not picking up trash or not following standard work, can undermine Lean efforts. Steve Riley, a manufacturing operations leader with over 30 years of experience, emphasizes the need for consistent leadership presence, protecting standards under pressure, and fostering team-led improvements. They also explore the significance of measuring both leading and lagging indicators to ensure continuous improvement. Additionally, Riley introduces his company's digital shadow board service, which simplifies the creation of tool organization systems.Key Takeaways:Leadership behavior matters more than Lean toolsWhat leaders do in the moment defines credibilityLean breaks when standards are optionalImprovement must be part of daily workLinks:Lean Solutions 2026 SummitLean Solutions WebsiteClick Here for Steve Riley's LinkedInbespoketooltrays@gmail.comTool Box Foam, 5S Lean, 5 S Lean | BespokeToolTrays.com

What You'll Learn in This Episode:In this second part episode of the Lean Solutions Podcast, Patrick Adams and Shane Daughenbaugh discuss the initial steps for a new leader implementing Lean principles. They emphasize understanding the current state through one-on-one interviews and Jeff Liker's leadership development model, which includes personal development, coaching others, daily Kaizen, and establishing a vision. Patrick advises starting with a model area to experiment with Lean concepts on a smaller scale. Shayne shares his experience of finding a champion and creating a safe space for experimentation. They both stress the importance of learning from failures, building team capability, and gradually introducing Lean practices to achieve organizational goals.Key Takeaways:Start Lean by Understanding the Current State—Not by Teaching ToolsYour First 90 Days Should Focus on Leadership Development, Not ControlCreate a “Sandbox” or Model Area to Learn Fast and SafelyFailure Is a Win When Learning Is the GoalLinks:Lean Solutions 2026 SummitLean Solutions Website⁠⁠Click Here For Shayne Daughenbaugh's LinkedIn⁠⁠⁠⁠Click Here For Patrick Adams' LinkedIn⁠⁠

What does it really take to lead transformation as responsibility grows?At some point, leadership stops being about doing the improvement work or having the right answers. For operational leaders and change practitioners alike, the work moves to holding the system—people, priorities, and consequences—and helping others learn how to do the same.In this episode of Chain of Learning, I'm joined by Carlos Scholz, CEO of Catalysis, to explore the critical shift leaders must make to enable systemic, lasting organizational change.Carlos shares his journey from technically trained engineer in manufacturing, to transformational change leader in healthcare leading a team of continuous improvement practitioners, to operations leader, and now CEO. Across these roles, he's learned that transformation doesn't fail because leaders don't care or aren't trying, but because we often rush to outcomes and skip the systems-level and behavioral maturity required to sustain them.This conversation highlights a critical truth: leadership is practice. It's not a role or a title, it's how you intentionally show up and get better, day after day.Together, we explore what really changes as leadership responsibility and organizational complexity increase, how leaders have to change their own behavior, and how influence shifts when the work is no longer about doing improvement, but about developing leaders who can own the system.In this episode, we explore:Why leadership becomes less about expertise and more about intentional practice as scope and responsibility expandWhat changes when you move from leading through influence to owning the system through positional authority and the consequences that come with itHow identity and perceived value shape resistance to change, including your ownWhy skipping organizational and behavioral maturity undermines reliability, even with strong intentionsHow repositioning improvement teams from doers to coaches helps leaders change their behavior and allows transformation to scaleIf you're navigating your own growth as a change leader—or supporting leaders in truly owning their system—this conversation offers language and perspective to help you lead with greater impact.ABOUT MY GUEST:Carlos Scholz is the CEO of Catalysis, a mission-driven organization advancing people-centered, value-based healthcare. A former manufacturing engineer and healthcare operations and change leader at Kaiser Permanente and NYC Health + Hospitals, he brings deep experience driving system-wide Lean and continuous improvement transformation and developing leaders at scale. Carlos was named a Shingo Rising Star and serves on the Shingo Institute Board.IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/66 Check out my website for resources and ways to work with me KBJAnderson.comConnect with Carlos Scholz: linkedin.com/in/carlosscholz Follow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about my Japan Leadership Experience: kbjanderson.com/japantripRELATED EPISODES:Episode 9 | Move from Technical Expert to Influential LeaderEpisode 16 | Leverage Analytical Systems Thinking and Psychological Safety to Drive Organizational Improvement [with Mark Graban]TIMESTAMPS FOR THIS EPISODE:03:02 Leadership shifts Carlos made stepping into senior executive responsibility06:19 The start of Carlos' journey and how it evolvedrelationships as it does on technical expertise12:19 Learning that sustainable change depends as much on influence and being vulnerable and sharing openly 17:42 Multiple approaches in creating conditions for leaders to feel safe enough to be vulnerable18:44 Importance of organizational assessment to identify behavioral gaps24:05 Understanding that sustainable change requires aligning the entire system, not just improving isolated parts26:32 When leaders are not on board with change efforts28:48 Importance of both the technical and social side of being a change leader31:30 The process of building a system of coaching36:23 Transitioning from leading through influence to stepping into direct operational leadership43:28 How skills developed as an influence leader strengthened operational leadership45:57 A surprising lesson from stepping into an operational leadership role50:16 How Carlos is leading transformation as a CEO of Catalysis55:08 Steps to make real transformation happen1:00:13 Reminders for leading transformational change1:01:43 Questions for reflection to strengthen the system around you Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/

What You'll Learn in This Episode:In this episode of the Lean Solutions Podcast, Andy Olrich and Catherine McDonald explore what happens after the strategy day is over. Once goals are set, how do organizations move from planning to real execution? They highlight the challenges of managing too many goals and the necessity of engaging teams in the strategy process. They unpack why teams often struggle—not because they lack ideas—but because they have too many priorities and not enough clarity on where to start. The discussion focuses on practical frameworks for filtering, prioritizing, and executing goals in a way that aligns strategy with daily work.Key Takeaways:Teams don't struggle from a lack of ideas—they struggle from too many priorities.Don't start where it's exciting—start where it's expensive.Use structure to remove subjectivity.Links: Lean Solutions 2026 SummitLean Solutions Website⁠⁠Click Here For Catherine McDonald's LinkedIn⁠⁠⁠⁠Click Here For Andy Olrich's LinkedIn⁠⁠

In this episode, Mark Graban reads and reflects on his LeanBlog.org post, “When a CEO Talks About the Work: Larry Culp, GE Aerospace, and Real Lean Leadership.”The post examines a rare example of a Fortune 50 CEO—Larry Culp of GE Aerospace—describing operational excellence not through slogans or dashboards, but through safety, trust, and small frontline improvements that compound into real results.This episode explores:What it looks like when a CEO truly understands the workWhy Respect for People shows up in system design, not values statementsHow safety, trust, and daily improvement drive performanceWhy Lean leadership is about behavior, not buzzwordsA practical and concrete example of Lean leadership in action—told through the words, stories, and operational details that CEOs rarely share this openly.

What if the reason your learning feels productive—but your impact feels stuck—has nothing to do with effort?Many change leaders and improvement practitioners are excellent learners. You're likely a Learning Enthusiast—like me. You read the books, attend the workshops, listen to podcasts, and gather ideas with genuine enthusiasm.And yet, despite all that effort, learning doesn't always turn into impact. In fact, it can sometimes lead to overwhelm or paralysis—more ideas, more options, and less clarity about what to actually do.I've lived this pattern myself, and I see it again and again in my work with leaders around the world. When learning becomes something we collect rather than something we practice—and bring to fruition through our habits—it stalls our impact.The challenge isn't gaining more knowledge.It's learning how to turn insight into behavior—and connect behavior to results.In this episode, I explore a critical shift: moving from the Chain of Learning® to a Chain of Impact.Instead of treating continuous learning as something to acquire, I invite you to see learning as something to harvest—by making the value chain of impact explicit: turning insight into specific behaviors, practicing them deliberately through doing and reflection, and connecting that practice to the impact it creates for people and results.If you care deeply about learning, growth, and people—and want to build the capability to translate learning into action and impact—this episode will help you do exactly that.YOU'LL LEARNHow to recognize when learning feels productive but isn't changing how you actually show up as a leaderHow to make the connection between learning, behavior, and impact visible—and actionableWhy behaviors—not intentions, traits, or inspiration—are the real bridge between learning and resultsHow treating leadership actions as experiments helps you learn by doing and reflection, not just aiming for a targetWhy harvesting learning means finishing what's ready—not endlessly adding more ideas or initiativesIMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/65 Check out my website for resources and ways to work with me KBJAnderson.comDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about my Japan Leadership Experience: kbjanderson.com/japantripTIMESTAMPS FOR THIS EPISODE:00:59 Why doing more is not mean progress02:13 The invisible trap of when we are focused on learning vs. putting it into practice02:27 Harvest - what it means and why it's a fitting word for 2026 05:04 The difference between learning and behavior in creating impact05:25 How to apply Intention = Heart + Direction® to close the execution gap07:40 Four key practices to take action on learning to impact your work and life 07:48 [ONE] Make the learning itself concrete and specific09:00 [TWO] Focus on specific observable behaviors, not traits that we want to develop10:48 [THREE] Identify the gap you want to close and identify what you expect to happen and the impact when you put the learning into practice11:42 [FOUR] Reflect and adjust for accelerated improvement12:49 Where intention stems from and why intention plus direction is important to see results13:54 How leaders turn into impact through the Immersive Japan Leadership Experience14:52 Three open ended questions for leaders to reflect on to create a clear action plan17:07 Josef's experience in shifting from being seen as an expert to a trusted partner18:06 Questions to ask to help break the telling habit21:12 How the meaning of “harvest” is focused on collaboration and creating the space for others to grow22:40 Reflection questions to reflect on to make an impact through your behaviorP.S. This episode happens to be released on my birthday

What You'll Learn in This EpisodeIn this episode, hosts Catherine McDonald and Shayne Daughenbaugh discuss what coaching in the workplace really means. Why it's far more than a buzzword. The conversation breaks down the difference between coaching, training, and mentoring, and explains how coaching serves as a powerful leadership approach for developing people, building trust, and sustaining continuous improvement.They emphasize how coaching shows up in day-to-day work through huddles, Gemba walks, and one-on-ones, and how lean tools like PDCA naturally support a coaching mindset. Key TakeawaysCoaching is a leadership approach, not an event.Coaching is different from training and mentoring.Every day work creates coaching opportunities.LinksLean Solutions 2026 SummitLean Solutions Website⁠⁠Click Here For Shayne Daughenbaugh's LinkedIn⁠⁠Click Here For Catherine McDonald's LinkedIn⁠⁠

Apply for the Japan Leadership Experience here:https://kbjanderson.com/japantrip/What if the reason leading your organization's transformation feels heavy isn't the work itself—but the role you've been playing as a change leader?If you're a change leader, continuous improvement professional, or internal consultant, this tension may feel familiar. You're helping. You're busy. You're delivering results. And before you realize it, you're wearing every hat—facilitator, teacher, problem-solver, checker—all at once.That was my experience too as an internal change leader. And it's a pattern I see again and again in my work with internal change leaders and continuous improvement practitioners: when we're not clear on our role, we become the doers of transformation—when our real work is to enable others to lead it.In this episode of Chain of Learning, I'm joined by Jill Forrester, Director of Continuous Improvement at 3sHealth, to explore the leadership shift that changed how she and her team show up—and the impact they're having—by moving from helping to intentionally creating the conditions for learning and ownership.If you've ever felt the weight of carrying organizational transformation on your shoulders, this conversation will help you see why—and how redefining your role and how you help can change everything.You'll LearnWhy internal change leaders often become the default doers—and why that role isn't sustainableHow lack of role clarity creates confusion, overburden, and dependency for leaders and their internal clientsWhat it really means to create the experience for learning, not just drive improvement outcomesWhy clarifying and labeling your role and intention changes how others engageHow shifting from doing to enabling builds capability, ownership, and sustainable transformationABOUT MY GUEST:Jill Forrester has been a leader in health system transformation since 2012. She has collaboratively guided the development of a comprehensive management system at 3sHealth, encompassing patient and customer engagement, problem-solving and process redesign, strategic visioning and deployment, performance measurement, leadership coaching and development, and employee engagement. Jill is an active member of a strong provincial network of continuous quality improvement leaders dedicated to strengthening Saskatchewan's health system through learning-centered, people-focused practices.IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/64 Check out my website for resources and ways to work with me KBJAnderson.comConnect with Jill Forrester: linkedin.com/in/jill-forrester Follow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about my Japan Leadership Experience: kbjanderson.com/japantripDiscover how to get out of the Doer Trap: kbjanderson.com/doertrap TIMESTAMPS FOR THIS EPISODE:03:27 Jill's new role director of continuous improvement and when she realized she needed to make a shift05:00 The question, “Are we actually helping”?  that changed how Jill viewed her role07:01 Why starting a training with questions makes a bigger impact10:12 Why opening up space for others to learn and contribute can improve engagement13:56 Two shifts Jill and her team made to clarify their roles for better continuous improvement outcomes and build confidence16:07 Labeling your role (even when it feels awkward) to better guide others to transformation22:47 What lead Jill to invest in the Japan Leadership Experience to take her leadership to the next level25:14 Seeing quality as trust and quality as love to reshape how you think about improvement25:44 What good 5S is as something you feel instead of a checklist27:16 An example of 5S in the Japanese culture29:20 The importance of long term thinking to sustain your company for decades30:42 How giving with two hands can be applied to your organization to show respect and support others33:08 The impact of creating space for others to ask questions and learn more quickly35:05 Doing less doing and creating the conditions to increase results and coach more effectively37:15 Reflections to shift from doers to catalysts of change 38:29 Top recommendation for change leaders and continuous improvement practitioners who want to show up in that different space from doing to enabling40:35 Your role as a change leader and creating an experience for others to learn and to lead change themselves42:38 The impact of an intention pause before your next meeting or discussion to help you shift from doing to enabling Apply for the Japan Leadership Experience here:https://kbjanderson.com/japantrip/

When you hear the word sustainability, what comes to mind first?If it's recycling, you're not alone. But sustainability is far bigger—and more complex—than end-point solutions that address the symptoms of deeper problems. As this episode reveals, sustainability efforts—like many major transformations, including lean—don't stall because leaders don't care. They stall because of an execution gap: the gap between what organizations say matters and what actually shows up in daily work, decisions, and priorities.In this episode of Chain of Learning, I'm joined by Rose Heathcote, sustainability expert, lean adviser, and author, to explore sustainability as a leadership and transformation challenge, not just an environmental one.Together, we discuss why sustainability often lives in strategy decks and slogans, but struggles to take root in everyday work, and how leaders can shift their focus upstream to close that gap: to how work is designed, how problems are framed, and how people learn to see new kinds of waste and impact.This conversation goes beyond sustainability to address a pattern that shows up in any transformation—lean, AI-enabled change, or building a people-first learning organization. If you're working to close the gap between intention and execution, this episode offers perspective and practical starting points for leading meaningful change that lasts.You'll Learn:What sustainability really means—and why it's often treated as an aspiration instead of embedded in daily workWhat the sustainability execution gap is, and why it mirrors lean and culture-change failuresWhy shifting problem-solving upstream—from symptoms to root causes—is critical for creating lasting impactHow lean thinking and problem-solving skills enable sustainability and organizational transformation when paired with influence and change leadership skillsWhy speaking the language of business matters for gaining leadership buy-in—and how AI can be used as a thinking partner to support systems thinking and better decisionsABOUT MY GUEST:Rose Heathcote is a speaker, adviser, and Chartered Environmentalist who works at the intersection of Lean thinking and sustainability. She is the founder of Thinking People and the author of "Green Is the New Gold." With decades of experience supporting organizations across industries and regions, Rose focuses on helping leaders move sustainability from aspiration to everyday practice through systems thinking, problem-solving, and people-centered change.IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/63 Check out my website for resources and ways to work with me KBJAnderson.comConnect with Rose Heathcote: linkedin.com/in/rose-heathcote Follow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about Rose's book, “Green is the New Gold”: learn.thinking-people.co.uk/courses/green-is-the-new-gold Learn more about my Japan Leadership Experience: kbjanderson.com/japantrip TIMESTAMPS FOR THIS EPISODE:01:04 Why the real challenge with sustainability starts with where the conversation begins02:39 A broader definition of sustainability meeting the needs of people, planet, and future generations04:16 Why people mistake sustainability for “recycling”05:54 The execution gap lean leaders keep running into07:43 A real-world example: when “people first” and sustainability don't show up in the metrics09:58 Important shifts leaders must make to close the execution gap11:26 Seeing waste, energy loss, and impact through a green lens14:06 Using AI as a thinking partner, not a replacement15:16 The skills leaders must develop in an AI-driven world16:41 How multidisciplinary thinking led to a smarter, more sustainable solution19:19 Why sustainability requires systems thinking across the value chain20:23 How to make progress towards big challenges23:05 The meaning of the Japanese concept, “sanpo yori” and “yanpo yori” for goodness in four ways and happiness for the long term view24:33 How the book “Green is the New Gold,” came to be27:10 Three ways to build better products and be more efficient while reducing impacts on the planet29:19 What we are doing well as a global community to make improvements towards sustainability31:31 How to broaden your lens and use what you already know to do more good32:35 Practical first steps lean leaders can take to apply a sustainability lens at work34:29 Why productivity alone doesn't reduce damage to the environment36:45 A simple reflection on looking upstream to improve sustainability

What if the very thing weighing on you right now is the key to your next level of growth?Many of us carry more than we realize: unfinished goals, unmet expectations, family pressures, and the constant mental load of what still needs to be done.In this episode of Chain of Learning, I share a grounding teaching from a Zen priest in Japan after a Zazen guided meditation session that has deeply resonated with me—and with leaders on my Japan Leadership Experience:“Remove the muda to reveal the buddha.”In Japanese, muda means waste. And in Lean, muda refers to anything that doesn't add value.I've been reflecting on this phrase and its deeper meaning as I process my own life experiences, both personally and professionally.This Zen teaching invites us to look inward: to notice what weighs us down, reflect on what it's trying to teach us, and transform that weight into wisdom.As you move forward—whether at the end of a year or in the middle of a busy work period—this episode offers an invitation to slow down, study your experiences, and release what no longer serves you, so that you can lead your life and work with greater intention, clarity, and a continuous learning mindset.YOU'LL LEARN:What Daruma dolls reveal about resilience, focus, and habits rooted in practice, not perfectionWhat “Remove the muda to reveal the Buddha” means beyond lean – and how reflection helps turn inner weight into wisdomFour additional Zen teachings that apply to effective leadership, helping change leaders move beyond tools to presence, purpose, and a growth mindsetA simple reflection practice to reframe or release muda so it supports – not burdens – your growthThe distinction between goals and intentions, and why letting your being guide your doing leads to more meaningful progressIMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/62Check out my website for resources and ways to work with me KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonLearn more about my Japan Leadership Experience: KBJAnderson.com/japantrip Get a copy of “Learning to Lead Leading to Learn”: KBJAnderson.com/learning-to-lead Video clip of the daruma temple: Leadership Lessons from Japan's Daruma TempleTIMESTAMPS FOR THIS EPISODE:01:55 Daruma dolls and what they represent03:28 How Zazen meditation can bring you back to inner peace and inner being04:26 What it means to “Remove the muda to reveal the Buddha”06:43 The burden Isao Yoshino carried of what he considered was his big failure as a business leader and the shift in perspective to lift the burden, as highlighted in “Learning to Lead, Leading to Learn”08:07 Four Zen teachings and how to apply them as a transformational change leader12:00 How the burning of daruma dolls each year show reflection in practice13:05 Your intentional practice to help you remove the muda13:36 3 examples of how to use this reflection process to adjust or release so to turn waste into wisdom13:49 Example 1: You've been stuck in constant doing14:16 Example 2: Your plans didn't unfold as expected15:07 Example 3: A relationship has shifted16:38 The distinction between goals vs intentions—being and doing17:31 How to “Remove the muda to reveal the buddha” to release the weight you carry and move forward

Apply for my Japan Leadership Experience! The May 2026 cohort is officially SOLD OUT and I'm now accepting applications for the November 2026 cohort. Secure your spot now and take advantage of the early registration discount.Have you ever stepped outside your routine and suddenly seen your work—or yourself—with fresh clarity?Sometimes the most meaningful leadership breakthroughs happen when we pause and immerse ourselves in a space designed for reflection, curiosity, and connection.In this bonus episode—recorded live in Tokyo the morning after Cohort 8 of my Japan Leadership Experience wrapped up—I'm joined by Ikigai expert and past Chain of Learning guest Nick Kemp, who spent the week with my Japan program cohort in November 2025 as both a participant and speaker. Still energized from the experience, we sat down to capture our reflections while they were still vivid.You'll hear us revisit the moments that stood out, the leaders who inspired us, and the Japanese concepts that came alive throughout the week—ikigai, kaizen, ichigo ichie, omotenashi, sanpo yoshi, and more.This unscripted conversation offers a glimpse into what my Japan Leadership Experience is all about: a week of learning, community, and connection that helps global executives, lean practitioners, and change leaders discover the essence of respect for people—and “hold precious what it means to be human”—and how to create a culture of excellence.YOU'LL LEARN:How the Japan Leadership Experience creates an ibasho—a place where you feel you truly belong—and why this is foundational for leadershipHow Japanese companies view revitalization through kaizen as both a business strategy and a people-centered philosophyWhat the debate over whether it's “seven wastes vs. eight wastes” in lean and Toyota Production System reveals about how we teach, learn, and complicate continuous improvementWhy immersive learning matters—and how stepping away from your daily responsibilities helps you reconnect with purpose and see challenges through a new lensWhy long-term relationships and trust sit at the heart of meaningful learning and business success.If there's one thing to take away from this episode, it's this:Transformation happens when you step outside your routine and into intentional space for reflection, learning, and community.ABOUT MY GUEST:Nicholas Kemp, is the founder of Ikigai Tribe and is the author of IKIGAI-KAN: Feel a Life Worth Living and co-author with Professor Daiki Kato of Rolefulness:A Guide to Purposeful Living. IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/61 Check out my website for resources and ways to work with me KBJAnderson.comConnect with Nick Kemp: linkedin.com/in/nicholas-kemp Follow me on LinkedIn: linkedin.com/in/kbjandersonCheck out Nick Kemp''s website: ikigaitribe.com Listen to Nick's Ikigai Tribe podcast: ikigaitribe.com/podcasts Download my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about my Japan Leadership Experience: kbjanderson.com/japantrip TIMESTAMPS FOR THIS EPISODE:01:54 The story behind how Nick and Katie first met03:55 Katie and Nick's shared connection of living in Japan04:45 What Katie loves about her special relationships with Japanese business leaders06:23 What lead Katie to start the Japan Leadership Experience09:47 How living in Japan and developing relationships with Japanese businesses and Toyota leaders led to Katie to write the book “Learning to Lead, Leading to Learn” and start the Japan Leadership Experience programs  Japan Leadership Experience11:33 The parallel process with writing the book and leading the first program12:34 The definition of “ibasho” and how the Japan Leadership Experience is about being in a place where you can feel like yourself15:03 How the word “revitalize” is used in Japan by leaders as the reason for kaizen15:41 Katie's favorite parts of leading her Japan Leadership Experience cohorts17:41 The planning behind the scenes to make the experience a success18:55 Katie's connection to her role in bringing people together for learning and connection21:08 Nick's biggest takeaway during the week in Japan on the Japan Leadership Experience23:56 How different cultures have a different sense of urgency and the difference between Japanese culture and Western culture in relationship to kaizen activities25:25 Starting the day with a morning meeting, “chorei” connected to greater purpose and feeling inspired to do more26:37 The key to being more roleful and the book “Rolefulness”28:47 What “sanpo-yoshi” means – goodness in three ways – operating in  three- way goodness for customer, company, and community 31:27 The importance of sustainability in Japanese culture32:31 Clarity on the debate of seven waste or eight waste in lean from a Toyota leader34:44 The essence of being over doing36:01 An example of omotenashi in Japanese culture37:43 Nick's experience in taking time away to be go to Japan39:42 The importance of putting aside your everyday role and experience a different way of leading44:09 The transformation when you step outside routines and into intentional space for reflection and connection44:53 Questions to reflect on as you listen to this episode Apply for my next cohort of the Japan Leadership Experience! May 2026 is SOLD OUT - Now Accepting Applications for November 2026 and offering an early registration discount.

Enter for your chance to a win a copy of "Faceplant: FREE Yourself from Failure's Funk" - http://ChainOfLearning.com/60We all know that moment where something falls apart.A project slips. A conversation goes sideways. The promotion doesn't happen.We call it “failure,” but it's often not the mistake itself that stops us.It's the fear, the funk, and the uncertainty that follow. And those emotions can hold us back far more than the faceplant ever did.In this episode, I'm joined by Dr. Melisa Buie and Keeley Hurley—seasoned leaders in engineering, quality, and continuous improvement and the co-authors of Faceplant: FREE Yourself from Failure's Funk.Together, we explore what really happens beneath the surface when we stumble—and what it takes to get back up with clarity, confidence, and intention. Just like Daruma dolls represent the Japanese proverb “Fall down seven times, get up eight,” always righting themselves when knocked over, our path to success comes from acknowledging the stumbles, setbacks, and faceplants that are inherent along the way. What matters is that we don't get stuck—we get up and learn our way forward.YOU'LL LEARN:What's at risk when leaders fear failure, and how organizations unintentionally teach people to avoid mistakesThe FREE model (Focus, Reflect, Explore, Engage) as a practical way to get back up, learn forward, and regain clarity after a setbackEmotional hijacks to watch for—including the four instinctive patterns in the Conspirator Matrix: machine, magician, statue, and satelliteWhy embracing a growth mindset frees you to experiment, learn, and release perfection when things don't go as plannedContinuous improvement practices like reflection (post-mortems) and anticipation (pre-mortems) that strengthen learning before and after challenges occurIf a setback has ever left you uncertain about your next step in building a people-centered culture, this conversation offers a compassionate, practical path to learn your way forward when you fall down.ABOUT MY GUESTS:Dr. Melisa Buie is a laser physicist–turned–problem solver with a PhD in Nuclear Engineering/Plasma Physics and decades of leadership in manufacturing at Coherent, Lam Research, Applied Materials, and Advanced Energy. She's published 40+ papers, holds 6 patents, and is a Six Sigma Black Belt. Melisa is the co-author of Faceplant: FREE Yourself from Failure's Funk, where she turns hard-won lessons into practical wisdom for navigating setbacks.Keeley Hurley is a continuous improvement leader with 20+ years in engineering, manufacturing, and quality, and a Certified Manager of Quality/Organizational Excellence. Known for her humility and humor, she brings real-world experience from the many “faceplants” that shaped her problem-solving approach. She is the co-author of Faceplant: FREE Yourself from Failure's Funk, blending lessons from her own missteps into tools for resilience and growth.IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/60 Check out my website for resources and ways to work with me KBJAnderson.comConnect with Melisa Buie: linkedin.com/in/melisabuieConnect with Keeley Hurley: linkedin.com/in/keeleyhurleyFollow me on LinkedIn: linkedin.com/in/kbjandersonCheck out Melissa and Keeley's book, Faceplant: FREE Yourself from Failure's FunkTIMESTAMPS FOR THIS EPISODE:01:46 What inspired the book, “Faceplant”02:56 The emotion behind failure that keeps us stuck05:53 Getting over the hump of the funk knowing others experience failure07:03 The meaning of the equation, anxiety = care x uncertainty where our anxiety is amplified08:25 Why the care factor amplifies when when others are involved10:01 The pre-mortem exercise to reduce anxiety by anticipating what could go wrong12:01 How faceplanting is similar to daruma dolls in getting up after we fall12:44  The aspects of the FREE model in freeing yourself from failure14:25 Breaking down the acronym FREE: Focus, Reflect, Explore, Engage17:01 The meaning of the Japanese word, hansei, that means deep self-reflection in improving how we react17:53 The four quadrant system and determining which quadrant triggers our fight or flight response20:25 How the four quadrants were determined 21:51 An example of how fear held Keeley back in an emotional hijack in the laser industry22:47 Melisa's personal experience in having a fixed mindset when faced with failure23:56 How Melisa moved from a fixed mindset to a growth mindset and taking chances26:13 Ways to approach failure in an organizational level28:40 Importance of clarifying expectations instead of adding pressure on ourselves30:02 The meaning behind the phrase, “By learning the wrong lesson, you can get stuck with a Life Sentence” 31:24 The both/and thinking that both Melisa and Keeley had to face in embracing failure36:55 How to apply the concept of hansei in reflecting on a current change initiative and how to learn from failure39:06 Two ways to reflect on this episode to get past face plants and building small intentional steps to build a learning culture Gift "Learning to Lead, Leading to Learn" to your team - http://LearningToLeadLeadingToLearn.comEnter for your chance to a win a copy of "Faceplant: FREE Yourself from Failure's Funk" - http://ChainOfLearning.com/60

AI is everywhere. And its use and capabilities are accelerating every day. But is AI actually helping us get better at getting better? Or is it just amplifying the friction, bottlenecks, and complexity that already exists in our workflows and processes?In this episode, Nathen Harvey, leader of the DORA Research team at Google, explores how AI is reshaping not just how we work, but how we can use it to elevate human work, collaborate as teams, and reach better outcomes.Drawing on new findings from the DORA 2025 report on AI-assisted software development, we dig into what truly drives high performance – regardless of your industry or work –  and how AI can either accelerate learning or amplify bottlenecks.If you lead or work on any kind of team you'll discover how to use AI thoughtfully, so it supports learning and strengthens the people-centered learning culture you're trying to build.YOU'LL LEARN:How AI accelerates learning—or intensifies friction—based on how teams use itWhy AI magnifies what already exists, and why stronger human learning habits matter more than stronger toolsThe seven DORA team archetypes—and how to quickly spot strengths, gaps, and next steps for more effective collaborationHow to use team characteristics to target where AI (or any tech) will truly move the needle and support continuous improvementHow the Toyota Production System / lean principle of jidoka—automation with a human touch—guides us to use AI to elevate human capability, not replace itABOUT MY GUEST:Nathen Harvey, Developer Relations Engineer, leads the DORA team at Google Cloud. DORA enables teams and organizations to thrive by making industry-shaping research accessible and actionable. Nathen has learned and shared lessons from some incredible organizations, teams, and open source communities. He is a co-author of multiple DORA reports on software delivery performance and is a sought after speaker in DevOps and software development. IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/59 Check out my website for resources and ways to work with me KBJAnderson.comConnect with Nathan Harvey: linkedin.com/in/nathen Follow me on LinkedIn: linkedin.com/in/kbjandersonLearn more about DORA: dora.dev/publications Join the DORA community: dora.community Download my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about my coaching, trusted advisor partnerships, and leadership learning experiences: KBJAnderson.com TIMESTAMPS FOR THIS EPISODE:03:04 What DORA is and how it's used as a research program for continuous improvement04:31 AI's primary role in software development as an amplifier where organizations are functioning well and where there's friction05:53 Using AI to generate more code in software engineering07:03 Danger of creating more bottlenecks when you try to speed up processes07:44 Importance of a value stream to understand the customer journey10:41 How value mapping creates visibility across silos so others see different parts of the whole process10:55 The process of gathering information for the State of AI Assisted Software Development report12:20 Finding seven team characteristics based on a survey of 5,000 respondents and learning how to leverage the results to improve performance14:18 Examples of several team characteristics and how it applies over various industries16:33 The negative impact of focusing on the wrong process that impacts the throughput17:00 Focusing at different types of waste to prevent undue pressure on people17:51 What DORA has found in having a tradeoff in having fast and stable production pushes vs. working slow and rolling back changes18:50 Three big things you need to improve throughput and quality19:44 Why the legacy bottleneck team archetype is unstable with elevated levels of friction21:22 Why harmonious high achievers deliver sustainable high quality work without the burnout22:37 How the report findings are being used to help improve organizations23:42 Seven capabilities of the DORA AI Capabilities Model in amplifying the impact of AI adoption to improve team and product performance26:27 The capability of executing in small batches to see the process through to fruition28:52 How to leverage AI to elevate human work vs machine work30:58 The benefits of AI in making new skills accessible, but does not make anyone experts in a specific skill31:44 Leveraging AI to help you complete tasks that would've taken longer32:43 Using AI to elevate creative thinking, but doesn't replace your thoughts33:56 Ability to ask AI “dumb” questions to improve collaboration across teams34:49 Creating an experiential learning experience where there's not a step-by-step path on how to reach outcomes37:08 Importance of collaboration when moving from point A to point B37:35 The difference between trainers and facilitators39:03 Using the DORA report to form a hypothesis for your next experiment in whether a process is working39:55 Two ways to start leveraging AI to accelerate learning40:23 Importance of using AI and learning through use40:58 Benefits of having a conversation with someone who introduces friction to your work44:21 The concept of jidoka in designing systems that empower humans to do their best thinking and work45:22 Questions to ask yourself as your reflect on the role of AI in your organization

My guest for Episode #539 of the Lean Blog Interviews Podcast is Darren Walsh, author of Making Lean and Continuous Improvement Work: A Leader's Guide to Increasing Consistency and Getting Significantly More Done in Less Time. Episode page with video, transcript, and more Darren is the Director and Leadership Coach at Making Lean Work Ltd and holds a master's degree from the Lean Enterprise Research Centre at Cardiff University. He brings more than 25 years of experience helping leaders transform organizations in automotive, aerospace, medical devices, energy, and healthcare. In this episode, Darren and Mark explore why so many Lean and continuous improvement programs fail to sustain—and how leaders can build the right systems and habits to make improvement last. Darren explains the three common pitfalls he's seen across industries: choosing the wrong improvement approach, relying on traditional “solution thinking,” and lacking consistent leadership routines. Darren also introduces his DAMI model—Define, Achieve, Maintain, Improve—as a way for organizations to avoid “kaizening chaos” and instead create a stable foundation for improvement. He shares stories from across sectors, including healthcare examples where better standards and daily management led to faster care, higher throughput, and dramatically lower mortality rates. Mark and Darren discuss the difference between problem-solving and firefighting, the danger of “shiny Lean” initiatives that don't address core issues, and the leadership routines that keep everyone aligned and focused on the right problems. The conversation offers a grounded reminder that Lean isn't about tools or jargon—it's about building consistency, clarity, and capability throughout the organization. “You can't kaizen chaos. First, you have to define and stabilize the standard.” “Most organizations say they want improvement—but they haven't built the routines to sustain it.” “If every team in your business is working on the right problem, that's an incredibly powerful organization.” “Firefighting feels heroic, but it hides the real causes and keeps us from solving them.” Questions, Notes, and Highlights: What's your Lean origin story? How did you first get introduced to Lean and continuous improvement? You've worked across industries—from electronics to oil and gas. How do you overcome the “we're different” resistance when applying Lean in new settings? Why do some organizations still associate Lean with cost-cutting instead of learning and improvement? What led you to write Making Lean and Continuous Improvement Work? What problems were you seeing again and again? Can you explain the three common pitfalls you describe in the book? What is the DAMI model—Define, Achieve, Maintain, Improve—and how can leaders use it effectively? How can organizations build a strong foundation for improvement before jumping into tools like 5S or Kaizen? What are the essential leadership routines for sustaining Lean and consistency? Why do so many teams fall into firefighting mode, and how can leaders break that habit? How can visual management and daily management systems help teams focus on the right problems? How do you balance working on small employee-driven Kaizen improvements versus larger, strategic problems? You've said, “You can't Kaizen chaos.” What does that mean in practice? What lessons from the healthcare case study—cutting waiting times by 88%—stand out most to you? How can leaders ensure alignment and help every team work on the right things? What's next for your work and research? What will your next book focus on? This podcast is part of the #LeanCommunicators network. 

What does real Lean leadership look like—and how do you avoid just looking Lean without being Lean?

Apply for the May 2026 Japan Leadership Experience—https://kbjanderson.com/japantrip/Where is your primary focus as a leader, change practitioner, or organization? Getting business results? Improving processes? Or developing people? What if the real key to lasting business success isn't found in metrics or milestones—but in how you create a culture that nurtures people and their problem-solving capabilities? In this episode I explore what it really takes to deliver sustainable organizational success, and why building a people-centered learning culture—one where developing others isn't an afterthought, but the foundation that enables operational excellence and, ultimately, better business outcomes.Effective leadership begins when you shift from managing results to developing people—creating the conditions for continuous improvement, engagement, and growth.When you put people first, results follow.Whether you are a senior executive, lean practitioner, or team leader, that's how you build organizations that learn, adapt, and thrive—today and for generations to come.YOU'LL LEARN:How Toyota's philosophy of Monozukuri wa hitozukuri (“We make people so we can make things”) shapes a people-first culture of learning and improvementWhy focusing on people → process → results (not the reverse) drives lasting impact across teams and organizationsThe interdependence of three qualities that support business success  —quality of people development, quality of work, and quality of results – to create sustainable impact Insights from real leaders about how shifting from results-focused to people-focused leadership led to  significant measurable improvement in business outcomesHow to model intentional leadership practices to develop people, foster engagement, and sustain a culture of continuous learning and improvementIMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/58 Check out my website for resources and ways to work with me KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonLearn more about my Japan Leadership Experience: kbjanderson.com/japantripTIMESTAMPS FOR THIS EPISODE:01:51 What leadership with purpose truly means02:06 Why Toyota's motto, “ The only secret to Toyota is its attitude towards learning,” is its secret to success03:18 Three interrelated qualities that determine lasting business success represented by a pyramid03:45 [Third level] Results - The outcomes customers see04:12 [Second level] Process - The technical and operational systems that make the work flow better04:37 [First level] People - The foundation that nurtures people, problem-solving, and learning05:28 Why the Western approach is backwards when it comes to people, processes, and results06:50 The meaning of the quote, “profit is excrement,” that captures the backwardness of the usual business approach to success07:39 The difference between lean as a transactional toolkit versus a way of nurturing people and problem solving at all levels07:53 Why putting people first is not just in Japan or for Toyota leaders08:41 Leaders who put people first as the foundation for success10:12 The challenge in putting people first10:38 An example from Gustavo of why our intentions and our actions are aligned12:29 Gustavo's realization that he had a people engagement problem13:20 The positive results in engagement when he focused on people first14:08 What leadership in action looks like14:35 What it really means to create a chain of learning across your organization15:00 The two pillars of the Toyota Way15:43 Three questions to ask yourself as you reflect on this episode16:26 Questions to ask your people to create a cycle of reflection and continuous improvement17:13 How to build organizations and leaders that last Apply for the May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/

What does it really take to become lean—not just do lean?This is the secret to transformational lean leadership that Larry Culp, CEO of GE and GE Aerospace shared with me on stage three years ago. In this special bonus episode, I want to share his insights and wisdom about leadership and lean culture with you.This bonus episode marks two milestones in my own Chain of Learning® journey: 

How often do you find yourself racing from meeting to meeting, rushing through tasks, or filling every silence with your own voice? In our doing-oriented culture, pausing feels uncomfortable—even counterproductive. Yet left unchecked, our instinct for action and answers can limit learning, development, and innovation.In this episode, I explore the power of the pause and why mastering it may be one of the most transformative leadership habits you can develop. Pausing with purpose—slowing down to create space for silence, reflection, and intentional action—actually accelerates your impact. It's in the pause—the space between our “doing”—that learning deepens, decisions improve, and people grow. Whether you're leading a team, coaching others, or developing your own learning mindset, this episode will help you discover the power of the pause to drive performance, engagement, and lasting change.YOU'LL LEARN:Why silence feels uncomfortable—and how our instinct to fill the space with our thinking limits growth, reflection, and learningHow embracing ma (間), the Japanese concept of “ meaningful space between”, creates the conditions for learning, understanding, and transformation The importance of intentional reflection (hansei) to cultivate a  learning culture rooted in continuous improvementWhy mastering the pause creates ripple effects across your team, transforms your leadership, and leads to better resultsThree ways to develop the power of the pause as a transformational leadership habit to create clarity, ownership, and insightIMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/56 Check out my website for resources and ways to work with me KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonTIMESTAMPS FOR THIS EPISODE:01:50 The benefits of mastering the pause 02:12 Why silence is uncomfortable making us want to keep things moving05:05 Katie's aha moment of the telling habit08:58 How to pause to create space for others to think10:16 How the pause is used in Japanese culture13:18 The meaning of ma (間) and how to apply this concept15:41 How reflection (hansei) is deeply rooted in Toyota's culture16:17 An example of how Agustín created pauses in the busyness of the usual work routines to give space for conversations17:47 Why the power of the pause is three-fold17:51 [ONE] Restore the PDSA (Plan-Do-Study-Adjust) cycle18:20 [TWO] Pausing gives others space to think18:46 [THREE] The pause shifts you from being reactive to proactive19:40 Three ways to practice the power of the pause19:44 [FIRST] Count silently to 10 after you ask an open question20:01 [SECOND] Schedule reflection and thinking time for yourself and for your team20:22 [THIRD] Practice the Intention Pause21:32 The benefits of holding back before sharing your idea

In this episode of the Enterprise Excellence Podcast, Brad Jeavons sits down with Robert Bruce, a leader who has transformed organisations including Autoliv, Vistaprint, and Amazon Australia.Robert shares how he built cultures of alignment, trust, and continuous improvement that delivered world-class performance — from saving lives at Autoliv to launching Amazon's operations in Australia with excellence and speed.

Enter to Win a Copy of David Yeager's book "10 to 25: The Science of Motivating Young People" - Register to win before October 24th at 11:45pm Pacific: http://chainoflearning.com/55How do you motivate, coach, or lead someone younger—without sounding critical, nagging, or controlling?We've all heard the stereotypes:“Young people don't care.”“They're entitled.”“They can't take feedback.”But what if those assumptions are what's really getting in the way of growth, engagement, and connection?In this episode, I talk with Dr. David Yeager, professor of psychology at the University of Texas at Austin and author of the bestselling book, 10 to 25: The Science of Motivating Young People.David's groundbreaking research—conducted with Carol Dweck, Angela Duckworth, and others—reveals how the right balance of high challenge and high support can unlock potential in the next generation and foster a learning culture where people feel valued, respected, and inspired to grow.Together, we explore the “mentor mindset”—a practical approach to coaching and intentional leadership to help young people move from compliance to engagement and step into their full potential — and how you can provide feedback that creates connection and motivation, not conflict.Whether you're a parent, coach, teacher, or organizational leader, you'll walk away with actionable insights to cultivate a continuous learning mindset and inspire empowered growth. YOU'LL LEARN:How to lead with the mentor mindset to create a “learning zone” that combines high expectations with high support, empathy, respect and belief in people's capability ​​What the “mentor's dilemma” is—and why both the enforcer mindset (high challenge, low support) and the protector mindset (high support, low challenge) fall shortHow great mentors balance rigor and flexibility that encourage people to produce high-quality work without enforcing rigid rulesThe power of transparency and labeling your intent when giving feedback to build trust and clarityThe link between McGregor's Theory X and Theory Y management mindsets and the mentor's dilemma, and how these leadership mindsets show up in organizations such as Microsoft, GE, McDonald's, and WalmartABOUT MY GUEST:David Yeager, PhD, is a professor of psychology at the University of Texas at Austin and the cofounder of the Texas Behavioral Science and Policy Institute. He is the author of, 10 to 25: The Science of Motivating Young People, and best known for his research conducted with Carol Dweck, Angela Duckworth, and Greg Walton on short but powerful interventions that influence adolescent behaviors such as motivation, engagement, healthy eating, bullying, stress, mental health, and more. IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/54 Check out my website for resources and ways to work with me KBJAnderson.comConnect with David Yeager: linkedin.com/in/david-yeager Follow me on LinkedIn: linkedin.com/in/kbjandersonCheck out David Yeager's book 10 to 25: The Science of Motivating Young People: A Groundbreaking Approach to Leading the Next Generation—And Making Your Own Life Easier: amazon.com/10-25-Motivating-Groundbreaking-Generation Reach out to learn more about the Athena App: https://txbspi.prc.utexas.edu/Join The Power of the Mindset Masterclass: https://www.masterclass.com/classes/power-of-mindsetSubscribe to my newsletter: kbjanderson.com/newsletter TIMESTAMPS FOR THIS EPISODE:02:23 The misconceptions about young one that led to David's research04:23 What the mentor's dilemma is and how to overcome it05:53 The disconnect with giving and receiving feedback 07:43 Other alternatives to what mentorship can really be for young ones09:06 The predicament young ones are in between wanting respect, but not having the rights of adulthood10:50 The difference between the enforcer and protector mindset11:32 The mentor's dilemma in withholding feedback or being too supportive12:58 Characteristics of the enforcer mindset in the blame and shame approach and the problems it causes14:02 Characteristics of the protector mindset includes low standards, but high support16:37 Different types of leadership styles and why they can be referred to as “mindsets” instead 19:16 The conflicts between protector and enforcer mindsets21:56 How to have a mentor mindset in dealing with challenges in the workplace or at home22:26 Example of a mentor mindset in dealing with students in holding a high standard, while also providing support28:44 Difference between intellectual rigor and logistical rigor30:92 Benefit of holding a rigorous standard while also providing support in helping others meet their goals32:51 Example of Stef Okamoto in transforming her old enforcer culture to embracing a mentor mindset focused on honesty and collaboration37:14 Example of how to use the mentor mindset in correcting behavior in the workplace without being offensive43:47 The Athena App created with Carol Dweck to help managers deal with conflict45:41 The misalignment between the real experience in working in serving customers and what managers really need46:34 Top tip for managers to show up with the mentor mindset in addition to asking questions47:55 The importance of transparency in leadership to collaboratively troubleshoot issues49:30 Why leading and mentoring young people isn't about lowering the bar or enforcing compliance, but holding high standards with support50:41 Asking questions and providing encouragement to be a better leader51:28 The power of labeling and making your intentions clear when giving feedback52:37 Question to reflect on to shift into a mindset mentor Enter to Win a Copy of David Yeager's book "10 to 25: The Science of Motivating Young People" - Register to win before October 24th at 11:45pm Pacific: http://chainoflearning.com/55

Enter to win a pair of Nicolas Kemp's books: "IKIGAI-KAN: Feel a Life Worth Living" and "Rolefulness: A Guide to Purposeful Living" - Register by October 10th at 11:45pm Pacific and be sure to share your lucky URL to increase your chances of winning: http://chainoflearning.com/53Ikigai is one of the hottest buzzwords in leadership and personal development. But what does ikigai really mean?When you think of ikigai, what do you envision? Is it the popular Venn diagram that claims to help you find your purpose by identifying “the sweet spot” where what you love, what you're good at, what the world needs, and what you can be paid for overlap? The problem? That's not ikigai at all. And in fact, the very process of putting ikigai into a framework contradicts the authentic meaning of the word.To dispel what he calls the “ikigai hoax” and uncover its deeper meaning I'm joined by Nicholas Kemp—Japanologist, researcher and author of IKIGAI-KAN: Feel a Life Worth Living and the new book Rolefulness, co-authored with Professor Daiki Kato. We explore how ikigai is fundamentally about creating meaning, connection, and a life —and workplace—where people feel life is worth livingIt's about being before doing and cultivating simple joys, authentic relationships, and spaces where people feel safe, valued, and inspired, whatever roles you are playing in your life or at work.Let's rediscover ikigai—not as a trendy framework, but as a powerful principle to understanding personal purpose, leadership development, and how to cultivate organizations where every individual can thrive. YOU'LL LEARN:Why the popular Venn diagram version of ikigai is a myth—and what authentic ikigai really means in JapanWhy ikigai is an essential concept for leaders who want to create people-centered workplacesThe deeper meaning of kokorozashi and its connection to purpose, intention, and leadership impactWhat “rolefulness” means and why understanding your roles in life can bring meaning into your relationships and workplacePractical ways to apply ikigai in leadership and daily life to inspire individuals and build thriving teamsABOUT MY GUEST:Nicholas Kemp, known as The Ikigai Coach, is a coach trainer, public speaker, consultant, and author of IKIGAI-KAN: Feel a Life Worth Living and Rolefulness. He is the founder and head coach of Ikigai Tribe, a community of educators, psychologists, coaches, and trainers dedicated to serving their communities through the authentic practice of Ikigai. With decades of experience living in Japan and training leaders worldwide, Nick is the trusted voice on how Ikigai can be embodied—not just studied.IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/53 Check out my website for resources and ways to work with me KBJAnderson.comConnect with Nick Kemp: linkedin.com/in/nicholas-kemp Follow me on LinkedIn: linkedin.com/in/kbjandersonCheck out Nick Kemp's Ikigai Tribe website and get his books: https://ikigaitribe.com/Download my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about my Japan Leadership Experience: kbjanderson.com/japantrip TIMESTAMPS FOR THIS EPISODE:02:20 What ikigai really means03:11 The misconception people think ikigai is04:10 The ikigai hoax of the popular viral Venn diagram07:04 Why Nick calls himself a Japanologist and his deep understanding of Japanese principles10:57 The different structures of ikigai to identify relationships, people roles, and hobbies11:19 What “Kan” means in Ikigai-Kan that makes you feel that life is worth living13:27 The concept of slowing down into “be” not just “do”14:35 How to get back to the ikigai essence of life and work15:00 The meaning of ibasho and that is built on three ideas that make you feel comfortable and have a sense of purpose17:34 The importance of having a psychologically safe environment where continuous improvement thrives19:54 What kokorozashi means to align our behaviors with intention21:20 How Japan uses kokorozashi in their biggest business school24:01 Breaking down the concept of kokorozashi to put ideas into action25:38 What inspired Rolefullness to make it an extension of ikigai29:03 Tips on how to understand your role in your own life whether at work or home23:23 Three ways to enrich your life 30:22 The importance of meaningful conversations and expressing gratitude32:26 How to be more roleful to make a change in your business and relationships and fulfill a specific role36:07 The concept of authenticity to show up as you are with maximum impact36:58 How to get started in getting more intentional in being your authentic self38:12 The greatest gift of ikigai and allowing a person to pursue their work role42:12 Cultivating ikigai, kokorozashi, and shiko to create space where people feel safe, valued, and inspired43:24 Three simple ways to create ibasho to build a welcome place where people thrive  Register to win a pair of Nick Kemp's books: "Ikigai-Kan" and "Rolefullness" - enter to win by October 10th: http://chainoflearning.com/53

What do people in other functions at your organization think lean is all about?For many—in HR, OD, Finance, or operations—the answer is simple: process improvement, efficiency, waste elimination. And while those are pieces of the puzzle, they miss the bigger picture.Too often, continuous improvement and operational excellence teams get pigeonholed as “process people,” making it hard to gain traction or build the partnerships needed for real transformation.But lean isn't just about processes—it's about people. It's a strategy for developing leaders, engaging employees, and creating lasting change.If you're struggling to get leadership buy-in for lean or continuous improvement, the problem likely isn't the results you deliver. It's how you're positioning the value of lean and your role as a change leader.That's why I teamed up with my friend and business positioning and branding expert Betsy Jordyn for a special bonus episode.Together, we explore one of the biggest challenges you face as a lean and CI professional: how to position and frame your work so others see its true impact.YOU'LL LEARN:Why lean consultants – both internal and external – struggle with positioningHow to talk about what you do in language executives care aboutWhy people and learning matter more than toolsHow to connect leadership behaviors to measurable business resultsAnd why influence skills are just as important as technical expertiseWhether you're an internal or external consultant, this conversation will help you reframe your work in ways that create greater traction and impact.ABOUT MY GUEST:Betsy Jordyn is a Brand Positioning Strategist that helps consulting and coaching business owners clarify their brand positioning and messaging, create a website presence that positions them as sought-after experts, land clients with ease and integrity, and take their place as thought leaders and influencers in their niche. Her mission is to help consultants and coaches monetize their best-at strengths and authentic passions to make a bigger difference in the world.IMPORTANT LINKS:Full episode show notes: https://kbjanderson.com/roi-strategic-positioning-lean-consultants/ Watch this bonus episode on YouTube: https://youtu.be/kgCbr2Os3nA Connect with Betsy Jordyn: linkedin.com/in/betsy-jordynListen to my conversation with Betsy Jordyn on Consulting Matters podcast: The ROI of Elevating Your Strategic Positioning & MessagingCheck out my website for resources and working together: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjanderson Learn about my Japan Leadership Experience program: kbjanderson.com/JapanTrip Download my KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst TIMESTAMPS:01:00 – The challenge: how lean is misunderstood as process improvement04:00 – Why “lean” became associated with tools in the West07:30 – The “paint story”: respect for people in action at Toyota10:00 – Demystifying jargon like gemba and focusing on “going to see”12:00 – Creating conditions for frontline problem-solving15:00 – Respect for people = holding precious what it means to be human19:00 – Don't lead with methodology: framing problems leaders care about22:00 – From tools to transformation: shaping client expectations24:00 – Linking behavior change to ROI and business results25:00 – The Katalyst™ model: building influence and communication skills27:00 – Why executives aren't always on board—and how to change that33:00 – Silos among OD, HR, L&D, and lean consultants36:00 – Building cross-disciplinary partnerships for culture change41:00 – Positioning tips: language, boundaries, and when to reveal methods42:00 – Pairing technical expertise with influence for greater impact46:00 – Trojan-horsing people-centered leadership through process work48:00 – Quantifying value: behaviors, KPIs, and ROI54:00 – Wrap-up: The path forward for lean consultants

What's the #1 frustration most lean and continuous improvement practitioners face?It's something that I bet you've felt too, no matter how passionate you are about the work, no matter what you call it: lean, agile, continuous improvement, operational excellence, or DevOps...Too often, we struggle to clearly explain what we actually do as CI change leaders and why it matters. And when you can't articulate the deeper value of lean or OpEx, it's hard to get the buy-in needed to lead the organizational transformation you envision.In this episode, I take you inside a qualitative survey of 100+ change leaders—from internal continuous improvement practitioners and leaders, to external consultants and coaches, executives and operations leaders—on what draws us to this field of organizational improvement, what fuels our passion, and what holds us back from the impact we know is possible.Before listening to this episode, take a moment to reflect on:What lights you up about your work?What's the top challenge you keep running into?If you love lean and continuous improvement and are ready to overcome the frustrations holding you and your organization back from real transformation, then this episode is for you.YOU'LL LEARN:Three things we love the most about this work as continuous improvement and lean change leadersThe #1 frustration holding you back (hint: it's not about the tools or frameworks)Why a shift from McGregor's Theory X (command and control) to Theory Y (empowered problem-solving) management mindset is critical to your impact—and why lean efforts fail without itThe paradox of trying to influence deeply ingrained management and leadership beliefs and behaviorsThree practical ways you can start changing both the story and the system IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/52Check out my website for resources and ways to work with me KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Hear how Gustavo influenced significant business results after participating in my Japan Leadership ExperienceTIMESTAMPS FOR THIS EPISODE:03:01 Reflection questions on your own experience as a lean and continuous improvement practitioner03:53 Top three things that light us up and fuels our passion03:58 [FIRST] Problem solving that directly impact people's ability to work meaningfully04:51 Survey examples of what leaders love about solving problems06:16 [SECOND] People development and empowerment07:07 Survey examples of what leaders love about empowering people to solve problems08:50 [THIRD] Tangible and meaningful impact09:52 Survey examples of what leaders love about creating meaningful impact for people, organizations, and systems10:46 Change leader's frustration: leadership buy-in 12:57 The deeper truth in what's stopping us from leading real organizational transformation13:18 Challenges in changing mindsets and shifting behaviors in an organization13:42 The meaning of Douglas McGregor's Theory X and Theory Y and the relationship to lean16:00 The paradox in changing mindset management and leadership for change leaders17:12 Three practical tips to shift shift the story and the system17:18 [FIRST] Acknowledge the size of the challenge18:07 [SECOND] Speak the language of business19:07 One of the best examples of how a leader effectively led change through influence 20:54 [THIRD] Pair technical process improvement skills with influence and human-focused skills22:54 The consistent themes from the survey of loving this work and wanting to make meaningful impact23:54 Take the next step in expanding your influence skills

Dr. Shannon Flumerfelt, Founder of Charactership Lean Consulting and Endowed Professor of Lean at Oakland University, joined host Jamie Flinchbaugh to discuss her systematic approach to coaching leaders through difficult situations and complex problem-solving challenges. Dr. Flumerfelt shared her framework for handling difficult coaching situations, which begins with understanding whether the challenge stems from external factors or internal issues. She explains that external problems—such as skill gaps or training needs—are often easier to address through coaching and mentoring. However, internal challenges require a deeper analysis using what she calls the "head, heart, and hands" approach: examining a person's knowledge, disposition, and actual capabilities. When faced with complex situations, Dr. Flumerfelt advocates for creating an Ishikawa diagram to break down all contributing factors. She emphasizes the power of co-creating these visual tools with clients, noting that self-reflection becomes most powerful when people can see their challenges mapped out concretely. This approach helps remove emotional drama from the situation and enables more logical, analytical thinking while still respecting people's feelings and perspectives. Regarding prioritization when multiple problems exist, she stresses that the approach must be organic and context-dependent, true to lean principles. She suggests several methods for determining where to start: ensuring strategic alignment with organizational goals through Hoshin Kanri planning, conducting quality function deployment analysis to understand customer requirements, or using Pareto analysis to tackle the most significant causes first. However, she cautions that sometimes the biggest problems are beyond an individual's scope of influence, requiring a more realistic assessment of what can be accomplished. Dr. Flumerfelt also recommends using interrelationship diagrams to identify which issues have the most connections to other problems, as addressing these can create the greatest ripple effect of positive change. The key is understanding your level of power, influence, and authority within the organization and working within those realistic boundaries. When discussing how to tap into people's intuition alongside analytical tools, she acknowledges that lean thinking often appears heavily engineering-focused and black-and-white. However, she emphasizes that successful lean implementation requires understanding the complete framework of lean thinking, not just selecting individual tools. She advocates for using personality assessments like Myers-Briggs to understand team members' strengths and whether they tend toward intuitive or logical approaches. She highlights the concept of social capital as a competitive advantage, referencing Michael Porter's work. She believes organizations drastically underutilize their human potential, comparing it to how individuals only use a small percentage of their brain capacity. When you multiply underutilized brains across an entire organization, the untapped potential becomes enormous. This perspective drives her approach to individualizing and customizing development for each person, recognizing that people aren't robots and have unique strengths and weaknesses that deserve respect. Throughout the conversation, the importance of visual management tools and moving beyond just thinking or journaling to drawing out and visualizing problems and solutions was emphasized. This structured approach helps transform messy, complex situations into manageable challenges that can be systematically addressed. For those interested in experiencing her approach firsthand, Dr. Flumerfelt offers consulting services through Charactership Lean Consulting and teaches in Oakland University's graduate Lean Leadership program—a rare opportunity in higher education. To learn more about Dr. Flumerfelt's work, visit charactershiplean.org or connect with her on LinkedIn

Enter to win a copy of "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12.Organizations invest thousands of dollars and countless hours into lean, Six Sigma, and other continuous improvement training programs. Certifications get awarded. Belts get earned.But nothing actually changes.Technical problem-solving training alone isn't enough to drive meaningful impact. Without guidance and support on how to apply problem-solving tools—and the people-side of leading change—improvements stall. In this episode of Chain of Learning, I'm joined by Tracy O'Rourke and Elisabeth Swan, co-founders of the Just-in-Time Café and co-authors of "The Problem-Solver's Toolkit." With more than 50 years of combined Lean Six Sigma experience, they've trained and coached thousands of problem-solvers across industries—from healthcare and government to manufacturing and service—helping teams turn knowledge into real results.Whatever problem-solving method you use—DMAIC, PDCA, or an A3—you'll walk away with practical insights to help you bridge the gap between knowledge and action.YOU'LL LEARN:Why traditional training programs fail to create lasting problem-solving capability—and what to do insteadThe importance of bringing others along in a change project and staying flexible and curious as the work evolvesWhy successful and sustainable problem-solving requires both technical know-how and people skillsHow to engage teams, navigate change, and keep momentum going while leading a process improvement team How to close the gap between learning and doing by turning skills into real-world resultsABOUT MY GUESTS:Tracy O'Rourke is a Lean Six Sigma Master Black Belt, and co-founder of the Just-in-Time Café. As a sought-after consultant, instructor, and speaker with over 25 years of experience, Tracy specializes in cultural change, leadership development, strategic alignment, and process improvement. Elisabeth Swan is a leadership coach, keynote speaker, award-winning author of “Picture Yourself a Leader”, and co-founder of the Just-in-Time Café. Elisabeth brings decades of experience helping Fortune 100 companies and nonprofits embrace conscious leadership and continuous improvement. IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/51My website for resources and ways to work with me KBJAnderson.comConnect with Tracy O'Rourke: linkedin.com/in/tracy-orourkeConnect with Elisabeth Swan: https://www.linkedin.com/in/elisabethswanFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Get your copy of the “Problem-Solver's Toolkit”: www.jitcafe.com/book My Japan Leadership Experience: kbjanderson.com/japantrip TIMESTAMPS FOR THIS EPISODE:01:37 The inspiration behind the “Problem Solvers Toolkit” 02:54 The disconnect between what is education and what leads to retention 04:22 The aha moments in creating the revised second edition in leading process improvement05:55 Potholes and detours as a metaphor in process improvements not going the perfect way06:36 The journey of continuous improvement in taking your team on the journey with you07:26 Incorporating road games in getting the team involved in problem solving11:03 What led Tracy and Elisabeth to want to help people in leading process improvement13:31 The real meaning of being a leader — more than just being a senior executive16:04 The difference between lean and Six Sigma18:24 Why the process steps matter more than the name19:22 Why people feel lean has failed20:38 Additional learnings in making the second edition of “The Problem-Solver's Toolkit” 21:53 Changes made in the second edition including graphics, examples and templates22:19 What the Just-in-Time Café digital toolkit includes 25:23 How to solve problems based on solving similar problems27:19 The 5S Baby spoof music video inspired by process solving tools29:12 The next spoof song based on root cause analysis33:16 Elisabeth's takeaways from the Japan Leadership Experience in seeing worker happiness34:53 The importance of focusing on human happiness and engagement for growth36:53 Tracy's takeaways from the Japan Leadership Experience 40:00 Top recommendation for being the most effective in getting traction in solving problems41:41 The importance of building curiosity to get to know people and their experiences43:34 What is involved in successful problem-solving44:14 How to close the gap between learning and doing Enter to win a copy of "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12. Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.

What You'll Learn:In this episode, host Patrick Adams and guest Brian Meyers discuss leadership principles and the importance of mentorship, active listening, and creating a safe environment for innovation. They highlight the significance of continuous improvement and adapting Lean practices to fit specific organizational needs. Brian discusses his rapid adoption of Lean principles, inspired by trips to Japan and Europe, and the transformative impact on his business culture.About the Guest:Brian Meyers is the President of JcrOffroad, Victory 4×4, and Fat American Mfg, where he's spent over 20 years transforming a garage startup into a thriving company powered by a 50+ person team and a strong Lean culture. After realizing that leadership begins with personal accountability—not blame—Brian committed to becoming the leader his team deserved. Now, through his Lean by Doing podcast and speaking, he shares real stories, hard-earned lessons, and practical tools to help other leaders grow, improve, and build cultures their teams are proud to be part of.Links:2025 Lean Solutions SummitClick Here For Brian Meyers LinkedInClick Here For Brian Meyers YouTube 

Apply for the Nov 2025 (limited spots remaining) or May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/ “Change the culture!”That's exactly what longtime Toyota leader Isao Yoshino was tasked with during one of the most famous business transformations in history—NUMMI—Toyota's joint venture with General Motors in the 1980s.The challenge? Take GM's worst-performing plant—plagued by absenteeism, low morale, and poor quality—and turn it around.Within just one year, with the same American workforce but under Toyota's leadership, NUMMI became GM's best-performing site.Behind the scenes was Mr. Yoshino, leading the design and delivery of a three-week training program in Japan for hundreds of NUMMI's frontline and middle managers.In this episode, Mr. Yoshino shares the inside story of NUMMI's transformation—how an experiment in a business turnaround became a “New Me” moment for its leaders—and the leadership lessons you can use to influence culture change without relying on authority.If you're a lean practitioner or change leader wondering how to truly “change a culture,” this is a rare chance to hear the story directly from the person who lived it.You'll Learn:Why you can't force culture change—and what to do insteadHow Mr. Yoshino and his team created  immersive learning experiences that shifted NUMMI leaders' mindsets in just three weeksWhy the “Check” step in PDCA is the secret to Toyota's sustained success How the andon process reshaped leaders' views on problems—and how a “no problem is a problem” and no-blame mindset fosters learning and continuous improvementWhy NUMMI's transformation was as much (or more) about people as it was about performanceABOUT MY GUEST:Isao Yoshino, worked at Toyota Motor Corporation for over 40 years—from the late 1960s to the early 2000s—and played an important role in the development of Toyota's people-centered learning culture it's now famous for. He was a key part of Kan-Pro senior leadership development program, which embedded A3 thinking as the process for problem-solving, communication, and leadership development across the organization—and has deep expertise in the practice of hoshin-kanri—Toyota's strategy deployment process. He's the subject of the Shingo award-winning book “Learning to Lead, Leading to Learn: Lessons from Toyota Leader Isao Yoshino on a Lifetime of Continuous Learning”IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/50Check out my website for resources and ways to work with me KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about the Japan Leadership Experience: kbjanderson.com/japantrip For an even deeper behind-the-scenes look at NUMMI, read the dedicated chapter in my book: LearningToLeadLeadingToLearn.com TIMESTAMPS FOR THIS EPISODE:03:02 How Isao Yoshino felt to be tasked with changing the culture and attitude of NUMMI leaders04:27 Creating the space for leaders to experience working in Japan and Toyota's style09:21 Positive results from employees changing their attitude mindset themselves without being forced12:06 The importance of “check” in the PDCA process 14:38 Making the “check” process a positive experience in learning how to improve systems without blame18:10 The critical difference between the former GM culture and Toyota with their approach to problems19:12 The mindset shift of “no problem is a problem” and the impact of pulling the andon cord20:19 The positive results from lettings others learn and grow without force23:09 Reflections from Isao Yoshino about being part of the Japan Leadership Experience and continuing to learn something new24:38 The acronym for NUMMI and the deeper meaning of, “New Me” to become the best version of yourself Apply for the Nov 2025 (limited spots remaining) or May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/ 

Apply for the Nov 2025 (limited spots remaining) or May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/ When you encounter challenges or setbacks, and it feels like things just aren't going your way, it's easy to get caught into a downward negative spiral.  But could simple mindset shifts change not just how you feel, but how you move forward and influence those around you with positive momentum?In this episode, I'm sharing three powerful reframes that have helped me reset, regain perspective, and move through challenges with intention and empowerment. These reframes aren't just personal practices—they're leadership strategies that can help you model resilience, learning, and agency, and inspire the people around you to do the same.This episode isn't about blind optimism or sugarcoating hard things. It's about real, actionable ways to reframe challenges and move forward with greater clarity, strength, and purpose.Learn the three reframes that have helped me (and the leaders I work with) get back up and lead with heart and intention.YOU'LL LEARN:How to reframe your focus from negative to positive and rise with more clarity and confidenceThe story behind the motto that inspires me daily –“Today's a great day” – and how gratitude can ground you in tough momentsWhy setbacks and failures aren't the end, but an opportunity to learn your way forwardHow the Japanese daruma doll became a lesson in resilience—representing the proverb “Fall down seven times, get up eight”How to move from feeling powerless to empowered and why the ball is always in your courtIMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/49Resources and ways to work with me: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Read my book featuring lessons from Isao Yoshino's 40 years of Toyota Leadership: LearningToLeadLeadingToLearn.com TIMESTAMPS FOR THIS EPISODE:01:56 [1st REFRAME] Find the good—even when it's hard02:03 Katie's dad as the inspiration behind the motto, “Today's a great day”04:23 Isao Yoshino's influence in learning how to shift from negative to positive07:22 The importance of focusing on the good for improvement09:23 [2nd REFRAME] Seeing failures and setbacks as learning opportunities10:17 Why daruma dolls are a reminder of resilience and the Japanese proverb "Fall down seven times, get up eight"12:04 Questions to maintain a learning mindset12:33 The learning zone versus the performance zone from Chain of Learning Episode 5 guest Eduardo Bricino13:37 Reframe exercise to reframe failure to learning opportunity 15:17 [3rd REFRAME] Moving from powerlessness to agency15:51 Understanding, “The ball is in your court” to help how you respond to negative conditions17:07 Achieving goals versus fulfilling your intention18:14 Katie's previous organizational role and how a reframe launched her consulting practice20:19 How two executives used coaching and reflection to shift from solving problems themselves to enabling their teams21:26 Stepping away from frustration and reframing the problem to influence things differently22:51 Reframe exercise to move from inaction to action23:33 Summary of the three reframes25:31 Questions to help shape your day and impact Apply for the Nov 2025 or May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/ 

Apply for the Nov 2025 or May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/ You're implementing the tools.Making the improvements.Delivering the project results.But the same problems keep resurfacing and you're left wondering: What's missing?In this episode, Josef Procházka, a lean consultant from the Czech Republic, shares his personal journey of transformation—from frustrated practitioner to heart-led coach—and the impact his shift in approach to consulting has had for his clients and for himself.Josef began his career focused on tools, metrics, and deliverables. But something didn't feel right.After reading Learning to Lead, Leading to Learn and joining two of my Japan Leadership Experience programs, Josef experienced a transformation of both mind and heart. He found a more meaningful path: one centered on people, purpose, and intentional leadership.Whether you're an external consultant, internal improvement or operational leader, or simply looking to grow your impact—Josef's story is a reminder that real change doesn't come from better systems alone. This episode will challenge you to rethink how you show up to lead change, what transformation really requires, and what it means to lead with intention.YOU'LL LEARN:How Josef shifted from tool-based delivery to people-centered transformationWhat it looks like to reframe 5S (a workplace organizational practice) into a more meaningful, people-centered practiceThe mindset change required to stop “doing Lean” for others and start leading change with themWays personal growth can unlock deeper change for your clients and organizationsWhy sustainable improvement depends on connecting people and purpose—not just applying toolsABOUT MY GUEST:Josef Procházka is a Lean Six Sigma consultant from the Czech Republic with 20+ years of experience helping manufacturing companies improve productivity, streamline processes, and enhance quality through structured problem-solving and project leadership. He specializes in making Lean practices meaningful by translating tools like 5S and A3 into values-driven change that engages people at every level. IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/48My website for resources and ways to work with me: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalystApply for the Japan Leadership Experience: kbjanderson.com/japantripRead my book that played a role in Josef's leadership transformation: LearningToLeadLeadingToLearn.comTIMESTAMPS FOR THIS EPISODE:03:13 How the Japan Leadership Experiences influenced Josef's transformation05:27 The “aha” shifts that helped his transformation07:59 Why Josef's approach was not making an impact11:00 Reframing 5S to meaningful 5S to increase productivity in a client's workplace17:30 The importance of bringing meaningfulness to create impact20:03 The negative effect of short-term focus without a long-term view22:33 Why Josef decided to come back to the Japan Leadership Experience 25:32 Why Katie is passionate about leading her Japan Leadership Experiences 28:12 The connection leaders feel after the immersive experience in Japan29:07 Positive transformations from two clients Josef invited to the Japan Leadership Experience33:29 Importance of continuing to learn and going towards the North star to be a better leader37:52 Why real leaders practice lean for their team39:21 Josef's story on going to the Japan Leadership Experience44:21 Advice to make a shift towards greater impact46:21 7 key steps to create real long-term impact Apply for the Nov 2025 or May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/ 

A global economic crisis is dragging down sales.Departments are working in silos and leaders at all levels are arguing about priorities. Managers are too busy to coach their teams.You might think this describes your organization today—and it was the exact situation Toyota faced nearly 50 years ago.This challenge sparked one of the most ambitious and influential—and least known outside Japan—leadership development programs in Toyota's history: the Kanri Nouryoku Program, or Kan-Pro for short. “Kanri” meaning management, and “Nouryoku” meaning capability.Kan-Pro helped establish the people-centered learning culture Toyota is famous for today and embedded A3 thinking as a foundational process for problem-solving, communication, and leadership development.I invited Isao Yoshino—a 40-year Toyota leader who was one of the key team members who helped create and lead the program—to share his experience in two pivotal moments in Toyota's evolution and how he learned to lead cultural leadership transformation from a place of influence, not authority. Join me and Mr. Yoshino—also the subject of my Shingo-award winning book Learning to Lead, Leading to Learn — as we celebrate its 5-year anniversary this month!YOU'LL LEARN:The problem Toyota was trying to solve—and how Kan-Pro emerged as the countermeasureThe leadership styles of Masao Nemoto vs. Taiichi Ohno—and how both shaped Toyota's culture through the development of Toyota Way management culture and the Toyota Production System How Mr. Yoshino learned to coach and develop more senior executives as a mid-level internal change leaderThe process that established A3 thinking as the standard for leadership development, communication, and problem-solving across ToyotaCritical leadership behaviors that led to Toyota's success—which have come to be known as “lean management”Stay tuned for Episode 50 where Mr. Yoshino shares his major assignment to “change the culture”—how he and his team, including Lean Global Network Chairman John Shook, led the training and transformation of frontline American leaders at NUMMI, the GM–Toyota joint venture in the 1980s.ABOUT MY GUEST:Isao Yoshino, worked at Toyota Motor Corporation for over 40 years—from the late 1960s to the early 2000s—and played an important role in the development of Toyota's people-centered learning culture it's now famous for. He was a key part of Kan-Pro senior leadership development program, which embedded A3 thinking as the process for problem-solving, communication, and leadership development across the organization—and has deep expertise in the practice of hoshin-kanri—Toyota's strategy deployment process.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/47My website with resources and ways to work with me KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about the Japan Leadership Experience: kbjanderson.com/japantrip My book featuring lessons from Isao Yoshino's 40 years of Toyota Leadership: LearningToLeadLeadingToLearn.comTIMESTAMPS FOR THIS EPISODE:03:51 The leadership shift behind the Toyota Way towards a people centered approach06:03 How Taiichi Ohno shaped the Toyota Production System and Masao Nemoto shaped Toyota Way style leadership07:41 Closing Toyota's leadership gap and how Kan-Pro emerged as a countermeasure12:41 Why committed top-down leadership ownership is essential to creating organizational culture14:46 How seriousness and patience sets Toyota apart15:17 Why Toyota created Kan-Pro to 're-tighten the belt' on leadership capabilities and why they need to refocus on leadership capabilities every generation18:55 The leader's role in setting direction and providing support to their people 20:40 The mindset shift in top management to not to fake it21:17 Mr. Yoshino's experience coaching senior leaders through hands-on A3 learning25:38 Key influence skills Mr. Yoshino learned from great Toyota managers28:12 The importance of respect by senior leaders even when there's resistance to change28:58 Being a Yes-Minded Persuader – a key KATALYST™ Chang Leader competency –  in bringing leaders along in change 31:25 Lessons from coaching senior leaders using A3 thinking during Kan-Pro35:45 The positive shift when leaders prepare the A3 themselves37:48 Importance of handwritten A3s to senior executives41:13 The significance of a leader stamping their hanko on an A3 document43:35 Why an A3 at Toyota is different compared to most companies45:16 Mr. Yoshino's highlights in participating in Katie's Japan Leadership Experience lean management tours 48:29 Leading change involves empathy, patience, and helping others change themselves48:50 Questions to reflect on as a change agent in your organization Apply for the Nov 2025 Japan Leadership Experience https://kbjanderson.com/japantrip/ 

Is it possible to lead a real, long-term cultural transformation in a publicly traded company—where shareholders often demand short-term financial results?It's challenging, yet possible. And GE Aerospace, with CEO Larry Culp at the helm, is leading the way. I invited Phil Wickler, Chief Transformation Officer, back to discuss the enterprise-wide shift toward lean at GE Aerospace.We explore what it takes to build a lean management system across a global company of 50,000+ people and how GE Aerospace is embedding problem-solving thinking, leadership behavior, and capability building into every layer of the organization as the strategic approach to getting business results.Discover the difference between “doing” lean and “being” lean and what it takes to shift from operational leadership and “being the expert” to transformational influence and building capability across the organization.If you're an operational leader, internal lean practitioner, external consultant, or if you want to lead change at scale, don't miss this episode!YOU'LL LEARN:How to strengthen the positioning of internal change teams and continuous improvement efforts—with and without executive supportWhy real transformation starts with leadership behaviors—not tools—and the key mindset and behavior shifts needed for lasting impactHow GE Aerospace is overcoming GE's Six Sigma historic approach to improvement and leaders' long-standing misconceptions about lean The purpose and elements of GE Aerospace's proprietary FLIGHT DECK lean operating system and how it's aligning lean fundamentals and behaviors across the organizationWhy shifting the ROI conversation on capability-building (not just cost savings) is critical for long-term transformation successABOUT MY GUEST:Phil Wickler is a Chief Transformation Officer at GE Aerospace where he has enterprise responsibility for EHS, Quality, Lean Operations, Sustainability and Transformation. Phil joined GE in 1995. He progressed through several operations roles, including Six Sigma Black Belt in assembly and component manufacturing, and as a facility manager. Then most recently, the Vice President of Supply Chain at GE, leading global manufacturing and supply chain operations.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/46Connect with Phil Wickler: linkedin.com/in/philip-wicklerCheck my website: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonLearn more about lessons from Toyota Leader, Isao Yoshino: Learning to Lead, Leading to Learn  TIMESTAMPS FOR THIS EPISODE:01:54 Phil's career journey to Chief Transformation Officer04:28 Steps to lead culture change and build a thriving lean enterprise07:23 Common leadership misconceptions09:13 Helping leaders go to gemba with humility12:14 Setting up hoshin kanri up for success14:25 Importance of reflection for continuous improvement16:41 Narrowing down objectives vs. working on everything at once20:18 Moving from an operational leader to a transformational change leader22:04 How centralized and decentralized lean teams support enterprise culture change25:15 Integrating communications and HR functions in transformation & talent development26:18 GE Aerospace's proprietary lean management system – FLIGHT DECK28:12 Mindset shifts that shaped Phil's leadership31:00 Measuring cultural change through lean and FLIGHT DECK34:57 Starting with the basics is critical in leading change37:55 Real-world example of progress at site level39:21 How to strengthen the positioning of lean/Operational Excellence in your organization41:55 One element that accelerated GE Aerospace's transformation42:31 How to get started/ bring senior leaders on board

What You'll Learn:In this episode, host Patrick Adams, Shane Daughenbaugh, and guest Scott Gauvin discuss how the principle of "respect for people" goes beyond individual actions to become an organizational-wide practice that fosters culture transformation, engagement, and continuous improvement. They explore strategies for leaders to cultivate a learning culture, emphasizing active listening, transparency, and coaching to develop human skills and create lasting change within organizations.About the Guest:Scott Gauvin is a management consultant and Lean specialist with 30 years of experience helping organizations transform the way they perceive and pursue performance. As CEO of Macresco and co-founder of the Respect for People Roadmap, he's partnered with organizations worldwide and across industries to innovate their business and operating models and put people at the center of their corporate and operations strategies.Links:THE RESPECT FOR PEOPLE ROAD - WEBSITECLICK HERE FOR SCOTT GAUVIN LINKEDIN

Enter to win a copy of "Managing on Purpose" by Mark Reich, Chief Engineer of Strategy at the Lean Enterprise Institute (LEI). Giveaway open through June 20th.How effective is your organization's strategy in achieving results?If your team doesn't understand how their daily work connects to bigger organizational goals, you don't have a strategy—you have a gap. A gap in engagement. A gap in alignment. This gap leads to confusion, misaligned priorities, and wasted effort.I'm joined by Mark Reich, author of “Managing on Purpose”, to explore how hoshin kanri – often translated as strategy or policy deployment – can bridge this gap and transform your strategy development and deployment process.With 23+ years at Toyota and extensive experience guiding organizations through lean transformations, Mark reveals how hoshin kanri offers a different approach to strategy execution and management. It connects people to purpose, builds capability, and aligns cross-functional areas, turning vision into results.Turn your strategy into action by aligning and building a purpose-driven organization.YOU'LL LEARN:Differences between hoshin kanri and traditional strategy management Common misconceptions around strategy deployment and what sets hoshin kanri apartThe role of catchball in connecting top-down and bottom-up processesThe importance of building reflection (hansei) and PDCA (Plan-Do-Check-Act) into the processReal-world examples of organizations successfully transitioning to hoshin kanri strategy development and deploymentABOUT MY GUEST:Mark Reich is the author of “Managing on Purpose.” He spent 23 years at Toyota, including six years in Japan, seven years at the Toyota Supplier Support Center (TSSC), and over a decade leading Toyota's North American hoshin kanri process. Today, he's the Senior Coach and Chief Engineer of Strategy at the Lean Enterprise Institute (LEI), where he guides organizations and their executives on lean transformation.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/45Connect with Mark Reich: linkedin.com/in/markareichMark Reich's book, “Managing on Purpose”: lean.org/store/book/managing-on-purposeResources and ways to work with me: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my FREE KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about the history and application of hoshin kanri: Learning to Lead, Leading to LearnTIMESTAMPS FOR THIS EPISODE:2:05 Hoshin Kanri vs. traditional management approaches to strategy2:52 Mark defines hoshin kanri3:49 What people get around around strategy deployment4:26 Two key differences that sets hoshin kanri apart from traditional strategy5:16 The problem Mark aimed to solve in “Managing On Purpose”10:07 Why knowing your true north vision matters11:34 The complexity of the x-matrix in implementing strategy15:31 Why catchball is essential to hoshin kanri20:32 Leading effective catchball conversations23:07 Vertical vs. horizontal catchball24:31 Collaborative input in the A3 process26:17 How leaders can retain perspective for effective catchball conversations28:30 The PDCA cycle's critical role in hoshin kanri framework31:06 Importance of flexibility in leadership32:19 Distinguishing daily tasks vs. long term tasks for success34:31 Embedding reflection time in the hoshin process to make PDCA work37:31 Long-term learning in implementing effective systems39:48 Using hansei for reflection and prioritization Enter to win a copy of "Managing on Purpose" by Mark Reich, Chief Engineer of Strategy at the Lean Enterprise Institute (LEI). Giveaway open through June 20th.Apply today for my next Japan Leadership Experience — learn more and discover the power of this immersive learning experience.