Podcast appearances and mentions of mark graban

Baseball has always made room for human error. Umpires miss calls. Fans complain. Life goes on. But this season, MLB is rolling out the Automated Ball-Strike challenge system -- ABS -- giving teams two challenges per game to contest ball-and-strike calls. The idea is to reduce bad calls. The likely side effect is a whole new category of mistakes. In this "Mistake of the Week," Mark Graban looks at what happens when correcting human error depends on another human decision -- and what one anonymous coach predicted, vividly, about how this will play out.

In this episode of My Favorite Mistake, Mark Graban talks with Dr. Tyler B. Evans, infectious diseases and addiction medicine physician, public health leader, and author of Pandemics, Poverty, and Politics. Episode page with links, video, and more Dr. Evans shares a deeply personal “mistake” — giving up his dream of working in global health abroad to take what he thought was a conventional job in the United States. That decision led him to work with Native American communities in Wyoming, build refugee health programs in New York, and serve in leadership roles during the COVID-19 pandemic. What initially felt like a detour ultimately shaped his career and mission. The conversation explores the politicization of public health, the erosion of trust in expertise, and why solidarity among healthcare professionals may be essential to restoring confidence. Dr. Evans reflects on lessons from seatbelt laws, smoking reduction, and pandemic response — and why public health measures are fundamentally about protecting communities, not restricting individuals. They also discuss how scientific understanding evolves, how leaders can communicate uncertainty responsibly, and why learning — not blame — must guide how we respond to mistakes.

How many KPIs are too many — and how do leaders know which metrics actually matter? Episode page In Episode 7 of Lean Coffee Talk, Mark Graban and Jamie Flinchbaugh explore how organizations overload themselves with metrics, why some “red” indicators fail to drive action, and how to evaluate whether KPIs are still relevant. They also discuss the role of change management in Lean transformations, why people don't resist change itself but fear things getting worse, and how engaging employees early leads to more sustainable improvement. Along the way, they connect lessons from Olympic controversies, construction megaprojects, coffee brewing methods, and even Starbucks stir sticks to core Lean ideas about customer value and “jobs to be done.” A thoughtful, wide-ranging conversation about leadership, measurement, culture, and curiosity.

The blog postWhat if a book could become an interactive coach instead of a static reference?In this episode, Mark Graban shares a behind-the-scenes look at his experiment turning the award-winning book Lean Hospitals into an AI-powered chat assistant embedded directly on his website. What started as a Friday afternoon curiosity quickly evolved into a working WordPress plugin, a subscription model, and a new way to deliver improvement knowledge on demand.Mark walks through how non-developers can use AI tools to write functional software, what he learned comparing different AI coding assistants, and why the real breakthrough isn't the technology — it's the ability to access proven Lean thinking at the moment of need.He also explores the broader implications for leaders and organizations: Could AI assistants trained on your own standards and practices reinforce daily management, support problem solving at the gemba, and scale coaching without more training sessions?This episode is both a practical case study in rapid experimentation and a thoughtful discussion about the future of learning, leadership, and continuous improvement in the age of AI.Key themes include:Turning expertise into on-demand guidanceUsing AI to prototype software without coding experienceSubscription models for knowledge deliveryPoint-of-use support for leaders and frontline teamsWhy technology alone won't create a Lean culture — but can reinforce the right behaviorsIf you care about scaling improvement capability, preserving organizational knowledge, or simply experimenting with new ways to learn, this episode offers a candid look at what works, what broke, and what might come next.

In Episode 339 of My Favorite Mistake, Mark Graban talks with Genevieve Skory, executive coach and former Chief Field Development Officer, about a leadership mistake that many high performers make: confusing performance with alignment. Episode page with links, video, and more For years, Genevieve defined winning by revenue and results. Pressure was normal. Constant pivoting felt strategic. Intensity was rewarded. The numbers came in — but so did exhaustion, turnover, and a culture operating in fight-or-flight mode. In this conversation, we explore the hidden cost of performance-at-all-costs leadership, the neuroscience behind fear-driven decision-making, and why teams don't always tell leaders the truth when the environment feels unsafe. Genevieve shares what changed for her and how she now helps ambitious leaders build sustainable success without burnout. If you've ever sensed that strong results were masking deeper misalignment, this episode will resonate.

After winning gold at the Winter Olympics, skier Breezy Johnson did what champions do — she jumped for joy. And her medal fell off. She later joked, “Don't jump in them… I was jumping in excitement and it broke,” adding that it was “not, like, crazy broken. But, a little broken.” Other athletes experienced similar ribbon failures during their celebrations. In this episode of Mistake of the Week, Mark Graban looks at what happens when a system fails during the very moment it's designed to support — and why it's encouraging that Olympic officials acknowledged the problem instead of blaming the athletes. Because if your medal can't survive celebration… what exactly was it tested for? This episode explores: Designing for real human behavior (including joy) The importance of testing under realistic conditions Why admitting a flaw beats assigning blame What organizations can learn from a broken ribbon

The blog post In this audio version of the post, Mark Graban reflects on a rare kind of CEO message—one that treats safety not as a compliance checkbox or slogan, but as a core leadership responsibility and a living example of Respect for People.Drawing from the 2025 annual report and CEO letter from GE Aerospace and its leader Larry Culp, Mark explores what it means when safety truly comes first in SQDC—and how that ordering signals what leaders value most, especially under pressure.This episode looks at how safety is embedded into systems, structure, incentives, and daily management through GE's FLIGHT DECK operating system, rather than being isolated in a department or reduced to culture talk. You'll hear why safe systems surface problems, why speaking up must be protected (not just encouraged), and why safety is one of the strongest leading indicators of psychological safety and continuous improvement.For leaders working to build trust, learning, and real operational excellence, this is a practical example of what “Respect for People” looks like in action.

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.

Most of us pull up to a gas pump on autopilot—until something goes wrong. In this Mistake of the Week, host Mark Graban looks at a real-world systems failure that affected hundreds of drivers across the Denver metro area. Due to an upstream error at a fuel terminal, diesel fuel was mistakenly delivered into the gasoline supply—leading to stalled cars, tow trucks, and costly repairs. Instead of rushing to blame or punishment, Colorado regulators emphasized learning, investigation, and prevention. That response matters—and it offers an important lesson about mistake-proofing, system design, and leadership. In this episode, Mark explores: Why focusing on who made the mistake misses the real problem How mistake-proofing works—and where it often fails Why downstream safeguards can't fix upstream system errors What leaders can learn from choosing curiosity over blame Mistakes like this are disruptive and expensive—but they also create an opportunity to improve systems so the same error doesn't happen again.

The blog postMany improvement efforts stall not because of poor strategy or missing Lean tools, but because people don't feel safe speaking up.In this Lean Blog Audio episode, Mark Graban explains why psychological safety is a foundational requirement for continuous improvement. Drawing from his book The Mistakes That Make Us and decades of experience in healthcare, manufacturing, and other industries, Mark explores how fear, blame, and leader reactions silence learning — and how different leadership behaviors make improvement possible.The episode also previews themes from Mark's upcoming workshop at Shingo Connect 2026, including what psychological safety is (and is not), how it supports accountability rather than lowering standards, and why learning from mistakes depends on creating environments where people can speak honestly without fear.

What happens when you know your value—but say a lower number anyway? In this episode of My Favorite Mistake, Mark Graban is joined by Amy Rasdal, founder of Billable at the Beach and author of Land a Consulting Project Now. Amy shares her favorite mistake from the early days of consulting: undercharging for her work because of fear, even when she knew she was worth more. Amy explains how that moment became a “gateway mistake,” leading her to better understand pricing, confidence, and the hidden beliefs that hold many accomplished professionals back. The conversation explores why undercharging is so common, how fear shows up in pricing conversations, and why selling out your time at a discount can quietly limit long-term success. This episode is especially relevant for consultants, freelancers, and professionals considering a move from corporate life into independent work.

The blog post When Ford and UAW leaders traveled to Japan in 1981, they expected to find better machines, tighter processes, and technical secrets. What they found instead was something far more powerful: a management system built on listening, trust, and respect for people.In this Lean Blog Audio episode, Mark Graban revisits the 1981 Ford–UAW study trip to Toyota, Nissan, and Mazda through the reflections of Don Ephlin, one of the UAW's most thoughtful leaders. The visitors didn't discover better workers or superior discipline — they discovered a system that expected people to think, speak up, and improve the work.From the meaning of the andon cord to the lessons that later shaped NUMMI, this episode explores why Lean was never really about tools — and why respect, listening, and psychological safety remain the foundation of sustainable improvement today.

A devastating hospital mistake in Glasgow was described by leaders as “human error,” even as they acknowledged that “very rigorous processes” were not followed. In this episode of The Mistake of the Week, Mark Graban examines why suspensions and discipline don't guarantee improvement — and how gaps between written procedures and real work create hidden risk. Punishment may feel like accountability, but without fixing the system, the same harm remains possible.

John Rizzo joins Mark Graban to discuss why sustainable improvement depends on empowering people — not command-and-control leadership or short-term value extraction. Links and more:  John is a senior executive, investor, and change leader who has led transformational improvement efforts across manufacturing, healthcare, retail, services, and nonprofit organizations. He is the author of Creating Value: Empowering People for Sustainable Success, a book that deliberately avoids Lean jargon while describing a holistic continuous improvement business system rooted in humility, listening, and people development. In this episode, John shares lessons from Wiremold, private equity–backed companies, and healthcare organizations, including the powerful “six-inch move” story that shows how small acts of listening can unlock trust and transformation. The conversation explores what real empowerment means (and what it does not), why leaders must shift from firefighting to developing problem solvers, and how organizations can create lasting value for employees, customers, and owners. This episode is especially relevant for CEOs, executives, managers, and internal change agents looking to improve results without burning out their people or relying on command-and-control leadership.

Dr. Melisa Buie brings a fascinating perspective to the challenge of failure, one forged through decades of building high-powered lasers and leading manufacturing transformations in the semiconductor industry. With a PhD in Nuclear Engineering and Plasma Physics from the University of Michigan and over 15 years at Coherent, Inc., Melisa has spent her career solving complex technical problems. But it was a personal struggle that led to her latest book, "Faceplant: FREE Yourself from Failure's Funk," co-authored with Keely Hurley. Melisa shared a compelling story that became the catalyst for her book. Despite being completely comfortable with failure in the laboratory, where experiments routinely don't work, and models need constant refinement, she discovered she was terrified of failing in her personal life. When she took a Spanish class at Stanford and tried speaking her first sentence to a friend, the friend burst out laughing. Melisa's immediate reaction was to shut down completely. She realized she had developed a fixed mindset about failure outside the lab, and this contradiction troubled her deeply. She spent years reading everything she could about failure, learning, and growth, ultimately developing the framework that became "Faceplant." The book's title came from Melisa's co-author, Keely, who has a gift for turning her own missteps into hilarious stories. For Keely, every failure was just another face plant to laugh about, and the metaphor stuck immediately. The subtitle's use of "FREE" isn't just clever wordplay; it's an acronym for a practical framework: Focus, Reflect, Explore, Engage. Melisa explained that the framework grew organically from her lean manufacturing background, particularly the principle of Hansei, which emphasizes self-reflection followed by self-improvement. The first two steps help clarify what actually happened and understand your role in it, while the final two steps push you toward curiosity and experimentation. When asked about organizational barriers to learning from failure, Melisa highlighted the critical importance of psychological safety, pointing to the work of Amy Edmondson and Mark Graban. She noted that leaders often unintentionally shut down learning through their behaviors, even when they genuinely believe they support it. Melisa offered concrete examples to watch for: Is it easier to get approval for a half-million-dollar piece of equipment than to run a five-thousand-dollar experiment? If equipment purchases are immediate but experiment proposals sit unopened for weeks, that reveals the organization's true priorities. She also pointed to meeting dynamics when brainstorming sessions fall silent except for one voice, or when only a single idea emerges, and everyone rallies around it without discussion, those are warning signs. Perhaps most striking was Melisa's deliberate choice to use the word "failure" throughout her book, rather than softer alternatives like "learning opportunity" or "mistake." She explained that failure makes us deeply uncomfortable, and she didn't want to step over that discomfort. When one friend admitted to only failing once in life, Melisa felt sad for them, because without taking risks and chances, we miss the rich opportunities that failure provides. She acknowledged the irony: in the lab, ten failed experiments in a design of experiments might be considered a beautiful success because of what was learned. But she wanted to be honest about calling things what they are, pushing past the positive platitudes about failure to actually embrace it. Learn more about Melisa and her work at www.melisabuie.com and www.faceplantbook.com, or connect with her on LinkedIn.

Read the blog postOperational Excellence rarely fails because of a lack of ideas. More often, it breaks down when strategy, daily work, and improvement efforts operate in silos.In this episode, Mark Graban explores what it really means to take a unified approach to OpEx—one that connects strategy deployment, process discipline, employee-driven improvement, and leader-led initiatives into a single, coherent system.You'll hear how organizations move beyond disconnected spreadsheets, emails, and project tools to create visibility, alignment, and learning across all levels of the organization. Mark also discusses how platforms like KaiNexus support this work—not by replacing leadership or Lean thinking, but by strengthening the management system that makes continuous improvement sustainable.This conversation is especially relevant for leaders trying to:Bring strategy to life at the frontlineBalance top-down direction with bottom-up improvementCreate visibility without micromanagementTurn Operational Excellence into how the business actually runs

What does a failed bank robbery have to do with one of the most cited ideas in psychology? More than you might expect. In this episode of My Favorite Mistake, Mark Graban tells the true story of McArthur Wheeler, a man who believed that rubbing lemon juice on his face would make him invisible to security cameras. Confident in his reasoning—and even more confident in his ability to test it—Wheeler walked into two Pittsburgh banks in broad daylight, fully exposed, certain that his citrus-based logic would protect him. It didn't. When police later showed him clear surveillance photos, Wheeler's stunned response became legendary: “But I wore the juice.” That moment caught the attention of psychologist David Dunning, who saw in Wheeler's mistake something deeper than criminal incompetence. Along with Justin Kruger, Dunning went on to study how people with low skill often lack the awareness to recognize their own limitations—research that became known as the Dunning–Kruger Effect. This episode explores the layered nature of mistakes: flawed assumptions, poorly designed tests, and the dangerous certainty that both are correct. It's not a story about stupidity. It's a story about human blind spots—and how easily confidence can outrun competence. Whether in leadership, work, or everyday life, the lesson is universal: it's not enough to test our ideas. We also have to test how we test them. Because some of the most convincing mistakes are the ones that feel like proof.

Episode page with links, video, and more In this episode, Mark Graban and Jamie Flinchbaugh respond to listener questions about system design, leadership behavior, and navigating misguided Lean requirements. They explore why some systems—like college football playoffs or improvement quotas—fail to deliver their intended results, and what leaders can do instead. Topics include cultivating psychological safety in higher education, getting Lean started when the broader organization isn't supportive, and how to redirect “check-the-box” improvement mandates into something more meaningful. Along the way, they also cover fresh coffee beans, local roasters, AI-generated music playlists, and a low-key holiday performance by Brandi Carlile—because culture matters too.

In this week's Mistake of the Week, a company's HR team accidentally sent a mass termination email to the entire workforce — including the CEO. The culprit was an offboarding automation tool left in the wrong mode, turning a routine test into a company-wide panic. Mark Graban explores what this moment teaches about automation, human fallibility, and the danger of relying on memory in systems that affect people's livelihoods. Instead of asking, “Who pressed the wrong button?”, the real question is, “Why was this mistake even possible?” A funny story now, but a real lesson in error-proofing or the lack thereof. Because even when no one's actually fired, the fear can linger long after the email is retracted.

The blog postHow should organizations think about using AI in Kaizen and continuous improvement? In this AudioBlog, Mark Graban argues that there are no clear answers yet—and that uncertainty is exactly why AI should be approached through small, disciplined PDSA cycles rather than big bets or hype-driven rollouts.Instead of treating AI as an expert or decision-maker, Mark frames it as a thought partner—a tool that can support brainstorming, reflection, coaching feedback, and clearer documentation. Used this way, AI becomes another input into the learning process, not a replacement for judgment, gemba observation, or human relationships.The episode emphasizes what AI can't do—build trust, observe real work, or validate improvement—and why those limitations reinforce the need for small tests of change. When AI is used with curiosity, restraint, and real-world validation, it can support learning without undermining the purpose of Kaizen itself.The takeaway: treat AI like any other countermeasure. Start small. Learn quickly. Keep humans firmly in charge of thinking and improvement.

What if operational excellence depends less on doing more with less—and more on how leaders create meaning, optimism, and relationships at work? Episode page with video, transcript, and more In this episode, Mark Graban is joined by Kathy Miller, senior operations executive, leadership coach, and author of More Is Better: Leading Operations with Meaning, Optimism, and Relationships for Excellence. Drawing on decades of experience in manufacturing and aerospace, along with research from positive psychology, Kathy explains how leadership behavior directly shapes safety, quality, engagement, and performance. The conversation explores why “soft skills” are not soft at all, how leaders can practice realistic optimism without ignoring real problems, and how everyday interactions either build psychological safety or quietly undermine it. Kathy also shares practical insights for leading under pressure, balancing compassion with accountability, and helping people find meaning even in highly segmented operational work. This episode is especially relevant for leaders in manufacturing, healthcare, and operations who want sustainable results without burnout, fear, or disengagement.

the blog postWhy do Lean practices like pull systems and heijunka fail to take hold in so many organizations? In this AudioBlog, Mark Graban argues that the problem isn't the tools—it's how Lean is applied. Too often, organizations cherry-pick visible practices like 5S, huddles, or kaizen events while avoiding the harder work of adopting Lean as a complete management system.This episode explores why foundational elements such as leveling, pull, and continuous improvement only work when supported by long-term thinking, aligned leadership behaviors, and psychological safety. Mark explains how these methods surface uncomfortable truths about variation, instability, and decision-making—and why organizations that lack a learning culture tend to avoid them. Drawing on Toyota Way principles, he makes the case that Lean fails when it's treated as a toolkit for short-term results instead of a system designed for sustained learning and improvement.If Lean hasn't delivered the results you expected, this episode invites a more fundamental question: are you practicing Lean as a system—or just using the parts that feel convenient?

In this episode of My Favorite Mistake, Mark Graban talks with Jason Sherman, an entrepreneur, startup advisor, and educator, about the early startup mistakes that quietly shape everything that follows. Episode page with transcript, video, and more Jason shares hard-earned lessons about choosing co-founders, distinguishing “smart money” from money alone, and why MVPs should accelerate learning rather than encourage overbuilding. The conversation explores judgment, incentives, and alignment through a Lean lens — showing how optimism, unchecked assumptions, and unclear decision rights can undermine even strong ideas. This episode is especially relevant for founders, leaders, and anyone working under uncertainty who wants to turn mistakes into insight instead of regret.

Why do New Year's resolutions fail so predictably—and what does that teach us about change at work? In this Mistake of the Week, Mark Graban explores why treating change as a test of willpower is a reliable setup for frustration, both personally and in organizations. Drawing on behavioral psychology and leadership examples, the episode connects failed personal resolutions to common organizational mistakes: big announcements, ambitious targets, and too little attention to system design and psychological safety. The takeaway is practical and actionable: instead of trying to boost motivation or eliminate human error, leaders should focus on making the right choices easier and the wrong ones harder—starting small, iterating, and learning forward instead of blaming backward.

Nick Saban calls it “the dumbest decision I ever made” — a fourth-and-one call from the 2001 SEC Championship Game that still sticks with him. In this episode, Mark Graban breaks down why even the greatest coaches make mistakes, what Saban learned from the moment, and how leaders can turn high-pressure missteps into opportunities for trust and growth. Perfect for listeners interested in leadership, football, coaching, and the psychology of mistakes.

The blog postIn this Lean Blog Audio episode, Mark Graban reflects on an unexpected leadership lesson learned on the pickleball court. As a beginner unlearning decades-old tennis habits, Mark experiences firsthand how execution errors, muscle memory, and self-criticism can quietly undermine learning. A kind instructor and supportive playing partners provide timely feedback—without blame—turning mistakes into moments of growth.The story becomes a practical metaphor for leadership, psychological safety, and continuous improvement. Mark connects a missed serve, an illegal volley, and other rookie mistakes to familiar workplace dynamics: fear of speaking up, hesitation to give feedback, and cultures that confuse mistakes with incompetence. Drawing on themes from his book The Mistakes That Make Us, he explores the difference between judgment errors and execution errors, why unlearning is often harder than learning, and how leaders set the tone for Kaizen through their reactions.Whether in sports, healthcare, manufacturing, or office work, improvement depends on environments where people feel safe to surface mistakes, reflect, and adjust—one learning cycle at a time.

In Episode #332 of My Favorite Mistake, Mark Graban talks with Dr. Josh McConkey — emergency physician, Air Force Reserve Commander, combat-deployed medevac leader, and Pulitzer Prize–nominated author. Known as the “MacGyver Doc,” Josh has spent his career solving problems in high-pressure environments where you rarely get a second chance. Episode page with links, video, transcript, and more Josh shares the most painful mistake of his professional life: entering a business partnership without doing the proper due diligence. What followed was a cascade of red flags — Medicare violations, skimming, financial misconduct, and even a $3.4 million bribe offer he refused. The ordeal ultimately cost him nearly $5 million and forced him to rebuild his career and life with integrity front and center. In our discussion, Josh explains how this experience reshaped his understanding of leadership, accountability, and courage — especially in systems where incentives can push good people toward dangerous choices. He also reflects on two decades in emergency medicine, including the structural failures that helped fuel the opioid crisis and the pressures physicians faced to prescribe narcotics. Josh shares why he wrote Be the Weight Behind the Spear and his new children's leadership book The Heart of a Leader, and why he believes character development must start far earlier than most of us realize. We close with his decision to run for Lieutenant Governor of North Carolina in 2028 — a move grounded in service, accountability, and a desire to strengthen public leadership. This episode explores integrity, systemic failure, resilience, and the lessons we carry forward after a mistake that changes everything.

A 32-year-old woman in Switzerland underwent an unnecessary surgery after her lab sample was mixed up at Basel University Hospital. Doctors believed she had cervical cancer. She didn't — but the procedure went ahead anyway, potentially affecting her ability to carry a pregnancy in the future. In this Mistake of the Week, Mark Graban unpacks how such devastating but preventable errors happen — and why “being careful” isn't a real safeguard. Drawing on past lab mix-ups he's written about, Mark explores how system design, workload pressure, and weak error-proofing make these tragedies almost inevitable. This isn't about bad people or careless workers. It's about fragile systems — and how hospitals can build processes that catch mistakes before they reach the patient. Because real safety starts with learning, not blaming.

The blog postIn this episode, Mark Graban flips roles and becomes the guest—answering five core Lean questions posed by longtime Lean thinker Tim McMahon of the A Lean Journey blog. These questions have been answered by many practitioners over the years, and they cut straight to the purpose, the misconceptions, and the future of Lean.Mark shares how he first encountered Lean as an industrial engineering student, and how the system came alive when he worked inside the GM Livonia Engine Plant under a NUMMI-trained plant manager. That contrast, and the mentoring from former Toyota and Nissan leaders, shaped his views on what Lean really is: a management system rooted in respect, not a collection of tools.He discusses the most powerful (and most overlooked) aspects of Lean today, including the central role of psychological safety and why tools fail without the right leadership behaviors. Mark also explores where he sees the biggest opportunity for Lean—particularly in healthcare, where preventable harm, burnout, and broken processes remain stubbornly persistent.The conversation closes with why these foundational questions still matter. Lean evolves as we learn, and the answers shift as our experiences expand. Mark reflects on how continuous improvement requires an environment where people feel safe to speak up, experiment, and improve their work every day.If you're interested in the human side of Lean, how culture and leadership shape results, and where Lean thinking needs to go next, this episode offers a grounded and candid perspective.

The blog postIn this episode, Mark Graban explores one of the most misunderstood — and most essential — principles of Lean: the commitment to no layoffs due to improvement. Drawing from his work with Johnson & Johnson's ValuMetrix Services team and stories from Lean Hospitals, Mark explains why Lean cannot thrive in a culture of fear and why protecting people's livelihoods is foundational to psychological safety.Through examples from ThedaCare, Silver Cross, Avera McKennan, NorthBay Healthcare, and more, Mark illustrates how a visible “no layoffs” pledge builds trust, accelerates improvement, and strengthens both culture and performance. He also addresses the common misconception that Lean equals cost-cutting, emphasizing instead how freed-up capacity can be reinvested into better care, better service, and better access.Whether you work in healthcare, manufacturing, tech, or any industry undergoing change, this episode offers a clear lesson:When leaders protect people, people protect the organization — through creativity, engagement, and continuous improvement.Perfect for listeners interested in Lean management, psychological safety, culture change, and leadership practices that sustain improvement without sacrificing people.

In this Mistake of the Week, Mark Graban breaks down an incident involving an American Airlines A319 on final approach to Phoenix — captured on video with its landing gear still up. A cockpit alert sounded, the crew realized what was missing, and the pilots executed a safe go-around. Their explanation to air traffic control? A perfectly understated: “It wasn't configured in the appropriate manner.” Mark explores why these near-misses are less about individual oversight and more about systems built to detect — and correct — human error. From checklists to cockpit warnings to the decision to go around instead of pushing forward, this episode highlights why safety depends on catching mistakes early, not pretending they don't happen.  

The blog postIn this episode, Mark Graban explores why so many organizational change efforts stall—not because people are resistant, but because leaders rely on telling instead of asking. Drawing from his recent Lean Blog article, Mark introduces five Motivational Interviewing questions that shift conversations from compliance to genuine commitment.He explains how MI, a framework rooted in empathy and autonomy, helps leaders uncover intrinsic motivation, build psychological safety, and coach more effectively. Mark also shares a personal example of self-coaching through these same questions, illustrating how they move us from guilt to growth.Listeners will learn how to use these questions in team huddles, one-on-ones, and moments of cultural transformation — and why respectful curiosity often outperforms pressure in sustaining continuous improvement.If you've ever struggled to “get people on board,” this episode offers a practical, human-centered alternative.

In this preview episode, Mark Graban talks with Sandro Casagrande of Electrolux about the upcoming KaiNexus webinar: “Unlock the Power of Leadership: The Electrolux Manufacturing System (EMS) Way.”Register for the full webinar (Dec 10, 1 pm ET):https://info.kainexus.com/unlock-the-power-of-leadership-the-electrolux-management-system-ems-way/webinarSandro shares insights from more than 30 years at Electrolux, including:• How continuous improvement started with Total Quality Management in Italy• The evolution of EMS from early pilots to a global system• Why strong leadership behavior—not just tools and training—determines sustainability• Lessons learned from uneven progress across sites• How EMS Way reframed the company's strategy to focus on culture, people development, and leader capabilityIf you're interested in Lean, leadership, cultural transformation, or sustaining improvement across a global enterprise, this discussion sets the stage for a powerful webinar.Learn more about KaiNexus webinars: https://www.kainexus.com/webinars

In this edition of Mistake of the Week, Mark Graban tells a story that didn't appear in any safety report or headline — it happened on a pickleball court. Early in learning the sport, Mark found his old tennis instincts taking over, leading to a very incorrect serve and a moment of embarrassment. What followed was a small but meaningful lesson in feedback, psychological safety, and the challenge of unlearning deeply wired habits. Supportive coaching, timely correction, and a friendly playing environment turned an awkward mistake into a productive one. Mark reflects on why unlearning is often harder than learning, and how leaders can create conditions where people feel safe enough to improve.

In this week's Mistake of the Week, Mark Graban tells the story of a Maine hospital system that accidentally mailed condolence letters to 531 very-much-alive patients. The cause? A computer glitch — and a few missing fail-safes. Mark explores what this bizarre mix-up reveals about system design, automation, and trust in healthcare. Beyond the absurd headline lies a familiar pattern: when we blame people instead of learning from process failures, we guarantee more mistakes. So what does “fully resolved” really mean? And what can leaders learn from a mistake that's literally to die for? If you received this episode through your podcast app and not a séance, you're doing fine.  

The blog postIn this episode of Lean Blog Audio, Mark Graban reads and reflects on his post “Fred Noe of Jim Beam: Leadership Lessons on Mistakes, Innovation, and Long-Term Thinking.”What can a seventh-generation master distiller teach us about leadership, experimentation, and learning from mistakes? Quite a lot, as it turns out. Drawing on two in-person encounters with Fred Noe—at the Jim Beam Distillery in Clermont, Kentucky, and at a Bourbon Society event—Mark shares timeless lessons from a leader who practices Lean principles without ever using the jargon.Fred's stories about 4,000-gallon “small batch” experiments, revisiting brown rice Bourbon years later, and guiding his son Freddie through failed blends show how humility, patience, and long-term vision create both great whiskey and great organizations.

The blog postIn this episode of the Lean Blog Audio podcast, Mark Graban reads and reflects on one of his classic posts: “The Biggest Lean Six Sigma Myth: ‘Lean Is Just About Speed.'”Far too often, consultants and trainers claim that “Lean is for speed” while “Six Sigma is for quality.” Mark calls out this false dichotomy and explains why both Lean and Six Sigma—when properly understood—aim to improve quality, flow, safety, cost, and morale together.Drawing on his own experience in manufacturing and healthcare, Mark reminds listeners what Toyota has always taught: quality and productivity go hand in hand. If someone tells you Lean is about “making bad stuff faster,” that's your cue to run the other way.

The blog postIn this episode of Lean Blog Audio, Mark Graban reads his reflection, “I'm Still Dreaming About My Meal at Sukiyabashi Jiro's Sushi in Tokyo.”Join Mark as he shares a rare dining experience at the legendary Sukiyabashi Jiro — the Michelin-starred Tokyo restaurant made famous by Jiro Dreams of Sushi. Beyond the extraordinary craftsmanship and taste, Mark explores what this meal revealed about efficiency, flow, and the subtle trade-offs between speed and hospitality.Was the meal a marvel of Lean precision, or a reminder that even the best systems can become too efficient for the human experience?This thoughtful story connects sushi-making to leadership, quality, and the meaning of service in any industry — from restaurants to hospitals to manufacturing floors.Listen for insights on:The difference between cycle time and takt time — and how it shapes customer experienceWhy optimizing for efficiency can unintentionally reduce satisfactionThe balance between process excellence and personal connectionWhat Jiro's disciplined craftsmanship can teach us about Lean thinking

The blog postIn this Lean Blog Audio episode, Mark Graban explores two silent killers of improvement—fear and futility—and how leaders can dismantle both to unleash the full potential of their teams.Drawing from his book Lean Hospitals and more recent research by organizational psychologist Ethan Burris, Mark explains how fear (“What will happen if I speak up?”) and futility (“Why bother? Nothing will change.”) combine to silence ideas, suppress learning, and stall continuous improvement.Through real-world healthcare examples—including Virginia Mason Medical Center's Patient Safety Alert system and Allina Health's Kaizen program—Mark shows what it looks like when organizations replace fear with trust and futility with action. The results? More engagement, faster problem-solving, and safer care for patients.Key themes include:Why “Respect for People” must go beyond posters and become daily practiceHow psychological safety grows when leaders respond with curiosity, not criticismThe link between timely follow-up on staff ideas and sustained Kaizen participationHow Lean thinking offers practical antidotes to fear and futilityThis episode is a reflection on what's still holding many organizations back—and how leaders can make it safe and worthwhile for people to speak up, share ideas, and improve the systems around them.Listen and ask yourself:What invisible barriers might be silencing improvement in your workplace?

The blog postIn this episode of the Lean Blog Audio podcast, Mark Graban shares a story that perfectly captures the human side of Lean leadership—how a CEO's shaved head became a powerful symbol of trust, empowerment, and respect for people.At IU Health Goshen Hospital, Lean wasn't just a set of tools; it was a cultural transformation. Starting in 1998, their staff-driven improvement program generated over $30 million in savings by 2012. But one moment in 2009 stood out: CEO James Dague's promise to shave his head if employees could achieve $3.5 million in improvement savings. They didn't just hit the goal—they doubled it.That public act of humility wasn't about theatrics. It represented a deep cultural shift where improvement was owned by staff, not dictated from above. For more than 17 years, Goshen avoided layoffs, reinforcing psychological safety and building a workforce that trusted leadership enough to take risks, speak up, and continuously improve.Mark reflects on what organizations everywhere can learn from Goshen's story:How leadership visibility builds credibilityWhy psychological safety drives real innovationAnd how celebrating small wins every day sustains a culture of improvementLean isn't about tools—it's about people. And sometimes, it's about hair.Listen and reflect on what your leaders might do to show their true commitment to continuous improvement.

My guest for Episode #538 of the Lean Blog Interviews Podcast is Nelson Repenning, Faculty Director of the MIT Leadership Center and co-creator of Dynamic Work Design. Episode page with video, transcript, and more Nelson describes himself as an "organizational engineer," helping leaders redesign the routines and decisions that determine how work really gets done. He joins host Mark Graban to discuss his new book, There's Got to Be a Better Way: How to Deliver Results and Eliminate the Chaos of Modern Work, co-authored with Donald Kieffer. In this conversation, Nelson shares insights drawn from his decades of experience studying system dynamics, Lean thinking, and organizational learning. He explains how leaders often fall into the "capability trap" -- spending their days firefighting immediate issues instead of improving the underlying system. From the arms race of hospital alarms to the collapse of fast-growing companies, he connects examples from healthcare, manufacturing, and technology to show why even good intentions can create destructive feedback loops if we don't understand the system. Mark and Nelson also explore how Dynamic Work Design translates Lean principles like flow, visualization, and problem-solving into knowledge work. They discuss the five core principles -- including "Structure for Discovery" and "Connect the Human Chain" -- that help organizations make work visible, surface problems early, and evolve systems continuously. Listeners will learn how to move from firefighting to focus, and from chaos to sustainable improvement. Questions, Notes, and Highlights: How did you first get involved in the field of system dynamics at MIT? For those unfamiliar, what exactly is system dynamics -- and how does it apply to management and organizations? Why hasn't system dynamics had the impact on practice that it deserves? What lessons can we learn from the classic examples you've taught, like the Mississippi River levee arms race or the "People Express" airline simulation? How do those feedback loops and unintended consequences show up in today's industries, like healthcare or tech? What led you and Donald Kieffer to write There's Got to Be a Better Way? What core problems were you trying to address? Can you explain the "capability trap" and how firefighting keeps organizations from improving? Why is it so hard for people to commit to prevention and long-term improvement when firefighting feels more rewarding? How does Dynamic Work Design help leaders "structure for discovery" and surface problems earlier? What role does psychological safety play in making it safe to raise problems? How do you define "Dynamic Work Design," and what makes it different from traditional management systems? Why is it important for leaders to "go see the work" firsthand? Can you walk us through the five principles of Dynamic Work Design -- and how they connect to Lean? What does "Connect the Human Chain" mean, and why do so many organizations get communication wrong? Can you share an example where these principles led to measurable improvement -- such as the hospital case you mentioned? What can leaders learn from Toyota and other high-reliability organizations about making improvement continuous rather than episodic? How do leaders shift from reactive, one-off change programs to daily, ongoing learning? What message do you hope managers take away from There's Got to Be a Better Way? This podcast is part of the #LeanCommunicators network. 

In this special bonus episode of Lean Blog Interviews, Mark Graban is joined by C.J. Kaufman, Education Chair for the ASQ Cincinnati Section, to preview the ASQ Southwest Ohio 2025 Conference, themed “Excellence Through Quality.” Episode page with transcript, video, and more Taking place Saturday, November 8, 2025, in Mason, Ohio, the event brings together quality professionals from the Cincinnati and Dayton regions for a half-day of engaging speakers, practical insights, and networking — plus an optional afternoon workshop with Mark. C.J. shares how the conference was designed collaboratively by the Cincinnati and Dayton ASQ Sections, what attendees can expect, and why psychological safety is a cornerstone topic for today's quality and Lean leaders. Highlights Event Overview: ASQ Southwest Ohio 2025 — a collaboration between Cincinnati and Dayton sections. Theme: Excellence Through Quality — exploring leadership, teamwork, and continuous improvement. Keynote: Mark Graban on Psychological Safety, Quality, and Continuous Improvement. Featured Speakers Include: Deb Coviello — Leading Quality Susan Marshall — FDA Perspectives on ROI in Quality Management Colleen Soppelsa — Group Intelligence in Problem-Solving Optional Workshop: Hands-on Lean learning with Mark Graban in the afternoon session. Why It Matters: Quality and continuous improvement thrive when organizations foster safety, trust, and engagement. Quotable Moments “Psychological safety is essential for positive change — without it, continuous improvement can't sustain.” — Mark Graban “We want people to leave with practical things they can use Monday morning.” — C.J. Kaufman “Excellence through quality isn't just a theme — it's how we build better systems and better workplaces.” — Mark Graban Event Details Location: Mason, Ohio Date: Saturday, November 8, 2025 Time: 8:00 a.m. – 1:00 p.m. (Workshop to follow) Includes: Breakfast + Lunch More Info & Registration -- ASQ Cincinnati Section Website Related Links Mark Graban – Psychological Safety Resources Lean Blog Interviews Archive

In this special “Ask Us Anything” episode, Mark Graban and KaiNexus CEO Greg Jacobson answer listener-submitted questions and share candid thoughts on:

In this short bonus episode, I'm joined by my friend and Lean Coffee Talk co-host, Jamie Flinchbaugh. We're inviting you — our listeners and fellow continuous-improvement thinkers — to help shape upcoming conversations. We'd love to hear your questions about Lean, leadership, culture, and problem-solving. The best discussions often start with the toughest questions — the ones without neat answers. If you have something you've been wrestling with or want to hear us unpack together, please share it with us at:

In Episode 536 of the Lean Blog Interviews Podcast, Mark Graban talks with Carlos Scholz, the new CEO of Episode page with video, transcript, and more In this episode, Carlos shares lessons from his Lean journey—starting with one-piece flow in apparel manufacturing and continuing through large-scale healthcare transformations. He explains why lasting improvement requires leaders to move beyond tools and rapid improvement events to embrace behaviors, principles, and a true Lean management system. We also explore themes from his recent article, Leading Through Disruption: How Healthcare Leaders Can Respond. Carlos discusses the critical role of humility, vulnerability, and psychological safety in today's leadership, and why leaders must sometimes “unlearn” old command-and-control habits to unlock engagement and creativity across their organizations. Listeners will hear practical insights and real-world examples from Catalysis partners—including UMass Memorial, Ohio Health, and Zuckerberg San Francisco General—that demonstrate what's possible when leaders fully commit to continuous improvement.

In this KaiNexus Continuous Improvement webinar, Mark Graban (author, speaker, consultant, and Senior Advisor at KaiNexus) is joined by Tracy O'Rourke (Lean consultant, coach, and co-author of The Problem-Solver's Toolkit) for a powerful session on:“Leveraging Psychology for Effective Behavioral Change with Process Gemba Walks.”Get slides and moreGemba walks are a cornerstone of Lean and continuous improvement, but too often they fail to create real change. Why? Because simply walking the floor and asking questions isn't enough. To truly shift behaviors and sustain improvements, leaders need to understand the psychology of how people think, feel, and respond in the workplace.In this webinar, you'll learn how to:✅ Use psychology to make Gemba walks more effective and engaging✅ Identify behaviors that support or undermine a culture of improvement✅ Encourage employees to speak up without fear, building psychological safety✅ Avoid the pitfalls of Gemba walks that feel like “management by walking around”✅ Reinforce positive change through coaching and structured follow-up✅ Apply practical strategies for habit formation, motivation, and cultural alignmentTracy shares lessons from her work helping organizations implement Lean in healthcare, government, and private industry, while Mark offers insights from his books Lean Hospitals, Measures of Success, and The Mistakes That Make Us. Together, they highlight how blending Lean tools with behavioral science leads to stronger, more sustainable results.Who should watch:Leaders seeking to improve employee engagement and cultureLean practitioners and continuous improvement professionalsManagers frustrated by Gemba walks that don't “stick”Anyone interested in connecting psychology, leadership, and operational excellenceResources & Links:Learn more about KaiNexus Continuous Improvement SoftwareExplore our full webinar libraryTracy O'Rourke's resources

In this bonus episode of Lean Blog Interviews, host Mark Graban is joined by Geoff Neiley (chair) and Andrew Wagner (co-chair) of the Lean Product & Process Development Exchange (LPPDE). The 2025 North America Conference will be held October 27–30 in Milwaukee, bringing together Lean practitioners, leaders, and innovators to share insights on reducing waste in product development, improving collaboration, and accelerating learning cycles. Geoff and Andy share their Lean journeys, the history of LPPDE, and what attendees can expect this year. From keynote speakers to interactive sessions, they highlight why LPPDE continues to be a hub for cross-industry learning and continuous improvement. Episode Highlights What is LPPDE, and why was it founded in 2008? How Lean principles apply to product and process development The role of community and peer learning in driving improvement Geoff and Andy's personal reflections on attending and leading LPPDE What's in store for the Milwaukee 2025 conference

In this very special solo episode of My Favorite Mistake, Mark Graban breaks down the gloriously ridiculous — and surprisingly instructive — mistakes made by the characters in his all-time favorite film, This Is Spinal Tap. With the long-awaited sequel, Spinal Tap II: The End Continues, now in theaters, Mark explores why Spinal Tap endures not just as a cult comedy classic, but as a brilliant satire of human behavior, team dysfunction, communication breakdowns, and leadership gone sideways. And yes — these mistakes still matter, even four decades later. From the Stonehenge measured in inches… To the foil-wrapped “courgette” in the pants… To the pod that wouldn't open and the drummers who keep dying… …these moments are funny because they're true. And they're great reminders that how we respond to mistakes matters more than pretending they never happened.

Join host Jesse Jackson in a special 10th-anniversary episode of 'Set Lusting Bruce,' a podcast all about Bruce Springsteen, his music, and his fans. In this episode, Jesse welcomes Mark Graban to talk about one of their favorite films, 'This is Spinal Tap.' Mark, an engineer, author, and podcaster, shares his deep appreciation for the mockumentary, touching on its humor, musical authenticity, and lasting cultural impact. They also delve into Mark's musical background, his love for percussion, and detailed insights into film and live concerts. Whether you're a long-time listener or new to the podcast, you'll enjoy this heartfelt discussion on music, comedy, and life's unexpected journeys. https://www.markgraban.com/my-favorite-mistake-reflections-from-business-leaders-podcast/ 00:00 Celebrating a Decade of Bruce Springsteen Fandom 01:22 Introducing Today's Guest: Mark Graban 02:11 Mark's Musical Journey and Family Influence 06:38 Diving into Drumming: Techniques and Inspirations 13:15 Discovering Spinal Tap: A Cult Classic 17:02 The Humor and Legacy of Spinal Tap 33:44 Reacting to 'Shit Sandwich' Review 36:19 Anticipation and Concerns for the Spinal Tap Sequel 37:26 The Legacy and Financial Disputes of Spinal Tap 39:43 Aging Rockers and Their Performances 46:13 Spinal Tap's Sequel and Aging Themes 51:16 Mark's Spinal Tap Merchandise Collection 56:47 The 'Mary Gets in the Car' Debate 59:56 Podcast and Book Recommendations 01:01:03 Closing Remarks and Listener Engagement Learn more about your ad choices. Visit megaphone.fm/adchoices