Chain of Learning: Leadership Strategies for Continuous Improvement and Transformational Change Transistor (https://transistor.fm) https://feeds.transistor.fm/chain-of-learning Chain of Learning® is the trusted leadership podcast for transformational change leaders, Lean and operational excellence practitioners, and internal change agents who believe that people—not tools—are the foundation of sustainable results. If you’re committed to continuous improvement and continuous learning, and want to build a culture where teams are capable, confident, and empowered to solve problems, innovate, and lead at every level—this podcast is for you. Hosted by Katie Anderson, award-winning author of "Learning to Lead, Leading to Learn" and globally recognized expert in people-centered leadership, Chain of Learning explores how leaders at all levels move from transactional “doing” to a vibrant, engaged culture of learning—where people and process lead to organizational success. Each biweekly episode offers practical insights, reflective questions, and real-world examples to help you: * Build high-performing learning cultures * Strengthen continuous improvement, influence, and Lean leadership capabilities * Lead transformational change with intention * Develop people through problem-solving, coaching, and leadership development * Improve performance while investing in human potential Grounded in human-centered leadership and the principles of the Toyota Way, the podcast features conversations with influential thinkers and practitioners shaping the future of organizational learning, operational excellence, and change leadership. Past guests include Carol Dweck, Michael Bungay Stanier, Jim Womack, Gene Kim, and Larry Culp. Through thoughtful conversations, real-world stories, and practical reflection, you’ll learn how leadership behaviors, learning mindsets, and systems thinking come together to create sustainable impact. Subscribe and follow Chain of Learning® to deepen your impact—and share this podcast with your friends, fellow change leaders, and colleagues so that we can strengthen our Chain of Learning together. Podcast website: ChainOfLearning.com Katie Anderson’s website: KBJAnderson.com Connect with Katie: linkedin.com/in/kbjanderson Read Katie's award-winning book: LearningToLeadLeadingToLearn.com Download the KATALYST™ Change Leader Assessment: KBJAnderson.com/Katalyst © 2026 Integrand LLC | Katie Anderson Consulting f2c27867-6eec-52f7-8fc8-e5ea8ad4789a yes Chain of Learning Podcast Trailer en Wed, 22 Apr 2026 06:30:47 -0700 Wed, 22 Apr 2026 06:31:13 -0700 http://kbjanderson.com https://img.transistorcdn.com/gzYR81iMRUbnxO9DM9mxCbn3sSsKzSnkGmlli82OEYk/rs:fill:0:0:1/w:1400/h:1400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS9zaG93/LzQ0ODM4LzE2OTg2/OTY3MDEtYXJ0d29y/ay5qcGc.jpg Chain of Learning: Leadership Strategies for Continuous Improvement and Transformational Change http://kbjanderson.com episodic Katie Anderson Chain of Learning® is the trusted leadership podcast for transformational change leaders, Lean and operational excellence practitioners, and internal change agents who believe that people—not tools—are the foundation of sustainable results. If you’re committed to continuous improvement and continuous learning, and want to build a culture where teams are capable, confident, and empowered to solve problems, innovate, and lead at every level—this podcast is for you. Hosted by Katie Anderson, award-winning author of "Learning to Lead, Leading to Learn" and globally recognized expert in people-centered leadership, Chain of Learning explores how leaders at all levels move from transactional “doing” to a vibrant, engaged culture of learning—where people and process lead to organizational success. Each biweekly episode offers practical insights, reflective questions, and real-world examples to help you: * Build high-performing learning cultures * Strengthen continuous improvement, influence, and Lean leadership capabilities * Lead transformational change with intention * Develop people through problem-solving, coaching, and leadership development * Improve performance while investing in human potential Grounded in human-centered leadership and the principles of the Toyota Way, the podcast features conversations with influential thinkers and practitioners shaping the future of organizational learning, operational excellence, and change leadership. Past guests include Carol Dweck, Michael Bungay Stanier, Jim Womack, Gene Kim, and Larry Culp. Through thoughtful conversations, real-world stories, and practical reflection, you’ll learn how leadership behaviors, learning mindsets, and systems thinking come together to create sustainable impact. Subscribe and follow Chain of Learning® to deepen your impact—and share this podcast with your friends, fellow change leaders, and colleagues so that we can strengthen our Chain of Learning together. Podcast website: ChainOfLearning.com Katie Anderson’s website: KBJAnderson.com Connect with Katie: linkedin.com/in/kbjanderson Read Katie's award-winning book: LearningToLeadLeadingToLearn.com Download the KATALYST™ Change Leader Assessment: KBJAnderson.com/Katalyst Chain of Learning® is the trusted leadership podcast for transformational change leaders, Lean and operational excellence practitioners, and internal change agents who believe that people—not tools—are the foundation of sustainable results. change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization Katie Anderson katie@kbjanderson.com No No 72 | Finding Clarity Through the Messy Middle: Reflections from My Book Retreat with Betsy Jordyn (BONUS) 72 | Finding Clarity Through the Messy Middle: Reflections from My Book Retreat with Betsy Jordyn (BONUS) full 20232361-f91f-43ca-95f5-61be9ceead02 https://share.transistor.fm/s/30fbbb8c 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 leadership
  • How to recognize when forcing clarity too early limits stronger thinking from emerging
  • What it looks like to let ideas evolve instead of defending what came before
  • How collaboration and outside perspective sharpen your judgment and deepen your thinking
  • Why modeling your own learning process creates stronger conditions for learning in others
  • How to stay engaged in uncertainty without rushing to jumping to answers too quickly

ABOUT 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:

TIMESTAMPS FOR THIS EPISODE:

01:16 The hidden reality of creativity and why books are written multiple times
02:39 What the messy middle feels like and why this stage matters more than we think
05:04 Re-centering leadership on what’s within your control in a world of constant change
06:00 Why influence isn’t about forcing change, but creating conditions for growth
08:12 Reframing resistance and what people actually need to move forward
10:06 How to keep evolving instead of staying stuck in old ways of thinking
12:26 The process of writing a book and getting clarity on the what the book is about
16:04 Why growth often requires releasing what once worked
17:09 Benefits of collaborating in person vs. using AI as a thinking partner
18:07 Why learning can’t be forced, but we need to allow space for insight
22:07 The concept of omotenashi and looking at a lens of caring from a human angle
24:14 The meaning of Intention = Heart + Direction to create the conditions for learning
29:15 What changes when you respect others’ agency instead of driving direction
32:19 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 clarity
35:46 How different perspectives reveal whether your message actually lands
38:08 Moving beyond the lingo to prevent barriers
43:27 Why growth requires releasing identities, ideas, and ways of working


Participate in my Survey:
LINK HERE
Thank you

]]> 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 leadership
  • How to recognize when forcing clarity too early limits stronger thinking from emerging
  • What it looks like to let ideas evolve instead of defending what came before
  • How collaboration and outside perspective sharpen your judgment and deepen your thinking
  • Why modeling your own learning process creates stronger conditions for learning in others
  • How to stay engaged in uncertainty without rushing to jumping to answers too quickly

ABOUT 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:

TIMESTAMPS FOR THIS EPISODE:

01:16 The hidden reality of creativity and why books are written multiple times
02:39 What the messy middle feels like and why this stage matters more than we think
05:04 Re-centering leadership on what’s within your control in a world of constant change
06:00 Why influence isn’t about forcing change, but creating conditions for growth
08:12 Reframing resistance and what people actually need to move forward
10:06 How to keep evolving instead of staying stuck in old ways of thinking
12:26 The process of writing a book and getting clarity on the what the book is about
16:04 Why growth often requires releasing what once worked
17:09 Benefits of collaborating in person vs. using AI as a thinking partner
18:07 Why learning can’t be forced, but we need to allow space for insight
22:07 The concept of omotenashi and looking at a lens of caring from a human angle
24:14 The meaning of Intention = Heart + Direction to create the conditions for learning
29:15 What changes when you respect others’ agency instead of driving direction
32:19 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 clarity
35:46 How different perspectives reveal whether your message actually lands
38:08 Moving beyond the lingo to prevent barriers
43:27 Why growth requires releasing identities, ideas, and ways of working


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 22 Apr 2026 02:00:00 -0700 Katie Anderson Katie Anderson 2788 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 leadership
  • How to recognize when forcing clarity too early limits stronger thinking from emerging
  • What it looks like to let ideas evolve instead of defending what came before
  • How collaboration and outside perspective sharpen your judgment and deepen your thinking
  • Why modeling your own learning process creates stronger conditions for learning in others
  • How to stay engaged in uncertainty without rushing to jumping to answers too quickly

ABOUT 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:

TIMESTAMPS FOR THIS EPISODE:

01:16 The hidden reality of creativity and why books are written multiple times
02:39 What the messy middle feels like and why this stage matters more than we think
05:04 Re-centering leadership on what’s within your control in a world of constant change
06:00 Why influence isn’t about forcing change, but creating conditions for growth
08:12 Reframing resistance and what people actually need to move forward
10:06 How to keep evolving instead of staying stuck in old ways of thinking
12:26 The process of writing a book and getting clarity on the what the book is about
16:04 Why growth often requires releasing what once worked
17:09 Benefits of collaborating in person vs. using AI as a thinking partner
18:07 Why learning can’t be forced, but we need to allow space for insight
22:07 The concept of omotenashi and looking at a lens of caring from a human angle
24:14 The meaning of Intention = Heart + Direction to create the conditions for learning
29:15 What changes when you respect others’ agency instead of driving direction
32:19 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 clarity
35:46 How different perspectives reveal whether your message actually lands
38:08 Moving beyond the lingo to prevent barriers
43:27 Why growth requires releasing identities, ideas, and ways of working


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 71 | Own the Thinking Process, Not the Thinking: How Leaders Build Problem-Solving Capability 71 | Own the Thinking Process, Not the Thinking: How Leaders Build Problem-Solving Capability full 20d8ed3a-7776-4f75-9b75-afafa723b4cf https://share.transistor.fm/s/7e8ac19a 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 problem
  • Why redirecting your focus from the problem to the person working through it changes everything about how you coach
  • How to use a simple problem solving structure (Target, Actual, Gap) to anchor your questions and keep ownership where it belongs
  • How to stay present to how someone is thinking instead of jumping ahead to solutions
  • How to choose intentionally when to step in with direction — and when to step back to build capability

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:


00:40 The subtle shift from caring to carrying problem solving
03:35 Realization of owning the process of solving the problem
04:39 What gets in the way of intentions to be helpful

05:27 Why problem solving and problem solving coaching are two different skills
05:50 How to stay focused on the thinking process and keep from sliding back into the problem itself
06:42 How to anchor questions around a structured problem solving flow
08:11 The mantra, “Target, Actual gap, Please explain,” to identify the real problem before jumping to solutions
09:13 Benefit of assigning a problem for a team member to solve

10:56 The identity shift from having all the answers to holding the process
12:28 One way to notice if you have a telling habit
14:41 Why you should avoid defaulting to giving the answer and ask questions to understand the problem first
16:59 The meaning of intention = heart + direction to coach with the right motives
17:21 Three steps to coach with intention:
17:25 [ONE] Take an intention pause
17:45 [TWO] Choose the behaviors that align with that impact
18:08 [THREE] Reflect and learn your way forward

19:15 Positive result from leading by asking questions that helped team gain confidence
21:41 Three reflection questions before you go into your next coaching conversation


Participate in my Survey:
LINK HERE
Thank you

]]> 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 problem
  • Why redirecting your focus from the problem to the person working through it changes everything about how you coach
  • How to use a simple problem solving structure (Target, Actual, Gap) to anchor your questions and keep ownership where it belongs
  • How to stay present to how someone is thinking instead of jumping ahead to solutions
  • How to choose intentionally when to step in with direction — and when to step back to build capability

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:


00:40 The subtle shift from caring to carrying problem solving
03:35 Realization of owning the process of solving the problem
04:39 What gets in the way of intentions to be helpful

05:27 Why problem solving and problem solving coaching are two different skills
05:50 How to stay focused on the thinking process and keep from sliding back into the problem itself
06:42 How to anchor questions around a structured problem solving flow
08:11 The mantra, “Target, Actual gap, Please explain,” to identify the real problem before jumping to solutions
09:13 Benefit of assigning a problem for a team member to solve

10:56 The identity shift from having all the answers to holding the process
12:28 One way to notice if you have a telling habit
14:41 Why you should avoid defaulting to giving the answer and ask questions to understand the problem first
16:59 The meaning of intention = heart + direction to coach with the right motives
17:21 Three steps to coach with intention:
17:25 [ONE] Take an intention pause
17:45 [TWO] Choose the behaviors that align with that impact
18:08 [THREE] Reflect and learn your way forward

19:15 Positive result from leading by asking questions that helped team gain confidence
21:41 Three reflection questions before you go into your next coaching conversation


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 15 Apr 2026 02:00:00 -0700 Katie Anderson Katie Anderson 1415 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 problem
  • Why redirecting your focus from the problem to the person working through it changes everything about how you coach
  • How to use a simple problem solving structure (Target, Actual, Gap) to anchor your questions and keep ownership where it belongs
  • How to stay present to how someone is thinking instead of jumping ahead to solutions
  • How to choose intentionally when to step in with direction — and when to step back to build capability

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:


00:40 The subtle shift from caring to carrying problem solving
03:35 Realization of owning the process of solving the problem
04:39 What gets in the way of intentions to be helpful

05:27 Why problem solving and problem solving coaching are two different skills
05:50 How to stay focused on the thinking process and keep from sliding back into the problem itself
06:42 How to anchor questions around a structured problem solving flow
08:11 The mantra, “Target, Actual gap, Please explain,” to identify the real problem before jumping to solutions
09:13 Benefit of assigning a problem for a team member to solve

10:56 The identity shift from having all the answers to holding the process
12:28 One way to notice if you have a telling habit
14:41 Why you should avoid defaulting to giving the answer and ask questions to understand the problem first
16:59 The meaning of intention = heart + direction to coach with the right motives
17:21 Three steps to coach with intention:
17:25 [ONE] Take an intention pause
17:45 [TWO] Choose the behaviors that align with that impact
18:08 [THREE] Reflect and learn your way forward

19:15 Positive result from leading by asking questions that helped team gain confidence
21:41 Three reflection questions before you go into your next coaching conversation


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 70| Talk to the People: How to Make Better Decisions with Nigel Thurlow 70| Talk to the People: How to Make Better Decisions with Nigel Thurlow full 1b8b3691-5184-47ff-b114-aaf8d6920c5b https://share.transistor.fm/s/5a2c232c 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 act
  • How to distinguish between data and facts, and why going to see conditions firsthand changes the decisions you make
  • What "going to gemba" looks like in a digital or remote environment when there's no factory floor to walk
  • Why making work visible creates the conditions for people to surface problems,  before they compound
  • Why AI amplifies what's already there — and why fixing the underlying system comes first

ABOUT 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:

TIMESTAMPS FOR THIS EPISODE:

03:19 Effects of being detached from the work when working remotely
04:17 Difference between delegation and empowerment when assigning work to others
05:35 Fear of those who are delegated to of failing or making the wrong decision
07:15 What it means to empower someone and transfer the ownership of that decision to someone else

09:21 How to go to gemba and go where the work is done
10:07 The benefits of "presenteeism" and being present where the work is performed
11:46 Benefits of collaborating in person vs. a digital environment to make better decision
13:02 Nigel’s experience in working in a frozen food manufacturer and going out to the line to understand the pain workers experienced
15:42 Why you need to understand how work gets done to improve throughput and quality of work
16:39 Benefits of hiring an external or internal consultant to understand the problems that need solving
19:31 The effects of companies investing in tools and AI and realizing it doesn’t help with problem solving
21:30 How to avoid the leadership decision problem and get all the facts to avoid consequences
24:39 Technique known as “sense making” to understand the temperament and behaviors in the environment to reveal dark constraints
26:09 The difference between US and Toyota’s corporate culture in incentivizing leaders to be part of a system

29:10 How to help workers make changes that need to be made visible to senior leaders
35:04 Enabling others to communicate with leaders to improve decision making
37:14 Why badly designed systems and not the workforce are the cause of problems
38:25 Why you can’t implement AI with a broken system

40:31 The possible future of AI and how it can affect our decision making
43:37 Importance of embracing the human connection to better communicate and make better decisions

47:24 Reflect on where your decisions may be happening too far from the work


Participate in my Survey:
LINK HERE
Thank you

]]> 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 act
  • How to distinguish between data and facts, and why going to see conditions firsthand changes the decisions you make
  • What "going to gemba" looks like in a digital or remote environment when there's no factory floor to walk
  • Why making work visible creates the conditions for people to surface problems,  before they compound
  • Why AI amplifies what's already there — and why fixing the underlying system comes first

ABOUT 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:

TIMESTAMPS FOR THIS EPISODE:

03:19 Effects of being detached from the work when working remotely
04:17 Difference between delegation and empowerment when assigning work to others
05:35 Fear of those who are delegated to of failing or making the wrong decision
07:15 What it means to empower someone and transfer the ownership of that decision to someone else

09:21 How to go to gemba and go where the work is done
10:07 The benefits of "presenteeism" and being present where the work is performed
11:46 Benefits of collaborating in person vs. a digital environment to make better decision
13:02 Nigel’s experience in working in a frozen food manufacturer and going out to the line to understand the pain workers experienced
15:42 Why you need to understand how work gets done to improve throughput and quality of work
16:39 Benefits of hiring an external or internal consultant to understand the problems that need solving
19:31 The effects of companies investing in tools and AI and realizing it doesn’t help with problem solving
21:30 How to avoid the leadership decision problem and get all the facts to avoid consequences
24:39 Technique known as “sense making” to understand the temperament and behaviors in the environment to reveal dark constraints
26:09 The difference between US and Toyota’s corporate culture in incentivizing leaders to be part of a system

29:10 How to help workers make changes that need to be made visible to senior leaders
35:04 Enabling others to communicate with leaders to improve decision making
37:14 Why badly designed systems and not the workforce are the cause of problems
38:25 Why you can’t implement AI with a broken system

40:31 The possible future of AI and how it can affect our decision making
43:37 Importance of embracing the human connection to better communicate and make better decisions

47:24 Reflect on where your decisions may be happening too far from the work


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 01 Apr 2026 02:00:00 -0700 Katie Anderson Katie Anderson 3023 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 act
  • How to distinguish between data and facts, and why going to see conditions firsthand changes the decisions you make
  • What "going to gemba" looks like in a digital or remote environment when there's no factory floor to walk
  • Why making work visible creates the conditions for people to surface problems,  before they compound
  • Why AI amplifies what's already there — and why fixing the underlying system comes first

ABOUT 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:

TIMESTAMPS FOR THIS EPISODE:

03:19 Effects of being detached from the work when working remotely
04:17 Difference between delegation and empowerment when assigning work to others
05:35 Fear of those who are delegated to of failing or making the wrong decision
07:15 What it means to empower someone and transfer the ownership of that decision to someone else

09:21 How to go to gemba and go where the work is done
10:07 The benefits of "presenteeism" and being present where the work is performed
11:46 Benefits of collaborating in person vs. a digital environment to make better decision
13:02 Nigel’s experience in working in a frozen food manufacturer and going out to the line to understand the pain workers experienced
15:42 Why you need to understand how work gets done to improve throughput and quality of work
16:39 Benefits of hiring an external or internal consultant to understand the problems that need solving
19:31 The effects of companies investing in tools and AI and realizing it doesn’t help with problem solving
21:30 How to avoid the leadership decision problem and get all the facts to avoid consequences
24:39 Technique known as “sense making” to understand the temperament and behaviors in the environment to reveal dark constraints
26:09 The difference between US and Toyota’s corporate culture in incentivizing leaders to be part of a system

29:10 How to help workers make changes that need to be made visible to senior leaders
35:04 Enabling others to communicate with leaders to improve decision making
37:14 Why badly designed systems and not the workforce are the cause of problems
38:25 Why you can’t implement AI with a broken system

40:31 The possible future of AI and how it can affect our decision making
43:37 Importance of embracing the human connection to better communicate and make better decisions

47:24 Reflect on where your decisions may be happening too far from the work


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 69| Better Judgment, Not Better AI Tools: What Leaders Need to Learn and Unlearn [with Barry O'Reilly] 69| Better Judgment, Not Better AI Tools: What Leaders Need to Learn and Unlearn [with Barry O'Reilly] full e626e686-5578-4691-a768-845f5eb33904 http://www.ChainOfLearning.com/69 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 instead
  • How to identify your natural traits and highest-leverage tasks as the foundation for working with AI
  • The unlearning required to shift from relying on instinct alone to combining human judgment with machine insight
  • How successful leaders are using AI to pressure-test ideas and show up more prepared and present
  • Why the skills that make you more effective with AI are the same skills that make you more influential with people

Where 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:

RELATED LINKS:

TIMESTAMPS FOR THIS EPISODE:

02:28 Where to start on adopting AI
05:04 Importance of understanding natural traits and strengths before looking into AI tools
07:12 Defining the problem first before looking for the tool to close the gap
08:17 Why some may see AI as a deflection tool
09:02 How to use AI for synthesizing data rather than rudimentary tasks
12:28 Why judgment is the leadership advantage and leveraging AI to make better judgment
12:38 Using decision velocity to improve decision making
13:35 Decision advantage in synthesizing data to make a decision
14:35 The difference between AI and human strengths in decision making
16:26 Unlearning how you work to make progress
19:32 Why human thinking plus machine equals a better outcome
20:28 Examples of how to use AI to be the best business and thinking partner
24:46 Importance of asking the right questions when brainstorming with AI
26:06 The limitations of AI and knowing how to use it to your advantage
30:18 How technology can help us be make a bigger impact
33:12 The loss of psychological safety when implementing AI and unlearning this fear
35:35 Better results when teams collaborate with AI vs. doing it independently
36:06 Shifting from control based learning mindset to influence based learning mindset for continuous improvement
37:54 Implementing AI to be the most effective in your organization
40:34 How to start building an AI stack knowing your natural traits, one or two tasks, and then experimenting with an AI tool
42:54 The skills that make us more effective with machines to increase influence
43:16 Questions for reflection on how to implement AI in your organization


Participate in my Survey:
LINK HERE
Thank you

]]> 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 instead
  • How to identify your natural traits and highest-leverage tasks as the foundation for working with AI
  • The unlearning required to shift from relying on instinct alone to combining human judgment with machine insight
  • How successful leaders are using AI to pressure-test ideas and show up more prepared and present
  • Why the skills that make you more effective with AI are the same skills that make you more influential with people

Where 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:

RELATED LINKS:

TIMESTAMPS FOR THIS EPISODE:

02:28 Where to start on adopting AI
05:04 Importance of understanding natural traits and strengths before looking into AI tools
07:12 Defining the problem first before looking for the tool to close the gap
08:17 Why some may see AI as a deflection tool
09:02 How to use AI for synthesizing data rather than rudimentary tasks
12:28 Why judgment is the leadership advantage and leveraging AI to make better judgment
12:38 Using decision velocity to improve decision making
13:35 Decision advantage in synthesizing data to make a decision
14:35 The difference between AI and human strengths in decision making
16:26 Unlearning how you work to make progress
19:32 Why human thinking plus machine equals a better outcome
20:28 Examples of how to use AI to be the best business and thinking partner
24:46 Importance of asking the right questions when brainstorming with AI
26:06 The limitations of AI and knowing how to use it to your advantage
30:18 How technology can help us be make a bigger impact
33:12 The loss of psychological safety when implementing AI and unlearning this fear
35:35 Better results when teams collaborate with AI vs. doing it independently
36:06 Shifting from control based learning mindset to influence based learning mindset for continuous improvement
37:54 Implementing AI to be the most effective in your organization
40:34 How to start building an AI stack knowing your natural traits, one or two tasks, and then experimenting with an AI tool
42:54 The skills that make us more effective with machines to increase influence
43:16 Questions for reflection on how to implement AI in your organization


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 18 Mar 2026 02:00:00 -0700 Katie Anderson Katie Anderson 2753 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 instead
  • How to identify your natural traits and highest-leverage tasks as the foundation for working with AI
  • The unlearning required to shift from relying on instinct alone to combining human judgment with machine insight
  • How successful leaders are using AI to pressure-test ideas and show up more prepared and present
  • Why the skills that make you more effective with AI are the same skills that make you more influential with people

Where 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:

RELATED LINKS:

TIMESTAMPS FOR THIS EPISODE:

02:28 Where to start on adopting AI
05:04 Importance of understanding natural traits and strengths before looking into AI tools
07:12 Defining the problem first before looking for the tool to close the gap
08:17 Why some may see AI as a deflection tool
09:02 How to use AI for synthesizing data rather than rudimentary tasks
12:28 Why judgment is the leadership advantage and leveraging AI to make better judgment
12:38 Using decision velocity to improve decision making
13:35 Decision advantage in synthesizing data to make a decision
14:35 The difference between AI and human strengths in decision making
16:26 Unlearning how you work to make progress
19:32 Why human thinking plus machine equals a better outcome
20:28 Examples of how to use AI to be the best business and thinking partner
24:46 Importance of asking the right questions when brainstorming with AI
26:06 The limitations of AI and knowing how to use it to your advantage
30:18 How technology can help us be make a bigger impact
33:12 The loss of psychological safety when implementing AI and unlearning this fear
35:35 Better results when teams collaborate with AI vs. doing it independently
36:06 Shifting from control based learning mindset to influence based learning mindset for continuous improvement
37:54 Implementing AI to be the most effective in your organization
40:34 How to start building an AI stack knowing your natural traits, one or two tasks, and then experimenting with an AI tool
42:54 The skills that make us more effective with machines to increase influence
43:16 Questions for reflection on how to implement AI in your organization


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 68| The Power of Learning Together: How Shared Experience Enables People-Centered Leadership 68| The Power of Learning Together: How Shared Experience Enables People-Centered Leadership full e5354c79-f338-4f42-b656-a88e095c22ce http://chainoflearning.com/68 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 practice
  • Create alignment by seeing and reflecting on the same things
  • Move from “What did I learn?” to “What are we seeing differently?”
  • Turn shared insights into new leadership behaviors back at work
  • Understand why immersion and context matter when developing people-centered leadership


IMPORTANT LINKS:


RELATED EPISODES:


TIMESTAMPS FOR THIS EPISODE:

1:30 The gap between inspiration and the system you return to

2:46  Three conditions that most leadership development is missing.

4:13 The fundamental difference when others are learning beside you vs. learning alone
4:47 How Jim, Healthcare COO,  accelerated transformation by inviting his team on the Japan Leadership Experience
6:49 Transformations that past Japan Leadership Experience have experienced in accelerated learning and sustaining excellence in their organization
10:34 Unlocking shoshin - the beginner’s mind - through immersive experiences
12:04 The benefits of observing Japan employees and companies in person
14:22 The depth of connection that forms when you learn together
16:43 Why shared learning is important for leaders to make changes that sticks
18:55 The cultural impact of the Japan Leadership Experience
21:31 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/

]]> 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 practice
  • Create alignment by seeing and reflecting on the same things
  • Move from “What did I learn?” to “What are we seeing differently?”
  • Turn shared insights into new leadership behaviors back at work
  • Understand why immersion and context matter when developing people-centered leadership


IMPORTANT LINKS:


RELATED EPISODES:


TIMESTAMPS FOR THIS EPISODE:

1:30 The gap between inspiration and the system you return to

2:46  Three conditions that most leadership development is missing.

4:13 The fundamental difference when others are learning beside you vs. learning alone
4:47 How Jim, Healthcare COO,  accelerated transformation by inviting his team on the Japan Leadership Experience
6:49 Transformations that past Japan Leadership Experience have experienced in accelerated learning and sustaining excellence in their organization
10:34 Unlocking shoshin - the beginner’s mind - through immersive experiences
12:04 The benefits of observing Japan employees and companies in person
14:22 The depth of connection that forms when you learn together
16:43 Why shared learning is important for leaders to make changes that sticks
18:55 The cultural impact of the Japan Leadership Experience
21:31 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/

]]> Wed, 11 Mar 2026 02:00:00 -0700 Katie Anderson Katie Anderson 1441 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 practice
  • Create alignment by seeing and reflecting on the same things
  • Move from “What did I learn?” to “What are we seeing differently?”
  • Turn shared insights into new leadership behaviors back at work
  • Understand why immersion and context matter when developing people-centered leadership


IMPORTANT LINKS:


RELATED EPISODES:


TIMESTAMPS FOR THIS EPISODE:

1:30 The gap between inspiration and the system you return to

2:46  Three conditions that most leadership development is missing.

4:13 The fundamental difference when others are learning beside you vs. learning alone
4:47 How Jim, Healthcare COO,  accelerated transformation by inviting his team on the Japan Leadership Experience
6:49 Transformations that past Japan Leadership Experience have experienced in accelerated learning and sustaining excellence in their organization
10:34 Unlocking shoshin - the beginner’s mind - through immersive experiences
12:04 The benefits of observing Japan employees and companies in person
14:22 The depth of connection that forms when you learn together
16:43 Why shared learning is important for leaders to make changes that sticks
18:55 The cultural impact of the Japan Leadership Experience
21:31 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/

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 67| Why Learning Is the Foundation of Influence (and How it Can Limit Your Impact) 67| Why Learning Is the Foundation of Influence (and How it Can Limit Your Impact) full a78a8867-f366-4248-b4db-2391634ae171 https://share.transistor.fm/s/867c0f3c What if your approach 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.

We often define learning as going deeper into an area of expertise, but what can be missing is a shift toward adaptability and broader perspective.

A learning and growth mindset is the foundation for enabling a learning organization—yet if you get 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 jargon
  • Move from Shuhari—rigidly following a method to adapting based on context
  • Practice beginner’s mind—Shoshin, even when you’re the expert
  • Identify when you’ve fallen into the Doer Trap—and choose to develop others instead
  • Notice when you’re following the form in situations that call for flexibility

If you want to build a learning organization, your own learning approach must evolve first. It’s not just what you know, but how you show up.

IMPORTANT LINKS:


RELATED EPISODES:


TIMESTAMPS FOR THIS EPISODE:

00:40 The Katalyst model revision and why lifelong learning was removed as a standalone competency

03:24 Why learning isn't what distinguishes your influence. It's what makes influence possible
05:07 What it means to be a lifelong learning enthusiast

06:52 Three questions every change leader should be able to answer without jargon

09:22 What 75 leaders revealed in a survey and the lesson underneath it
10:31 The concept of Shu Ha Ri that shapes how you develop and learn:
11:13 [SHU] following the form

11:25 [HA] where you begin to adapt

11:35 [RI] Transcending the form entirely

12:20 Five Toyota Kata Coaching questions developed by Mike Roth that requires learning and unlearning to develop, grow, and improve
15:05 The concept of Shoshin and clearing what's in the way

16:04 Katie's personal confession about her own telling habit and what modeling the way actually looks like in practice
17:35 The "doer trap" and why getting leadership buy-in starts with us
20:39 What lifelong learning really means and why it’s a being practice

21:01 Three practices to try this week to create more impact


Participate in my Survey:
LINK HERE
Thank you

]]> What if your approach 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.

We often define learning as going deeper into an area of expertise, but what can be missing is a shift toward adaptability and broader perspective.

A learning and growth mindset is the foundation for enabling a learning organization—yet if you get 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 jargon
  • Move from Shuhari—rigidly following a method to adapting based on context
  • Practice beginner’s mind—Shoshin, even when you’re the expert
  • Identify when you’ve fallen into the Doer Trap—and choose to develop others instead
  • Notice when you’re following the form in situations that call for flexibility

If you want to build a learning organization, your own learning approach must evolve first. It’s not just what you know, but how you show up.

IMPORTANT LINKS:


RELATED EPISODES:


TIMESTAMPS FOR THIS EPISODE:

00:40 The Katalyst model revision and why lifelong learning was removed as a standalone competency

03:24 Why learning isn't what distinguishes your influence. It's what makes influence possible
05:07 What it means to be a lifelong learning enthusiast

06:52 Three questions every change leader should be able to answer without jargon

09:22 What 75 leaders revealed in a survey and the lesson underneath it
10:31 The concept of Shu Ha Ri that shapes how you develop and learn:
11:13 [SHU] following the form

11:25 [HA] where you begin to adapt

11:35 [RI] Transcending the form entirely

12:20 Five Toyota Kata Coaching questions developed by Mike Roth that requires learning and unlearning to develop, grow, and improve
15:05 The concept of Shoshin and clearing what's in the way

16:04 Katie's personal confession about her own telling habit and what modeling the way actually looks like in practice
17:35 The "doer trap" and why getting leadership buy-in starts with us
20:39 What lifelong learning really means and why it’s a being practice

21:01 Three practices to try this week to create more impact


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 04 Mar 2026 02:00:00 -0800 Katie Anderson Katie Anderson 1385 What if your approach 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.

We often define learning as going deeper into an area of expertise, but what can be missing is a shift toward adaptability and broader perspective.

A learning and growth mindset is the foundation for enabling a learning organization—yet if you get 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 jargon
  • Move from Shuhari—rigidly following a method to adapting based on context
  • Practice beginner’s mind—Shoshin, even when you’re the expert
  • Identify when you’ve fallen into the Doer Trap—and choose to develop others instead
  • Notice when you’re following the form in situations that call for flexibility

If you want to build a learning organization, your own learning approach must evolve first. It’s not just what you know, but how you show up.

IMPORTANT LINKS:


RELATED EPISODES:


TIMESTAMPS FOR THIS EPISODE:

00:40 The Katalyst model revision and why lifelong learning was removed as a standalone competency

03:24 Why learning isn't what distinguishes your influence. It's what makes influence possible
05:07 What it means to be a lifelong learning enthusiast

06:52 Three questions every change leader should be able to answer without jargon

09:22 What 75 leaders revealed in a survey and the lesson underneath it
10:31 The concept of Shu Ha Ri that shapes how you develop and learn:
11:13 [SHU] following the form

11:25 [HA] where you begin to adapt

11:35 [RI] Transcending the form entirely

12:20 Five Toyota Kata Coaching questions developed by Mike Roth that requires learning and unlearning to develop, grow, and improve
15:05 The concept of Shoshin and clearing what's in the way

16:04 Katie's personal confession about her own telling habit and what modeling the way actually looks like in practice
17:35 The "doer trap" and why getting leadership buy-in starts with us
20:39 What lifelong learning really means and why it’s a being practice

21:01 Three practices to try this week to create more impact


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 66| Leadership Is Practice: What It Takes to Lead Transformation as Responsibility Grows [with Carlos Scholz] 66| Leadership Is Practice: What It Takes to Lead Transformation as Responsibility Grows [with Carlos Scholz] full 8205356b-020e-44c8-bbf1-e074569990da https://share.transistor.fm/s/0f893f07 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 expand
  • What changes when you move from leading through influence to owning the system through positional authority and the consequences that come with it
  • How identity and perceived value shape resistance to change, including your own
  • Why skipping organizational and behavioral maturity undermines reliability, even with strong intentions
  • How repositioning improvement teams from doers to coaches helps leaders change their behavior and allows transformation to scale

If 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:


RELATED EPISODES:


TIMESTAMPS FOR THIS EPISODE:

03:02 Leadership shifts Carlos made stepping into senior executive responsibility
06:19 The start of Carlos’ journey and how it evolved
relationships as it does on technical expertise
12:19 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 vulnerable
18:44 Importance of organizational assessment to identify behavioral gaps
24:05 Understanding that sustainable change requires aligning the entire system, not just improving isolated parts
26:32 When leaders are not on board with change efforts
28:48 Importance of both the technical and social side of being a change leader
31:30 The process of building a system of coaching
36:23 Transitioning from leading through influence to stepping into direct operational leadership

43:28 How skills developed as an influence leader strengthened operational leadership
45:57 A surprising lesson from stepping into an operational leadership role
50:16 How Carlos is leading transformation as a CEO of Catalysis
55:08 Steps to make real transformation happen
1:00:13 Reminders for leading transformational change
1:01:43 Questions for reflection to strengthen the system around you


Participate in my Survey:
LINK HERE
Thank you

]]> 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 expand
  • What changes when you move from leading through influence to owning the system through positional authority and the consequences that come with it
  • How identity and perceived value shape resistance to change, including your own
  • Why skipping organizational and behavioral maturity undermines reliability, even with strong intentions
  • How repositioning improvement teams from doers to coaches helps leaders change their behavior and allows transformation to scale

If 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:


RELATED EPISODES:


TIMESTAMPS FOR THIS EPISODE:

03:02 Leadership shifts Carlos made stepping into senior executive responsibility
06:19 The start of Carlos’ journey and how it evolved
relationships as it does on technical expertise
12:19 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 vulnerable
18:44 Importance of organizational assessment to identify behavioral gaps
24:05 Understanding that sustainable change requires aligning the entire system, not just improving isolated parts
26:32 When leaders are not on board with change efforts
28:48 Importance of both the technical and social side of being a change leader
31:30 The process of building a system of coaching
36:23 Transitioning from leading through influence to stepping into direct operational leadership

43:28 How skills developed as an influence leader strengthened operational leadership
45:57 A surprising lesson from stepping into an operational leadership role
50:16 How Carlos is leading transformation as a CEO of Catalysis
55:08 Steps to make real transformation happen
1:00:13 Reminders for leading transformational change
1:01:43 Questions for reflection to strengthen the system around you


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 18 Feb 2026 02:00:00 -0800 Katie Anderson Katie Anderson 3828 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 expand
  • What changes when you move from leading through influence to owning the system through positional authority and the consequences that come with it
  • How identity and perceived value shape resistance to change, including your own
  • Why skipping organizational and behavioral maturity undermines reliability, even with strong intentions
  • How repositioning improvement teams from doers to coaches helps leaders change their behavior and allows transformation to scale

If 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:


RELATED EPISODES:


TIMESTAMPS FOR THIS EPISODE:

03:02 Leadership shifts Carlos made stepping into senior executive responsibility
06:19 The start of Carlos’ journey and how it evolved
relationships as it does on technical expertise
12:19 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 vulnerable
18:44 Importance of organizational assessment to identify behavioral gaps
24:05 Understanding that sustainable change requires aligning the entire system, not just improving isolated parts
26:32 When leaders are not on board with change efforts
28:48 Importance of both the technical and social side of being a change leader
31:30 The process of building a system of coaching
36:23 Transitioning from leading through influence to stepping into direct operational leadership

43:28 How skills developed as an influence leader strengthened operational leadership
45:57 A surprising lesson from stepping into an operational leadership role
50:16 How Carlos is leading transformation as a CEO of Catalysis
55:08 Steps to make real transformation happen
1:00:13 Reminders for leading transformational change
1:01:43 Questions for reflection to strengthen the system around you


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 65| From Learning to Impact: Turn Insight into Leadership Action 65| From Learning to Impact: Turn Insight into Leadership Action full f3122b2e-3db1-43e2-a28d-4abf28ce9553 https://share.transistor.fm/s/21b5ce56 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 LEARN

  • How to recognize when learning feels productive but isn’t changing how you actually show up as a leader
  • How to make the connection between learning, behavior, and impact visible—and actionable
  • Why behaviors—not intentions, traits, or inspiration—are the real bridge between learning and results
  • How treating leadership actions as experiments helps you learn by doing and reflection, not just aiming for a target
  • Why harvesting learning means finishing what’s ready—not endlessly adding more ideas or initiatives

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:

00:59 Why doing more is not mean progress
02:13 The invisible trap of when we are focused on learning vs. putting it into practice
02:27 Harvest - what it means and why it’s a fitting word for 2026
05:04 The difference between learning and behavior in creating impact
05:25 How to apply Intention = Heart + Direction® to close the execution gap
07:40 Four key practices to take action on learning to impact your work and life 

07:48 [ONE] Make the learning itself concrete and specific

09:00 [TWO] Focus on specific observable behaviors, not traits that we want to develop
10:48 [THREE] Identify the gap you want to close and identify what you expect to happen and the impact when you put the learning into practice
11:42 [FOUR] Reflect and adjust for accelerated improvement
12:49 Where intention stems from and why intention plus direction is important to see results
13:54 How leaders turn into impact through the Immersive Japan Leadership Experience
14:52 Three open ended questions for leaders to reflect on to create a clear action plan
17:07 Josef’s experience in shifting from being seen as an expert to a trusted partner

18:06 Questions to ask to help break the telling habit
21:12 How the meaning of “harvest” is focused on collaboration and creating the space for others to grow

22:40 Reflection questions to reflect on to make an impact through your behavior

P.S. This episode happens to be released on my birthday 🎉 If Chain of Learning has made a difference for you, a quick rating and review would mean a lot—and helps others discover the show.

Leave a rating and review on Apple Podcasts or rating and comments on an episode on Spotify or YouTube.


Participate in my Survey:
LINK HERE
Thank you

]]> 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 LEARN

  • How to recognize when learning feels productive but isn’t changing how you actually show up as a leader
  • How to make the connection between learning, behavior, and impact visible—and actionable
  • Why behaviors—not intentions, traits, or inspiration—are the real bridge between learning and results
  • How treating leadership actions as experiments helps you learn by doing and reflection, not just aiming for a target
  • Why harvesting learning means finishing what’s ready—not endlessly adding more ideas or initiatives

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:

00:59 Why doing more is not mean progress
02:13 The invisible trap of when we are focused on learning vs. putting it into practice
02:27 Harvest - what it means and why it’s a fitting word for 2026
05:04 The difference between learning and behavior in creating impact
05:25 How to apply Intention = Heart + Direction® to close the execution gap
07:40 Four key practices to take action on learning to impact your work and life 

07:48 [ONE] Make the learning itself concrete and specific

09:00 [TWO] Focus on specific observable behaviors, not traits that we want to develop
10:48 [THREE] Identify the gap you want to close and identify what you expect to happen and the impact when you put the learning into practice
11:42 [FOUR] Reflect and adjust for accelerated improvement
12:49 Where intention stems from and why intention plus direction is important to see results
13:54 How leaders turn into impact through the Immersive Japan Leadership Experience
14:52 Three open ended questions for leaders to reflect on to create a clear action plan
17:07 Josef’s experience in shifting from being seen as an expert to a trusted partner

18:06 Questions to ask to help break the telling habit
21:12 How the meaning of “harvest” is focused on collaboration and creating the space for others to grow

22:40 Reflection questions to reflect on to make an impact through your behavior

P.S. This episode happens to be released on my birthday 🎉 If Chain of Learning has made a difference for you, a quick rating and review would mean a lot—and helps others discover the show.

Leave a rating and review on Apple Podcasts or rating and comments on an episode on Spotify or YouTube.


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 04 Feb 2026 02:00:00 -0800 Katie Anderson Katie Anderson 1474 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 LEARN

  • How to recognize when learning feels productive but isn’t changing how you actually show up as a leader
  • How to make the connection between learning, behavior, and impact visible—and actionable
  • Why behaviors—not intentions, traits, or inspiration—are the real bridge between learning and results
  • How treating leadership actions as experiments helps you learn by doing and reflection, not just aiming for a target
  • Why harvesting learning means finishing what’s ready—not endlessly adding more ideas or initiatives

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:

00:59 Why doing more is not mean progress
02:13 The invisible trap of when we are focused on learning vs. putting it into practice
02:27 Harvest - what it means and why it’s a fitting word for 2026
05:04 The difference between learning and behavior in creating impact
05:25 How to apply Intention = Heart + Direction® to close the execution gap
07:40 Four key practices to take action on learning to impact your work and life 

07:48 [ONE] Make the learning itself concrete and specific

09:00 [TWO] Focus on specific observable behaviors, not traits that we want to develop
10:48 [THREE] Identify the gap you want to close and identify what you expect to happen and the impact when you put the learning into practice
11:42 [FOUR] Reflect and adjust for accelerated improvement
12:49 Where intention stems from and why intention plus direction is important to see results
13:54 How leaders turn into impact through the Immersive Japan Leadership Experience
14:52 Three open ended questions for leaders to reflect on to create a clear action plan
17:07 Josef’s experience in shifting from being seen as an expert to a trusted partner

18:06 Questions to ask to help break the telling habit
21:12 How the meaning of “harvest” is focused on collaboration and creating the space for others to grow

22:40 Reflection questions to reflect on to make an impact through your behavior

P.S. This episode happens to be released on my birthday 🎉 If Chain of Learning has made a difference for you, a quick rating and review would mean a lot—and helps others discover the show.

Leave a rating and review on Apple Podcasts or rating and comments on an episode on Spotify or YouTube.


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 64| Stop Doing Transformation—and Start Enabling It: Redefine Your Role as a Change Leader [with Jill Forrester] 64| Stop Doing Transformation—and Start Enabling It: Redefine Your Role as a Change Leader [with Jill Forrester] full e07fdd33-c32f-4f1a-afdb-72ea3ae07c19 https://share.transistor.fm/s/04881353 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 Learn

  • Why internal change leaders often become the default doers—and why that role isn’t sustainable

  • How lack of role clarity creates confusion, overburden, and dependency for leaders and their internal clients

  • What it really means to create the experience for learning, not just drive improvement outcomes

  • Why clarifying and labeling your role and intention changes how others engage

  • How shifting from doing to enabling builds capability, ownership, and sustainable transformation

ABOUT 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:


TIMESTAMPS FOR THIS EPISODE:

03:27 Jill’s new role director of continuous improvement and when she realized she needed to make a shift
05:00 The question, “Are we actually helping”?  that changed how Jill viewed her role
07:01 Why starting a training with questions makes a bigger impact
10:12 Why opening up space for others to learn and contribute can improve engagement
13:56 Two shifts Jill and her team made to clarify their roles for better continuous improvement outcomes and build confidence
16:07 Labeling your role (even when it feels awkward) to better guide others to transformation
22:47 What lead Jill to invest in the Japan Leadership Experience to take her leadership to the next level
25:14 Seeing quality as trust and quality as love to reshape how you think about improvement
25:44 What good 5S is as something you feel instead of a checklist

27:16 An example of 5S in the Japanese culture
29:20 The importance of long term thinking to sustain your company for decades
30:42 How giving with two hands can be applied to your organization to show respect and support others
33:08 The impact of creating space for others to ask questions and learn more quickly
35:05 Doing less doing and creating the conditions to increase results and coach more effectively
37:15 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 enabling
40:35 Your role as a change leader and creating an experience for others to learn and to lead change themselves
42:38 The impact of an intention pause before your next meeting or discussion to help you shift from doing to enabling


Participate in my Survey:
LINK HERE
Thank you

]]> 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 Learn

  • Why internal change leaders often become the default doers—and why that role isn’t sustainable

  • How lack of role clarity creates confusion, overburden, and dependency for leaders and their internal clients

  • What it really means to create the experience for learning, not just drive improvement outcomes

  • Why clarifying and labeling your role and intention changes how others engage

  • How shifting from doing to enabling builds capability, ownership, and sustainable transformation

ABOUT 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:


TIMESTAMPS FOR THIS EPISODE:

03:27 Jill’s new role director of continuous improvement and when she realized she needed to make a shift
05:00 The question, “Are we actually helping”?  that changed how Jill viewed her role
07:01 Why starting a training with questions makes a bigger impact
10:12 Why opening up space for others to learn and contribute can improve engagement
13:56 Two shifts Jill and her team made to clarify their roles for better continuous improvement outcomes and build confidence
16:07 Labeling your role (even when it feels awkward) to better guide others to transformation
22:47 What lead Jill to invest in the Japan Leadership Experience to take her leadership to the next level
25:14 Seeing quality as trust and quality as love to reshape how you think about improvement
25:44 What good 5S is as something you feel instead of a checklist

27:16 An example of 5S in the Japanese culture
29:20 The importance of long term thinking to sustain your company for decades
30:42 How giving with two hands can be applied to your organization to show respect and support others
33:08 The impact of creating space for others to ask questions and learn more quickly
35:05 Doing less doing and creating the conditions to increase results and coach more effectively
37:15 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 enabling
40:35 Your role as a change leader and creating an experience for others to learn and to lead change themselves
42:38 The impact of an intention pause before your next meeting or discussion to help you shift from doing to enabling


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 21 Jan 2026 02:00:00 -0800 Katie Anderson Katie Anderson 2742 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 Learn

  • Why internal change leaders often become the default doers—and why that role isn’t sustainable

  • How lack of role clarity creates confusion, overburden, and dependency for leaders and their internal clients

  • What it really means to create the experience for learning, not just drive improvement outcomes

  • Why clarifying and labeling your role and intention changes how others engage

  • How shifting from doing to enabling builds capability, ownership, and sustainable transformation

ABOUT 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:


TIMESTAMPS FOR THIS EPISODE:

03:27 Jill’s new role director of continuous improvement and when she realized she needed to make a shift
05:00 The question, “Are we actually helping”?  that changed how Jill viewed her role
07:01 Why starting a training with questions makes a bigger impact
10:12 Why opening up space for others to learn and contribute can improve engagement
13:56 Two shifts Jill and her team made to clarify their roles for better continuous improvement outcomes and build confidence
16:07 Labeling your role (even when it feels awkward) to better guide others to transformation
22:47 What lead Jill to invest in the Japan Leadership Experience to take her leadership to the next level
25:14 Seeing quality as trust and quality as love to reshape how you think about improvement
25:44 What good 5S is as something you feel instead of a checklist

27:16 An example of 5S in the Japanese culture
29:20 The importance of long term thinking to sustain your company for decades
30:42 How giving with two hands can be applied to your organization to show respect and support others
33:08 The impact of creating space for others to ask questions and learn more quickly
35:05 Doing less doing and creating the conditions to increase results and coach more effectively
37:15 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 enabling
40:35 Your role as a change leader and creating an experience for others to learn and to lead change themselves
42:38 The impact of an intention pause before your next meeting or discussion to help you shift from doing to enabling


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 63| Close the Execution Gap: How Leaders Turn Sustainability Intent into Action [with Rose Heathcote] 63| Close the Execution Gap: How Leaders Turn Sustainability Intent into Action [with Rose Heathcote] full 6cf6a2f4-90e1-4daf-98ac-f58803ffd496 https://share.transistor.fm/s/24978ede Many major transformations, including lean and sustainability—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.

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—are stuck in the execution gap between intent and action.


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 work
  • What the sustainability execution gap is, and why it mirrors lean and culture-change failures
  • Why shifting problem-solving upstream—from symptoms to root causes—is critical for creating lasting impact
  • How lean thinking and problem-solving skills enable sustainability and organizational transformation when paired with influence and change leadership skills
  • Why 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 decisions

ABOUT 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:

TIMESTAMPS FOR THIS EPISODE:


01:04 Why the real challenge with sustainability starts with where the conversation begins
02:39 A broader definition of sustainability meeting the needs of people, planet, and future generations

04:16 Why people mistake sustainability for “recycling”
05:54 The execution gap lean leaders keep running into
07:43 A real-world example: when “people first” and sustainability don’t show up in the metrics
09:58 Important shifts leaders must make to close the execution gap

11:26 Seeing waste, energy loss, and impact through a green lens

14:06 Using AI as a thinking partner, not a replacement

15:16 The skills leaders must develop in an AI-driven world
16:41 How multidisciplinary thinking led to a smarter, more sustainable solution

19:19 Why sustainability requires systems thinking across the value chain

20:23 How to make progress towards big challenges
23:05 The meaning of the Japanese concept, “sanpo yori” and “yanpo yori” for goodness in four ways and happiness for the long term view

24:33 How the book “Green is the New Gold,” came to be
27:10 Three ways to build better products and be more efficient while reducing impacts on the planet

29:19 What we are doing well as a global community to make improvements towards sustainability
31:31 How to broaden your lens and use what you already know to do more good
32:35 Practical first steps lean leaders can take to apply a sustainability lens at work
34:29 Why productivity alone doesn’t reduce damage to the environment
36:45 A simple reflection on looking upstream to improve sustainability


Participate in my Survey:
LINK HERE
Thank you

]]> Many major transformations, including lean and sustainability—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.

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—are stuck in the execution gap between intent and action.


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 work
  • What the sustainability execution gap is, and why it mirrors lean and culture-change failures
  • Why shifting problem-solving upstream—from symptoms to root causes—is critical for creating lasting impact
  • How lean thinking and problem-solving skills enable sustainability and organizational transformation when paired with influence and change leadership skills
  • Why 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 decisions

ABOUT 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:

TIMESTAMPS FOR THIS EPISODE:


01:04 Why the real challenge with sustainability starts with where the conversation begins
02:39 A broader definition of sustainability meeting the needs of people, planet, and future generations

04:16 Why people mistake sustainability for “recycling”
05:54 The execution gap lean leaders keep running into
07:43 A real-world example: when “people first” and sustainability don’t show up in the metrics
09:58 Important shifts leaders must make to close the execution gap

11:26 Seeing waste, energy loss, and impact through a green lens

14:06 Using AI as a thinking partner, not a replacement

15:16 The skills leaders must develop in an AI-driven world
16:41 How multidisciplinary thinking led to a smarter, more sustainable solution

19:19 Why sustainability requires systems thinking across the value chain

20:23 How to make progress towards big challenges
23:05 The meaning of the Japanese concept, “sanpo yori” and “yanpo yori” for goodness in four ways and happiness for the long term view

24:33 How the book “Green is the New Gold,” came to be
27:10 Three ways to build better products and be more efficient while reducing impacts on the planet

29:19 What we are doing well as a global community to make improvements towards sustainability
31:31 How to broaden your lens and use what you already know to do more good
32:35 Practical first steps lean leaders can take to apply a sustainability lens at work
34:29 Why productivity alone doesn’t reduce damage to the environment
36:45 A simple reflection on looking upstream to improve sustainability


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 07 Jan 2026 02:00:00 -0800 Katie Anderson Katie Anderson 2421 Many major transformations, including lean and sustainability—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.

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—are stuck in the execution gap between intent and action.


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 work
  • What the sustainability execution gap is, and why it mirrors lean and culture-change failures
  • Why shifting problem-solving upstream—from symptoms to root causes—is critical for creating lasting impact
  • How lean thinking and problem-solving skills enable sustainability and organizational transformation when paired with influence and change leadership skills
  • Why 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 decisions

ABOUT 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:

TIMESTAMPS FOR THIS EPISODE:


01:04 Why the real challenge with sustainability starts with where the conversation begins
02:39 A broader definition of sustainability meeting the needs of people, planet, and future generations

04:16 Why people mistake sustainability for “recycling”
05:54 The execution gap lean leaders keep running into
07:43 A real-world example: when “people first” and sustainability don’t show up in the metrics
09:58 Important shifts leaders must make to close the execution gap

11:26 Seeing waste, energy loss, and impact through a green lens

14:06 Using AI as a thinking partner, not a replacement

15:16 The skills leaders must develop in an AI-driven world
16:41 How multidisciplinary thinking led to a smarter, more sustainable solution

19:19 Why sustainability requires systems thinking across the value chain

20:23 How to make progress towards big challenges
23:05 The meaning of the Japanese concept, “sanpo yori” and “yanpo yori” for goodness in four ways and happiness for the long term view

24:33 How the book “Green is the New Gold,” came to be
27:10 Three ways to build better products and be more efficient while reducing impacts on the planet

29:19 What we are doing well as a global community to make improvements towards sustainability
31:31 How to broaden your lens and use what you already know to do more good
32:35 Practical first steps lean leaders can take to apply a sustainability lens at work
34:29 Why productivity alone doesn’t reduce damage to the environment
36:45 A simple reflection on looking upstream to improve sustainability


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 62| Remove the Muda to Reveal the Buddha: Turning Life’s Weight from Waste Into Wisdom 62| Remove the Muda to Reveal the Buddha: Turning Life’s Weight from Waste Into Wisdom full 73e2650b-0210-4a56-983d-fce187d20a49 https://share.transistor.fm/s/9bdf40e1 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 perfection
  • What “Remove the muda to reveal the Buddha” means beyond lean – and how reflection helps turn inner weight into wisdom
  • Four additional Zen teachings that apply to effective leadership, helping change leaders move beyond tools to presence, purpose, and a growth mindset
  • A simple reflection practice to reframe or release muda so it supports – not burdens – your growth
  • The distinction between goals and intentions, and why letting your being guide your doing leads to more meaningful progress

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:

01:55 Daruma dolls and what they represent
03:28 How Zazen meditation can bring you back to inner peace and inner being
04:26 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 leader

12:00 How the burning of daruma dolls each year show reflection in practice

13:05 Your intentional practice to help you remove the muda
13:36 3 examples of how to use this reflection process to adjust or release so to turn waste into wisdom
13:49 Example 1: You’ve been stuck in constant doing
14:16 Example 2: Your plans didn’t unfold as expected

15:07 Example 3: A relationship has shifted
16:38 The distinction between goals vs intentions—being and doing
17:31 How to “Remove the muda to reveal the buddha” to release the weight you carry and move forward


Participate in my Survey:
LINK HERE
Thank you

]]> 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 perfection
  • What “Remove the muda to reveal the Buddha” means beyond lean – and how reflection helps turn inner weight into wisdom
  • Four additional Zen teachings that apply to effective leadership, helping change leaders move beyond tools to presence, purpose, and a growth mindset
  • A simple reflection practice to reframe or release muda so it supports – not burdens – your growth
  • The distinction between goals and intentions, and why letting your being guide your doing leads to more meaningful progress

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:

01:55 Daruma dolls and what they represent
03:28 How Zazen meditation can bring you back to inner peace and inner being
04:26 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 leader

12:00 How the burning of daruma dolls each year show reflection in practice

13:05 Your intentional practice to help you remove the muda
13:36 3 examples of how to use this reflection process to adjust or release so to turn waste into wisdom
13:49 Example 1: You’ve been stuck in constant doing
14:16 Example 2: Your plans didn’t unfold as expected

15:07 Example 3: A relationship has shifted
16:38 The distinction between goals vs intentions—being and doing
17:31 How to “Remove the muda to reveal the buddha” to release the weight you carry and move forward


Participate in my Survey:
LINK HERE
Thank you

]]> Tue, 23 Dec 2025 02:00:00 -0800 Katie Anderson Katie Anderson 1164 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 perfection
  • What “Remove the muda to reveal the Buddha” means beyond lean – and how reflection helps turn inner weight into wisdom
  • Four additional Zen teachings that apply to effective leadership, helping change leaders move beyond tools to presence, purpose, and a growth mindset
  • A simple reflection practice to reframe or release muda so it supports – not burdens – your growth
  • The distinction between goals and intentions, and why letting your being guide your doing leads to more meaningful progress

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:

01:55 Daruma dolls and what they represent
03:28 How Zazen meditation can bring you back to inner peace and inner being
04:26 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 leader

12:00 How the burning of daruma dolls each year show reflection in practice

13:05 Your intentional practice to help you remove the muda
13:36 3 examples of how to use this reflection process to adjust or release so to turn waste into wisdom
13:49 Example 1: You’ve been stuck in constant doing
14:16 Example 2: Your plans didn’t unfold as expected

15:07 Example 3: A relationship has shifted
16:38 The distinction between goals vs intentions—being and doing
17:31 How to “Remove the muda to reveal the buddha” to release the weight you carry and move forward


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 61| Reflections from the Japan Leadership Experience: Live from Tokyo [with Nick Kemp] (BONUS) 61| Reflections from the Japan Leadership Experience: Live from Tokyo [with Nick Kemp] (BONUS) bonus 1e1de8a1-7dc3-4155-828c-c69fd96518c7 https://share.transistor.fm/s/bbe5949b 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 leadership
  • How Japanese companies view revitalization through kaizen as both a business strategy and a people-centered philosophy
  • What 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 improvement
  • Why immersive learning matters—and how stepping away from your daily responsibilities helps you reconnect with purpose and see challenges through a new lens
  • Why 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:


TIMESTAMPS FOR THIS EPISODE:

01:54 The story behind how Nick and Katie first met
03:55 Katie and Nick’s shared connection of living in Japan
04:45 What Katie loves about her special relationships with Japanese business leaders
06:23 What lead Katie to start the Japan Leadership Experience
09:47 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 Experience
11:33 The parallel process with writing the book and leading the first program
12:34 The definition of “ibasho” and how the Japan Leadership Experience is about being in a place where you can feel like yourself
15:03 How the word “revitalize” is used in Japan by leaders as the reason for kaizen
15:41 Katie’s favorite parts of leading her Japan Leadership Experience cohorts

17:41 The planning behind the scenes to make the experience a success
18:55 Katie’s connection to her role in bringing people together for learning and connection
21:08 Nick’s biggest takeaway during the week in Japan on the Japan Leadership Experience
23:56 How different cultures have a different sense of urgency and the difference between Japanese culture and Western culture in relationship to kaizen activities
25:25 Starting the day with a morning meeting, “chorei” connected to greater purpose and feeling inspired to do more

26:37 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 culture
32:31 Clarity on the debate of seven waste or eight waste in lean from a Toyota leader
34:44 The essence of being over doing
36:01 An example of omotenashi in Japanese culture
37:43 Nick’s experience in taking time away to be go to Japan
39:42 The importance of putting aside your everyday role and experience a different way of leading
44:09 The transformation when you step outside routines and into intentional space for reflection and connection
44:53 Questions to reflect on as you listen to this episode


Participate in my Survey:
LINK HERE
Thank you

]]> 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 leadership
  • How Japanese companies view revitalization through kaizen as both a business strategy and a people-centered philosophy
  • What 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 improvement
  • Why immersive learning matters—and how stepping away from your daily responsibilities helps you reconnect with purpose and see challenges through a new lens
  • Why 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:


TIMESTAMPS FOR THIS EPISODE:

01:54 The story behind how Nick and Katie first met
03:55 Katie and Nick’s shared connection of living in Japan
04:45 What Katie loves about her special relationships with Japanese business leaders
06:23 What lead Katie to start the Japan Leadership Experience
09:47 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 Experience
11:33 The parallel process with writing the book and leading the first program
12:34 The definition of “ibasho” and how the Japan Leadership Experience is about being in a place where you can feel like yourself
15:03 How the word “revitalize” is used in Japan by leaders as the reason for kaizen
15:41 Katie’s favorite parts of leading her Japan Leadership Experience cohorts

17:41 The planning behind the scenes to make the experience a success
18:55 Katie’s connection to her role in bringing people together for learning and connection
21:08 Nick’s biggest takeaway during the week in Japan on the Japan Leadership Experience
23:56 How different cultures have a different sense of urgency and the difference between Japanese culture and Western culture in relationship to kaizen activities
25:25 Starting the day with a morning meeting, “chorei” connected to greater purpose and feeling inspired to do more

26:37 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 culture
32:31 Clarity on the debate of seven waste or eight waste in lean from a Toyota leader
34:44 The essence of being over doing
36:01 An example of omotenashi in Japanese culture
37:43 Nick’s experience in taking time away to be go to Japan
39:42 The importance of putting aside your everyday role and experience a different way of leading
44:09 The transformation when you step outside routines and into intentional space for reflection and connection
44:53 Questions to reflect on as you listen to this episode


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 17 Dec 2025 02:00:00 -0800 Katie Anderson Katie Anderson 2797 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 leadership
  • How Japanese companies view revitalization through kaizen as both a business strategy and a people-centered philosophy
  • What 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 improvement
  • Why immersive learning matters—and how stepping away from your daily responsibilities helps you reconnect with purpose and see challenges through a new lens
  • Why 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:


TIMESTAMPS FOR THIS EPISODE:

01:54 The story behind how Nick and Katie first met
03:55 Katie and Nick’s shared connection of living in Japan
04:45 What Katie loves about her special relationships with Japanese business leaders
06:23 What lead Katie to start the Japan Leadership Experience
09:47 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 Experience
11:33 The parallel process with writing the book and leading the first program
12:34 The definition of “ibasho” and how the Japan Leadership Experience is about being in a place where you can feel like yourself
15:03 How the word “revitalize” is used in Japan by leaders as the reason for kaizen
15:41 Katie’s favorite parts of leading her Japan Leadership Experience cohorts

17:41 The planning behind the scenes to make the experience a success
18:55 Katie’s connection to her role in bringing people together for learning and connection
21:08 Nick’s biggest takeaway during the week in Japan on the Japan Leadership Experience
23:56 How different cultures have a different sense of urgency and the difference between Japanese culture and Western culture in relationship to kaizen activities
25:25 Starting the day with a morning meeting, “chorei” connected to greater purpose and feeling inspired to do more

26:37 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 culture
32:31 Clarity on the debate of seven waste or eight waste in lean from a Toyota leader
34:44 The essence of being over doing
36:01 An example of omotenashi in Japanese culture
37:43 Nick’s experience in taking time away to be go to Japan
39:42 The importance of putting aside your everyday role and experience a different way of leading
44:09 The transformation when you step outside routines and into intentional space for reflection and connection
44:53 Questions to reflect on as you listen to this episode


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 60| Bounce Back From a Faceplant: How to Flip the Script on Failure [with Melisa Buie and Keeley Hurley] 60| Bounce Back From a Faceplant: How to Flip the Script on Failure [with Melisa Buie and Keeley Hurley] full 5b6c241a-f831-47bf-85a4-268e01fd7c0c https://share.transistor.fm/s/688d54cf We 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 mistakes
  • The FREE model (Focus, Reflect, Explore, Engage) as a practical way to get back up, learn forward, and regain clarity after a setback
  • Emotional hijacks to watch for—including the four instinctive patterns in the Conspirator Matrix: machine, magician, statue, and satellite
  • Why embracing a growth mindset frees you to experiment, learn, and release perfection when things don’t go as planned
  • Continuous improvement practices like reflection (post-mortems) and anticipation (pre-mortems) that strengthen learning before and after challenges occur

If 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:

TIMESTAMPS FOR THIS EPISODE:


01:46 What inspired the book, “Faceplant”
02:56 The emotion behind failure that keeps us stuck
05:53 Getting over the hump of the funk knowing others experience failure
07:03 The meaning of the equation, anxiety = care x uncertainty where our anxiety is amplified
08:25 Why the care factor amplifies when when others are involved
10:01 The pre-mortem exercise to reduce anxiety by anticipating what could go wrong
12:01 How faceplanting is similar to daruma dolls in getting up after we fall
12:44  The aspects of the FREE model in freeing yourself from failure

14:25 Breaking down the acronym FREE: Focus, Reflect, Explore, Engage
17:01 The meaning of the Japanese word, hansei, that means deep self-reflection in improving how we react
17:53 The four quadrant system and determining which quadrant triggers our fight or flight response
20:25 How the four quadrants were determined
21:51 An example of how fear held Keeley back in an emotional hijack in the laser industry
22:47 Melisa’s personal experience in having a fixed mindset when faced with failure
23:56 How Melisa moved from a fixed mindset to a growth mindset and taking chances
26:13 Ways to approach failure in an organizational level
28:40 Importance of clarifying expectations instead of adding pressure on ourselves
30:02 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 failure
36:55 How to apply the concept of hansei in reflecting on a current change initiative and how to learn from failure
39:06 Two ways to reflect on this episode to get past face plants and building small intentional steps to build a learning culture


Participate in my Survey:
LINK HERE
Thank you

]]> We 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 mistakes
  • The FREE model (Focus, Reflect, Explore, Engage) as a practical way to get back up, learn forward, and regain clarity after a setback
  • Emotional hijacks to watch for—including the four instinctive patterns in the Conspirator Matrix: machine, magician, statue, and satellite
  • Why embracing a growth mindset frees you to experiment, learn, and release perfection when things don’t go as planned
  • Continuous improvement practices like reflection (post-mortems) and anticipation (pre-mortems) that strengthen learning before and after challenges occur

If 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:

TIMESTAMPS FOR THIS EPISODE:


01:46 What inspired the book, “Faceplant”
02:56 The emotion behind failure that keeps us stuck
05:53 Getting over the hump of the funk knowing others experience failure
07:03 The meaning of the equation, anxiety = care x uncertainty where our anxiety is amplified
08:25 Why the care factor amplifies when when others are involved
10:01 The pre-mortem exercise to reduce anxiety by anticipating what could go wrong
12:01 How faceplanting is similar to daruma dolls in getting up after we fall
12:44  The aspects of the FREE model in freeing yourself from failure

14:25 Breaking down the acronym FREE: Focus, Reflect, Explore, Engage
17:01 The meaning of the Japanese word, hansei, that means deep self-reflection in improving how we react
17:53 The four quadrant system and determining which quadrant triggers our fight or flight response
20:25 How the four quadrants were determined
21:51 An example of how fear held Keeley back in an emotional hijack in the laser industry
22:47 Melisa’s personal experience in having a fixed mindset when faced with failure
23:56 How Melisa moved from a fixed mindset to a growth mindset and taking chances
26:13 Ways to approach failure in an organizational level
28:40 Importance of clarifying expectations instead of adding pressure on ourselves
30:02 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 failure
36:55 How to apply the concept of hansei in reflecting on a current change initiative and how to learn from failure
39:06 Two ways to reflect on this episode to get past face plants and building small intentional steps to build a learning culture


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 10 Dec 2025 02:00:00 -0800 Katie Anderson Katie Anderson 2491 We 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 mistakes
  • The FREE model (Focus, Reflect, Explore, Engage) as a practical way to get back up, learn forward, and regain clarity after a setback
  • Emotional hijacks to watch for—including the four instinctive patterns in the Conspirator Matrix: machine, magician, statue, and satellite
  • Why embracing a growth mindset frees you to experiment, learn, and release perfection when things don’t go as planned
  • Continuous improvement practices like reflection (post-mortems) and anticipation (pre-mortems) that strengthen learning before and after challenges occur

If 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:

TIMESTAMPS FOR THIS EPISODE:


01:46 What inspired the book, “Faceplant”
02:56 The emotion behind failure that keeps us stuck
05:53 Getting over the hump of the funk knowing others experience failure
07:03 The meaning of the equation, anxiety = care x uncertainty where our anxiety is amplified
08:25 Why the care factor amplifies when when others are involved
10:01 The pre-mortem exercise to reduce anxiety by anticipating what could go wrong
12:01 How faceplanting is similar to daruma dolls in getting up after we fall
12:44  The aspects of the FREE model in freeing yourself from failure

14:25 Breaking down the acronym FREE: Focus, Reflect, Explore, Engage
17:01 The meaning of the Japanese word, hansei, that means deep self-reflection in improving how we react
17:53 The four quadrant system and determining which quadrant triggers our fight or flight response
20:25 How the four quadrants were determined
21:51 An example of how fear held Keeley back in an emotional hijack in the laser industry
22:47 Melisa’s personal experience in having a fixed mindset when faced with failure
23:56 How Melisa moved from a fixed mindset to a growth mindset and taking chances
26:13 Ways to approach failure in an organizational level
28:40 Importance of clarifying expectations instead of adding pressure on ourselves
30:02 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 failure
36:55 How to apply the concept of hansei in reflecting on a current change initiative and how to learn from failure
39:06 Two ways to reflect on this episode to get past face plants and building small intentional steps to build a learning culture


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 59| Get Better at Getting Better: Leveraging AI to Elevate Human Learning [with Nathen Harvey] 59| Get Better at Getting Better: Leveraging AI to Elevate Human Learning [with Nathen Harvey] full 04689f00-58ea-45eb-985f-4b912445891f https://share.transistor.fm/s/8efabc61 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 it
  • Why AI magnifies what already exists, and why stronger human learning habits matter more than stronger tools
  • The seven DORA team archetypes—and how to quickly spot strengths, gaps, and next steps for more effective collaboration
  • How to use team characteristics to target where AI (or any tech) will truly move the needle and support continuous improvement
  • How the Toyota Production System / lean principle of jidoka—automation with a human touch—guides us to use AI to elevate human capability, not replace it


ABOUT 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:

TIMESTAMPS FOR THIS EPISODE:


03:04 What DORA is and how it’s used as a research program for continuous improvement

04:31 AI’s primary role in software development as an amplifier where organizations are functioning well and where there’s friction
05:53 Using AI to generate more code in software engineering
07:03 Danger of creating more bottlenecks when you try to speed up processes

07:44 Importance of a value stream to understand the customer journey

10:41 How value mapping creates visibility across silos so others see different parts of the whole process
10:55 The process of gathering information for the State of AI Assisted Software Development report

12:20 Finding seven team characteristics based on a survey of 5,000 respondents and learning how to leverage the results to improve performance
14:18 Examples of several team characteristics and how it applies over various industries
16:33 The negative impact of focusing on the wrong process that impacts the throughput

17:00 Focusing at different types of waste to prevent undue pressure on people

17:51 What DORA has found in having a tradeoff in having fast and stable production pushes vs. working slow and rolling back changes
18:50 Three big things you need to improve throughput and quality
19:44 Why the legacy bottleneck team archetype is unstable with elevated levels of friction
21:22 Why harmonious high achievers deliver sustainable high quality work without the burnout

22:37 How the report findings are being used to help improve organizations

23:42 Seven capabilities of the DORA AI Capabilities Model in amplifying the impact of AI adoption to improve team and product performance
26:27 The capability of executing in small batches to see the process through to fruition

28:52 How to leverage AI to elevate human work vs machine work

30:58 The benefits of AI in making new skills accessible, but does not make anyone experts in a specific skill

31:44 Leveraging AI to help you complete tasks that would’ve taken longer

32:43 Using AI to elevate creative thinking, but doesn’t replace your thoughts

33:56 Ability to ask AI “dumb” questions to improve collaboration across teams

34:49 Creating an experiential learning experience where there's not a step-by-step path on how to reach outcomes

37:08 Importance of collaboration when moving from point A to point B

37:35 The difference between trainers and facilitators

39:03 Using the DORA report to form a hypothesis for your next experiment in whether a process is working

39:55 Two ways to start leveraging AI to accelerate learning

40:23 Importance of using AI and learning through use

40:58 Benefits of having a conversation with someone who introduces friction to your work

44:21 The concept of jidoka in designing systems that empower humans to do their best thinking and work

45:22 Questions to ask yourself as your reflect on the role of AI in your organization


Participate in my Survey:
LINK HERE
Thank you

]]> 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 it
  • Why AI magnifies what already exists, and why stronger human learning habits matter more than stronger tools
  • The seven DORA team archetypes—and how to quickly spot strengths, gaps, and next steps for more effective collaboration
  • How to use team characteristics to target where AI (or any tech) will truly move the needle and support continuous improvement
  • How the Toyota Production System / lean principle of jidoka—automation with a human touch—guides us to use AI to elevate human capability, not replace it


ABOUT 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:

TIMESTAMPS FOR THIS EPISODE:


03:04 What DORA is and how it’s used as a research program for continuous improvement

04:31 AI’s primary role in software development as an amplifier where organizations are functioning well and where there’s friction
05:53 Using AI to generate more code in software engineering
07:03 Danger of creating more bottlenecks when you try to speed up processes

07:44 Importance of a value stream to understand the customer journey

10:41 How value mapping creates visibility across silos so others see different parts of the whole process
10:55 The process of gathering information for the State of AI Assisted Software Development report

12:20 Finding seven team characteristics based on a survey of 5,000 respondents and learning how to leverage the results to improve performance
14:18 Examples of several team characteristics and how it applies over various industries
16:33 The negative impact of focusing on the wrong process that impacts the throughput

17:00 Focusing at different types of waste to prevent undue pressure on people

17:51 What DORA has found in having a tradeoff in having fast and stable production pushes vs. working slow and rolling back changes
18:50 Three big things you need to improve throughput and quality
19:44 Why the legacy bottleneck team archetype is unstable with elevated levels of friction
21:22 Why harmonious high achievers deliver sustainable high quality work without the burnout

22:37 How the report findings are being used to help improve organizations

23:42 Seven capabilities of the DORA AI Capabilities Model in amplifying the impact of AI adoption to improve team and product performance
26:27 The capability of executing in small batches to see the process through to fruition

28:52 How to leverage AI to elevate human work vs machine work

30:58 The benefits of AI in making new skills accessible, but does not make anyone experts in a specific skill

31:44 Leveraging AI to help you complete tasks that would’ve taken longer

32:43 Using AI to elevate creative thinking, but doesn’t replace your thoughts

33:56 Ability to ask AI “dumb” questions to improve collaboration across teams

34:49 Creating an experiential learning experience where there's not a step-by-step path on how to reach outcomes

37:08 Importance of collaboration when moving from point A to point B

37:35 The difference between trainers and facilitators

39:03 Using the DORA report to form a hypothesis for your next experiment in whether a process is working

39:55 Two ways to start leveraging AI to accelerate learning

40:23 Importance of using AI and learning through use

40:58 Benefits of having a conversation with someone who introduces friction to your work

44:21 The concept of jidoka in designing systems that empower humans to do their best thinking and work

45:22 Questions to ask yourself as your reflect on the role of AI in your organization


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 26 Nov 2025 02:00:00 -0800 Katie Anderson Katie Anderson 2942 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 it
  • Why AI magnifies what already exists, and why stronger human learning habits matter more than stronger tools
  • The seven DORA team archetypes—and how to quickly spot strengths, gaps, and next steps for more effective collaboration
  • How to use team characteristics to target where AI (or any tech) will truly move the needle and support continuous improvement
  • How the Toyota Production System / lean principle of jidoka—automation with a human touch—guides us to use AI to elevate human capability, not replace it


ABOUT 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:

TIMESTAMPS FOR THIS EPISODE:


03:04 What DORA is and how it’s used as a research program for continuous improvement

04:31 AI’s primary role in software development as an amplifier where organizations are functioning well and where there’s friction
05:53 Using AI to generate more code in software engineering
07:03 Danger of creating more bottlenecks when you try to speed up processes

07:44 Importance of a value stream to understand the customer journey

10:41 How value mapping creates visibility across silos so others see different parts of the whole process
10:55 The process of gathering information for the State of AI Assisted Software Development report

12:20 Finding seven team characteristics based on a survey of 5,000 respondents and learning how to leverage the results to improve performance
14:18 Examples of several team characteristics and how it applies over various industries
16:33 The negative impact of focusing on the wrong process that impacts the throughput

17:00 Focusing at different types of waste to prevent undue pressure on people

17:51 What DORA has found in having a tradeoff in having fast and stable production pushes vs. working slow and rolling back changes
18:50 Three big things you need to improve throughput and quality
19:44 Why the legacy bottleneck team archetype is unstable with elevated levels of friction
21:22 Why harmonious high achievers deliver sustainable high quality work without the burnout

22:37 How the report findings are being used to help improve organizations

23:42 Seven capabilities of the DORA AI Capabilities Model in amplifying the impact of AI adoption to improve team and product performance
26:27 The capability of executing in small batches to see the process through to fruition

28:52 How to leverage AI to elevate human work vs machine work

30:58 The benefits of AI in making new skills accessible, but does not make anyone experts in a specific skill

31:44 Leveraging AI to help you complete tasks that would’ve taken longer

32:43 Using AI to elevate creative thinking, but doesn’t replace your thoughts

33:56 Ability to ask AI “dumb” questions to improve collaboration across teams

34:49 Creating an experiential learning experience where there's not a step-by-step path on how to reach outcomes

37:08 Importance of collaboration when moving from point A to point B

37:35 The difference between trainers and facilitators

39:03 Using the DORA report to form a hypothesis for your next experiment in whether a process is working

39:55 Two ways to start leveraging AI to accelerate learning

40:23 Importance of using AI and learning through use

40:58 Benefits of having a conversation with someone who introduces friction to your work

44:21 The concept of jidoka in designing systems that empower humans to do their best thinking and work

45:22 Questions to ask yourself as your reflect on the role of AI in your organization


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 58| People First: Why Leaders Get It Backwards with Lean and Operational Excellence 58| People First: Why Leaders Get It Backwards with Lean and Operational Excellence full 6b0fe0c4-6ba4-453d-9bae-4ff3f0a2aa41 http://chainoflearning.com/58 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 improvement
  • Why focusing on people → process → results (not the reverse) drives lasting impact across teams and organizations
  • The 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 outcomes
  • How to model intentional leadership practices to develop people, foster engagement, and sustain a culture of continuous learning and improvement


IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:

01:51 What leadership with purpose truly means
02:06 Why Toyota’s motto, “ The only secret to Toyota is its attitude towards learning,” is its secret to success
03:18 Three interrelated qualities that determine lasting business success represented by a pyramid
03:45 [Third level] Results - The outcomes customers see
04:12 [Second level] Process - The technical and operational systems that make the work flow better
04:37 [First level] People - The foundation that nurtures people, problem-solving, and learning
05:28 Why the Western approach is backwards when it comes to people, processes, and results

06:50 The meaning of the quote, “profit is excrement,” that captures the backwardness of the usual business approach to success
07:39 The difference between lean as a transactional toolkit versus a way of nurturing people and problem solving at all levels
07:53 Why putting people first is not just in Japan or for Toyota leaders

08:41 Leaders who put people first as the foundation for success

10:12 The challenge in putting people first
10:38 An example from Gustavo of why our intentions and our actions are aligned
12:29 Gustavo’s realization that he had a people engagement problem
13:20 The positive results in engagement when he focused on people first

14:08 What leadership in action looks like

14:35 What it really means to create a chain of learning across your organization

15:00 The two pillars of the Toyota Way
15:43 Three questions to ask yourself as you reflect on this episode

16:26 Questions to ask your people to create a cycle of reflection and continuous improvement
17:13 How to build organizations and leaders that last


Participate in my Survey:
LINK HERE
Thank you

]]> 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 improvement
  • Why focusing on people → process → results (not the reverse) drives lasting impact across teams and organizations
  • The 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 outcomes
  • How to model intentional leadership practices to develop people, foster engagement, and sustain a culture of continuous learning and improvement


IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:

01:51 What leadership with purpose truly means
02:06 Why Toyota’s motto, “ The only secret to Toyota is its attitude towards learning,” is its secret to success
03:18 Three interrelated qualities that determine lasting business success represented by a pyramid
03:45 [Third level] Results - The outcomes customers see
04:12 [Second level] Process - The technical and operational systems that make the work flow better
04:37 [First level] People - The foundation that nurtures people, problem-solving, and learning
05:28 Why the Western approach is backwards when it comes to people, processes, and results

06:50 The meaning of the quote, “profit is excrement,” that captures the backwardness of the usual business approach to success
07:39 The difference between lean as a transactional toolkit versus a way of nurturing people and problem solving at all levels
07:53 Why putting people first is not just in Japan or for Toyota leaders

08:41 Leaders who put people first as the foundation for success

10:12 The challenge in putting people first
10:38 An example from Gustavo of why our intentions and our actions are aligned
12:29 Gustavo’s realization that he had a people engagement problem
13:20 The positive results in engagement when he focused on people first

14:08 What leadership in action looks like

14:35 What it really means to create a chain of learning across your organization

15:00 The two pillars of the Toyota Way
15:43 Three questions to ask yourself as you reflect on this episode

16:26 Questions to ask your people to create a cycle of reflection and continuous improvement
17:13 How to build organizations and leaders that last


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 12 Nov 2025 02:00:00 -0800 Katie Anderson Katie Anderson 1198 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 improvement
  • Why focusing on people → process → results (not the reverse) drives lasting impact across teams and organizations
  • The 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 outcomes
  • How to model intentional leadership practices to develop people, foster engagement, and sustain a culture of continuous learning and improvement


IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:

01:51 What leadership with purpose truly means
02:06 Why Toyota’s motto, “ The only secret to Toyota is its attitude towards learning,” is its secret to success
03:18 Three interrelated qualities that determine lasting business success represented by a pyramid
03:45 [Third level] Results - The outcomes customers see
04:12 [Second level] Process - The technical and operational systems that make the work flow better
04:37 [First level] People - The foundation that nurtures people, problem-solving, and learning
05:28 Why the Western approach is backwards when it comes to people, processes, and results

06:50 The meaning of the quote, “profit is excrement,” that captures the backwardness of the usual business approach to success
07:39 The difference between lean as a transactional toolkit versus a way of nurturing people and problem solving at all levels
07:53 Why putting people first is not just in Japan or for Toyota leaders

08:41 Leaders who put people first as the foundation for success

10:12 The challenge in putting people first
10:38 An example from Gustavo of why our intentions and our actions are aligned
12:29 Gustavo’s realization that he had a people engagement problem
13:20 The positive results in engagement when he focused on people first

14:08 What leadership in action looks like

14:35 What it really means to create a chain of learning across your organization

15:00 The two pillars of the Toyota Way
15:43 Three questions to ask yourself as you reflect on this episode

16:26 Questions to ask your people to create a cycle of reflection and continuous improvement
17:13 How to build organizations and leaders that last


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 57| How GE CEO Larry Culp Leads with Lean to Build a Culture of Continuous Improvement (BONUS) 57| How GE CEO Larry Culp Leads with Lean to Build a Culture of Continuous Improvement (BONUS) bonus 2729a2ae-459d-4d4c-8d1f-b973d3c7e568 http://chainoflearning.com/57 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:

 🎙 The two-year anniversary of the launch of this podcast!
 🎉 The three-year anniversary of my interview with Larry Culp

These two moments are deeply connected and they tell a powerful story about learning, leadership, and continuous improvement in action.

To celebrate, I’m bringing you my “fireside chat” with Larry Culp—recorded live on stage at the AME Conference in Dallas in 2022. It’s a rare, candid look at how one of today’s most respected global executives leads with a lean mindset to practice intentional leadership, humility, and continuous learning to reshape culture, improve decision-making, and lead sustainable organizational transformation at scale, 

You’ll also hear how this conversation became a defining moment for me—ultimately inspiring the launch of the Chain of Learning® podcast—and why Larry Culp’s insights on lean leadership are just as relevant today.


YOU’LL LEARN:

  • Why even senior leaders and CEOs need a coach or teacher—and how having a trusted mentor helps accelerate learning and growth
  • The importance of shifting from answers to questions—and why Breaking the Telling Habit® matters
  • Why embracing mistakes and “bad news” builds psychological safety, and a stronger foundation for continuous improvement
  • The power of going to see—going to gemba (the place work happens)—and how its essential for lean transformation
  • How embracing the awkwardness of learning—going slow to go fast—helps leaders model humility and build trust through transparency


ABOUT MY GUEST:

Larry Culp joined the GE Board of Directors in April 2018, and was appointed CEO of GE in October 2018. In June 2022, he assumed additional duty as CEO of GE Aerospace and became Chairman & CEO of GE Aerospace when it launched as a public company in April 2024. He also serves as the non-executive Chairman of GE HealthCare. Larry spent 25 years at Danaher Corporation, serving as President and CEO, where he helped increase both revenue and market capitalization fivefold. Recognized as one of the world’s top CEOs by Harvard Business Review and Barron’s, Larry has served as a Senior Lecturer at Harvard Business School, teaching leadership and strategy. 


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE:

02:51 Larry Culp’s view on lean as a lever to embrace cultural disruption at GE
04:14 The importance of having a coach and a teacher to help guide you as a senior leader
05:34 Larry’s shifts in his leadership approach as he was learning how to lead
07:47 How to really listen and hear what others meant to say
07:28 How to become a better listener and ask better questions
08:20 The difference of implementing lean versus becoming lean
10:12 What lean means to you as a leader

12:25 The importance of doing the work even though you have a coach
13:49 How to build failure and mistakes into your leadership practice and culture
15:06 Fostering an environment where sharing mistakes and challenges are acceptable
17:55 Larry’s key takeaway from Katie’s Shingo award winning book, “Learning to Lead, Leading to Learn”
21:16 What to assess when going to Gemba
24:13 What Larry has learned from his sensei and going to Japan that has helped him be a more impactful leader
28:11 How hoshin kanri is connected to your approach leadership approach
29:24 The impact of cross-functional collaboration
31:22 Managing awkwardness as a leader while learning new leadership skills
32:49 Making the shift in being okay with not having all the answers
34:56 Future improvements of GE
36:33 The purpose of daruma dolls in setting intentional goals
37:46 The real heart of lean leadership in using learning as a lever for results that matter


Participate in my Survey:
LINK HERE
Thank you

]]> 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:

 🎙 The two-year anniversary of the launch of this podcast!
 🎉 The three-year anniversary of my interview with Larry Culp

These two moments are deeply connected and they tell a powerful story about learning, leadership, and continuous improvement in action.

To celebrate, I’m bringing you my “fireside chat” with Larry Culp—recorded live on stage at the AME Conference in Dallas in 2022. It’s a rare, candid look at how one of today’s most respected global executives leads with a lean mindset to practice intentional leadership, humility, and continuous learning to reshape culture, improve decision-making, and lead sustainable organizational transformation at scale, 

You’ll also hear how this conversation became a defining moment for me—ultimately inspiring the launch of the Chain of Learning® podcast—and why Larry Culp’s insights on lean leadership are just as relevant today.


YOU’LL LEARN:

  • Why even senior leaders and CEOs need a coach or teacher—and how having a trusted mentor helps accelerate learning and growth
  • The importance of shifting from answers to questions—and why Breaking the Telling Habit® matters
  • Why embracing mistakes and “bad news” builds psychological safety, and a stronger foundation for continuous improvement
  • The power of going to see—going to gemba (the place work happens)—and how its essential for lean transformation
  • How embracing the awkwardness of learning—going slow to go fast—helps leaders model humility and build trust through transparency


ABOUT MY GUEST:

Larry Culp joined the GE Board of Directors in April 2018, and was appointed CEO of GE in October 2018. In June 2022, he assumed additional duty as CEO of GE Aerospace and became Chairman & CEO of GE Aerospace when it launched as a public company in April 2024. He also serves as the non-executive Chairman of GE HealthCare. Larry spent 25 years at Danaher Corporation, serving as President and CEO, where he helped increase both revenue and market capitalization fivefold. Recognized as one of the world’s top CEOs by Harvard Business Review and Barron’s, Larry has served as a Senior Lecturer at Harvard Business School, teaching leadership and strategy. 


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE:

02:51 Larry Culp’s view on lean as a lever to embrace cultural disruption at GE
04:14 The importance of having a coach and a teacher to help guide you as a senior leader
05:34 Larry’s shifts in his leadership approach as he was learning how to lead
07:47 How to really listen and hear what others meant to say
07:28 How to become a better listener and ask better questions
08:20 The difference of implementing lean versus becoming lean
10:12 What lean means to you as a leader

12:25 The importance of doing the work even though you have a coach
13:49 How to build failure and mistakes into your leadership practice and culture
15:06 Fostering an environment where sharing mistakes and challenges are acceptable
17:55 Larry’s key takeaway from Katie’s Shingo award winning book, “Learning to Lead, Leading to Learn”
21:16 What to assess when going to Gemba
24:13 What Larry has learned from his sensei and going to Japan that has helped him be a more impactful leader
28:11 How hoshin kanri is connected to your approach leadership approach
29:24 The impact of cross-functional collaboration
31:22 Managing awkwardness as a leader while learning new leadership skills
32:49 Making the shift in being okay with not having all the answers
34:56 Future improvements of GE
36:33 The purpose of daruma dolls in setting intentional goals
37:46 The real heart of lean leadership in using learning as a lever for results that matter


Participate in my Survey:
LINK HERE
Thank you

]]> Tue, 04 Nov 2025 02:00:00 -0800 Katie Anderson Katie Anderson 2418 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:

 🎙 The two-year anniversary of the launch of this podcast!
 🎉 The three-year anniversary of my interview with Larry Culp

These two moments are deeply connected and they tell a powerful story about learning, leadership, and continuous improvement in action.

To celebrate, I’m bringing you my “fireside chat” with Larry Culp—recorded live on stage at the AME Conference in Dallas in 2022. It’s a rare, candid look at how one of today’s most respected global executives leads with a lean mindset to practice intentional leadership, humility, and continuous learning to reshape culture, improve decision-making, and lead sustainable organizational transformation at scale, 

You’ll also hear how this conversation became a defining moment for me—ultimately inspiring the launch of the Chain of Learning® podcast—and why Larry Culp’s insights on lean leadership are just as relevant today.


YOU’LL LEARN:

  • Why even senior leaders and CEOs need a coach or teacher—and how having a trusted mentor helps accelerate learning and growth
  • The importance of shifting from answers to questions—and why Breaking the Telling Habit® matters
  • Why embracing mistakes and “bad news” builds psychological safety, and a stronger foundation for continuous improvement
  • The power of going to see—going to gemba (the place work happens)—and how its essential for lean transformation
  • How embracing the awkwardness of learning—going slow to go fast—helps leaders model humility and build trust through transparency


ABOUT MY GUEST:

Larry Culp joined the GE Board of Directors in April 2018, and was appointed CEO of GE in October 2018. In June 2022, he assumed additional duty as CEO of GE Aerospace and became Chairman & CEO of GE Aerospace when it launched as a public company in April 2024. He also serves as the non-executive Chairman of GE HealthCare. Larry spent 25 years at Danaher Corporation, serving as President and CEO, where he helped increase both revenue and market capitalization fivefold. Recognized as one of the world’s top CEOs by Harvard Business Review and Barron’s, Larry has served as a Senior Lecturer at Harvard Business School, teaching leadership and strategy. 


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE:

02:51 Larry Culp’s view on lean as a lever to embrace cultural disruption at GE
04:14 The importance of having a coach and a teacher to help guide you as a senior leader
05:34 Larry’s shifts in his leadership approach as he was learning how to lead
07:47 How to really listen and hear what others meant to say
07:28 How to become a better listener and ask better questions
08:20 The difference of implementing lean versus becoming lean
10:12 What lean means to you as a leader

12:25 The importance of doing the work even though you have a coach
13:49 How to build failure and mistakes into your leadership practice and culture
15:06 Fostering an environment where sharing mistakes and challenges are acceptable
17:55 Larry’s key takeaway from Katie’s Shingo award winning book, “Learning to Lead, Leading to Learn”
21:16 What to assess when going to Gemba
24:13 What Larry has learned from his sensei and going to Japan that has helped him be a more impactful leader
28:11 How hoshin kanri is connected to your approach leadership approach
29:24 The impact of cross-functional collaboration
31:22 Managing awkwardness as a leader while learning new leadership skills
32:49 Making the shift in being okay with not having all the answers
34:56 Future improvements of GE
36:33 The purpose of daruma dolls in setting intentional goals
37:46 The real heart of lean leadership in using learning as a lever for results that matter


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 56| Slow Down to Speed Up: The Power of the Pause to Accelerate Continuous Learning 56| Slow Down to Speed Up: The Power of the Pause to Accelerate Continuous Learning full 53790ca4-5ecf-485a-a807-998ee8a4c10d http://chainoflearning.com/56 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 learning
  • How 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 improvement
  • Why mastering the pause creates ripple effects across your team, transforms your leadership, and leads to better results
  • Three ways to develop the power of the pause as a transformational leadership habit to create clarity, ownership, and insight


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE:


01:50 The benefits of mastering the pause 

02:12 Why silence is uncomfortable making us want to keep things moving
05:05 Katie’s aha moment of the telling habit
08:58 How to pause to create space for others to think

10:16 How the pause is used in Japanese culture
13:18 The meaning of ma (間) and how to apply this concept
15:41 How reflection (hansei) is deeply rooted in Toyota’s culture
16:17 An example of how Agustín created pauses in the busyness of the usual work routines to give space for conversations

17:47 Why the power of the pause is three-fold
17:51 [ONE] Restore the PDSA (Plan-Do-Study-Adjust) cycle
18:20 [TWO] Pausing gives others space to think
18:46 [THREE] The pause shifts you from being reactive to proactive
19:40 Three ways to practice the power of the pause
19:44 [FIRST] Count silently to 10 after you ask an open question
20:01 [SECOND] Schedule reflection and thinking time for yourself and for your team
20:22 [THIRD] Practice the Intention Pause
21:32 The benefits of holding back before sharing your idea


Participate in my Survey:
LINK HERE
Thank you

]]> 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 learning
  • How 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 improvement
  • Why mastering the pause creates ripple effects across your team, transforms your leadership, and leads to better results
  • Three ways to develop the power of the pause as a transformational leadership habit to create clarity, ownership, and insight


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE:


01:50 The benefits of mastering the pause 

02:12 Why silence is uncomfortable making us want to keep things moving
05:05 Katie’s aha moment of the telling habit
08:58 How to pause to create space for others to think

10:16 How the pause is used in Japanese culture
13:18 The meaning of ma (間) and how to apply this concept
15:41 How reflection (hansei) is deeply rooted in Toyota’s culture
16:17 An example of how Agustín created pauses in the busyness of the usual work routines to give space for conversations

17:47 Why the power of the pause is three-fold
17:51 [ONE] Restore the PDSA (Plan-Do-Study-Adjust) cycle
18:20 [TWO] Pausing gives others space to think
18:46 [THREE] The pause shifts you from being reactive to proactive
19:40 Three ways to practice the power of the pause
19:44 [FIRST] Count silently to 10 after you ask an open question
20:01 [SECOND] Schedule reflection and thinking time for yourself and for your team
20:22 [THIRD] Practice the Intention Pause
21:32 The benefits of holding back before sharing your idea


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 29 Oct 2025 02:00:00 -0700 Katie Anderson Katie Anderson 1445 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 learning
  • How 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 improvement
  • Why mastering the pause creates ripple effects across your team, transforms your leadership, and leads to better results
  • Three ways to develop the power of the pause as a transformational leadership habit to create clarity, ownership, and insight


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE:


01:50 The benefits of mastering the pause 

02:12 Why silence is uncomfortable making us want to keep things moving
05:05 Katie’s aha moment of the telling habit
08:58 How to pause to create space for others to think

10:16 How the pause is used in Japanese culture
13:18 The meaning of ma (間) and how to apply this concept
15:41 How reflection (hansei) is deeply rooted in Toyota’s culture
16:17 An example of how Agustín created pauses in the busyness of the usual work routines to give space for conversations

17:47 Why the power of the pause is three-fold
17:51 [ONE] Restore the PDSA (Plan-Do-Study-Adjust) cycle
18:20 [TWO] Pausing gives others space to think
18:46 [THREE] The pause shifts you from being reactive to proactive
19:40 Three ways to practice the power of the pause
19:44 [FIRST] Count silently to 10 after you ask an open question
20:01 [SECOND] Schedule reflection and thinking time for yourself and for your team
20:22 [THIRD] Practice the Intention Pause
21:32 The benefits of holding back before sharing your idea


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 55| Adopt the Mentor Mindset: How to Motivate, Guide, and Develop the Next Generation [with David Yeager] 55| Adopt the Mentor Mindset: How to Motivate, Guide, and Develop the Next Generation [with David Yeager] full 24e5d60a-2f38-4372-8b5c-410c42a146e2 http://chainoflearning.com/55 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

How 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 short
  • How great mentors balance rigor and flexibility that encourage people to produce high-quality work without enforcing rigid rules
  • The power of transparency and labeling your intent when giving feedback to build trust and clarity
  • The 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 Walmart


ABOUT 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:

TIMESTAMPS FOR THIS EPISODE:

02:23 The misconceptions about young one that led to David’s research
04:23 What the mentor’s dilemma is and how to overcome it
05:53 The disconnect with giving and receiving feedback
07:43 Other alternatives to what mentorship can really be for young ones
09:06 The predicament young ones are in between wanting respect, but not having the rights of adulthood
10:50 The difference between the enforcer and protector mindset
11:32 The mentor's dilemma in withholding feedback or being too supportive
12:58 Characteristics of the enforcer mindset in the blame and shame approach and the problems it causes
14:02 Characteristics of the protector mindset includes low standards, but high support
16:37 Different types of leadership styles and why they can be referred to as “mindsets” instead
19:16 The conflicts between protector and enforcer mindsets
21:56 How to have a mentor mindset in dealing with challenges in the workplace or at home
22:26 Example of a mentor mindset in dealing with students in holding a high standard, while also providing support
28:44 Difference between intellectual rigor and logistical rigor
30:92 Benefit of holding a rigorous standard while also providing support in helping others meet their goals
32:51 Example of Stef Okamoto in transforming her old enforcer culture to embracing a mentor mindset focused on honesty and collaboration
37:14 Example of how to use the mentor mindset in correcting behavior in the workplace without being offensive
43:47 The Athena App created with Carol Dweck to help managers deal with conflict
45:41 The misalignment between the real experience in working in serving customers and what managers really need
46:34 Top tip for managers to show up with the mentor mindset in addition to asking questions
47:55 The importance of transparency in leadership to collaboratively troubleshoot issues
49:30 Why leading and mentoring young people isn't about lowering the bar or enforcing compliance, but holding high standards with support
50:41 Asking questions and providing encouragement to be a better leader
51:28 The power of labeling and making your intentions clear when giving feedback
52:37 Question to reflect on to shift into a mindset mentor


Participate in my Survey:
LINK HERE
Thank you

]]> 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

How 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 short
  • How great mentors balance rigor and flexibility that encourage people to produce high-quality work without enforcing rigid rules
  • The power of transparency and labeling your intent when giving feedback to build trust and clarity
  • The 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 Walmart


ABOUT 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:

TIMESTAMPS FOR THIS EPISODE:

02:23 The misconceptions about young one that led to David’s research
04:23 What the mentor’s dilemma is and how to overcome it
05:53 The disconnect with giving and receiving feedback
07:43 Other alternatives to what mentorship can really be for young ones
09:06 The predicament young ones are in between wanting respect, but not having the rights of adulthood
10:50 The difference between the enforcer and protector mindset
11:32 The mentor's dilemma in withholding feedback or being too supportive
12:58 Characteristics of the enforcer mindset in the blame and shame approach and the problems it causes
14:02 Characteristics of the protector mindset includes low standards, but high support
16:37 Different types of leadership styles and why they can be referred to as “mindsets” instead
19:16 The conflicts between protector and enforcer mindsets
21:56 How to have a mentor mindset in dealing with challenges in the workplace or at home
22:26 Example of a mentor mindset in dealing with students in holding a high standard, while also providing support
28:44 Difference between intellectual rigor and logistical rigor
30:92 Benefit of holding a rigorous standard while also providing support in helping others meet their goals
32:51 Example of Stef Okamoto in transforming her old enforcer culture to embracing a mentor mindset focused on honesty and collaboration
37:14 Example of how to use the mentor mindset in correcting behavior in the workplace without being offensive
43:47 The Athena App created with Carol Dweck to help managers deal with conflict
45:41 The misalignment between the real experience in working in serving customers and what managers really need
46:34 Top tip for managers to show up with the mentor mindset in addition to asking questions
47:55 The importance of transparency in leadership to collaboratively troubleshoot issues
49:30 Why leading and mentoring young people isn't about lowering the bar or enforcing compliance, but holding high standards with support
50:41 Asking questions and providing encouragement to be a better leader
51:28 The power of labeling and making your intentions clear when giving feedback
52:37 Question to reflect on to shift into a mindset mentor


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 15 Oct 2025 02:00:00 -0700 Katie Anderson Katie Anderson 3183 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

How 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 short
  • How great mentors balance rigor and flexibility that encourage people to produce high-quality work without enforcing rigid rules
  • The power of transparency and labeling your intent when giving feedback to build trust and clarity
  • The 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 Walmart


ABOUT 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:

TIMESTAMPS FOR THIS EPISODE:

02:23 The misconceptions about young one that led to David’s research
04:23 What the mentor’s dilemma is and how to overcome it
05:53 The disconnect with giving and receiving feedback
07:43 Other alternatives to what mentorship can really be for young ones
09:06 The predicament young ones are in between wanting respect, but not having the rights of adulthood
10:50 The difference between the enforcer and protector mindset
11:32 The mentor's dilemma in withholding feedback or being too supportive
12:58 Characteristics of the enforcer mindset in the blame and shame approach and the problems it causes
14:02 Characteristics of the protector mindset includes low standards, but high support
16:37 Different types of leadership styles and why they can be referred to as “mindsets” instead
19:16 The conflicts between protector and enforcer mindsets
21:56 How to have a mentor mindset in dealing with challenges in the workplace or at home
22:26 Example of a mentor mindset in dealing with students in holding a high standard, while also providing support
28:44 Difference between intellectual rigor and logistical rigor
30:92 Benefit of holding a rigorous standard while also providing support in helping others meet their goals
32:51 Example of Stef Okamoto in transforming her old enforcer culture to embracing a mentor mindset focused on honesty and collaboration
37:14 Example of how to use the mentor mindset in correcting behavior in the workplace without being offensive
43:47 The Athena App created with Carol Dweck to help managers deal with conflict
45:41 The misalignment between the real experience in working in serving customers and what managers really need
46:34 Top tip for managers to show up with the mentor mindset in addition to asking questions
47:55 The importance of transparency in leadership to collaboratively troubleshoot issues
49:30 Why leading and mentoring young people isn't about lowering the bar or enforcing compliance, but holding high standards with support
50:41 Asking questions and providing encouragement to be a better leader
51:28 The power of labeling and making your intentions clear when giving feedback
52:37 Question to reflect on to shift into a mindset mentor


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 54| Build Influence and Get Buy-in: Elevating the Positioning, ROI, and Value of Lean and Continuous Improvement [with Betsy Jordyn] (BONUS) 54| Build Influence and Get Buy-in: Elevating the Positioning, ROI, and Value of Lean and Continuous Improvement [with Betsy Jordyn] (BONUS) bonus 01567237-b2fc-4171-975b-fe74425bdec3 https://share.transistor.fm/s/d39b0c72 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 positioning
  • How to talk about what you do in language executives care about
  • Why people and learning matter more than tools
  • How to connect leadership behaviors to measurable business results
  • And why influence skills are just as important as technical expertise

Whether 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:


TIMESTAMPS:

  • 01:00 – The challenge: how lean is misunderstood as process improvement
  • 04:00 – Why “lean” became associated with tools in the West
  • 07:30 – The “paint story”: respect for people in action at Toyota
  • 10:00 – Demystifying jargon like gemba and focusing on “going to see”
  • 12:00 – Creating conditions for frontline problem-solving
  • 15:00 – Respect for people = holding precious what it means to be human
  • 19:00 – Don’t lead with methodology: framing problems leaders care about
  • 22:00 – From tools to transformation: shaping client expectations
  • 24:00 – Linking behavior change to ROI and business results
  • 25:00 – The Katalyst™ model: building influence and communication skills
  • 27:00 – Why executives aren’t always on board—and how to change that
  • 33:00 – Silos among OD, HR, L&D, and lean consultants
  • 36:00 – Building cross-disciplinary partnerships for culture change
  • 41:00 – Positioning tips: language, boundaries, and when to reveal methods
  • 42:00 – Pairing technical expertise with influence for greater impact
  • 46:00 – Trojan-horsing people-centered leadership through process work
  • 48:00 – Quantifying value: behaviors, KPIs, and ROI
  • 54:00 – Wrap-up: The path forward for lean consultants

Participate in my Survey:
LINK HERE
Thank you

]]> 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 positioning
  • How to talk about what you do in language executives care about
  • Why people and learning matter more than tools
  • How to connect leadership behaviors to measurable business results
  • And why influence skills are just as important as technical expertise

Whether 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:


TIMESTAMPS:

  • 01:00 – The challenge: how lean is misunderstood as process improvement
  • 04:00 – Why “lean” became associated with tools in the West
  • 07:30 – The “paint story”: respect for people in action at Toyota
  • 10:00 – Demystifying jargon like gemba and focusing on “going to see”
  • 12:00 – Creating conditions for frontline problem-solving
  • 15:00 – Respect for people = holding precious what it means to be human
  • 19:00 – Don’t lead with methodology: framing problems leaders care about
  • 22:00 – From tools to transformation: shaping client expectations
  • 24:00 – Linking behavior change to ROI and business results
  • 25:00 – The Katalyst™ model: building influence and communication skills
  • 27:00 – Why executives aren’t always on board—and how to change that
  • 33:00 – Silos among OD, HR, L&D, and lean consultants
  • 36:00 – Building cross-disciplinary partnerships for culture change
  • 41:00 – Positioning tips: language, boundaries, and when to reveal methods
  • 42:00 – Pairing technical expertise with influence for greater impact
  • 46:00 – Trojan-horsing people-centered leadership through process work
  • 48:00 – Quantifying value: behaviors, KPIs, and ROI
  • 54:00 – Wrap-up: The path forward for lean consultants

Participate in my Survey:
LINK HERE
Thank you

]]> Thu, 02 Oct 2025 02:00:00 -0700 Katie Anderson Katie Anderson 3620 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 positioning
  • How to talk about what you do in language executives care about
  • Why people and learning matter more than tools
  • How to connect leadership behaviors to measurable business results
  • And why influence skills are just as important as technical expertise

Whether 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:


TIMESTAMPS:

  • 01:00 – The challenge: how lean is misunderstood as process improvement
  • 04:00 – Why “lean” became associated with tools in the West
  • 07:30 – The “paint story”: respect for people in action at Toyota
  • 10:00 – Demystifying jargon like gemba and focusing on “going to see”
  • 12:00 – Creating conditions for frontline problem-solving
  • 15:00 – Respect for people = holding precious what it means to be human
  • 19:00 – Don’t lead with methodology: framing problems leaders care about
  • 22:00 – From tools to transformation: shaping client expectations
  • 24:00 – Linking behavior change to ROI and business results
  • 25:00 – The Katalyst™ model: building influence and communication skills
  • 27:00 – Why executives aren’t always on board—and how to change that
  • 33:00 – Silos among OD, HR, L&D, and lean consultants
  • 36:00 – Building cross-disciplinary partnerships for culture change
  • 41:00 – Positioning tips: language, boundaries, and when to reveal methods
  • 42:00 – Pairing technical expertise with influence for greater impact
  • 46:00 – Trojan-horsing people-centered leadership through process work
  • 48:00 – Quantifying value: behaviors, KPIs, and ROI
  • 54:00 – Wrap-up: The path forward for lean consultants

Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 53| Rediscover Ikigai: What it Really Means for Your Leadership and Life Purpose [with Nicolas Kemp] 53| Rediscover Ikigai: What it Really Means for Your Leadership and Life Purpose [with Nicolas Kemp] full 34f70f6f-56b2-4d9d-9082-bf7e6d63b785 https://share.transistor.fm/s/0c5b9a56 Ikigai 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 living


It’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 Japan
  • Why ikigai is an essential concept for leaders who want to create people-centered workplaces
  • The deeper meaning of kokorozashi and its connection to purpose, intention, and leadership impact
  • What “rolefulness” means and why understanding your roles in life can bring meaning into your relationships and workplace
  • Practical ways to apply ikigai in leadership and daily life to inspire individuals and build thriving teams


ABOUT 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:

TIMESTAMPS FOR THIS EPISODE:

02:20 What ikigai really means
03:11 The misconception people think ikigai is
04:10 The ikigai hoax of the popular viral Venn diagram
07:04 Why Nick calls himself a Japanologist and his deep understanding of Japanese principles
10:57 The different structures of ikigai to identify relationships, people roles, and hobbies
11:19 What “Kan” means in Ikigai-Kan that makes you feel that life is worth living
13:27 The concept of slowing down into “be” not just “do”
14:35 How to get back to the ikigai essence of life and work
15:00 The meaning of ibasho and that is built on three ideas that make you feel comfortable and have a sense of purpose
17:34 The importance of having a psychologically safe environment where continuous improvement thrives
19:54 What kokorozashi means to align our behaviors with intention
21:20 How Japan uses kokorozashi in their biggest business school
24:01 Breaking down the concept of kokorozashi to put ideas into action
25:38 What inspired Rolefullness to make it an extension of ikigai
29:03 Tips on how to understand your role in your own life whether at work or home
23:23 Three ways to enrich your life
30:22 The importance of meaningful conversations and expressing gratitude
32:26 How to be more roleful to make a change in your business and relationships and fulfill a specific role
36:07 The concept of authenticity to show up as you are with maximum impact
36:58 How to get started in getting more intentional in being your authentic self

38:12 The greatest gift of ikigai and allowing a person to pursue their work role
42:12 Cultivating ikigai, kokorozashi, and shiko to create space where people feel safe, valued, and inspired

43:24 Three simple ways to create ibasho to build a welcome place where people thrive 


Participate in my Survey:
LINK HERE
Thank you

]]> Ikigai 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 living


It’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 Japan
  • Why ikigai is an essential concept for leaders who want to create people-centered workplaces
  • The deeper meaning of kokorozashi and its connection to purpose, intention, and leadership impact
  • What “rolefulness” means and why understanding your roles in life can bring meaning into your relationships and workplace
  • Practical ways to apply ikigai in leadership and daily life to inspire individuals and build thriving teams


ABOUT 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:

TIMESTAMPS FOR THIS EPISODE:

02:20 What ikigai really means
03:11 The misconception people think ikigai is
04:10 The ikigai hoax of the popular viral Venn diagram
07:04 Why Nick calls himself a Japanologist and his deep understanding of Japanese principles
10:57 The different structures of ikigai to identify relationships, people roles, and hobbies
11:19 What “Kan” means in Ikigai-Kan that makes you feel that life is worth living
13:27 The concept of slowing down into “be” not just “do”
14:35 How to get back to the ikigai essence of life and work
15:00 The meaning of ibasho and that is built on three ideas that make you feel comfortable and have a sense of purpose
17:34 The importance of having a psychologically safe environment where continuous improvement thrives
19:54 What kokorozashi means to align our behaviors with intention
21:20 How Japan uses kokorozashi in their biggest business school
24:01 Breaking down the concept of kokorozashi to put ideas into action
25:38 What inspired Rolefullness to make it an extension of ikigai
29:03 Tips on how to understand your role in your own life whether at work or home
23:23 Three ways to enrich your life
30:22 The importance of meaningful conversations and expressing gratitude
32:26 How to be more roleful to make a change in your business and relationships and fulfill a specific role
36:07 The concept of authenticity to show up as you are with maximum impact
36:58 How to get started in getting more intentional in being your authentic self

38:12 The greatest gift of ikigai and allowing a person to pursue their work role
42:12 Cultivating ikigai, kokorozashi, and shiko to create space where people feel safe, valued, and inspired

43:24 Three simple ways to create ibasho to build a welcome place where people thrive 


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 01 Oct 2025 02:00:00 -0700 Katie Anderson Katie Anderson 2729 Ikigai 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 living


It’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 Japan
  • Why ikigai is an essential concept for leaders who want to create people-centered workplaces
  • The deeper meaning of kokorozashi and its connection to purpose, intention, and leadership impact
  • What “rolefulness” means and why understanding your roles in life can bring meaning into your relationships and workplace
  • Practical ways to apply ikigai in leadership and daily life to inspire individuals and build thriving teams


ABOUT 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:

TIMESTAMPS FOR THIS EPISODE:

02:20 What ikigai really means
03:11 The misconception people think ikigai is
04:10 The ikigai hoax of the popular viral Venn diagram
07:04 Why Nick calls himself a Japanologist and his deep understanding of Japanese principles
10:57 The different structures of ikigai to identify relationships, people roles, and hobbies
11:19 What “Kan” means in Ikigai-Kan that makes you feel that life is worth living
13:27 The concept of slowing down into “be” not just “do”
14:35 How to get back to the ikigai essence of life and work
15:00 The meaning of ibasho and that is built on three ideas that make you feel comfortable and have a sense of purpose
17:34 The importance of having a psychologically safe environment where continuous improvement thrives
19:54 What kokorozashi means to align our behaviors with intention
21:20 How Japan uses kokorozashi in their biggest business school
24:01 Breaking down the concept of kokorozashi to put ideas into action
25:38 What inspired Rolefullness to make it an extension of ikigai
29:03 Tips on how to understand your role in your own life whether at work or home
23:23 Three ways to enrich your life
30:22 The importance of meaningful conversations and expressing gratitude
32:26 How to be more roleful to make a change in your business and relationships and fulfill a specific role
36:07 The concept of authenticity to show up as you are with maximum impact
36:58 How to get started in getting more intentional in being your authentic self

38:12 The greatest gift of ikigai and allowing a person to pursue their work role
42:12 Cultivating ikigai, kokorozashi, and shiko to create space where people feel safe, valued, and inspired

43:24 Three simple ways to create ibasho to build a welcome place where people thrive 


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 52| What You Love About Lean and Operational Excellence - And Your #1 Frustration: Executive Buy-In 52| What You Love About Lean and Operational Excellence - And Your #1 Frustration: Executive Buy-In full 62750516-999d-4a1a-a3d4-15eeb96cf28d http://chainoflearning.com/52 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 leaders
  • The #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 it
  • The paradox of trying to influence deeply ingrained management and leadership beliefs and behaviors
  • Three practical ways you can start changing both the story and the system 

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:

03:01 Reflection questions on your own experience as a lean and continuous improvement practitioner
03:53 Top three things that light us up and fuels our passion

03:58 [FIRST] Problem solving that directly impact people’s ability to work meaningfully

04:51 Survey examples of what leaders love about solving problems

06:16 [SECOND] People development and empowerment

07:07 Survey examples of what leaders love about empowering people to solve problems

08:50 [THIRD] Tangible and meaningful impact

09:52 Survey examples of what leaders love about creating meaningful impact for people, organizations, and systems

10:46 Change leader’s frustration: leadership buy-in 

12:57 The deeper truth in what’s stopping us from leading real organizational transformation

13:18 Challenges in changing mindsets and shifting behaviors in an organization

13:42 The meaning of Douglas McGregor’s Theory X and Theory Y and the relationship to lean

16:00 The paradox in changing mindset management and leadership for change leaders

17:12 Three practical tips to shift shift the story and the system

17:18 [FIRST] Acknowledge the size of the challenge

18:07 [SECOND] Speak the language of business

19:07 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 skills

22:54 The consistent themes from the survey of loving this work and wanting to make meaningful impact

23:54 Take the next step in expanding your influence skills


Participate in my Survey:
LINK HERE
Thank you

]]> 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 leaders
  • The #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 it
  • The paradox of trying to influence deeply ingrained management and leadership beliefs and behaviors
  • Three practical ways you can start changing both the story and the system 

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:

03:01 Reflection questions on your own experience as a lean and continuous improvement practitioner
03:53 Top three things that light us up and fuels our passion

03:58 [FIRST] Problem solving that directly impact people’s ability to work meaningfully

04:51 Survey examples of what leaders love about solving problems

06:16 [SECOND] People development and empowerment

07:07 Survey examples of what leaders love about empowering people to solve problems

08:50 [THIRD] Tangible and meaningful impact

09:52 Survey examples of what leaders love about creating meaningful impact for people, organizations, and systems

10:46 Change leader’s frustration: leadership buy-in 

12:57 The deeper truth in what’s stopping us from leading real organizational transformation

13:18 Challenges in changing mindsets and shifting behaviors in an organization

13:42 The meaning of Douglas McGregor’s Theory X and Theory Y and the relationship to lean

16:00 The paradox in changing mindset management and leadership for change leaders

17:12 Three practical tips to shift shift the story and the system

17:18 [FIRST] Acknowledge the size of the challenge

18:07 [SECOND] Speak the language of business

19:07 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 skills

22:54 The consistent themes from the survey of loving this work and wanting to make meaningful impact

23:54 Take the next step in expanding your influence skills


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 17 Sep 2025 02:00:00 -0700 Katie Anderson Katie Anderson 1566 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 leaders
  • The #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 it
  • The paradox of trying to influence deeply ingrained management and leadership beliefs and behaviors
  • Three practical ways you can start changing both the story and the system 

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:

03:01 Reflection questions on your own experience as a lean and continuous improvement practitioner
03:53 Top three things that light us up and fuels our passion

03:58 [FIRST] Problem solving that directly impact people’s ability to work meaningfully

04:51 Survey examples of what leaders love about solving problems

06:16 [SECOND] People development and empowerment

07:07 Survey examples of what leaders love about empowering people to solve problems

08:50 [THIRD] Tangible and meaningful impact

09:52 Survey examples of what leaders love about creating meaningful impact for people, organizations, and systems

10:46 Change leader’s frustration: leadership buy-in 

12:57 The deeper truth in what’s stopping us from leading real organizational transformation

13:18 Challenges in changing mindsets and shifting behaviors in an organization

13:42 The meaning of Douglas McGregor’s Theory X and Theory Y and the relationship to lean

16:00 The paradox in changing mindset management and leadership for change leaders

17:12 Three practical tips to shift shift the story and the system

17:18 [FIRST] Acknowledge the size of the challenge

18:07 [SECOND] Speak the language of business

19:07 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 skills

22:54 The consistent themes from the survey of loving this work and wanting to make meaningful impact

23:54 Take the next step in expanding your influence skills


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 51| Elevate Your Impact Beyond Tools: The Problem-Solver’s Toolkit [with Elisabeth Swan and Tracy O'Rouke] 51| Elevate Your Impact Beyond Tools: The Problem-Solver’s Toolkit [with Elisabeth Swan and Tracy O'Rouke] full e241c4c2-3ff5-47aa-bcc8-97a14f7eab9f http://chainoflearning.com/51 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 instead
  • The importance of bringing others along in a change project and staying flexible and curious as the work evolves
  • Why successful and sustainable problem-solving requires both technical know-how and people skills
  • How 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 results

ABOUT 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:


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 improvement

05:55 Potholes and detours as a metaphor in process improvements not going the perfect way

06:36 The journey of continuous improvement in taking your team on the journey with you

07:26 Incorporating road games in getting the team involved in problem solving

11:03 What led Tracy and Elisabeth to want to help people in leading process improvement

13:31 The real meaning of being a leader — more than just being a senior executive

16:04 The difference between lean and Six Sigma

18:24 Why the process steps matter more than the name

19:22 Why people feel lean has failed

20:38 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 templates

22:19 What the Just-in-Time Café digital toolkit includes 

25:23 How to solve problems based on solving similar problems

27:19 The 5S Baby spoof music video inspired by process solving tools

29:12 The next spoof song based on root cause analysis

33:16 Elisabeth’s takeaways from the Japan Leadership Experience in seeing worker happiness

34:53 The importance of focusing on human happiness and engagement for growth

36:53 Tracy’s takeaways from the Japan Leadership Experience 

40:00 Top recommendation for being the most effective in getting traction in solving problems

41:41 The importance of building curiosity to get to know people and their experiences

43:34 What is involved in successful problem-solving

44:14 How to close the gap between learning and doing


Participate in my Survey:
LINK HERE
Thank you

]]> 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 instead
  • The importance of bringing others along in a change project and staying flexible and curious as the work evolves
  • Why successful and sustainable problem-solving requires both technical know-how and people skills
  • How 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 results

ABOUT 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:


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 improvement

05:55 Potholes and detours as a metaphor in process improvements not going the perfect way

06:36 The journey of continuous improvement in taking your team on the journey with you

07:26 Incorporating road games in getting the team involved in problem solving

11:03 What led Tracy and Elisabeth to want to help people in leading process improvement

13:31 The real meaning of being a leader — more than just being a senior executive

16:04 The difference between lean and Six Sigma

18:24 Why the process steps matter more than the name

19:22 Why people feel lean has failed

20:38 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 templates

22:19 What the Just-in-Time Café digital toolkit includes 

25:23 How to solve problems based on solving similar problems

27:19 The 5S Baby spoof music video inspired by process solving tools

29:12 The next spoof song based on root cause analysis

33:16 Elisabeth’s takeaways from the Japan Leadership Experience in seeing worker happiness

34:53 The importance of focusing on human happiness and engagement for growth

36:53 Tracy’s takeaways from the Japan Leadership Experience 

40:00 Top recommendation for being the most effective in getting traction in solving problems

41:41 The importance of building curiosity to get to know people and their experiences

43:34 What is involved in successful problem-solving

44:14 How to close the gap between learning and doing


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 03 Sep 2025 02:00:00 -0700 Katie Anderson Katie Anderson 2772 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 instead
  • The importance of bringing others along in a change project and staying flexible and curious as the work evolves
  • Why successful and sustainable problem-solving requires both technical know-how and people skills
  • How 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 results

ABOUT 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:


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 improvement

05:55 Potholes and detours as a metaphor in process improvements not going the perfect way

06:36 The journey of continuous improvement in taking your team on the journey with you

07:26 Incorporating road games in getting the team involved in problem solving

11:03 What led Tracy and Elisabeth to want to help people in leading process improvement

13:31 The real meaning of being a leader — more than just being a senior executive

16:04 The difference between lean and Six Sigma

18:24 Why the process steps matter more than the name

19:22 Why people feel lean has failed

20:38 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 templates

22:19 What the Just-in-Time Café digital toolkit includes 

25:23 How to solve problems based on solving similar problems

27:19 The 5S Baby spoof music video inspired by process solving tools

29:12 The next spoof song based on root cause analysis

33:16 Elisabeth’s takeaways from the Japan Leadership Experience in seeing worker happiness

34:53 The importance of focusing on human happiness and engagement for growth

36:53 Tracy’s takeaways from the Japan Leadership Experience 

40:00 Top recommendation for being the most effective in getting traction in solving problems

41:41 The importance of building curiosity to get to know people and their experiences

43:34 What is involved in successful problem-solving

44:14 How to close the gap between learning and doing


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 50| Change the Culture: NUMMI and the Power of Leading Through Influence, Not Authority [with Isao Yoshino] 50| Change the Culture: NUMMI and the Power of Leading Through Influence, Not Authority [with Isao Yoshino] full 6b726322-ec3f-4bd9-8024-768dbb76e784 http://chainoflearning.com/50 “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 instead
  • How Mr. Yoshino and his team created  immersive learning experiences that shifted NUMMI leaders’ mindsets in just three weeks
  • Why 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 improvement
  • Why NUMMI’s transformation was as much (or more) about people as it was about performance

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. 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:


TIMESTAMPS FOR THIS EPISODE:

03:02 How Isao Yoshino felt to be tasked with changing the culture and attitude of NUMMI leaders

04:27 Creating the space for leaders to experience working in Japan and Toyota’s style

09:21 Positive results from employees changing their attitude mindset themselves without being forced

12:06 The importance of “check” in the PDCA process 

14:38 Making the “check” process a positive experience in learning how to improve systems without blame
18:10 The critical difference between the former GM culture and Toyota with their approach to problems
19:12 The mindset shift of “no problem is a problem” and the impact of pulling the andon cord

20:19 The positive results from lettings others learn and grow without force
23:09 Reflections from Isao Yoshino about being part of the Japan Leadership Experience and continuing to learn something new
24:38 The acronym for NUMMI and the deeper meaning of, “New Me” to become the best version of yourself


Participate in my Survey:
LINK HERE
Thank you

]]> “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 instead
  • How Mr. Yoshino and his team created  immersive learning experiences that shifted NUMMI leaders’ mindsets in just three weeks
  • Why 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 improvement
  • Why NUMMI’s transformation was as much (or more) about people as it was about performance

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. 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:


TIMESTAMPS FOR THIS EPISODE:

03:02 How Isao Yoshino felt to be tasked with changing the culture and attitude of NUMMI leaders

04:27 Creating the space for leaders to experience working in Japan and Toyota’s style

09:21 Positive results from employees changing their attitude mindset themselves without being forced

12:06 The importance of “check” in the PDCA process 

14:38 Making the “check” process a positive experience in learning how to improve systems without blame
18:10 The critical difference between the former GM culture and Toyota with their approach to problems
19:12 The mindset shift of “no problem is a problem” and the impact of pulling the andon cord

20:19 The positive results from lettings others learn and grow without force
23:09 Reflections from Isao Yoshino about being part of the Japan Leadership Experience and continuing to learn something new
24:38 The acronym for NUMMI and the deeper meaning of, “New Me” to become the best version of yourself


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 20 Aug 2025 02:00:00 -0700 Katie Anderson Katie Anderson 1625 “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 instead
  • How Mr. Yoshino and his team created  immersive learning experiences that shifted NUMMI leaders’ mindsets in just three weeks
  • Why 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 improvement
  • Why NUMMI’s transformation was as much (or more) about people as it was about performance

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. 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:


TIMESTAMPS FOR THIS EPISODE:

03:02 How Isao Yoshino felt to be tasked with changing the culture and attitude of NUMMI leaders

04:27 Creating the space for leaders to experience working in Japan and Toyota’s style

09:21 Positive results from employees changing their attitude mindset themselves without being forced

12:06 The importance of “check” in the PDCA process 

14:38 Making the “check” process a positive experience in learning how to improve systems without blame
18:10 The critical difference between the former GM culture and Toyota with their approach to problems
19:12 The mindset shift of “no problem is a problem” and the impact of pulling the andon cord

20:19 The positive results from lettings others learn and grow without force
23:09 Reflections from Isao Yoshino about being part of the Japan Leadership Experience and continuing to learn something new
24:38 The acronym for NUMMI and the deeper meaning of, “New Me” to become the best version of yourself


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 49| Shift Your Mindset, Shift Your Impact: 3 Reframes for Positive Leadership and Impact 49| Shift Your Mindset, Shift Your Impact: 3 Reframes for Positive Leadership and Impact full c9d6e483-4c24-47a3-a613-0e5b4ff456f0 http://chainoflearning.com/49 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 confidence
  • The story behind the motto that inspires me daily –“Today’s a great day” – and how gratitude can ground you in tough moments
  • Why setbacks and failures aren’t the end, but an opportunity to learn your way forward
  • How 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 court


IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:


01:56 [1st REFRAME] Find the good—even when it’s hard
02:03 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 positive
07:22 The importance of focusing on the good for improvement
09:23 [2nd REFRAME] Seeing failures and setbacks as learning opportunities
10:17 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 mindset
12:33 The learning zone versus the performance zone from Chain of Learning Episode 5 guest Eduardo Bricino
13:37 Reframe exercise to reframe failure to learning opportunity
15:17 [3rd REFRAME] Moving from powerlessness to agency

15:51 Understanding, “The ball is in your court” to help how you respond to negative conditions
17:07 Achieving goals versus fulfilling your intention
18:14 Katie’s previous organizational role and how a reframe launched her consulting practice
20:19 How two executives used coaching and reflection to shift from solving problems themselves to enabling their teams
21:26 Stepping away from frustration and reframing the problem to influence things differently
22:51 Reframe exercise to move from inaction to action
23:33 Summary of the three reframes
25:31 Questions to help shape your day and impact


Participate in my Survey:
LINK HERE
Thank you

]]> 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 confidence
  • The story behind the motto that inspires me daily –“Today’s a great day” – and how gratitude can ground you in tough moments
  • Why setbacks and failures aren’t the end, but an opportunity to learn your way forward
  • How 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 court


IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:


01:56 [1st REFRAME] Find the good—even when it’s hard
02:03 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 positive
07:22 The importance of focusing on the good for improvement
09:23 [2nd REFRAME] Seeing failures and setbacks as learning opportunities
10:17 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 mindset
12:33 The learning zone versus the performance zone from Chain of Learning Episode 5 guest Eduardo Bricino
13:37 Reframe exercise to reframe failure to learning opportunity
15:17 [3rd REFRAME] Moving from powerlessness to agency

15:51 Understanding, “The ball is in your court” to help how you respond to negative conditions
17:07 Achieving goals versus fulfilling your intention
18:14 Katie’s previous organizational role and how a reframe launched her consulting practice
20:19 How two executives used coaching and reflection to shift from solving problems themselves to enabling their teams
21:26 Stepping away from frustration and reframing the problem to influence things differently
22:51 Reframe exercise to move from inaction to action
23:33 Summary of the three reframes
25:31 Questions to help shape your day and impact


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 06 Aug 2025 02:00:00 -0700 Katie Anderson Katie Anderson 1693 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 confidence
  • The story behind the motto that inspires me daily –“Today’s a great day” – and how gratitude can ground you in tough moments
  • Why setbacks and failures aren’t the end, but an opportunity to learn your way forward
  • How 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 court


IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:


01:56 [1st REFRAME] Find the good—even when it’s hard
02:03 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 positive
07:22 The importance of focusing on the good for improvement
09:23 [2nd REFRAME] Seeing failures and setbacks as learning opportunities
10:17 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 mindset
12:33 The learning zone versus the performance zone from Chain of Learning Episode 5 guest Eduardo Bricino
13:37 Reframe exercise to reframe failure to learning opportunity
15:17 [3rd REFRAME] Moving from powerlessness to agency

15:51 Understanding, “The ball is in your court” to help how you respond to negative conditions
17:07 Achieving goals versus fulfilling your intention
18:14 Katie’s previous organizational role and how a reframe launched her consulting practice
20:19 How two executives used coaching and reflection to shift from solving problems themselves to enabling their teams
21:26 Stepping away from frustration and reframing the problem to influence things differently
22:51 Reframe exercise to move from inaction to action
23:33 Summary of the three reframes
25:31 Questions to help shape your day and impact


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 48| Make Leadership Meaningful: From Tools to Purposeful Impact as a Lean Consultant [with Josef Procházka] 48| Make Leadership Meaningful: From Tools to Purposeful Impact as a Lean Consultant [with Josef Procházka] full 88794a51-ecff-43c9-a686-f6c51c415f8c http://chainoflearning.com/48 Apply for the Nov 2025 or May 2026 Japan Leadership Experience
https://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 transformation
  • What it looks like to reframe 5S (a workplace organizational practice) into a more meaningful, people-centered practice
  • The mindset change required to stop “doing Lean” for others and start leading change with them
  • Ways personal growth can unlock deeper change for your clients and organizations
  • Why sustainable improvement depends on connecting people and purpose—not just applying tools


ABOUT 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:


TIMESTAMPS FOR THIS EPISODE:


03:13 How the Japan Leadership Experiences influenced Josef’s transformation
05:27 The “aha” shifts that helped his transformation
07:59 Why Josef’s approach was not making an impact
11:00 Reframing 5S to meaningful 5S to increase productivity in a client’s workplace
17:30 The importance of bringing meaningfulness to create impact
20:03 The negative effect of short-term focus without a long-term view
22:33 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 Japan
29:07 Positive transformations from two clients Josef invited to the Japan Leadership Experience
33:29 Importance of continuing to learn and going towards the North star to be a better leader
37:52 Why real leaders practice lean for their team
39:21 Josef’s story on going to the Japan Leadership Experience
44:21 Advice to make a shift towards greater impact
46:21 7 key steps to create real long-term impact


Participate in my Survey:
LINK HERE
Thank you

]]> Apply for the Nov 2025 or May 2026 Japan Leadership Experience
https://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 transformation
  • What it looks like to reframe 5S (a workplace organizational practice) into a more meaningful, people-centered practice
  • The mindset change required to stop “doing Lean” for others and start leading change with them
  • Ways personal growth can unlock deeper change for your clients and organizations
  • Why sustainable improvement depends on connecting people and purpose—not just applying tools


ABOUT 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:


TIMESTAMPS FOR THIS EPISODE:


03:13 How the Japan Leadership Experiences influenced Josef’s transformation
05:27 The “aha” shifts that helped his transformation
07:59 Why Josef’s approach was not making an impact
11:00 Reframing 5S to meaningful 5S to increase productivity in a client’s workplace
17:30 The importance of bringing meaningfulness to create impact
20:03 The negative effect of short-term focus without a long-term view
22:33 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 Japan
29:07 Positive transformations from two clients Josef invited to the Japan Leadership Experience
33:29 Importance of continuing to learn and going towards the North star to be a better leader
37:52 Why real leaders practice lean for their team
39:21 Josef’s story on going to the Japan Leadership Experience
44:21 Advice to make a shift towards greater impact
46:21 7 key steps to create real long-term impact


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 23 Jul 2025 02:00:00 -0700 Katie Anderson Katie Anderson 3003 Apply for the Nov 2025 or May 2026 Japan Leadership Experience
https://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 transformation
  • What it looks like to reframe 5S (a workplace organizational practice) into a more meaningful, people-centered practice
  • The mindset change required to stop “doing Lean” for others and start leading change with them
  • Ways personal growth can unlock deeper change for your clients and organizations
  • Why sustainable improvement depends on connecting people and purpose—not just applying tools


ABOUT 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:


TIMESTAMPS FOR THIS EPISODE:


03:13 How the Japan Leadership Experiences influenced Josef’s transformation
05:27 The “aha” shifts that helped his transformation
07:59 Why Josef’s approach was not making an impact
11:00 Reframing 5S to meaningful 5S to increase productivity in a client’s workplace
17:30 The importance of bringing meaningfulness to create impact
20:03 The negative effect of short-term focus without a long-term view
22:33 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 Japan
29:07 Positive transformations from two clients Josef invited to the Japan Leadership Experience
33:29 Importance of continuing to learn and going towards the North star to be a better leader
37:52 Why real leaders practice lean for their team
39:21 Josef’s story on going to the Japan Leadership Experience
44:21 Advice to make a shift towards greater impact
46:21 7 key steps to create real long-term impact


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 47| Develop Leaders the Toyota Way: Lessons from Kan-Pro Senior Leadership Development [with Isao Yoshino] 47| Develop Leaders the Toyota Way: Lessons from Kan-Pro Senior Leadership Development [with Isao Yoshino] full 04c3d751-e775-48ae-b4b4-02e263f53e24 http://chainoflearning.com/47 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 countermeasure
  • The 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 leader
  • The process that established A3 thinking as the standard for leadership development, communication, and problem-solving across Toyota
  • Critical 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:


TIMESTAMPS FOR THIS EPISODE:


03:51 The leadership shift behind the Toyota Way towards a people centered approach
06:03 How Taiichi Ohno shaped the Toyota Production System and Masao Nemoto shaped Toyota Way style leadership
07:41 Closing Toyota’s leadership gap and how Kan-Pro emerged as a countermeasure
12:41 Why committed top-down leadership ownership is essential to creating organizational culture
14:46 How seriousness and patience sets Toyota apart
15:17 Why Toyota created Kan-Pro to 're-tighten the belt' on leadership capabilities and why they need to refocus on leadership capabilities every generation

18:55 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 it
21:17 Mr. Yoshino’s experience coaching senior leaders through hands-on A3 learning
25:38 Key influence skills Mr. Yoshino learned from great Toyota managers
28:12 The importance of respect by senior leaders even when there’s resistance to change
28:58 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-Pro
35:45 The positive shift when leaders prepare the A3 themselves

37:48 Importance of handwritten A3s to senior executives
41:13 The significance of a leader stamping their hanko on an A3 document
43:35 Why an A3 at Toyota is different compared to most companies
45:16 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 themselves
48:50 Questions to reflect on as a change agent in your organization


Participate in my Survey:
LINK HERE
Thank you

]]> 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 countermeasure
  • The 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 leader
  • The process that established A3 thinking as the standard for leadership development, communication, and problem-solving across Toyota
  • Critical 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:


TIMESTAMPS FOR THIS EPISODE:


03:51 The leadership shift behind the Toyota Way towards a people centered approach
06:03 How Taiichi Ohno shaped the Toyota Production System and Masao Nemoto shaped Toyota Way style leadership
07:41 Closing Toyota’s leadership gap and how Kan-Pro emerged as a countermeasure
12:41 Why committed top-down leadership ownership is essential to creating organizational culture
14:46 How seriousness and patience sets Toyota apart
15:17 Why Toyota created Kan-Pro to 're-tighten the belt' on leadership capabilities and why they need to refocus on leadership capabilities every generation

18:55 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 it
21:17 Mr. Yoshino’s experience coaching senior leaders through hands-on A3 learning
25:38 Key influence skills Mr. Yoshino learned from great Toyota managers
28:12 The importance of respect by senior leaders even when there’s resistance to change
28:58 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-Pro
35:45 The positive shift when leaders prepare the A3 themselves

37:48 Importance of handwritten A3s to senior executives
41:13 The significance of a leader stamping their hanko on an A3 document
43:35 Why an A3 at Toyota is different compared to most companies
45:16 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 themselves
48:50 Questions to reflect on as a change agent in your organization


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 09 Jul 2025 02:00:00 -0700 Katie Anderson Katie Anderson 3072 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 countermeasure
  • The 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 leader
  • The process that established A3 thinking as the standard for leadership development, communication, and problem-solving across Toyota
  • Critical 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:


TIMESTAMPS FOR THIS EPISODE:


03:51 The leadership shift behind the Toyota Way towards a people centered approach
06:03 How Taiichi Ohno shaped the Toyota Production System and Masao Nemoto shaped Toyota Way style leadership
07:41 Closing Toyota’s leadership gap and how Kan-Pro emerged as a countermeasure
12:41 Why committed top-down leadership ownership is essential to creating organizational culture
14:46 How seriousness and patience sets Toyota apart
15:17 Why Toyota created Kan-Pro to 're-tighten the belt' on leadership capabilities and why they need to refocus on leadership capabilities every generation

18:55 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 it
21:17 Mr. Yoshino’s experience coaching senior leaders through hands-on A3 learning
25:38 Key influence skills Mr. Yoshino learned from great Toyota managers
28:12 The importance of respect by senior leaders even when there’s resistance to change
28:58 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-Pro
35:45 The positive shift when leaders prepare the A3 themselves

37:48 Importance of handwritten A3s to senior executives
41:13 The significance of a leader stamping their hanko on an A3 document
43:35 Why an A3 at Toyota is different compared to most companies
45:16 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 themselves
48:50 Questions to reflect on as a change agent in your organization


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 46| Lead Change at Scale: Inside GE Aerospace’s Lean Cultural Transformation [with Phil Wickler] 46| Lead Change at Scale: Inside GE Aerospace’s Lean Cultural Transformation [with Phil Wickler] full c9d95c11-7b84-4441-abd2-ed452f125bfd http://chainoflearning.com/46 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 support
  • Why real transformation starts with leadership behaviors—not tools—and the key mindset and behavior shifts needed for lasting impact
  • How 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 organization
  • Why shifting the ROI conversation on capability-building (not just cost savings) is critical for long-term transformation success


ABOUT 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:


TIMESTAMPS FOR THIS EPISODE:


01:54 Phil’s career journey to Chief Transformation Officer

04:28 Steps to lead culture change and build a thriving lean enterprise

07:23 Common leadership misconceptions

09:13 Helping leaders go to gemba with humility
12:14 Setting up hoshin kanri up for success

14:25 Importance of reflection for continuous improvement

16:41 Narrowing down objectives vs. working on everything at once

20:18 Moving from an operational leader to a transformational change leader

22:04 How centralized and decentralized lean teams support enterprise culture change

25:15 Integrating communications and HR functions in transformation & talent development

26:18 GE Aerospace’s proprietary lean management system – FLIGHT DECK

28:12 Mindset shifts that shaped Phil’s leadership

31:00 Measuring cultural change through lean and FLIGHT DECK

34:57 Starting with the basics is critical in leading change

37:55 Real-world example of progress at site level

39:21 How to strengthen the positioning of lean/Operational Excellence in your organization

41:55 One element that accelerated GE Aerospace’s transformation

42:31 How to get started/ bring senior leaders on board


Participate in my Survey:
LINK HERE
Thank you

]]> 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 support
  • Why real transformation starts with leadership behaviors—not tools—and the key mindset and behavior shifts needed for lasting impact
  • How 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 organization
  • Why shifting the ROI conversation on capability-building (not just cost savings) is critical for long-term transformation success


ABOUT 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:


TIMESTAMPS FOR THIS EPISODE:


01:54 Phil’s career journey to Chief Transformation Officer

04:28 Steps to lead culture change and build a thriving lean enterprise

07:23 Common leadership misconceptions

09:13 Helping leaders go to gemba with humility
12:14 Setting up hoshin kanri up for success

14:25 Importance of reflection for continuous improvement

16:41 Narrowing down objectives vs. working on everything at once

20:18 Moving from an operational leader to a transformational change leader

22:04 How centralized and decentralized lean teams support enterprise culture change

25:15 Integrating communications and HR functions in transformation & talent development

26:18 GE Aerospace’s proprietary lean management system – FLIGHT DECK

28:12 Mindset shifts that shaped Phil’s leadership

31:00 Measuring cultural change through lean and FLIGHT DECK

34:57 Starting with the basics is critical in leading change

37:55 Real-world example of progress at site level

39:21 How to strengthen the positioning of lean/Operational Excellence in your organization

41:55 One element that accelerated GE Aerospace’s transformation

42:31 How to get started/ bring senior leaders on board


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 25 Jun 2025 02:00:00 -0700 Katie Anderson Katie Anderson 2699 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 support
  • Why real transformation starts with leadership behaviors—not tools—and the key mindset and behavior shifts needed for lasting impact
  • How 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 organization
  • Why shifting the ROI conversation on capability-building (not just cost savings) is critical for long-term transformation success


ABOUT 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:


TIMESTAMPS FOR THIS EPISODE:


01:54 Phil’s career journey to Chief Transformation Officer

04:28 Steps to lead culture change and build a thriving lean enterprise

07:23 Common leadership misconceptions

09:13 Helping leaders go to gemba with humility
12:14 Setting up hoshin kanri up for success

14:25 Importance of reflection for continuous improvement

16:41 Narrowing down objectives vs. working on everything at once

20:18 Moving from an operational leader to a transformational change leader

22:04 How centralized and decentralized lean teams support enterprise culture change

25:15 Integrating communications and HR functions in transformation & talent development

26:18 GE Aerospace’s proprietary lean management system – FLIGHT DECK

28:12 Mindset shifts that shaped Phil’s leadership

31:00 Measuring cultural change through lean and FLIGHT DECK

34:57 Starting with the basics is critical in leading change

37:55 Real-world example of progress at site level

39:21 How to strengthen the positioning of lean/Operational Excellence in your organization

41:55 One element that accelerated GE Aerospace’s transformation

42:31 How to get started/ bring senior leaders on board


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 45| Manage on Purpose: Align Teams, Develop Strategy, Grow People Through Hoshin Kanri [with Mark Reich] 45| Manage on Purpose: Align Teams, Develop Strategy, Grow People Through Hoshin Kanri [with Mark Reich] full c658d9c7-c0ee-46c5-bbe1-aabb54b198d8 http://chainoflearning.com/45 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 apart
  • The role of catchball in connecting top-down and bottom-up processes
  • The importance of building reflection (hansei) and PDCA (Plan-Do-Check-Act) into the process
  • Real-world examples of organizations successfully transitioning to hoshin kanri strategy development and deployment

ABOUT 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:

TIMESTAMPS FOR THIS EPISODE:

2:05 Hoshin Kanri vs. traditional management approaches to strategy

2:52 Mark defines hoshin kanri

3:49 What people get around around strategy deployment

4:26 Two key differences that sets hoshin kanri apart from traditional strategy

5:16 The problem Mark aimed to solve in “Managing On Purpose”

10:07 Why knowing your true north vision matters

11:34 The complexity of the x-matrix in implementing strategy

15:31 Why catchball is essential to hoshin kanri

20:32 Leading effective catchball conversations

23:07 Vertical vs. horizontal catchball

24:31 Collaborative input in the A3 process

26:17 How leaders can retain perspective for effective catchball conversations

28:30 The PDCA cycle’s critical role in hoshin kanri framework

31:06 Importance of flexibility in leadership

32:19 Distinguishing daily tasks vs. long term tasks for success

34:31 Embedding reflection time in the hoshin process to make PDCA work

37:31 Long-term learning in implementing effective systems

39:48 Using hansei for reflection and prioritization


Participate in my Survey:
LINK HERE
Thank you

]]> 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 apart
  • The role of catchball in connecting top-down and bottom-up processes
  • The importance of building reflection (hansei) and PDCA (Plan-Do-Check-Act) into the process
  • Real-world examples of organizations successfully transitioning to hoshin kanri strategy development and deployment

ABOUT 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:

TIMESTAMPS FOR THIS EPISODE:

2:05 Hoshin Kanri vs. traditional management approaches to strategy

2:52 Mark defines hoshin kanri

3:49 What people get around around strategy deployment

4:26 Two key differences that sets hoshin kanri apart from traditional strategy

5:16 The problem Mark aimed to solve in “Managing On Purpose”

10:07 Why knowing your true north vision matters

11:34 The complexity of the x-matrix in implementing strategy

15:31 Why catchball is essential to hoshin kanri

20:32 Leading effective catchball conversations

23:07 Vertical vs. horizontal catchball

24:31 Collaborative input in the A3 process

26:17 How leaders can retain perspective for effective catchball conversations

28:30 The PDCA cycle’s critical role in hoshin kanri framework

31:06 Importance of flexibility in leadership

32:19 Distinguishing daily tasks vs. long term tasks for success

34:31 Embedding reflection time in the hoshin process to make PDCA work

37:31 Long-term learning in implementing effective systems

39:48 Using hansei for reflection and prioritization


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 11 Jun 2025 02:00:00 -0700 Katie Anderson Katie Anderson 2970 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 apart
  • The role of catchball in connecting top-down and bottom-up processes
  • The importance of building reflection (hansei) and PDCA (Plan-Do-Check-Act) into the process
  • Real-world examples of organizations successfully transitioning to hoshin kanri strategy development and deployment

ABOUT 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:

TIMESTAMPS FOR THIS EPISODE:

2:05 Hoshin Kanri vs. traditional management approaches to strategy

2:52 Mark defines hoshin kanri

3:49 What people get around around strategy deployment

4:26 Two key differences that sets hoshin kanri apart from traditional strategy

5:16 The problem Mark aimed to solve in “Managing On Purpose”

10:07 Why knowing your true north vision matters

11:34 The complexity of the x-matrix in implementing strategy

15:31 Why catchball is essential to hoshin kanri

20:32 Leading effective catchball conversations

23:07 Vertical vs. horizontal catchball

24:31 Collaborative input in the A3 process

26:17 How leaders can retain perspective for effective catchball conversations

28:30 The PDCA cycle’s critical role in hoshin kanri framework

31:06 Importance of flexibility in leadership

32:19 Distinguishing daily tasks vs. long term tasks for success

34:31 Embedding reflection time in the hoshin process to make PDCA work

37:31 Long-term learning in implementing effective systems

39:48 Using hansei for reflection and prioritization


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 44| Master the Coaching Continuum and Become a Transformational Improvement Coach 44| Master the Coaching Continuum and Become a Transformational Improvement Coach full d8d939d7-2d24-4b43-a266-000164c108d7 http://chainoflearning.com/44 How many questions is too many?

You know that asking effective questions is key to helping others solve problems and unlocking improvement, but can you ask too many questions?


Yes! And when you do so, you actually hinder progress, not enable it.


In this episode, I share one of the most common mistakes leaders and coaches alike make when learning to Break the Telling Habit® and moving from “telling” to “asking”. 

It's a crucial shift to stop being the expert with all the answers, but when you overpivot to only asking, you can leave the person you’re intending to support feeling frustrated and stuck. 


Coaching for improvement isn’t just about inquiry—it’s about navigating what I call the “Coaching Continuum”—knowing when to provide open support for problem-solving and when to step in with direction.


And importantly, always keeping the problem-solving responsibility with the person you are coaching.


YOU’LL LEARN:

  • When and how to switch between directive coaching and open coaching
  • The Coaching Continuum and how to maintain the ownership of problem-solving with the actual problem owner
  • Three key steps to navigate the Coaching Continuum effectively
  • A leader or coach’s role in overseeing the problem-solving process, whether using an A3 report or another improvement method
  • The importance of embracing struggle in the learning process and allowing time for response

Tune in to learn how to navigate this continuum and become a more effective Transformational Improvement Coach!


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE:


02:59 Navigating the coaching continuum 

03:59 A brief explanation of the coaching continuum to be a more helpful coach

05:32 The 3 key steps to effectively navigate the coaching continuum

05:43 Step 1: Understand their thinking to know whether open coaching or directive guidance is needed

07:12 Step 2: Get comfortable with struggle

08:26 When to pivot from open coaching to directive coaching

8:37 How to label your actions to clarify your intention

11:01 Step 3: Today’s not the only day, follow up with a coaching process question to encourage learning

11:27 Benefit of asking a process question to understand next steps

13:32 A leader’s role in developing an  A3 report and owning the thinking process not the thinking

15:13 Why coaching and leadership is situational

15:35 Steps to make a plan for effective coaching

15:42 Step 1: Ask a question before immediately jumping in

15:54 Step 2: Give an example how you might approach the problem

16:15 Step 3: The next step to take and what to expect


Participate in my Survey:
LINK HERE
Thank you

]]> How many questions is too many?

You know that asking effective questions is key to helping others solve problems and unlocking improvement, but can you ask too many questions?


Yes! And when you do so, you actually hinder progress, not enable it.


In this episode, I share one of the most common mistakes leaders and coaches alike make when learning to Break the Telling Habit® and moving from “telling” to “asking”. 

It's a crucial shift to stop being the expert with all the answers, but when you overpivot to only asking, you can leave the person you’re intending to support feeling frustrated and stuck. 


Coaching for improvement isn’t just about inquiry—it’s about navigating what I call the “Coaching Continuum”—knowing when to provide open support for problem-solving and when to step in with direction.


And importantly, always keeping the problem-solving responsibility with the person you are coaching.


YOU’LL LEARN:

  • When and how to switch between directive coaching and open coaching
  • The Coaching Continuum and how to maintain the ownership of problem-solving with the actual problem owner
  • Three key steps to navigate the Coaching Continuum effectively
  • A leader or coach’s role in overseeing the problem-solving process, whether using an A3 report or another improvement method
  • The importance of embracing struggle in the learning process and allowing time for response

Tune in to learn how to navigate this continuum and become a more effective Transformational Improvement Coach!


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE:


02:59 Navigating the coaching continuum 

03:59 A brief explanation of the coaching continuum to be a more helpful coach

05:32 The 3 key steps to effectively navigate the coaching continuum

05:43 Step 1: Understand their thinking to know whether open coaching or directive guidance is needed

07:12 Step 2: Get comfortable with struggle

08:26 When to pivot from open coaching to directive coaching

8:37 How to label your actions to clarify your intention

11:01 Step 3: Today’s not the only day, follow up with a coaching process question to encourage learning

11:27 Benefit of asking a process question to understand next steps

13:32 A leader’s role in developing an  A3 report and owning the thinking process not the thinking

15:13 Why coaching and leadership is situational

15:35 Steps to make a plan for effective coaching

15:42 Step 1: Ask a question before immediately jumping in

15:54 Step 2: Give an example how you might approach the problem

16:15 Step 3: The next step to take and what to expect


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 28 May 2025 02:00:00 -0700 Katie Anderson Katie Anderson 1154 How many questions is too many?

You know that asking effective questions is key to helping others solve problems and unlocking improvement, but can you ask too many questions?


Yes! And when you do so, you actually hinder progress, not enable it.


In this episode, I share one of the most common mistakes leaders and coaches alike make when learning to Break the Telling Habit® and moving from “telling” to “asking”. 

It's a crucial shift to stop being the expert with all the answers, but when you overpivot to only asking, you can leave the person you’re intending to support feeling frustrated and stuck. 


Coaching for improvement isn’t just about inquiry—it’s about navigating what I call the “Coaching Continuum”—knowing when to provide open support for problem-solving and when to step in with direction.


And importantly, always keeping the problem-solving responsibility with the person you are coaching.


YOU’LL LEARN:

  • When and how to switch between directive coaching and open coaching
  • The Coaching Continuum and how to maintain the ownership of problem-solving with the actual problem owner
  • Three key steps to navigate the Coaching Continuum effectively
  • A leader or coach’s role in overseeing the problem-solving process, whether using an A3 report or another improvement method
  • The importance of embracing struggle in the learning process and allowing time for response

Tune in to learn how to navigate this continuum and become a more effective Transformational Improvement Coach!


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE:


02:59 Navigating the coaching continuum 

03:59 A brief explanation of the coaching continuum to be a more helpful coach

05:32 The 3 key steps to effectively navigate the coaching continuum

05:43 Step 1: Understand their thinking to know whether open coaching or directive guidance is needed

07:12 Step 2: Get comfortable with struggle

08:26 When to pivot from open coaching to directive coaching

8:37 How to label your actions to clarify your intention

11:01 Step 3: Today’s not the only day, follow up with a coaching process question to encourage learning

11:27 Benefit of asking a process question to understand next steps

13:32 A leader’s role in developing an  A3 report and owning the thinking process not the thinking

15:13 Why coaching and leadership is situational

15:35 Steps to make a plan for effective coaching

15:42 Step 1: Ask a question before immediately jumping in

15:54 Step 2: Give an example how you might approach the problem

16:15 Step 3: The next step to take and what to expect


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 43| Human-Centered Leadership and Kata, Obeya, and Omotenashi: Japanese Management Masterclass Part 2 [with Tim Wolput] 43| Human-Centered Leadership and Kata, Obeya, and Omotenashi: Japanese Management Masterclass Part 2 [with Tim Wolput] full 9d2738ad-93fd-46aa-aabc-0fdc7c1c7e55 http://chainoflearning.com/43 What’s the real purpose behind the Japanese practices integral to lean management —like kata, obeya, and A3 reports?


These methods are often misunderstood as mere templates or formats, without recognizing the deeper meaning and intention that drive their impact.


In this episode, we’re picking up on my conversation with Tim Wolput, Japanologist, Toyota Way management expert, and former World Aikido Champion, in Part 2 of this masterclass on Japanese culture and management. 


Tim brings a unique perspective on the connection between martial arts and leadership—exploring how practices like kata, obeya, and omotenashi (the spirit of hospitality) can be applied to transformational leadership in your organization.


YOU’LL LEARN:

  • What it means to flip the pyramid, highlighting the difference between servant leadership and traditional top-down leadership
  • What the tea ceremony teaches us in looking beyond transactional thinking
  • The essence of obeya in being more than a space to display information and manage initiatives, but process for people development and collaboration
  • The importance of holding precious what it means to be human in leadership 
  • The concept of “ichigo ichie” and embracing the uniqueness of the present moment

In episode 42, we explored how Samurai and rice farming shaped Japanese leadership and how it differs from Western management. If you missed it, hit pause and listen now before continuing this episode!


ABOUT MY GUEST:

Tim Wolput is a Japanologist and Toyota Way Management expert passionate about helping people transform themselves, their organizations, and the world for the better. Since 2023 Tim has been my in-country partner for my immersive Japan Leadership Experiences. Originally from Belgium, Tim has lived in Japan since 1999 where he attended Tokyo University Graduate School where he studied the history of traditional Japanese mathematics. He is also the 2005 World Champion in Aikido. Tim is a certified Toyota Way Management System instructor and consultant to global organizations on Lean, Agile, and Toyota Production System (TPS).


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE:


01:54 The meaning and practice of Aikido and lessons for leadership and lean management

06:20 What it means to flip the organizational pyramid and how it relates to supportive and servant leadership

09:37 Importance of kata in Japanese culture 

17:24 The ritual of the tea ceremony and how it relates to business and customer service

21:05 Disadvantages of replacing humans with machines to get things done

22:40 The concept of obeya, visual management, and people development

25:30 The importance of being people focused rather than tools and processes to reach goals


Participate in my Survey:
LINK HERE
Thank you

]]> What’s the real purpose behind the Japanese practices integral to lean management —like kata, obeya, and A3 reports?


These methods are often misunderstood as mere templates or formats, without recognizing the deeper meaning and intention that drive their impact.


In this episode, we’re picking up on my conversation with Tim Wolput, Japanologist, Toyota Way management expert, and former World Aikido Champion, in Part 2 of this masterclass on Japanese culture and management. 


Tim brings a unique perspective on the connection between martial arts and leadership—exploring how practices like kata, obeya, and omotenashi (the spirit of hospitality) can be applied to transformational leadership in your organization.


YOU’LL LEARN:

  • What it means to flip the pyramid, highlighting the difference between servant leadership and traditional top-down leadership
  • What the tea ceremony teaches us in looking beyond transactional thinking
  • The essence of obeya in being more than a space to display information and manage initiatives, but process for people development and collaboration
  • The importance of holding precious what it means to be human in leadership 
  • The concept of “ichigo ichie” and embracing the uniqueness of the present moment

In episode 42, we explored how Samurai and rice farming shaped Japanese leadership and how it differs from Western management. If you missed it, hit pause and listen now before continuing this episode!


ABOUT MY GUEST:

Tim Wolput is a Japanologist and Toyota Way Management expert passionate about helping people transform themselves, their organizations, and the world for the better. Since 2023 Tim has been my in-country partner for my immersive Japan Leadership Experiences. Originally from Belgium, Tim has lived in Japan since 1999 where he attended Tokyo University Graduate School where he studied the history of traditional Japanese mathematics. He is also the 2005 World Champion in Aikido. Tim is a certified Toyota Way Management System instructor and consultant to global organizations on Lean, Agile, and Toyota Production System (TPS).


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE:


01:54 The meaning and practice of Aikido and lessons for leadership and lean management

06:20 What it means to flip the organizational pyramid and how it relates to supportive and servant leadership

09:37 Importance of kata in Japanese culture 

17:24 The ritual of the tea ceremony and how it relates to business and customer service

21:05 Disadvantages of replacing humans with machines to get things done

22:40 The concept of obeya, visual management, and people development

25:30 The importance of being people focused rather than tools and processes to reach goals


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 14 May 2025 02:00:00 -0700 Katie Anderson Katie Anderson 1969 What’s the real purpose behind the Japanese practices integral to lean management —like kata, obeya, and A3 reports?


These methods are often misunderstood as mere templates or formats, without recognizing the deeper meaning and intention that drive their impact.


In this episode, we’re picking up on my conversation with Tim Wolput, Japanologist, Toyota Way management expert, and former World Aikido Champion, in Part 2 of this masterclass on Japanese culture and management. 


Tim brings a unique perspective on the connection between martial arts and leadership—exploring how practices like kata, obeya, and omotenashi (the spirit of hospitality) can be applied to transformational leadership in your organization.


YOU’LL LEARN:

  • What it means to flip the pyramid, highlighting the difference between servant leadership and traditional top-down leadership
  • What the tea ceremony teaches us in looking beyond transactional thinking
  • The essence of obeya in being more than a space to display information and manage initiatives, but process for people development and collaboration
  • The importance of holding precious what it means to be human in leadership 
  • The concept of “ichigo ichie” and embracing the uniqueness of the present moment

In episode 42, we explored how Samurai and rice farming shaped Japanese leadership and how it differs from Western management. If you missed it, hit pause and listen now before continuing this episode!


ABOUT MY GUEST:

Tim Wolput is a Japanologist and Toyota Way Management expert passionate about helping people transform themselves, their organizations, and the world for the better. Since 2023 Tim has been my in-country partner for my immersive Japan Leadership Experiences. Originally from Belgium, Tim has lived in Japan since 1999 where he attended Tokyo University Graduate School where he studied the history of traditional Japanese mathematics. He is also the 2005 World Champion in Aikido. Tim is a certified Toyota Way Management System instructor and consultant to global organizations on Lean, Agile, and Toyota Production System (TPS).


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE:


01:54 The meaning and practice of Aikido and lessons for leadership and lean management

06:20 What it means to flip the organizational pyramid and how it relates to supportive and servant leadership

09:37 Importance of kata in Japanese culture 

17:24 The ritual of the tea ceremony and how it relates to business and customer service

21:05 Disadvantages of replacing humans with machines to get things done

22:40 The concept of obeya, visual management, and people development

25:30 The importance of being people focused rather than tools and processes to reach goals


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 42| Do the Right Thing: Japanese Management Masterclass Part 1 [with Tim Wolput] 42| Do the Right Thing: Japanese Management Masterclass Part 1 [with Tim Wolput] full fea58132-90b3-480c-85cb-45034b0ac2d9 http://chainoflearning.com/42 How much of the Toyota Way is dependent on Japanese culture?


And how much of it all comes down to… being human?


There are questions I’ve explored with 130+ global leaders who’ve joined my Japan Leadership Experience programs. 

To help you answer this question, I’ve invited Tim Wolput – Japanologist and Toyota Way Management expert, to Chain of Learning.


Together, we take a deep (and fun!) dive into the differences between classical Japanese and Western management and explore the cultural and historical roots of real lean leadership.

In this episode, we travel through Japanese history—from Confucius’ teachings to samurai and rice farming traditions, and Deming’s influence on Japanese management. 


If you’ve ever wanted a masterclass on Japanese management and Toyota Way principles—and how you can apply these lessons to create a culture of excellence—these two episodes are a must-listen.

YOU’LL LEARN:

  • Misconceptions about the Toyota Way management practices and applying the principles across cultures
  • Deming’s influence on Japan and the development of the Toyota Production System and Toyota Way
  • The way of the samurai: Focus on the process, not just the outcome
  • Shu-ha-ri: The process towards mastery and turning knowledge into wisdom by learning through doing 
  • The power of leading through influence and “doing the right thing”: true leadership inspires growth, not just results

Subscribe so you don’t miss Part 2, where we continue along this path of learning to explore the nuances of Japanese concepts like kata and obeya and their relationship to lean management practices today.


ABOUT MY GUEST:


Tim Wolput is a Japanologist and Toyota Way Management expert passionate about helping people transform themselves, their organizations, and the world for the better. Since 2023 Tim has been my in-country partner for my immersive Japan Leadership Experiences. Originally from Belgium, Tim has lived in Japan since 1999 where he attended Tokyo University Graduate School and studied traditional Japanese mathematics. Tim is a certified Toyota Way Management System instructor and consultant to global organizations on Lean, Agile, and Toyota Production System (TPS).


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE:


03:53 Biggest misconceptions about Toyota Way management practices
05:10 Katie’s perspective Japan versus the west
08:46 The meaning of Shu Ha Ri and the traditional way of learning
10:23 Deming’s influence on Japan and The Toyota Way
13:05 Why Japan embraced PDCA
15:45 Difference in mindset between Asia and the west

17:28 The working culture in Japan and how work together in the community
22:17 Power of the supplier relationship
23:40 Japanese leadership style
29:15 Concept of doing the right thing

30:56 How to focus on processes as the way to get results

34:13 Powerful words of wisdom about the way of the samurai


Participate in my Survey:
LINK HERE
Thank you

]]> How much of the Toyota Way is dependent on Japanese culture?


And how much of it all comes down to… being human?


There are questions I’ve explored with 130+ global leaders who’ve joined my Japan Leadership Experience programs. 

To help you answer this question, I’ve invited Tim Wolput – Japanologist and Toyota Way Management expert, to Chain of Learning.


Together, we take a deep (and fun!) dive into the differences between classical Japanese and Western management and explore the cultural and historical roots of real lean leadership.

In this episode, we travel through Japanese history—from Confucius’ teachings to samurai and rice farming traditions, and Deming’s influence on Japanese management. 


If you’ve ever wanted a masterclass on Japanese management and Toyota Way principles—and how you can apply these lessons to create a culture of excellence—these two episodes are a must-listen.

YOU’LL LEARN:

  • Misconceptions about the Toyota Way management practices and applying the principles across cultures
  • Deming’s influence on Japan and the development of the Toyota Production System and Toyota Way
  • The way of the samurai: Focus on the process, not just the outcome
  • Shu-ha-ri: The process towards mastery and turning knowledge into wisdom by learning through doing 
  • The power of leading through influence and “doing the right thing”: true leadership inspires growth, not just results

Subscribe so you don’t miss Part 2, where we continue along this path of learning to explore the nuances of Japanese concepts like kata and obeya and their relationship to lean management practices today.


ABOUT MY GUEST:


Tim Wolput is a Japanologist and Toyota Way Management expert passionate about helping people transform themselves, their organizations, and the world for the better. Since 2023 Tim has been my in-country partner for my immersive Japan Leadership Experiences. Originally from Belgium, Tim has lived in Japan since 1999 where he attended Tokyo University Graduate School and studied traditional Japanese mathematics. Tim is a certified Toyota Way Management System instructor and consultant to global organizations on Lean, Agile, and Toyota Production System (TPS).


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE:


03:53 Biggest misconceptions about Toyota Way management practices
05:10 Katie’s perspective Japan versus the west
08:46 The meaning of Shu Ha Ri and the traditional way of learning
10:23 Deming’s influence on Japan and The Toyota Way
13:05 Why Japan embraced PDCA
15:45 Difference in mindset between Asia and the west

17:28 The working culture in Japan and how work together in the community
22:17 Power of the supplier relationship
23:40 Japanese leadership style
29:15 Concept of doing the right thing

30:56 How to focus on processes as the way to get results

34:13 Powerful words of wisdom about the way of the samurai


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 30 Apr 2025 02:00:00 -0700 Katie Anderson Katie Anderson 2646 How much of the Toyota Way is dependent on Japanese culture?


And how much of it all comes down to… being human?


There are questions I’ve explored with 130+ global leaders who’ve joined my Japan Leadership Experience programs. 

To help you answer this question, I’ve invited Tim Wolput – Japanologist and Toyota Way Management expert, to Chain of Learning.


Together, we take a deep (and fun!) dive into the differences between classical Japanese and Western management and explore the cultural and historical roots of real lean leadership.

In this episode, we travel through Japanese history—from Confucius’ teachings to samurai and rice farming traditions, and Deming’s influence on Japanese management. 


If you’ve ever wanted a masterclass on Japanese management and Toyota Way principles—and how you can apply these lessons to create a culture of excellence—these two episodes are a must-listen.

YOU’LL LEARN:

  • Misconceptions about the Toyota Way management practices and applying the principles across cultures
  • Deming’s influence on Japan and the development of the Toyota Production System and Toyota Way
  • The way of the samurai: Focus on the process, not just the outcome
  • Shu-ha-ri: The process towards mastery and turning knowledge into wisdom by learning through doing 
  • The power of leading through influence and “doing the right thing”: true leadership inspires growth, not just results

Subscribe so you don’t miss Part 2, where we continue along this path of learning to explore the nuances of Japanese concepts like kata and obeya and their relationship to lean management practices today.


ABOUT MY GUEST:


Tim Wolput is a Japanologist and Toyota Way Management expert passionate about helping people transform themselves, their organizations, and the world for the better. Since 2023 Tim has been my in-country partner for my immersive Japan Leadership Experiences. Originally from Belgium, Tim has lived in Japan since 1999 where he attended Tokyo University Graduate School and studied traditional Japanese mathematics. Tim is a certified Toyota Way Management System instructor and consultant to global organizations on Lean, Agile, and Toyota Production System (TPS).


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE:


03:53 Biggest misconceptions about Toyota Way management practices
05:10 Katie’s perspective Japan versus the west
08:46 The meaning of Shu Ha Ri and the traditional way of learning
10:23 Deming’s influence on Japan and The Toyota Way
13:05 Why Japan embraced PDCA
15:45 Difference in mindset between Asia and the west

17:28 The working culture in Japan and how work together in the community
22:17 Power of the supplier relationship
23:40 Japanese leadership style
29:15 Concept of doing the right thing

30:56 How to focus on processes as the way to get results

34:13 Powerful words of wisdom about the way of the samurai


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 41| Transactions to Transformations: Positioning the Value of Change Leadership for Greater Influence [with Betsy Jordyn] 41| Transactions to Transformations: Positioning the Value of Change Leadership for Greater Influence [with Betsy Jordyn] full 175b3cf1-9f27-408d-b947-0a59c6711501 http://chainoflearning.com/41 You’re doing great work….yet you know you and the change you envision could have greater influence.

You have a vision for more. More strategic work. More influence. More change that really makes an impact and actually sticks -- for your clients or organization.

Only question—how do you get there?

The issue isn’t your talent or skills. It’s how you and your work are positioned—how your clients or organization see (and value) your role or the organizational transformation you propose.

In this episode, I’m joined by Betsy Jordyn—former Disney OD consultant turned brand positioning strategist—to help you reshape how others perceive your value and become the one leaders turn to when it comes to making significant changes to their leadership and culture.

Besty shares actionable ways to communicate your value -- and that of organizational transformation -- so you can land the roles you deserve and lead the work you know will make a difference. We both share insights we've learned from evolving the framing of our own positioning as internal and external consultants and change leaders.

Whether you’re an internal change leader tired of being stuck in execution mode or a consultant struggling to land strategic engagements, this conversation is your road map greater impact.

YOU’LL LEARN:

  • What positioning actually is—and why it matters to you, your clients, and the organizations you work with
  • How to spot the signs your positioning isn’t landing the way you want
  • The 3 levels of positioning every leader, consultant, and lean change practitioner should master
  • Real examples from our own careers on how we’ve evolved our positioning for greater impact
  • A simple process to clearly articulate your value and stand out in your market 

ABOUT MY GUEST:

Betsy Jordyn is a Brand Positioning Strategist who helps consultants and coaches clarify their message, amplify their influence, and monetize their strengths. Drawing on her experience as a former Disney organizational development (OD) consultant and leader of an external practice serving brands like Wyndham and AAA, she empowers clients to make a bigger impact through authentic thought leadership.


IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:

03:26 What positioning is and why it matters

06:48 Why your brand is your reputation
07:54 Signs your brand positioning is off

10:38 Betsy’s personal story in understanding the importance of positioning

18:28 How Betsy helped Katie improve her positioning

25:37 Changing the name from Japan Study Trip to Japan Leadership Experience

28:42 Clarity - the highest level of positioning
32:25 Second level of positioning that happens a client approaches you with a request
35:25 How to clarify the strategic frame and position yourself against that

42:15 Third level of positioning in positioning yourself as a strategic partner

46:12 How to position yourself when working with a new client
48:44 The opportunity of stepping out of the box and become a thinking partner
50:06 One key learning to reposition your own work

54:07 The strategic framework to pivot your messaging


Participate in my Survey:
LINK HERE
Thank you

]]> You’re doing great work….yet you know you and the change you envision could have greater influence.

You have a vision for more. More strategic work. More influence. More change that really makes an impact and actually sticks -- for your clients or organization.

Only question—how do you get there?

The issue isn’t your talent or skills. It’s how you and your work are positioned—how your clients or organization see (and value) your role or the organizational transformation you propose.

In this episode, I’m joined by Betsy Jordyn—former Disney OD consultant turned brand positioning strategist—to help you reshape how others perceive your value and become the one leaders turn to when it comes to making significant changes to their leadership and culture.

Besty shares actionable ways to communicate your value -- and that of organizational transformation -- so you can land the roles you deserve and lead the work you know will make a difference. We both share insights we've learned from evolving the framing of our own positioning as internal and external consultants and change leaders.

Whether you’re an internal change leader tired of being stuck in execution mode or a consultant struggling to land strategic engagements, this conversation is your road map greater impact.

YOU’LL LEARN:

  • What positioning actually is—and why it matters to you, your clients, and the organizations you work with
  • How to spot the signs your positioning isn’t landing the way you want
  • The 3 levels of positioning every leader, consultant, and lean change practitioner should master
  • Real examples from our own careers on how we’ve evolved our positioning for greater impact
  • A simple process to clearly articulate your value and stand out in your market 

ABOUT MY GUEST:

Betsy Jordyn is a Brand Positioning Strategist who helps consultants and coaches clarify their message, amplify their influence, and monetize their strengths. Drawing on her experience as a former Disney organizational development (OD) consultant and leader of an external practice serving brands like Wyndham and AAA, she empowers clients to make a bigger impact through authentic thought leadership.


IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:

03:26 What positioning is and why it matters

06:48 Why your brand is your reputation
07:54 Signs your brand positioning is off

10:38 Betsy’s personal story in understanding the importance of positioning

18:28 How Betsy helped Katie improve her positioning

25:37 Changing the name from Japan Study Trip to Japan Leadership Experience

28:42 Clarity - the highest level of positioning
32:25 Second level of positioning that happens a client approaches you with a request
35:25 How to clarify the strategic frame and position yourself against that

42:15 Third level of positioning in positioning yourself as a strategic partner

46:12 How to position yourself when working with a new client
48:44 The opportunity of stepping out of the box and become a thinking partner
50:06 One key learning to reposition your own work

54:07 The strategic framework to pivot your messaging


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 16 Apr 2025 02:00:00 -0700 Katie Anderson Katie Anderson 3657 You’re doing great work….yet you know you and the change you envision could have greater influence.

You have a vision for more. More strategic work. More influence. More change that really makes an impact and actually sticks -- for your clients or organization.

Only question—how do you get there?

The issue isn’t your talent or skills. It’s how you and your work are positioned—how your clients or organization see (and value) your role or the organizational transformation you propose.

In this episode, I’m joined by Betsy Jordyn—former Disney OD consultant turned brand positioning strategist—to help you reshape how others perceive your value and become the one leaders turn to when it comes to making significant changes to their leadership and culture.

Besty shares actionable ways to communicate your value -- and that of organizational transformation -- so you can land the roles you deserve and lead the work you know will make a difference. We both share insights we've learned from evolving the framing of our own positioning as internal and external consultants and change leaders.

Whether you’re an internal change leader tired of being stuck in execution mode or a consultant struggling to land strategic engagements, this conversation is your road map greater impact.

YOU’LL LEARN:

  • What positioning actually is—and why it matters to you, your clients, and the organizations you work with
  • How to spot the signs your positioning isn’t landing the way you want
  • The 3 levels of positioning every leader, consultant, and lean change practitioner should master
  • Real examples from our own careers on how we’ve evolved our positioning for greater impact
  • A simple process to clearly articulate your value and stand out in your market 

ABOUT MY GUEST:

Betsy Jordyn is a Brand Positioning Strategist who helps consultants and coaches clarify their message, amplify their influence, and monetize their strengths. Drawing on her experience as a former Disney organizational development (OD) consultant and leader of an external practice serving brands like Wyndham and AAA, she empowers clients to make a bigger impact through authentic thought leadership.


IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:

03:26 What positioning is and why it matters

06:48 Why your brand is your reputation
07:54 Signs your brand positioning is off

10:38 Betsy’s personal story in understanding the importance of positioning

18:28 How Betsy helped Katie improve her positioning

25:37 Changing the name from Japan Study Trip to Japan Leadership Experience

28:42 Clarity - the highest level of positioning
32:25 Second level of positioning that happens a client approaches you with a request
35:25 How to clarify the strategic frame and position yourself against that

42:15 Third level of positioning in positioning yourself as a strategic partner

46:12 How to position yourself when working with a new client
48:44 The opportunity of stepping out of the box and become a thinking partner
50:06 One key learning to reposition your own work

54:07 The strategic framework to pivot your messaging


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 40| Escape the Doer Trap: 3 Simple Shifts to Instantly Get Unstuck 40| Escape the Doer Trap: 3 Simple Shifts to Instantly Get Unstuck full 7ebb6704-52eb-46a9-a835-74adfd2cc072 http://chainoflearning.com/40 Do you ever feel overwhelmed that you are responsible for doing too much?


Maybe you’re frustrated that your team relies on you for answers instead of developing their own solutions.


Or you’re disappointed that improvements fall apart as soon as you step away.


The problem: You’re likely stuck in the Doer Trap—and it’s holding you (and your team) back from the results you want. 


The good news? There’s a way out.


In this episode, I dive into three simple shifts that will instantly help you break free from the Doer Trap and into true transformational leadership.


Your power and influence doesn’t come from doing it all.


Whether you are an executive manager, internal change leader, or lean consultant, your ability to create lasting impact lies in knowing the outcomes you want and your role in getting there.


Are you ready to break free from the Doer Trap and lead with real impact? 


YOU’LL LEARN:

  • What the Doer Trap is—and why it’s so easy to fall into
  • 5 Doer Trap roles (and which ones you might be stuck in)
  • 3 simple shifts to instantly break free of the Doer Trap and make immediate impact
  • How to gain clarity on your role and step into true leadership by modeling the way
  • A simple way to frame a contracting conversation to clarify roles and expectations


IMPORTANT LINKS:


TIMSTAMPS:
03:14 What the doer trap is—and why we fall into it

04:55 Mode 1: The Hero – Not everything needs your rescue

05:48 Mode 2: The Rescuer – Why you need to let others struggle

06:52 Mode 3: The Magician – Doing it all behind the scenes
07:43 Mode 4: Pair of Hands – When you default to doing

09:53 3 simple shifts to break free from the trap
10:06 Shift 1: Clarity – Know your role and who owns what
14:14 Why so many operational leaders feel overwhelmed
15:12 The power of a purposeful pause
17:10 Shift 2: Contracting – Align on roles and expectations by "labeling it"

23:03 How to frame a clear contracting conversation
27:58 Shift 3: Model the way and label your intent
28:19 Two ways to reflect and invite real feedback
31:49 A real-life example of how one leader found freedom
33:42 Questions to reflect if you’re falling into one of the doer traps


Participate in my Survey:
LINK HERE
Thank you

]]> Do you ever feel overwhelmed that you are responsible for doing too much?


Maybe you’re frustrated that your team relies on you for answers instead of developing their own solutions.


Or you’re disappointed that improvements fall apart as soon as you step away.


The problem: You’re likely stuck in the Doer Trap—and it’s holding you (and your team) back from the results you want. 


The good news? There’s a way out.


In this episode, I dive into three simple shifts that will instantly help you break free from the Doer Trap and into true transformational leadership.


Your power and influence doesn’t come from doing it all.


Whether you are an executive manager, internal change leader, or lean consultant, your ability to create lasting impact lies in knowing the outcomes you want and your role in getting there.


Are you ready to break free from the Doer Trap and lead with real impact? 


YOU’LL LEARN:

  • What the Doer Trap is—and why it’s so easy to fall into
  • 5 Doer Trap roles (and which ones you might be stuck in)
  • 3 simple shifts to instantly break free of the Doer Trap and make immediate impact
  • How to gain clarity on your role and step into true leadership by modeling the way
  • A simple way to frame a contracting conversation to clarify roles and expectations


IMPORTANT LINKS:


TIMSTAMPS:
03:14 What the doer trap is—and why we fall into it

04:55 Mode 1: The Hero – Not everything needs your rescue

05:48 Mode 2: The Rescuer – Why you need to let others struggle

06:52 Mode 3: The Magician – Doing it all behind the scenes
07:43 Mode 4: Pair of Hands – When you default to doing

09:53 3 simple shifts to break free from the trap
10:06 Shift 1: Clarity – Know your role and who owns what
14:14 Why so many operational leaders feel overwhelmed
15:12 The power of a purposeful pause
17:10 Shift 2: Contracting – Align on roles and expectations by "labeling it"

23:03 How to frame a clear contracting conversation
27:58 Shift 3: Model the way and label your intent
28:19 Two ways to reflect and invite real feedback
31:49 A real-life example of how one leader found freedom
33:42 Questions to reflect if you’re falling into one of the doer traps


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 02 Apr 2025 02:00:00 -0700 Katie Anderson Katie Anderson 2281 Do you ever feel overwhelmed that you are responsible for doing too much?


Maybe you’re frustrated that your team relies on you for answers instead of developing their own solutions.


Or you’re disappointed that improvements fall apart as soon as you step away.


The problem: You’re likely stuck in the Doer Trap—and it’s holding you (and your team) back from the results you want. 


The good news? There’s a way out.


In this episode, I dive into three simple shifts that will instantly help you break free from the Doer Trap and into true transformational leadership.


Your power and influence doesn’t come from doing it all.


Whether you are an executive manager, internal change leader, or lean consultant, your ability to create lasting impact lies in knowing the outcomes you want and your role in getting there.


Are you ready to break free from the Doer Trap and lead with real impact? 


YOU’LL LEARN:

  • What the Doer Trap is—and why it’s so easy to fall into
  • 5 Doer Trap roles (and which ones you might be stuck in)
  • 3 simple shifts to instantly break free of the Doer Trap and make immediate impact
  • How to gain clarity on your role and step into true leadership by modeling the way
  • A simple way to frame a contracting conversation to clarify roles and expectations


IMPORTANT LINKS:


TIMSTAMPS:
03:14 What the doer trap is—and why we fall into it

04:55 Mode 1: The Hero – Not everything needs your rescue

05:48 Mode 2: The Rescuer – Why you need to let others struggle

06:52 Mode 3: The Magician – Doing it all behind the scenes
07:43 Mode 4: Pair of Hands – When you default to doing

09:53 3 simple shifts to break free from the trap
10:06 Shift 1: Clarity – Know your role and who owns what
14:14 Why so many operational leaders feel overwhelmed
15:12 The power of a purposeful pause
17:10 Shift 2: Contracting – Align on roles and expectations by "labeling it"

23:03 How to frame a clear contracting conversation
27:58 Shift 3: Model the way and label your intent
28:19 Two ways to reflect and invite real feedback
31:49 A real-life example of how one leader found freedom
33:42 Questions to reflect if you’re falling into one of the doer traps


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 39| Doing More Isn’t the Answer: Why Simple Wins [with Lisa Bodell] 39| Doing More Isn’t the Answer: Why Simple Wins [with Lisa Bodell] full 02219ef3-a4eb-4bc1-bf0a-ab71b900f4ae http://chainoflearning.com/39 Ever feel like your to-do list never ends? 


Running from meeting to meeting with no time to think—let alone lead or create? 


You’re not alone.


The problem isn’t you – that you’re not working hard enough. 


You’re probably stuck in the complexity trap—buried in endless demands, inefficiencies, and busywork that keep you (and your team) from doing what truly matters.


To help you simplify and focus on meaningful work, I sat down with Lisa Bodell, CEO of FutureThink and bestselling author of Why Simple Wins and Kill the Company. 


Lisa has a clear message:

💡 The problem isn’t the people—it’s the process of the work.

In this episode, we dive into the biggest barriers to your effectiveness—what you can do to cut through the noise and create space for work that actually matters. If you’re ready to escape the complexity trap and start simplifying to make a real impact, this episode is a must-listen.

YOU’LL LEARN:

  • How meetings and emails are blocking real improvement
  • What defines truly meaningful work—including time to think
  • The connection between innovation and simplification—and how to stay ahead of the curve
  • The biggest mistakes that make simplification harder (and how to avoid them)
  • The first step to simplifying your work and life


ABOUT MY GUEST:


Lisa Bodell, CEO of FutureThink and bestselling author of Kill the Company and Why Simple Wins, inspires leaders to transform work to unlock true potential and find deeper fulfillment. With her bold, no-nonsense approach to simplification, Lisa delivers radical insights and actionable tools to fuel extraordinary success.

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:


02:09 Why leaders feel overwhelmed—and how to fix it

03:51 The illusion of control and why organizing isn’t the same as simplifying

04:28 Why doing less can make you more valuable
05:09 The daring act of simplifying and not adding to our workload
07:26 The cost of valuing others’ time more than your own
08:27 Reframing your mindset of deep thinking time
09:31 Why we don’t do our best thinking at work
09:45 Two ways to start simplifying a chaotic workday

11:36 Why meetings with no agenda can be a time waster
12:43 How to shift your day so you’re not constantly checking emails
14:03 The definition of meaningful work
17:02 The link between innovation and simplification
18:08 3 Common pitfalls to successfully simplifying one’s work
21:19 Why one of the biggest barriers in transformation is leadership
24:08 Simplicity as it relates to tools, training, and messaging
24:45 How to apply the tool: Kill a stupid rule
28:55 Contributing meaningfully and effectively to improve your value
29:20 The future of work and how to improve work and life
32:14 The best place to start to start simplifying your life


Participate in my Survey:
LINK HERE
Thank you

]]> Ever feel like your to-do list never ends? 


Running from meeting to meeting with no time to think—let alone lead or create? 


You’re not alone.


The problem isn’t you – that you’re not working hard enough. 


You’re probably stuck in the complexity trap—buried in endless demands, inefficiencies, and busywork that keep you (and your team) from doing what truly matters.


To help you simplify and focus on meaningful work, I sat down with Lisa Bodell, CEO of FutureThink and bestselling author of Why Simple Wins and Kill the Company. 


Lisa has a clear message:

💡 The problem isn’t the people—it’s the process of the work.

In this episode, we dive into the biggest barriers to your effectiveness—what you can do to cut through the noise and create space for work that actually matters. If you’re ready to escape the complexity trap and start simplifying to make a real impact, this episode is a must-listen.

YOU’LL LEARN:

  • How meetings and emails are blocking real improvement
  • What defines truly meaningful work—including time to think
  • The connection between innovation and simplification—and how to stay ahead of the curve
  • The biggest mistakes that make simplification harder (and how to avoid them)
  • The first step to simplifying your work and life


ABOUT MY GUEST:


Lisa Bodell, CEO of FutureThink and bestselling author of Kill the Company and Why Simple Wins, inspires leaders to transform work to unlock true potential and find deeper fulfillment. With her bold, no-nonsense approach to simplification, Lisa delivers radical insights and actionable tools to fuel extraordinary success.

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:


02:09 Why leaders feel overwhelmed—and how to fix it

03:51 The illusion of control and why organizing isn’t the same as simplifying

04:28 Why doing less can make you more valuable
05:09 The daring act of simplifying and not adding to our workload
07:26 The cost of valuing others’ time more than your own
08:27 Reframing your mindset of deep thinking time
09:31 Why we don’t do our best thinking at work
09:45 Two ways to start simplifying a chaotic workday

11:36 Why meetings with no agenda can be a time waster
12:43 How to shift your day so you’re not constantly checking emails
14:03 The definition of meaningful work
17:02 The link between innovation and simplification
18:08 3 Common pitfalls to successfully simplifying one’s work
21:19 Why one of the biggest barriers in transformation is leadership
24:08 Simplicity as it relates to tools, training, and messaging
24:45 How to apply the tool: Kill a stupid rule
28:55 Contributing meaningfully and effectively to improve your value
29:20 The future of work and how to improve work and life
32:14 The best place to start to start simplifying your life


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 19 Mar 2025 02:00:00 -0700 Katie Anderson Katie Anderson 2309 Ever feel like your to-do list never ends? 


Running from meeting to meeting with no time to think—let alone lead or create? 


You’re not alone.


The problem isn’t you – that you’re not working hard enough. 


You’re probably stuck in the complexity trap—buried in endless demands, inefficiencies, and busywork that keep you (and your team) from doing what truly matters.


To help you simplify and focus on meaningful work, I sat down with Lisa Bodell, CEO of FutureThink and bestselling author of Why Simple Wins and Kill the Company. 


Lisa has a clear message:

💡 The problem isn’t the people—it’s the process of the work.

In this episode, we dive into the biggest barriers to your effectiveness—what you can do to cut through the noise and create space for work that actually matters. If you’re ready to escape the complexity trap and start simplifying to make a real impact, this episode is a must-listen.

YOU’LL LEARN:

  • How meetings and emails are blocking real improvement
  • What defines truly meaningful work—including time to think
  • The connection between innovation and simplification—and how to stay ahead of the curve
  • The biggest mistakes that make simplification harder (and how to avoid them)
  • The first step to simplifying your work and life


ABOUT MY GUEST:


Lisa Bodell, CEO of FutureThink and bestselling author of Kill the Company and Why Simple Wins, inspires leaders to transform work to unlock true potential and find deeper fulfillment. With her bold, no-nonsense approach to simplification, Lisa delivers radical insights and actionable tools to fuel extraordinary success.

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:


02:09 Why leaders feel overwhelmed—and how to fix it

03:51 The illusion of control and why organizing isn’t the same as simplifying

04:28 Why doing less can make you more valuable
05:09 The daring act of simplifying and not adding to our workload
07:26 The cost of valuing others’ time more than your own
08:27 Reframing your mindset of deep thinking time
09:31 Why we don’t do our best thinking at work
09:45 Two ways to start simplifying a chaotic workday

11:36 Why meetings with no agenda can be a time waster
12:43 How to shift your day so you’re not constantly checking emails
14:03 The definition of meaningful work
17:02 The link between innovation and simplification
18:08 3 Common pitfalls to successfully simplifying one’s work
21:19 Why one of the biggest barriers in transformation is leadership
24:08 Simplicity as it relates to tools, training, and messaging
24:45 How to apply the tool: Kill a stupid rule
28:55 Contributing meaningfully and effectively to improve your value
29:20 The future of work and how to improve work and life
32:14 The best place to start to start simplifying your life


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 38| What’s the Future of Lean? Jim Womack's Advice for Lean Change Leaders [with James Womack] 38| What’s the Future of Lean? Jim Womack's Advice for Lean Change Leaders [with James Womack] full c9e2e0ac-8376-4493-b975-9fa892802936 https://chainoflearning.com/38 What have we really learned after four decades of lean? 


Is lean thinking and management still relevant today?

And importantly — what needs to change to ensure the future success of lean transformation?


In the previous episode, I sat down with James Womack, founder of the Lean Enterprise Institute, to look back on 40 years of lean thinking and management since the publication of The Machine That Changed the World. 

In this episode, we look ahead to the future of lean and dig into big questions, including those submitted by listeners:

  • Is there a better term than “lean”? 
  • What would Jim do differently if he could reintroduce lean to the world?
  • How do AI and new technologies fit with the application of lean principles?
  • What’s Jim’s greatest surprise over the past 45 years?

Jim doesn’t hold back in this discussion  — and provides his advice as he passes the baton to the next generation of lean leaders. 


YOU’LL LEARN:

  • Why lean principles still apply even as technology evolves and takes over tasks once done by people
  • What’s stopping organizations from fully embracing lean principles and practices
  • Why lean must be leader-led—not outsourced to consultants or internal operational excellence teams 
  • How developing people’s capabilities for problem-solving at all levels is critical to success
  • The true role and purpose of management

If you are passionate about the potential of lean’s impact now and in the future, this is an episode you won’t want to miss. 


ABOUT MY GUEST:


James P. Womack, PhD, is the former research director of MIT’s International Motor Vehicle Program who led the team that coined the term “lean production” to describe the Toyota Production System. Along with Daniel Jones, he co-authored “The Machine That Changed the World”, “Lean Thinking”, and “Lean Solutions”. Jim is the founder of Lean Enterprise Institute where he continues to serve as a senior advisor. 


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE:


01:48 Two things Jim would do differently in introducing lean 

03:92 Why consultant-driven Kaizen falls short

05:29 The origin of the word “lean”

08:29 The alternative label instead of the term "lean"
10:26 How lean intersects with emerging and established technologies
14:43 Analyzing AI’s effectiveness through the value stream
16:02 Jim’s greatest surprise of the 40 + years of lean

19:10 Changes at Toyota’s Operations Management Development Division
22:27 Why problem-solving skills matter at every level
23:34 Jim’s parting advice for the next generation of lean leaders


Participate in my Survey:
LINK HERE
Thank you

]]> What have we really learned after four decades of lean? 


Is lean thinking and management still relevant today?

And importantly — what needs to change to ensure the future success of lean transformation?


In the previous episode, I sat down with James Womack, founder of the Lean Enterprise Institute, to look back on 40 years of lean thinking and management since the publication of The Machine That Changed the World. 

In this episode, we look ahead to the future of lean and dig into big questions, including those submitted by listeners:

  • Is there a better term than “lean”? 
  • What would Jim do differently if he could reintroduce lean to the world?
  • How do AI and new technologies fit with the application of lean principles?
  • What’s Jim’s greatest surprise over the past 45 years?

Jim doesn’t hold back in this discussion  — and provides his advice as he passes the baton to the next generation of lean leaders. 


YOU’LL LEARN:

  • Why lean principles still apply even as technology evolves and takes over tasks once done by people
  • What’s stopping organizations from fully embracing lean principles and practices
  • Why lean must be leader-led—not outsourced to consultants or internal operational excellence teams 
  • How developing people’s capabilities for problem-solving at all levels is critical to success
  • The true role and purpose of management

If you are passionate about the potential of lean’s impact now and in the future, this is an episode you won’t want to miss. 


ABOUT MY GUEST:


James P. Womack, PhD, is the former research director of MIT’s International Motor Vehicle Program who led the team that coined the term “lean production” to describe the Toyota Production System. Along with Daniel Jones, he co-authored “The Machine That Changed the World”, “Lean Thinking”, and “Lean Solutions”. Jim is the founder of Lean Enterprise Institute where he continues to serve as a senior advisor. 


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE:


01:48 Two things Jim would do differently in introducing lean 

03:92 Why consultant-driven Kaizen falls short

05:29 The origin of the word “lean”

08:29 The alternative label instead of the term "lean"
10:26 How lean intersects with emerging and established technologies
14:43 Analyzing AI’s effectiveness through the value stream
16:02 Jim’s greatest surprise of the 40 + years of lean

19:10 Changes at Toyota’s Operations Management Development Division
22:27 Why problem-solving skills matter at every level
23:34 Jim’s parting advice for the next generation of lean leaders


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 05 Mar 2025 02:00:00 -0800 Katie Anderson Katie Anderson 1884 What have we really learned after four decades of lean? 


Is lean thinking and management still relevant today?

And importantly — what needs to change to ensure the future success of lean transformation?


In the previous episode, I sat down with James Womack, founder of the Lean Enterprise Institute, to look back on 40 years of lean thinking and management since the publication of The Machine That Changed the World. 

In this episode, we look ahead to the future of lean and dig into big questions, including those submitted by listeners:

  • Is there a better term than “lean”? 
  • What would Jim do differently if he could reintroduce lean to the world?
  • How do AI and new technologies fit with the application of lean principles?
  • What’s Jim’s greatest surprise over the past 45 years?

Jim doesn’t hold back in this discussion  — and provides his advice as he passes the baton to the next generation of lean leaders. 


YOU’LL LEARN:

  • Why lean principles still apply even as technology evolves and takes over tasks once done by people
  • What’s stopping organizations from fully embracing lean principles and practices
  • Why lean must be leader-led—not outsourced to consultants or internal operational excellence teams 
  • How developing people’s capabilities for problem-solving at all levels is critical to success
  • The true role and purpose of management

If you are passionate about the potential of lean’s impact now and in the future, this is an episode you won’t want to miss. 


ABOUT MY GUEST:


James P. Womack, PhD, is the former research director of MIT’s International Motor Vehicle Program who led the team that coined the term “lean production” to describe the Toyota Production System. Along with Daniel Jones, he co-authored “The Machine That Changed the World”, “Lean Thinking”, and “Lean Solutions”. Jim is the founder of Lean Enterprise Institute where he continues to serve as a senior advisor. 


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE:


01:48 Two things Jim would do differently in introducing lean 

03:92 Why consultant-driven Kaizen falls short

05:29 The origin of the word “lean”

08:29 The alternative label instead of the term "lean"
10:26 How lean intersects with emerging and established technologies
14:43 Analyzing AI’s effectiveness through the value stream
16:02 Jim’s greatest surprise of the 40 + years of lean

19:10 Changes at Toyota’s Operations Management Development Division
22:27 Why problem-solving skills matter at every level
23:34 Jim’s parting advice for the next generation of lean leaders


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 37| Lean Has Failed (or Has It?): Jim Womack's Reflections on 40 Years of Lean Transformation [with James Womack] 37| Lean Has Failed (or Has It?): Jim Womack's Reflections on 40 Years of Lean Transformation [with James Womack] full 840b8ced-eb2d-4fa0-bc1f-d61e3a796e88 http://chainoflearning.com/37 “Lean has failed.”


That’s the bold statement James Womack—founder of the Lean Enterprise Institute and MIT researcher whose team introduced the term “lean” to the world—made at a conference where we both recently spoke.


That really stuck with me.


Has lean really failed? 


If so, what can we do to course correct?


To explore this, I invited him to share his reflections and experiences over the past 40 years—where his vision for lean management has fallen short, where it’s succeeded, and what we can learn for the future.


In this episode, we take a hard look at lean’s evolution, from James’ original vision following the publication of “The Machine that Changed the World” nearly four decades ago to its real-world impact today.


Tune in for powerful stories and insights from one of the founders of the lean movement, a chance to rethink what’s next for lean leadership, and how you can adjust your approach towards organizational transformation.


YOU’LL LEARN:

  • The 5 critical interlocking elements of successful lean enterprise transformations — and what’s missing
  • How to build systems and practices to sustain a lean culture that truly supports frontline teams
  • Why most companies get their approach to operational excellence backwards and the challenge of getting leaders to see lean principles as the key to getting results
  • Why off-shoring and out-sourcing aren’t long-term solutions
  • The biggest challenges leaders face with lean transformation

Don't miss Part 2 of this conversation where we explore lean’s future, its relevance for today’s global lean community, and James’ advice for the next generation of leaders.


ABOUT MY GUEST:


James P. Womack, PhD, is the former research director of MIT’s International Motor Vehicle Program who led the team that coined the term “lean production” to describe the Toyota Production System. Along with Daniel Jones, he co-authored “The Machine That Changed the World”, “Lean Thinking”, and “Lean Solutions”. James is the founder of Lean Enterprise Institute where he continues to serve as a senior advisor.

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE: 


02:41 James’ vision of what lean’s impact would be today

07:25 Five interlocking pieces of lean transformation and what’s been missed

07:49 Misconception of Kaizen

14:27 Challenges in sustaining lean practices

19:00 Lean leadership if implemented the right way

21:58 Impact of offshoring and outsourcing

24:29 Barriers to senior management buy-in

26:42 Challenges in the frontline healthcare system

30:27 The importance of daily management and Kaizen

37:46 Contributions to GE Appliance’s success

39:28 The meaning of constancy of purpose

41:04 Importance of knowing your north star

41:55 The creation of Hoshin planning and why it fails the first year

43:54 How we get out of the short-term approach



Participate in my Survey:
LINK HERE
Thank you

]]> “Lean has failed.”


That’s the bold statement James Womack—founder of the Lean Enterprise Institute and MIT researcher whose team introduced the term “lean” to the world—made at a conference where we both recently spoke.


That really stuck with me.


Has lean really failed? 


If so, what can we do to course correct?


To explore this, I invited him to share his reflections and experiences over the past 40 years—where his vision for lean management has fallen short, where it’s succeeded, and what we can learn for the future.


In this episode, we take a hard look at lean’s evolution, from James’ original vision following the publication of “The Machine that Changed the World” nearly four decades ago to its real-world impact today.


Tune in for powerful stories and insights from one of the founders of the lean movement, a chance to rethink what’s next for lean leadership, and how you can adjust your approach towards organizational transformation.


YOU’LL LEARN:

  • The 5 critical interlocking elements of successful lean enterprise transformations — and what’s missing
  • How to build systems and practices to sustain a lean culture that truly supports frontline teams
  • Why most companies get their approach to operational excellence backwards and the challenge of getting leaders to see lean principles as the key to getting results
  • Why off-shoring and out-sourcing aren’t long-term solutions
  • The biggest challenges leaders face with lean transformation

Don't miss Part 2 of this conversation where we explore lean’s future, its relevance for today’s global lean community, and James’ advice for the next generation of leaders.


ABOUT MY GUEST:


James P. Womack, PhD, is the former research director of MIT’s International Motor Vehicle Program who led the team that coined the term “lean production” to describe the Toyota Production System. Along with Daniel Jones, he co-authored “The Machine That Changed the World”, “Lean Thinking”, and “Lean Solutions”. James is the founder of Lean Enterprise Institute where he continues to serve as a senior advisor.

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE: 


02:41 James’ vision of what lean’s impact would be today

07:25 Five interlocking pieces of lean transformation and what’s been missed

07:49 Misconception of Kaizen

14:27 Challenges in sustaining lean practices

19:00 Lean leadership if implemented the right way

21:58 Impact of offshoring and outsourcing

24:29 Barriers to senior management buy-in

26:42 Challenges in the frontline healthcare system

30:27 The importance of daily management and Kaizen

37:46 Contributions to GE Appliance’s success

39:28 The meaning of constancy of purpose

41:04 Importance of knowing your north star

41:55 The creation of Hoshin planning and why it fails the first year

43:54 How we get out of the short-term approach



Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 19 Feb 2025 02:00:00 -0800 Katie Anderson Katie Anderson 3212 “Lean has failed.”


That’s the bold statement James Womack—founder of the Lean Enterprise Institute and MIT researcher whose team introduced the term “lean” to the world—made at a conference where we both recently spoke.


That really stuck with me.


Has lean really failed? 


If so, what can we do to course correct?


To explore this, I invited him to share his reflections and experiences over the past 40 years—where his vision for lean management has fallen short, where it’s succeeded, and what we can learn for the future.


In this episode, we take a hard look at lean’s evolution, from James’ original vision following the publication of “The Machine that Changed the World” nearly four decades ago to its real-world impact today.


Tune in for powerful stories and insights from one of the founders of the lean movement, a chance to rethink what’s next for lean leadership, and how you can adjust your approach towards organizational transformation.


YOU’LL LEARN:

  • The 5 critical interlocking elements of successful lean enterprise transformations — and what’s missing
  • How to build systems and practices to sustain a lean culture that truly supports frontline teams
  • Why most companies get their approach to operational excellence backwards and the challenge of getting leaders to see lean principles as the key to getting results
  • Why off-shoring and out-sourcing aren’t long-term solutions
  • The biggest challenges leaders face with lean transformation

Don't miss Part 2 of this conversation where we explore lean’s future, its relevance for today’s global lean community, and James’ advice for the next generation of leaders.


ABOUT MY GUEST:


James P. Womack, PhD, is the former research director of MIT’s International Motor Vehicle Program who led the team that coined the term “lean production” to describe the Toyota Production System. Along with Daniel Jones, he co-authored “The Machine That Changed the World”, “Lean Thinking”, and “Lean Solutions”. James is the founder of Lean Enterprise Institute where he continues to serve as a senior advisor.

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE: 


02:41 James’ vision of what lean’s impact would be today

07:25 Five interlocking pieces of lean transformation and what’s been missed

07:49 Misconception of Kaizen

14:27 Challenges in sustaining lean practices

19:00 Lean leadership if implemented the right way

21:58 Impact of offshoring and outsourcing

24:29 Barriers to senior management buy-in

26:42 Challenges in the frontline healthcare system

30:27 The importance of daily management and Kaizen

37:46 Contributions to GE Appliance’s success

39:28 The meaning of constancy of purpose

41:04 Importance of knowing your north star

41:55 The creation of Hoshin planning and why it fails the first year

43:54 How we get out of the short-term approach



Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 36| What's Your Purpose? Discover Your Kokorozashi, Intention, and Warp and Weft 36| What's Your Purpose? Discover Your Kokorozashi, Intention, and Warp and Weft full ebf0f116-bbcc-433b-80bd-7c076e1da66c http://chainoflearning.com/36 How often do you pause to get a clearer view of your purpose and learn how your life experiences influence your leadership impact?


Whether it’s in the moment to reflect on a recent situation or zooming out at a major milestone to see the bigger picture, reflection can be incredibly powerful.


I’m hitting pause myself this week as I turn the big 5-0! I share two concepts that have helped me understand what it means to live a life of intention and purpose.


First, the metaphor of warp and weft—a powerful way to understand the interconnection of the known and discovered elements of your life and see the patterns that emerge in your life’s fabric.


Second, the deeper meaning of my guiding word—Intention—and it's relationship to the Japanese concept of kokorzashi. I explore how I’ve come to see that Intention = Heart + Direction® and the energetic vitality that uncovering your deeper purpose can have in both your personal life and leadership. 


If you are looking for ways to understand your purpose, reflect, to make more intentional choices, this episode is for you.


Let’s explore how you too can lead with intention and can weave purpose into everything you do.


YOU’LL LEARN:

  • The importance of reflection to learn and adjust and to understand your purpose
  • How the weaving metaphor of warp and weft enhances self-discovery of the known and discovered elements of your purpose
  • Why Intention = Heart + Direction® and how to set powerful intentions to align your daily actions with your heart
  • The Japanese word Kokorozashi (志) and how its deep meaning of personal and professional purspose can be applied to leadership impact


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE: 

00:40 Reflecting and celebrating turning 50
02:50 The history of the warp and weft metaphor

05:32 The difference between the warp and weft threads, the known and the discovered
06:27 Questions to ask yourself to apply the warp and weft metaphor in your life
09:32 The importance of “zooming out” to see to examine your own fabric of life
11:01 Questions to ask yourself to reflect on your your past life experiences
11:53 The relationship between the warp and weft metaphor with setting intention
12:24 Discovering the richer meaning of Intention = Heart + Direction®
13:36 The meaning of the two Japanese kanji symbols for intention
14:58 How to apply the concept of Kokorozashi to find your leadership purpose
16:54 Questions to ask yourself to embody your Kokorozashi to make a bigger impact
17:21 The importance of reflection at the micro level
18:35 Leveraging Kokorozashi to help take actions that are aligned with your purpose


Participate in my Survey:
LINK HERE
Thank you

]]> How often do you pause to get a clearer view of your purpose and learn how your life experiences influence your leadership impact?


Whether it’s in the moment to reflect on a recent situation or zooming out at a major milestone to see the bigger picture, reflection can be incredibly powerful.


I’m hitting pause myself this week as I turn the big 5-0! I share two concepts that have helped me understand what it means to live a life of intention and purpose.


First, the metaphor of warp and weft—a powerful way to understand the interconnection of the known and discovered elements of your life and see the patterns that emerge in your life’s fabric.


Second, the deeper meaning of my guiding word—Intention—and it's relationship to the Japanese concept of kokorzashi. I explore how I’ve come to see that Intention = Heart + Direction® and the energetic vitality that uncovering your deeper purpose can have in both your personal life and leadership. 


If you are looking for ways to understand your purpose, reflect, to make more intentional choices, this episode is for you.


Let’s explore how you too can lead with intention and can weave purpose into everything you do.


YOU’LL LEARN:

  • The importance of reflection to learn and adjust and to understand your purpose
  • How the weaving metaphor of warp and weft enhances self-discovery of the known and discovered elements of your purpose
  • Why Intention = Heart + Direction® and how to set powerful intentions to align your daily actions with your heart
  • The Japanese word Kokorozashi (志) and how its deep meaning of personal and professional purspose can be applied to leadership impact


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE: 

00:40 Reflecting and celebrating turning 50
02:50 The history of the warp and weft metaphor

05:32 The difference between the warp and weft threads, the known and the discovered
06:27 Questions to ask yourself to apply the warp and weft metaphor in your life
09:32 The importance of “zooming out” to see to examine your own fabric of life
11:01 Questions to ask yourself to reflect on your your past life experiences
11:53 The relationship between the warp and weft metaphor with setting intention
12:24 Discovering the richer meaning of Intention = Heart + Direction®
13:36 The meaning of the two Japanese kanji symbols for intention
14:58 How to apply the concept of Kokorozashi to find your leadership purpose
16:54 Questions to ask yourself to embody your Kokorozashi to make a bigger impact
17:21 The importance of reflection at the micro level
18:35 Leveraging Kokorozashi to help take actions that are aligned with your purpose


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 05 Feb 2025 02:00:00 -0800 Katie Anderson Katie Anderson 1366 How often do you pause to get a clearer view of your purpose and learn how your life experiences influence your leadership impact?


Whether it’s in the moment to reflect on a recent situation or zooming out at a major milestone to see the bigger picture, reflection can be incredibly powerful.


I’m hitting pause myself this week as I turn the big 5-0! I share two concepts that have helped me understand what it means to live a life of intention and purpose.


First, the metaphor of warp and weft—a powerful way to understand the interconnection of the known and discovered elements of your life and see the patterns that emerge in your life’s fabric.


Second, the deeper meaning of my guiding word—Intention—and it's relationship to the Japanese concept of kokorzashi. I explore how I’ve come to see that Intention = Heart + Direction® and the energetic vitality that uncovering your deeper purpose can have in both your personal life and leadership. 


If you are looking for ways to understand your purpose, reflect, to make more intentional choices, this episode is for you.


Let’s explore how you too can lead with intention and can weave purpose into everything you do.


YOU’LL LEARN:

  • The importance of reflection to learn and adjust and to understand your purpose
  • How the weaving metaphor of warp and weft enhances self-discovery of the known and discovered elements of your purpose
  • Why Intention = Heart + Direction® and how to set powerful intentions to align your daily actions with your heart
  • The Japanese word Kokorozashi (志) and how its deep meaning of personal and professional purspose can be applied to leadership impact


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE: 

00:40 Reflecting and celebrating turning 50
02:50 The history of the warp and weft metaphor

05:32 The difference between the warp and weft threads, the known and the discovered
06:27 Questions to ask yourself to apply the warp and weft metaphor in your life
09:32 The importance of “zooming out” to see to examine your own fabric of life
11:01 Questions to ask yourself to reflect on your your past life experiences
11:53 The relationship between the warp and weft metaphor with setting intention
12:24 Discovering the richer meaning of Intention = Heart + Direction®
13:36 The meaning of the two Japanese kanji symbols for intention
14:58 How to apply the concept of Kokorozashi to find your leadership purpose
16:54 Questions to ask yourself to embody your Kokorozashi to make a bigger impact
17:21 The importance of reflection at the micro level
18:35 Leveraging Kokorozashi to help take actions that are aligned with your purpose


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 35| Stuck in a Paradox? Embrace Both/And Thinking to Create Better Results [with Wendy Smith] 35| Stuck in a Paradox? Embrace Both/And Thinking to Create Better Results [with Wendy Smith] full 90fba7d6-382b-438b-9be0-878f2258f6ec http://chainoflearning.com/35 What do you do when you’re stuck between two conflicting options? 

  • Deliver short-term results or take a long-term view?
  • Focus on business outcomes or people development?
  • Help by being the expert with the answer or a coach asking questions?

For most of us, these competing choices are a paradox and source of conflict. We deal with uncertainty by asserting certainty that there are two distinct options to choose between.


But what if there’s a way to embrace both?


That’s why I invited Wendy Smith – award-winning psychologist and co-author of “Both/And Thinking” – to share her insights on how to make more creative, flexible, and impactful decisions in a world of competing demands.


The most successful leaders and change agents have learned the power of navigating paradoxical tradeoffs and reframing problems to discover expansive solutions that didn’t initially seem possible. 


Tune in to learn how to shift from that “either/or” mindset and embrace a “both/and” approach to tackle tough decisions, unlock new possibilities, and lead with greater impact.


YOU’LL LEARN:

  • Can you really have it all? – The difference between an and/and vs both/and mindset
  • A three step process to overcome dilemmas to create a more sustainable outcome
  • How to reframe a problem when faced with a seemingly paradoxical choice
  • Three different patterns of risk when you’re not able to shift from the either/or to the both/and thinking
  • The benefits of being comfortable with the discomfort of learning something new

ABOUT MY GUEST:


Wendy Smith is the co-author of “Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems,” an award-winning psychologist and professor at the Lerner College of Business and Economics at the University of Delaware. She’s spent her career studying paradoxes in leadership and on a mission to help individuals and organizations turn problems into possibilities. Wendy's passion lies in helping leaders tackle the complex challenges of interpersonal dynamics, team performance, organizational change, and innovation to transform their organizations and the world.


IMPORTANT LINKS:

TIMESTAMPS: 


02:12 Misconception of both/and meaning

02:44 And/and vs. both/and

06:49 Balancing the roles of expert and coach 

07:03 Balancing long-term innovation with immediate business needs

08:06 3-step process of dealing with dilemma

09:50 Expanding on and/and vs both/and

12:03 How to approach paradoxical choices

15:23 3 patterns of risk when you don’t shift to both/and thinking

20:15 Getting comfortable with discomfort

22:03 Embracing both/and mindset creates growth mindset

24:36 Bringing both/and thinking to your personal life

25:50 Both/and thinking at the organizational level

27:44 Integrating technical process improvement with people development

29:35 Enabling both/and thinking at the organizational level


Participate in my Survey:
LINK HERE
Thank you

]]> What do you do when you’re stuck between two conflicting options? 

  • Deliver short-term results or take a long-term view?
  • Focus on business outcomes or people development?
  • Help by being the expert with the answer or a coach asking questions?

For most of us, these competing choices are a paradox and source of conflict. We deal with uncertainty by asserting certainty that there are two distinct options to choose between.


But what if there’s a way to embrace both?


That’s why I invited Wendy Smith – award-winning psychologist and co-author of “Both/And Thinking” – to share her insights on how to make more creative, flexible, and impactful decisions in a world of competing demands.


The most successful leaders and change agents have learned the power of navigating paradoxical tradeoffs and reframing problems to discover expansive solutions that didn’t initially seem possible. 


Tune in to learn how to shift from that “either/or” mindset and embrace a “both/and” approach to tackle tough decisions, unlock new possibilities, and lead with greater impact.


YOU’LL LEARN:

  • Can you really have it all? – The difference between an and/and vs both/and mindset
  • A three step process to overcome dilemmas to create a more sustainable outcome
  • How to reframe a problem when faced with a seemingly paradoxical choice
  • Three different patterns of risk when you’re not able to shift from the either/or to the both/and thinking
  • The benefits of being comfortable with the discomfort of learning something new

ABOUT MY GUEST:


Wendy Smith is the co-author of “Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems,” an award-winning psychologist and professor at the Lerner College of Business and Economics at the University of Delaware. She’s spent her career studying paradoxes in leadership and on a mission to help individuals and organizations turn problems into possibilities. Wendy's passion lies in helping leaders tackle the complex challenges of interpersonal dynamics, team performance, organizational change, and innovation to transform their organizations and the world.


IMPORTANT LINKS:

TIMESTAMPS: 


02:12 Misconception of both/and meaning

02:44 And/and vs. both/and

06:49 Balancing the roles of expert and coach 

07:03 Balancing long-term innovation with immediate business needs

08:06 3-step process of dealing with dilemma

09:50 Expanding on and/and vs both/and

12:03 How to approach paradoxical choices

15:23 3 patterns of risk when you don’t shift to both/and thinking

20:15 Getting comfortable with discomfort

22:03 Embracing both/and mindset creates growth mindset

24:36 Bringing both/and thinking to your personal life

25:50 Both/and thinking at the organizational level

27:44 Integrating technical process improvement with people development

29:35 Enabling both/and thinking at the organizational level


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 22 Jan 2025 02:00:00 -0800 Katie Anderson Katie Anderson 2304 What do you do when you’re stuck between two conflicting options? 

  • Deliver short-term results or take a long-term view?
  • Focus on business outcomes or people development?
  • Help by being the expert with the answer or a coach asking questions?

For most of us, these competing choices are a paradox and source of conflict. We deal with uncertainty by asserting certainty that there are two distinct options to choose between.


But what if there’s a way to embrace both?


That’s why I invited Wendy Smith – award-winning psychologist and co-author of “Both/And Thinking” – to share her insights on how to make more creative, flexible, and impactful decisions in a world of competing demands.


The most successful leaders and change agents have learned the power of navigating paradoxical tradeoffs and reframing problems to discover expansive solutions that didn’t initially seem possible. 


Tune in to learn how to shift from that “either/or” mindset and embrace a “both/and” approach to tackle tough decisions, unlock new possibilities, and lead with greater impact.


YOU’LL LEARN:

  • Can you really have it all? – The difference between an and/and vs both/and mindset
  • A three step process to overcome dilemmas to create a more sustainable outcome
  • How to reframe a problem when faced with a seemingly paradoxical choice
  • Three different patterns of risk when you’re not able to shift from the either/or to the both/and thinking
  • The benefits of being comfortable with the discomfort of learning something new

ABOUT MY GUEST:


Wendy Smith is the co-author of “Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems,” an award-winning psychologist and professor at the Lerner College of Business and Economics at the University of Delaware. She’s spent her career studying paradoxes in leadership and on a mission to help individuals and organizations turn problems into possibilities. Wendy's passion lies in helping leaders tackle the complex challenges of interpersonal dynamics, team performance, organizational change, and innovation to transform their organizations and the world.


IMPORTANT LINKS:

TIMESTAMPS: 


02:12 Misconception of both/and meaning

02:44 And/and vs. both/and

06:49 Balancing the roles of expert and coach 

07:03 Balancing long-term innovation with immediate business needs

08:06 3-step process of dealing with dilemma

09:50 Expanding on and/and vs both/and

12:03 How to approach paradoxical choices

15:23 3 patterns of risk when you don’t shift to both/and thinking

20:15 Getting comfortable with discomfort

22:03 Embracing both/and mindset creates growth mindset

24:36 Bringing both/and thinking to your personal life

25:50 Both/and thinking at the organizational level

27:44 Integrating technical process improvement with people development

29:35 Enabling both/and thinking at the organizational level


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 34| Why Change Initiatives Fail (And What You Can Do) [with Michael Bungay Stanier] 34| Why Change Initiatives Fail (And What You Can Do) [with Michael Bungay Stanier] full b96b73c0-74f2-40a4-b3ff-d8b6d7fc05b7 https://chainoflearning.com/34 Why do 70-90% of change initiatives fail?


That’s a staggering statistic. 


In many cases, new leadership comes in, economic pressures rise, or the next "flavor of the month" initiative takes over. 


What’s happening and what can you do to counteract this trend?


And if you are a change leader, lean practitioner, or continuous improvement coach, how do you avoid this becoming a career limiting move?


To help us answer this, I invited Michael Bungay Stanier, leadership expert and bestselling author of six books, including The Coaching Habit and How to Work with (Almost) Anyone, to share his insights on leading personal and organizational change. 

Success in leading change comes not only from making structural shifts, but also from fostering curiosity and building strong human relationships.

It’s time to shift the failure rate to a success rate for your vision. 


Focus your energy on amplifying your influence and getting the buy-in needed from key people to create meaningful transformation.


YOU’LL LEARN:

  •  How to reverse the trend of failed change initiatives
  • What to do when others don’t align with your vision for change
  • How to create agency in the people you want to influence
  • Tips on how to stay curious longer to make a strong impact
  • The importance of linking process improvement and people for lasting change

ABOUT MY GUEST:

Michael Bungay Stanier is at the forefront of shaping how organizations and leaders around the world succeed through focusing on curiosity and human relationships. He’s the author of six books, which between them have sold more than a million copies, and is best known for The Coaching Habit, the best-selling coaching book of this century.

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE: 

01:04 Reasons why change initiatives fail
04:56 Two foundational challenges for leading change

07:38 The link between process improvement and integrating the people component

13:23 Two strategies to stay curious longer and create lasting impact

16:26 Tips to reverse the trend of failed change initiatives 

20:20 Steps to embrace your influence and create the impact you want when leading change 

22:31 Defining A and B list relationships

24:04 Improving the quality of working relationships

24:45 How to build BPR (best possible relationships) and keystone conversations to discuss how to best work together before diving into the work

26:13 Addressing challenging conversations to clarify roles and expectations upfront

29:55 One way to increase influence and build human connection for impactful conversations

31:11 Michael’s new project in launching a new podcast


Participate in my Survey:
LINK HERE
Thank you

]]> Why do 70-90% of change initiatives fail?


That’s a staggering statistic. 


In many cases, new leadership comes in, economic pressures rise, or the next "flavor of the month" initiative takes over. 


What’s happening and what can you do to counteract this trend?


And if you are a change leader, lean practitioner, or continuous improvement coach, how do you avoid this becoming a career limiting move?


To help us answer this, I invited Michael Bungay Stanier, leadership expert and bestselling author of six books, including The Coaching Habit and How to Work with (Almost) Anyone, to share his insights on leading personal and organizational change. 

Success in leading change comes not only from making structural shifts, but also from fostering curiosity and building strong human relationships.

It’s time to shift the failure rate to a success rate for your vision. 


Focus your energy on amplifying your influence and getting the buy-in needed from key people to create meaningful transformation.


YOU’LL LEARN:

  •  How to reverse the trend of failed change initiatives
  • What to do when others don’t align with your vision for change
  • How to create agency in the people you want to influence
  • Tips on how to stay curious longer to make a strong impact
  • The importance of linking process improvement and people for lasting change

ABOUT MY GUEST:

Michael Bungay Stanier is at the forefront of shaping how organizations and leaders around the world succeed through focusing on curiosity and human relationships. He’s the author of six books, which between them have sold more than a million copies, and is best known for The Coaching Habit, the best-selling coaching book of this century.

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE: 

01:04 Reasons why change initiatives fail
04:56 Two foundational challenges for leading change

07:38 The link between process improvement and integrating the people component

13:23 Two strategies to stay curious longer and create lasting impact

16:26 Tips to reverse the trend of failed change initiatives 

20:20 Steps to embrace your influence and create the impact you want when leading change 

22:31 Defining A and B list relationships

24:04 Improving the quality of working relationships

24:45 How to build BPR (best possible relationships) and keystone conversations to discuss how to best work together before diving into the work

26:13 Addressing challenging conversations to clarify roles and expectations upfront

29:55 One way to increase influence and build human connection for impactful conversations

31:11 Michael’s new project in launching a new podcast


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 08 Jan 2025 02:00:00 -0800 Katie Anderson Katie Anderson 2296 Why do 70-90% of change initiatives fail?


That’s a staggering statistic. 


In many cases, new leadership comes in, economic pressures rise, or the next "flavor of the month" initiative takes over. 


What’s happening and what can you do to counteract this trend?


And if you are a change leader, lean practitioner, or continuous improvement coach, how do you avoid this becoming a career limiting move?


To help us answer this, I invited Michael Bungay Stanier, leadership expert and bestselling author of six books, including The Coaching Habit and How to Work with (Almost) Anyone, to share his insights on leading personal and organizational change. 

Success in leading change comes not only from making structural shifts, but also from fostering curiosity and building strong human relationships.

It’s time to shift the failure rate to a success rate for your vision. 


Focus your energy on amplifying your influence and getting the buy-in needed from key people to create meaningful transformation.


YOU’LL LEARN:

  •  How to reverse the trend of failed change initiatives
  • What to do when others don’t align with your vision for change
  • How to create agency in the people you want to influence
  • Tips on how to stay curious longer to make a strong impact
  • The importance of linking process improvement and people for lasting change

ABOUT MY GUEST:

Michael Bungay Stanier is at the forefront of shaping how organizations and leaders around the world succeed through focusing on curiosity and human relationships. He’s the author of six books, which between them have sold more than a million copies, and is best known for The Coaching Habit, the best-selling coaching book of this century.

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE: 

01:04 Reasons why change initiatives fail
04:56 Two foundational challenges for leading change

07:38 The link between process improvement and integrating the people component

13:23 Two strategies to stay curious longer and create lasting impact

16:26 Tips to reverse the trend of failed change initiatives 

20:20 Steps to embrace your influence and create the impact you want when leading change 

22:31 Defining A and B list relationships

24:04 Improving the quality of working relationships

24:45 How to build BPR (best possible relationships) and keystone conversations to discuss how to best work together before diving into the work

26:13 Addressing challenging conversations to clarify roles and expectations upfront

29:55 One way to increase influence and build human connection for impactful conversations

31:11 Michael’s new project in launching a new podcast


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 33| Ask Me Anything: How the Right Questions Shape Your Leadership Impact 33| Ask Me Anything: How the Right Questions Shape Your Leadership Impact full 85397b87-119f-4712-8299-cbb05e9d751b https://chainoflearning.com/33 What questions are on your mind? That’s the question I posed to you last month when I asked you to “Ask me anything!”


I received many great questions and, as promised, I’ve picked five to dive into during this episode. 

Asking the right questions is a fundamental part of leading transformational change. It’s not just about finding answers—it’s about understanding why we ask our questions and how we react when others ask us.

It’s just as important to know the reasons behind why we’re asking. What’s the intention behind the question? What are we hoping to learn or uncover? 

This is where true understanding happens—both for the person asking and the one being asked.

So the next time someone asks you a question, take a moment to ask a follow-up question. You both might be surprised with the answer!

Now, it’s time to dive into your questions!

YOU’LL LEARN:

  • How to shift from a “command and control” leadership style to a culture focused on continuous improvement
  • Common obstacles organizations face when implementing transformational change and how to overcome them
  • How you can effectively balance the need for short-term results with the pursuit of long-term strategic goals while developing people
  • Insights on transitioning from a lean leader in an organization to starting a consultancy business
  • How continuous improvement teams can amplify their impact and link leadership coaching to driving real business outcomes 

What additional questions are on your mind? Head over to ChainOfLearning.com/ASK and ask me your questions so we can continue to explore them in future episodes of Chain of Learning.


IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:
 
0:39 How asking questions can spark a culture of continuous learning and improvement

2:04 The impact of leaders defaulting to immediately answering questions

4:28 QUESTION 1 : Moving from command and control to continuous improvement

09:06 QUESTION 2 overcoming obstacles to transformational change

16:14 QUESTION 3: How to balance short-term results with long-term goals while developing people

19:00 QUESTION 4: Insights on transitioning from a corporate leader to starting a consultancy business

30:35 QUESTION 5: How a continuous improvement team within an organization increase and demonstrate impact


Participate in my Survey:
LINK HERE
Thank you

]]> What questions are on your mind? That’s the question I posed to you last month when I asked you to “Ask me anything!”


I received many great questions and, as promised, I’ve picked five to dive into during this episode. 

Asking the right questions is a fundamental part of leading transformational change. It’s not just about finding answers—it’s about understanding why we ask our questions and how we react when others ask us.

It’s just as important to know the reasons behind why we’re asking. What’s the intention behind the question? What are we hoping to learn or uncover? 

This is where true understanding happens—both for the person asking and the one being asked.

So the next time someone asks you a question, take a moment to ask a follow-up question. You both might be surprised with the answer!

Now, it’s time to dive into your questions!

YOU’LL LEARN:

  • How to shift from a “command and control” leadership style to a culture focused on continuous improvement
  • Common obstacles organizations face when implementing transformational change and how to overcome them
  • How you can effectively balance the need for short-term results with the pursuit of long-term strategic goals while developing people
  • Insights on transitioning from a lean leader in an organization to starting a consultancy business
  • How continuous improvement teams can amplify their impact and link leadership coaching to driving real business outcomes 

What additional questions are on your mind? Head over to ChainOfLearning.com/ASK and ask me your questions so we can continue to explore them in future episodes of Chain of Learning.


IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:
 
0:39 How asking questions can spark a culture of continuous learning and improvement

2:04 The impact of leaders defaulting to immediately answering questions

4:28 QUESTION 1 : Moving from command and control to continuous improvement

09:06 QUESTION 2 overcoming obstacles to transformational change

16:14 QUESTION 3: How to balance short-term results with long-term goals while developing people

19:00 QUESTION 4: Insights on transitioning from a corporate leader to starting a consultancy business

30:35 QUESTION 5: How a continuous improvement team within an organization increase and demonstrate impact


Participate in my Survey:
LINK HERE
Thank you

]]> Mon, 23 Dec 2024 02:00:00 -0800 Katie Anderson Katie Anderson 2294 What questions are on your mind? That’s the question I posed to you last month when I asked you to “Ask me anything!”


I received many great questions and, as promised, I’ve picked five to dive into during this episode. 

Asking the right questions is a fundamental part of leading transformational change. It’s not just about finding answers—it’s about understanding why we ask our questions and how we react when others ask us.

It’s just as important to know the reasons behind why we’re asking. What’s the intention behind the question? What are we hoping to learn or uncover? 

This is where true understanding happens—both for the person asking and the one being asked.

So the next time someone asks you a question, take a moment to ask a follow-up question. You both might be surprised with the answer!

Now, it’s time to dive into your questions!

YOU’LL LEARN:

  • How to shift from a “command and control” leadership style to a culture focused on continuous improvement
  • Common obstacles organizations face when implementing transformational change and how to overcome them
  • How you can effectively balance the need for short-term results with the pursuit of long-term strategic goals while developing people
  • Insights on transitioning from a lean leader in an organization to starting a consultancy business
  • How continuous improvement teams can amplify their impact and link leadership coaching to driving real business outcomes 

What additional questions are on your mind? Head over to ChainOfLearning.com/ASK and ask me your questions so we can continue to explore them in future episodes of Chain of Learning.


IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE:
 
0:39 How asking questions can spark a culture of continuous learning and improvement

2:04 The impact of leaders defaulting to immediately answering questions

4:28 QUESTION 1 : Moving from command and control to continuous improvement

09:06 QUESTION 2 overcoming obstacles to transformational change

16:14 QUESTION 3: How to balance short-term results with long-term goals while developing people

19:00 QUESTION 4: Insights on transitioning from a corporate leader to starting a consultancy business

30:35 QUESTION 5: How a continuous improvement team within an organization increase and demonstrate impact


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 32| When Crisis Strikes, Hold on to Your Purpose: Leading From Urgency to Sustainable Impact [with Isaac Mitchell] 32| When Crisis Strikes, Hold on to Your Purpose: Leading From Urgency to Sustainable Impact [with Isaac Mitchell] full 5f6d202a-96c2-40a0-a160-481ffc969104 https://chainoflearning.com/32 Is your organization stuck in a constant state of crisis, where everything feels like an urgent, must-fix-now situation?


As a leader, cutting through that noise is key to prioritizing and aligning your team’s efforts to focus on what really matters.


In this episode, Isaac Mitchell, VP of Operational Excellence at Ballad Health System, shares his experience leading through Hurricane Helene and how he's fostering an organizational culture of continuous improvement and operational excellence.

Isaac shares how his leadership journey—from engineer at Toyota to executive in healthcare—shaped his approach to real crises. He discusses how understanding purpose—his own, his team’s, and the organization’s—helps him distinguish between what’s urgent and what’s truly important.

By focusing on what matters, you can create the impact you’re striving for. To me, that’s what living with intention is—knowing your purpose and aligning your actions to make it happen.

YOU’LL LEARN:

  • How to distinguish between true crises and perceived urgency
  • The importance of aligning organizational and personal purpose to drive strategic success
  • A framework for where to spend your time as a leader to build a high-performing organization
  • How to demonstrate respect for people by encouraging a personal understanding of purpose and owning the thinking process, not the answers
  • Practical tips for building a people-centered culture that drives sustainable growth


In our conversation about intention and goals, Isaac asks about my next big goal—listen for the big reveal, never shared publicly until now! I’d love to hear your thoughts.


ABOUT MY GUEST:


Isaac Mitchell is an experienced strategy deployment executive and is currently a Vice President at Ballad Health and a guest lecturer at the University of Tennessee’s Department of Industrial and Systems Engineering. 


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE: 


3:08 Navigating crises during Hurricane Helene through community and shared purpose

9:00 True crises vs. perceived urgency 

10:58 Avoid falling into the "expert trap" during crises
14:10 Respecting people’s development and using Gemba

16:19 How to use daruma dolls in goal setting
20:57 Katie’s BIG new goal reveal

22:25 Using a hanko when coaching for  problem solving
30:36 Isaac’s North Star for the year and Japan Study Trip lessons
32:11 How Gemba helps leaders prioritize what's essential

36:23 Setting big goals and using them to push for growth 

41:34 Value of cultural and business learning
45:54 The warp and weft metaphor for goal setting

Join the next Japan Leadership Experience program - apply now!


Participate in my Survey:
LINK HERE
Thank you

]]> Is your organization stuck in a constant state of crisis, where everything feels like an urgent, must-fix-now situation?


As a leader, cutting through that noise is key to prioritizing and aligning your team’s efforts to focus on what really matters.


In this episode, Isaac Mitchell, VP of Operational Excellence at Ballad Health System, shares his experience leading through Hurricane Helene and how he's fostering an organizational culture of continuous improvement and operational excellence.

Isaac shares how his leadership journey—from engineer at Toyota to executive in healthcare—shaped his approach to real crises. He discusses how understanding purpose—his own, his team’s, and the organization’s—helps him distinguish between what’s urgent and what’s truly important.

By focusing on what matters, you can create the impact you’re striving for. To me, that’s what living with intention is—knowing your purpose and aligning your actions to make it happen.

YOU’LL LEARN:

  • How to distinguish between true crises and perceived urgency
  • The importance of aligning organizational and personal purpose to drive strategic success
  • A framework for where to spend your time as a leader to build a high-performing organization
  • How to demonstrate respect for people by encouraging a personal understanding of purpose and owning the thinking process, not the answers
  • Practical tips for building a people-centered culture that drives sustainable growth


In our conversation about intention and goals, Isaac asks about my next big goal—listen for the big reveal, never shared publicly until now! I’d love to hear your thoughts.


ABOUT MY GUEST:


Isaac Mitchell is an experienced strategy deployment executive and is currently a Vice President at Ballad Health and a guest lecturer at the University of Tennessee’s Department of Industrial and Systems Engineering. 


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE: 


3:08 Navigating crises during Hurricane Helene through community and shared purpose

9:00 True crises vs. perceived urgency 

10:58 Avoid falling into the "expert trap" during crises
14:10 Respecting people’s development and using Gemba

16:19 How to use daruma dolls in goal setting
20:57 Katie’s BIG new goal reveal

22:25 Using a hanko when coaching for  problem solving
30:36 Isaac’s North Star for the year and Japan Study Trip lessons
32:11 How Gemba helps leaders prioritize what's essential

36:23 Setting big goals and using them to push for growth 

41:34 Value of cultural and business learning
45:54 The warp and weft metaphor for goal setting

Join the next Japan Leadership Experience program - apply now!


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 11 Dec 2024 02:00:00 -0800 Katie Anderson Katie Anderson 3120 Is your organization stuck in a constant state of crisis, where everything feels like an urgent, must-fix-now situation?


As a leader, cutting through that noise is key to prioritizing and aligning your team’s efforts to focus on what really matters.


In this episode, Isaac Mitchell, VP of Operational Excellence at Ballad Health System, shares his experience leading through Hurricane Helene and how he's fostering an organizational culture of continuous improvement and operational excellence.

Isaac shares how his leadership journey—from engineer at Toyota to executive in healthcare—shaped his approach to real crises. He discusses how understanding purpose—his own, his team’s, and the organization’s—helps him distinguish between what’s urgent and what’s truly important.

By focusing on what matters, you can create the impact you’re striving for. To me, that’s what living with intention is—knowing your purpose and aligning your actions to make it happen.

YOU’LL LEARN:

  • How to distinguish between true crises and perceived urgency
  • The importance of aligning organizational and personal purpose to drive strategic success
  • A framework for where to spend your time as a leader to build a high-performing organization
  • How to demonstrate respect for people by encouraging a personal understanding of purpose and owning the thinking process, not the answers
  • Practical tips for building a people-centered culture that drives sustainable growth


In our conversation about intention and goals, Isaac asks about my next big goal—listen for the big reveal, never shared publicly until now! I’d love to hear your thoughts.


ABOUT MY GUEST:


Isaac Mitchell is an experienced strategy deployment executive and is currently a Vice President at Ballad Health and a guest lecturer at the University of Tennessee’s Department of Industrial and Systems Engineering. 


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE: 


3:08 Navigating crises during Hurricane Helene through community and shared purpose

9:00 True crises vs. perceived urgency 

10:58 Avoid falling into the "expert trap" during crises
14:10 Respecting people’s development and using Gemba

16:19 How to use daruma dolls in goal setting
20:57 Katie’s BIG new goal reveal

22:25 Using a hanko when coaching for  problem solving
30:36 Isaac’s North Star for the year and Japan Study Trip lessons
32:11 How Gemba helps leaders prioritize what's essential

36:23 Setting big goals and using them to push for growth 

41:34 Value of cultural and business learning
45:54 The warp and weft metaphor for goal setting

Join the next Japan Leadership Experience program - apply now!


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 31 | How Reflection Fuels Growth: Practicing Hansei and Celebrating One Year of Chain of Learning 31 | How Reflection Fuels Growth: Practicing Hansei and Celebrating One Year of Chain of Learning full 42abce0d-6d90-4f75-8863-3d52b8eb01d6 https://chainoflearning.com/31 It’s Chain of Learning’s first anniversary this month! And it’s the time of year for gratitude and thanks – and for reflection. 


Thank you for listening and for being part of this Chain of Learning that we are growing together. 


To mark this podcast milestone, I want to practice what I talk about on nearly every episode – reflection – as I believe it IS the foundation of learning and impact.


In this episode, I share my reflections from the Chain of Learning’s first year and walk  you through the process I use and teach for reflection – so you can apply this same reflection process to whatever you are working on, both professionally and personally. 

Whether you’re leading teams, fostering innovation, or driving continuous improvement – or simply looking to take the next step forward in your life – purposeful reflection is the foundation for your ultimate success.


YOU’LL LEARN:

  • The meaning of the Japanese word Hansei – self-reflection – and the risk if you get caught more in doing and don’t take time to reflect 
  • How you can use the Plan-Do-Study-Adjust (PDSA) cycle to improve and why I suggest we call it the Study-Adjust-Plan-Do (SAPD) cycle
  • The 3 ways to reflect with intention even while short on time
  • The backstory to how this podcast started and personal reflections of what I’ve learned and adjusted over producing 31 episodes
  • The questions to ask yourself for meaningful reflection

I invite you to embed reflection into your practice — not just as a one-time exercise but as a regular habit – that guides you toward excellence. 

Thanks for the opportunity to grow and strengthen our Chain of Learning together. Here’s to the journey of growth and another year of reflections ahead!

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE: 


2:37 The meaning of the Japanese word Hansei
4:11 The 5 steps to applying Hansei and using the (SAPD) cycle

5:28 Reflection Process 1: immediate self reflection after an event, even if you’re short on time
6:27 Reflection Process 2: reflect with others or in a group setting to get feedback and share ideas
8:05 Reflection Process 3: reflect over time by looking back
9:38 Backstory of how the Chain of Learning podcast started
12:37 Process launching the podcast and the challenges and lessons learned
18:53 Personal growth and what I have learned over time since starting the podcast
31:47 Questions to ask yourself to add reflection in your daily, monthly and yearly process

31:35 Share your process for reflection on LinkedIn or via email


Participate in my Survey:
LINK HERE
Thank you

]]> It’s Chain of Learning’s first anniversary this month! And it’s the time of year for gratitude and thanks – and for reflection. 


Thank you for listening and for being part of this Chain of Learning that we are growing together. 


To mark this podcast milestone, I want to practice what I talk about on nearly every episode – reflection – as I believe it IS the foundation of learning and impact.


In this episode, I share my reflections from the Chain of Learning’s first year and walk  you through the process I use and teach for reflection – so you can apply this same reflection process to whatever you are working on, both professionally and personally. 

Whether you’re leading teams, fostering innovation, or driving continuous improvement – or simply looking to take the next step forward in your life – purposeful reflection is the foundation for your ultimate success.


YOU’LL LEARN:

  • The meaning of the Japanese word Hansei – self-reflection – and the risk if you get caught more in doing and don’t take time to reflect 
  • How you can use the Plan-Do-Study-Adjust (PDSA) cycle to improve and why I suggest we call it the Study-Adjust-Plan-Do (SAPD) cycle
  • The 3 ways to reflect with intention even while short on time
  • The backstory to how this podcast started and personal reflections of what I’ve learned and adjusted over producing 31 episodes
  • The questions to ask yourself for meaningful reflection

I invite you to embed reflection into your practice — not just as a one-time exercise but as a regular habit – that guides you toward excellence. 

Thanks for the opportunity to grow and strengthen our Chain of Learning together. Here’s to the journey of growth and another year of reflections ahead!

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE: 


2:37 The meaning of the Japanese word Hansei
4:11 The 5 steps to applying Hansei and using the (SAPD) cycle

5:28 Reflection Process 1: immediate self reflection after an event, even if you’re short on time
6:27 Reflection Process 2: reflect with others or in a group setting to get feedback and share ideas
8:05 Reflection Process 3: reflect over time by looking back
9:38 Backstory of how the Chain of Learning podcast started
12:37 Process launching the podcast and the challenges and lessons learned
18:53 Personal growth and what I have learned over time since starting the podcast
31:47 Questions to ask yourself to add reflection in your daily, monthly and yearly process

31:35 Share your process for reflection on LinkedIn or via email


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 27 Nov 2024 02:00:00 -0800 Katie Anderson Katie Anderson 2010 It’s Chain of Learning’s first anniversary this month! And it’s the time of year for gratitude and thanks – and for reflection. 


Thank you for listening and for being part of this Chain of Learning that we are growing together. 


To mark this podcast milestone, I want to practice what I talk about on nearly every episode – reflection – as I believe it IS the foundation of learning and impact.


In this episode, I share my reflections from the Chain of Learning’s first year and walk  you through the process I use and teach for reflection – so you can apply this same reflection process to whatever you are working on, both professionally and personally. 

Whether you’re leading teams, fostering innovation, or driving continuous improvement – or simply looking to take the next step forward in your life – purposeful reflection is the foundation for your ultimate success.


YOU’LL LEARN:

  • The meaning of the Japanese word Hansei – self-reflection – and the risk if you get caught more in doing and don’t take time to reflect 
  • How you can use the Plan-Do-Study-Adjust (PDSA) cycle to improve and why I suggest we call it the Study-Adjust-Plan-Do (SAPD) cycle
  • The 3 ways to reflect with intention even while short on time
  • The backstory to how this podcast started and personal reflections of what I’ve learned and adjusted over producing 31 episodes
  • The questions to ask yourself for meaningful reflection

I invite you to embed reflection into your practice — not just as a one-time exercise but as a regular habit – that guides you toward excellence. 

Thanks for the opportunity to grow and strengthen our Chain of Learning together. Here’s to the journey of growth and another year of reflections ahead!

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE: 


2:37 The meaning of the Japanese word Hansei
4:11 The 5 steps to applying Hansei and using the (SAPD) cycle

5:28 Reflection Process 1: immediate self reflection after an event, even if you’re short on time
6:27 Reflection Process 2: reflect with others or in a group setting to get feedback and share ideas
8:05 Reflection Process 3: reflect over time by looking back
9:38 Backstory of how the Chain of Learning podcast started
12:37 Process launching the podcast and the challenges and lessons learned
18:53 Personal growth and what I have learned over time since starting the podcast
31:47 Questions to ask yourself to add reflection in your daily, monthly and yearly process

31:35 Share your process for reflection on LinkedIn or via email


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 30 | Foster Organizational Excellence Through Joy and Respect for People [with Stephanie Bursek] 30 | Foster Organizational Excellence Through Joy and Respect for People [with Stephanie Bursek] full 647b3df1-a791-4fc1-bb69-3ed710c545f0 https://chainofleanring.com/30 Has your organization been making progress on its continuous improvement journey, only to find things starting to stall?


Is your team hesitant to share ideas, or are your lean or process improvement initiatives viewed mainly as cost-cutting measures rather than a comprehensive strategy for long-term success?


Perhaps you've been focusing on just one side of the path of excellence—improvement processes and tools—while overlooking a critical component: respect for people.


In this episode, Stephanie Bursek, Director of Human Resources at TrippNT, shares how her company's made a leap forward in their lean transformation by leading with the heart to focus on people and joy.


By going beyond process improvement tools to deeply focusing on people first, Stephanie and her executive team have fostered greater collaboration, trust, and growth, resulting in a thriving, engaged workplace with more problem-solving and innovation.


Tune in to learn how embedding respect for people into your organization’s foundation can drive sustainable cultural transformation and elevate both business results and employee engagement.


YOU’LL LEARN:

  • How to create balance in your organization between the pillars of continuous improvement and respect for people
  • The importance of navigating tension between getting results and allowing time for your team to grow on the path towards achieving them
  • Why performance management should be a two-way street that includes upward feedback for continuous learning and alignment
  • How embedding respect for people and psychological safety into your organization can lead to improved results and enhance employee experiences
  • The benefits of a people-centered culture for elevating both fulfillment and performance

ABOUT MY GUEST:

Stephanie is a seasoned Human Resources executive with a passion for how to create a thriving organizational culture. As the Director for Human Resources at TrippNT, a family-owned manufacturing company based in the U.S., she's focused on building a unique organizational culture by uniting the pillars of continuous improvement and respect for people.


IMPORTANT LINKS:

TIMESTAMPS: 


04:35 Stephanie’s realization of the missing element in her organization

08:10 The importance of a people-first approach to achieve results & improvements

12:11 The impact of the Collaborative Model for increasing productivity

14:15 The benefits of a psychologically safe environment that fosters respect & leads to better business results

19:03 The provocative quote from “Tree Ring Management” that always get jaw drops

20:27 How the leadership team at TrippNT models behavior that creates an engaging environment
24:10 Examples of a people-entered environment created through humility & resilience


Participate in my Survey:
LINK HERE
Thank you

]]> Has your organization been making progress on its continuous improvement journey, only to find things starting to stall?


Is your team hesitant to share ideas, or are your lean or process improvement initiatives viewed mainly as cost-cutting measures rather than a comprehensive strategy for long-term success?


Perhaps you've been focusing on just one side of the path of excellence—improvement processes and tools—while overlooking a critical component: respect for people.


In this episode, Stephanie Bursek, Director of Human Resources at TrippNT, shares how her company's made a leap forward in their lean transformation by leading with the heart to focus on people and joy.


By going beyond process improvement tools to deeply focusing on people first, Stephanie and her executive team have fostered greater collaboration, trust, and growth, resulting in a thriving, engaged workplace with more problem-solving and innovation.


Tune in to learn how embedding respect for people into your organization’s foundation can drive sustainable cultural transformation and elevate both business results and employee engagement.


YOU’LL LEARN:

  • How to create balance in your organization between the pillars of continuous improvement and respect for people
  • The importance of navigating tension between getting results and allowing time for your team to grow on the path towards achieving them
  • Why performance management should be a two-way street that includes upward feedback for continuous learning and alignment
  • How embedding respect for people and psychological safety into your organization can lead to improved results and enhance employee experiences
  • The benefits of a people-centered culture for elevating both fulfillment and performance

ABOUT MY GUEST:

Stephanie is a seasoned Human Resources executive with a passion for how to create a thriving organizational culture. As the Director for Human Resources at TrippNT, a family-owned manufacturing company based in the U.S., she's focused on building a unique organizational culture by uniting the pillars of continuous improvement and respect for people.


IMPORTANT LINKS:

TIMESTAMPS: 


04:35 Stephanie’s realization of the missing element in her organization

08:10 The importance of a people-first approach to achieve results & improvements

12:11 The impact of the Collaborative Model for increasing productivity

14:15 The benefits of a psychologically safe environment that fosters respect & leads to better business results

19:03 The provocative quote from “Tree Ring Management” that always get jaw drops

20:27 How the leadership team at TrippNT models behavior that creates an engaging environment
24:10 Examples of a people-entered environment created through humility & resilience


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 13 Nov 2024 02:00:00 -0800 Katie Anderson Katie Anderson 2485 Has your organization been making progress on its continuous improvement journey, only to find things starting to stall?


Is your team hesitant to share ideas, or are your lean or process improvement initiatives viewed mainly as cost-cutting measures rather than a comprehensive strategy for long-term success?


Perhaps you've been focusing on just one side of the path of excellence—improvement processes and tools—while overlooking a critical component: respect for people.


In this episode, Stephanie Bursek, Director of Human Resources at TrippNT, shares how her company's made a leap forward in their lean transformation by leading with the heart to focus on people and joy.


By going beyond process improvement tools to deeply focusing on people first, Stephanie and her executive team have fostered greater collaboration, trust, and growth, resulting in a thriving, engaged workplace with more problem-solving and innovation.


Tune in to learn how embedding respect for people into your organization’s foundation can drive sustainable cultural transformation and elevate both business results and employee engagement.


YOU’LL LEARN:

  • How to create balance in your organization between the pillars of continuous improvement and respect for people
  • The importance of navigating tension between getting results and allowing time for your team to grow on the path towards achieving them
  • Why performance management should be a two-way street that includes upward feedback for continuous learning and alignment
  • How embedding respect for people and psychological safety into your organization can lead to improved results and enhance employee experiences
  • The benefits of a people-centered culture for elevating both fulfillment and performance

ABOUT MY GUEST:

Stephanie is a seasoned Human Resources executive with a passion for how to create a thriving organizational culture. As the Director for Human Resources at TrippNT, a family-owned manufacturing company based in the U.S., she's focused on building a unique organizational culture by uniting the pillars of continuous improvement and respect for people.


IMPORTANT LINKS:

TIMESTAMPS: 


04:35 Stephanie’s realization of the missing element in her organization

08:10 The importance of a people-first approach to achieve results & improvements

12:11 The impact of the Collaborative Model for increasing productivity

14:15 The benefits of a psychologically safe environment that fosters respect & leads to better business results

19:03 The provocative quote from “Tree Ring Management” that always get jaw drops

20:27 How the leadership team at TrippNT models behavior that creates an engaging environment
24:10 Examples of a people-entered environment created through humility & resilience


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 29 | Accelerate Decision-Making: Innovate through the Unknown [with Atif Rafiq] 29 | Accelerate Decision-Making: Innovate through the Unknown [with Atif Rafiq] full c01eaeb4-b168-41db-b394-1ad886092a1c http://chainoflearning.com/29 Do you ever feel like you're stuck between chaos and bureaucracy, unable to break free from the status quo?


You are probably facing a common challenge that other leaders and change practitioners experience: how to navigate uncertainty while trying to drive innovation and agility in your organization.


In this episode, Atif Rafiq, seasoned C-suite executive and Wall Street Journal bestselling author of “Decision Sprint” shares what he’s learned about leading through ambiguity to drive digital and cultural transformations at global companies like Amazon, McDonald’s, and MGM Resorts.


Atif breaks down the Decision Sprint framework to help you bring clarity into the unknown by moving problem-solving upstream, enabling you and your teams to make faster, smarter decisions that drive meaningful change and innovation.


Uncertainty IS what most organizations are facing today. Relying on outdated leadership models and approaches to problem-solving keeps you trapped facing the same issues year after year without real progress. 


Tune into this episode and gain insights how you can break free from this cycle and embrace new approaches to navigate ambiguity and empower you to innovate and lead by making decisions faster, smarter, and better.


YOU’LL LEARN:

  • The difference between boring problems vs. creative problems and how to bring authentic interest to solving the “boring problems” in your organization
  • The risk in relying solely on “known” solutions instead of exploring innovative ways to solve problems
  • Why organizations need to start thinking more upstream rather than focusing on what’s in front of them
  • What the Decision Sprint Model is and how you can use it to get ahead of problems and move problem-solving upstream
  • The difference between bureaucracy and chaos and how to avoid being stuck between the two

Enter for chance to win a signed copy of  "Decision Sprint".  Register by November 8th:  ChainOfLearning.com/29 or https://kbjanderson.com/giveaways/decision-sprint/

ABOUT MY GUEST:

Atif Rafiq has reshaped industries and generated billions in revenue for some of the world's leading companies including McDonald’s, Volvo, MGM Resorts, Amazon, Yahoo!, and AOL. He's the CEO of Ritual and the Wall Street bestselling author of "Decision Sprint: The new way to Innovate into the Unknown and move from Strategy into Action."

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE: 


[2:24] Atif’s massive career shift and the challenge of changing the culture of a large established organization
[5:51] The risk of staying in a safe zone rather than navigating through ambiguity

[7:52] Boring problems versus creative problems and an example of the importance of taking interest in a “boring” problem
[14:14] The Decision Sprint Model and how it helps move thinking and problem solving upstream
[16:21] The role of experimentation in problem solving and the benefits of collaboration to gain insights
[20:10] Concept of alignment and how it connects exploration and decision making
[25:57] Difference between bureaucracy and chaos
[29:11] Upstream and downstream work and creating different systems for managing both 



Participate in my Survey:
LINK HERE
Thank you

]]> Do you ever feel like you're stuck between chaos and bureaucracy, unable to break free from the status quo?


You are probably facing a common challenge that other leaders and change practitioners experience: how to navigate uncertainty while trying to drive innovation and agility in your organization.


In this episode, Atif Rafiq, seasoned C-suite executive and Wall Street Journal bestselling author of “Decision Sprint” shares what he’s learned about leading through ambiguity to drive digital and cultural transformations at global companies like Amazon, McDonald’s, and MGM Resorts.


Atif breaks down the Decision Sprint framework to help you bring clarity into the unknown by moving problem-solving upstream, enabling you and your teams to make faster, smarter decisions that drive meaningful change and innovation.


Uncertainty IS what most organizations are facing today. Relying on outdated leadership models and approaches to problem-solving keeps you trapped facing the same issues year after year without real progress. 


Tune into this episode and gain insights how you can break free from this cycle and embrace new approaches to navigate ambiguity and empower you to innovate and lead by making decisions faster, smarter, and better.


YOU’LL LEARN:

  • The difference between boring problems vs. creative problems and how to bring authentic interest to solving the “boring problems” in your organization
  • The risk in relying solely on “known” solutions instead of exploring innovative ways to solve problems
  • Why organizations need to start thinking more upstream rather than focusing on what’s in front of them
  • What the Decision Sprint Model is and how you can use it to get ahead of problems and move problem-solving upstream
  • The difference between bureaucracy and chaos and how to avoid being stuck between the two

Enter for chance to win a signed copy of  "Decision Sprint".  Register by November 8th:  ChainOfLearning.com/29 or https://kbjanderson.com/giveaways/decision-sprint/

ABOUT MY GUEST:

Atif Rafiq has reshaped industries and generated billions in revenue for some of the world's leading companies including McDonald’s, Volvo, MGM Resorts, Amazon, Yahoo!, and AOL. He's the CEO of Ritual and the Wall Street bestselling author of "Decision Sprint: The new way to Innovate into the Unknown and move from Strategy into Action."

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE: 


[2:24] Atif’s massive career shift and the challenge of changing the culture of a large established organization
[5:51] The risk of staying in a safe zone rather than navigating through ambiguity

[7:52] Boring problems versus creative problems and an example of the importance of taking interest in a “boring” problem
[14:14] The Decision Sprint Model and how it helps move thinking and problem solving upstream
[16:21] The role of experimentation in problem solving and the benefits of collaboration to gain insights
[20:10] Concept of alignment and how it connects exploration and decision making
[25:57] Difference between bureaucracy and chaos
[29:11] Upstream and downstream work and creating different systems for managing both 



Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 30 Oct 2024 02:00:00 -0700 Katie Anderson Katie Anderson 2330 Do you ever feel like you're stuck between chaos and bureaucracy, unable to break free from the status quo?


You are probably facing a common challenge that other leaders and change practitioners experience: how to navigate uncertainty while trying to drive innovation and agility in your organization.


In this episode, Atif Rafiq, seasoned C-suite executive and Wall Street Journal bestselling author of “Decision Sprint” shares what he’s learned about leading through ambiguity to drive digital and cultural transformations at global companies like Amazon, McDonald’s, and MGM Resorts.


Atif breaks down the Decision Sprint framework to help you bring clarity into the unknown by moving problem-solving upstream, enabling you and your teams to make faster, smarter decisions that drive meaningful change and innovation.


Uncertainty IS what most organizations are facing today. Relying on outdated leadership models and approaches to problem-solving keeps you trapped facing the same issues year after year without real progress. 


Tune into this episode and gain insights how you can break free from this cycle and embrace new approaches to navigate ambiguity and empower you to innovate and lead by making decisions faster, smarter, and better.


YOU’LL LEARN:

  • The difference between boring problems vs. creative problems and how to bring authentic interest to solving the “boring problems” in your organization
  • The risk in relying solely on “known” solutions instead of exploring innovative ways to solve problems
  • Why organizations need to start thinking more upstream rather than focusing on what’s in front of them
  • What the Decision Sprint Model is and how you can use it to get ahead of problems and move problem-solving upstream
  • The difference between bureaucracy and chaos and how to avoid being stuck between the two

Enter for chance to win a signed copy of  "Decision Sprint".  Register by November 8th:  ChainOfLearning.com/29 or https://kbjanderson.com/giveaways/decision-sprint/

ABOUT MY GUEST:

Atif Rafiq has reshaped industries and generated billions in revenue for some of the world's leading companies including McDonald’s, Volvo, MGM Resorts, Amazon, Yahoo!, and AOL. He's the CEO of Ritual and the Wall Street bestselling author of "Decision Sprint: The new way to Innovate into the Unknown and move from Strategy into Action."

IMPORTANT LINKS:

TIMESTAMPS FOR THIS EPISODE: 


[2:24] Atif’s massive career shift and the challenge of changing the culture of a large established organization
[5:51] The risk of staying in a safe zone rather than navigating through ambiguity

[7:52] Boring problems versus creative problems and an example of the importance of taking interest in a “boring” problem
[14:14] The Decision Sprint Model and how it helps move thinking and problem solving upstream
[16:21] The role of experimentation in problem solving and the benefits of collaboration to gain insights
[20:10] Concept of alignment and how it connects exploration and decision making
[25:57] Difference between bureaucracy and chaos
[29:11] Upstream and downstream work and creating different systems for managing both 



Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 28 | Leading Organizational Transformation the Right Way [with Cindy Hinds] 28 | Leading Organizational Transformation the Right Way [with Cindy Hinds] full 6876a116-9350-4c56-aa86-583bcb3b0ad9 http://chainoflearning.com/28 Do you ever feel stuck as a leader? It may seem like no matter how many problems you solve or tools you implement, you're still not seeing progress toward a sustainable organizational culture of continuous improvement and operational excellence.

Maybe you have been leading change the wrong way.

In this episode, Cindy Hinds shares what she’s learned from 25 years of experience about how to lead organizational change the right way. She highlights what she has learned from her journey from being a technical expert to becoming a transformational change leader within a global organization who is equipping leaders at all levels to solve problems and innovating to drive business performance.


Transformational leadership isn’t about knowing all the answers. Connect with your purpose, step away from being the "doer," and empower others so that you – and they – can see better results.

YOU’LL LEARN:

  • How to implement transformational leadership practices that create lasting organizational change, not just short-term results
  • The importance of using simple terms instead of technical jargon to help get buy-in and help others understand the problems they need to solve
  • Strategies to manage burnout by surrounding yourself with a supportive community and focusing on what truly matters
  • How to bring your whole self to the workplace to fulfill your complete purpose and build trust within the organization
  • The benefits of the maturity model to help leaders close the gap between their current condition and the results they want to achieve

ABOUT MY GUEST:

Cindy Hinds is the Global Director of Enterprise Excellence at A.O. Smith, manufacturing company with sites based across North America, Asia and Europe, where she is responsible for architecting A.O. Smith’s journey to create a culture of highly engaged people who are aligned in solving problems and innovating to continuously improve.


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE: 

[5:13] Leading the right way and asking questions for a continuous improvement culture

[8:12] Finding gaps through Gemba to transform your approach as a leader

[11:18] Franklin Covey’s Speed of Trust Curriculum to connect behaviors to business outcomes
[15:06] Using “Nemawashi” to prepare for future actions or business decisions

[18:30] Focusing on a people-centric culture to avoid conflicting values

[21:16] Real-life examples of implementing sustainable practices for continuous improvement

[24:31] The maturity model to understand your current condition and ideal state


Participate in my Survey:
LINK HERE
Thank you

]]> Do you ever feel stuck as a leader? It may seem like no matter how many problems you solve or tools you implement, you're still not seeing progress toward a sustainable organizational culture of continuous improvement and operational excellence.

Maybe you have been leading change the wrong way.

In this episode, Cindy Hinds shares what she’s learned from 25 years of experience about how to lead organizational change the right way. She highlights what she has learned from her journey from being a technical expert to becoming a transformational change leader within a global organization who is equipping leaders at all levels to solve problems and innovating to drive business performance.


Transformational leadership isn’t about knowing all the answers. Connect with your purpose, step away from being the "doer," and empower others so that you – and they – can see better results.

YOU’LL LEARN:

  • How to implement transformational leadership practices that create lasting organizational change, not just short-term results
  • The importance of using simple terms instead of technical jargon to help get buy-in and help others understand the problems they need to solve
  • Strategies to manage burnout by surrounding yourself with a supportive community and focusing on what truly matters
  • How to bring your whole self to the workplace to fulfill your complete purpose and build trust within the organization
  • The benefits of the maturity model to help leaders close the gap between their current condition and the results they want to achieve

ABOUT MY GUEST:

Cindy Hinds is the Global Director of Enterprise Excellence at A.O. Smith, manufacturing company with sites based across North America, Asia and Europe, where she is responsible for architecting A.O. Smith’s journey to create a culture of highly engaged people who are aligned in solving problems and innovating to continuously improve.


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE: 

[5:13] Leading the right way and asking questions for a continuous improvement culture

[8:12] Finding gaps through Gemba to transform your approach as a leader

[11:18] Franklin Covey’s Speed of Trust Curriculum to connect behaviors to business outcomes
[15:06] Using “Nemawashi” to prepare for future actions or business decisions

[18:30] Focusing on a people-centric culture to avoid conflicting values

[21:16] Real-life examples of implementing sustainable practices for continuous improvement

[24:31] The maturity model to understand your current condition and ideal state


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 16 Oct 2024 02:00:00 -0700 Katie Anderson Katie Anderson 2075 Do you ever feel stuck as a leader? It may seem like no matter how many problems you solve or tools you implement, you're still not seeing progress toward a sustainable organizational culture of continuous improvement and operational excellence.

Maybe you have been leading change the wrong way.

In this episode, Cindy Hinds shares what she’s learned from 25 years of experience about how to lead organizational change the right way. She highlights what she has learned from her journey from being a technical expert to becoming a transformational change leader within a global organization who is equipping leaders at all levels to solve problems and innovating to drive business performance.


Transformational leadership isn’t about knowing all the answers. Connect with your purpose, step away from being the "doer," and empower others so that you – and they – can see better results.

YOU’LL LEARN:

  • How to implement transformational leadership practices that create lasting organizational change, not just short-term results
  • The importance of using simple terms instead of technical jargon to help get buy-in and help others understand the problems they need to solve
  • Strategies to manage burnout by surrounding yourself with a supportive community and focusing on what truly matters
  • How to bring your whole self to the workplace to fulfill your complete purpose and build trust within the organization
  • The benefits of the maturity model to help leaders close the gap between their current condition and the results they want to achieve

ABOUT MY GUEST:

Cindy Hinds is the Global Director of Enterprise Excellence at A.O. Smith, manufacturing company with sites based across North America, Asia and Europe, where she is responsible for architecting A.O. Smith’s journey to create a culture of highly engaged people who are aligned in solving problems and innovating to continuously improve.


IMPORTANT LINKS:


TIMESTAMPS FOR THIS EPISODE: 

[5:13] Leading the right way and asking questions for a continuous improvement culture

[8:12] Finding gaps through Gemba to transform your approach as a leader

[11:18] Franklin Covey’s Speed of Trust Curriculum to connect behaviors to business outcomes
[15:06] Using “Nemawashi” to prepare for future actions or business decisions

[18:30] Focusing on a people-centric culture to avoid conflicting values

[21:16] Real-life examples of implementing sustainable practices for continuous improvement

[24:31] The maturity model to understand your current condition and ideal state


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 27 | 3 Practices to Become a Skillful Facilitator 27 | 3 Practices to Become a Skillful Facilitator full 86b8cbad-bcca-4314-a101-1953c399a74a http://chainoflearning.com/27 Ever felt like your meetings or workshops aren’t moving the needle? How would you like to facilitate your next work session with confidence and ensure that your leaders are leaving motivated, aligned, and action-oriented?


Whether you're a continuous improvement practitioner, consultant, manager, or executive—facilitation is a crucial skill to master to become a transformational change leader. It’s the key to how you influence teams to shift behaviors, make impactful decisions, and drive meaningful results for the organization. 


But great facilitation doesn’t happen by accident.


In this episode, we dive in behind the scenes to uncover the three key facilitation practices you must master to become a skillful facilitator, and some mistakes that you can avoid, so that you can ensure greater impact and make it easy for the team to get the results they need.


Whether you're working with senior leaders or your own teams, becoming a skillful facilitator is key to becoming the go-to person for driving success. It’s not just a valuable skill—it’s the foundation for establishing your credibility and ensuring that your team is engaged, aligned, and empowered to make informed decisions that move the organization forward.


YOU’LL LEARN:


  • Your role as a facilitator to create the process your group needs to meet the end goal
  • How to work with your stakeholders to define the goal of the session so that you can design an agenda to get to the right outcomes 
  • The importance of creating a structured plan while maintaining flexibility to respond to what the group needs in the moment
  • How to to leverage reflection for yourself and the group before, during and after the session to create a bigger impact
  • Mistakes to avoid to become a master facilitator


IMPORTANT LINKS:


RELATED PODCAST EPISODES:


TIMESTAMPS FOR THIS EPISODE: 


[3:40] Understand your role as a facilitator  
[6:23] The importance of knowing the goal of the session before starting, whether it’s a workshop, leadership retreat, or a team meeting

[13:06] Learn how to create structure with flexibility by making real-time decisions to adjust based on the group’s needs

[18:01] Three ways to build reflection before, during, and after each session to ensure the impact of your session

[22:09] How to reflect with key stakeholders and yourself to grow your skills as a facilitator


Participate in my Survey:
LINK HERE
Thank you

]]> Ever felt like your meetings or workshops aren’t moving the needle? How would you like to facilitate your next work session with confidence and ensure that your leaders are leaving motivated, aligned, and action-oriented?


Whether you're a continuous improvement practitioner, consultant, manager, or executive—facilitation is a crucial skill to master to become a transformational change leader. It’s the key to how you influence teams to shift behaviors, make impactful decisions, and drive meaningful results for the organization. 


But great facilitation doesn’t happen by accident.


In this episode, we dive in behind the scenes to uncover the three key facilitation practices you must master to become a skillful facilitator, and some mistakes that you can avoid, so that you can ensure greater impact and make it easy for the team to get the results they need.


Whether you're working with senior leaders or your own teams, becoming a skillful facilitator is key to becoming the go-to person for driving success. It’s not just a valuable skill—it’s the foundation for establishing your credibility and ensuring that your team is engaged, aligned, and empowered to make informed decisions that move the organization forward.


YOU’LL LEARN:


  • Your role as a facilitator to create the process your group needs to meet the end goal
  • How to work with your stakeholders to define the goal of the session so that you can design an agenda to get to the right outcomes 
  • The importance of creating a structured plan while maintaining flexibility to respond to what the group needs in the moment
  • How to to leverage reflection for yourself and the group before, during and after the session to create a bigger impact
  • Mistakes to avoid to become a master facilitator


IMPORTANT LINKS:


RELATED PODCAST EPISODES:


TIMESTAMPS FOR THIS EPISODE: 


[3:40] Understand your role as a facilitator  
[6:23] The importance of knowing the goal of the session before starting, whether it’s a workshop, leadership retreat, or a team meeting

[13:06] Learn how to create structure with flexibility by making real-time decisions to adjust based on the group’s needs

[18:01] Three ways to build reflection before, during, and after each session to ensure the impact of your session

[22:09] How to reflect with key stakeholders and yourself to grow your skills as a facilitator


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 02 Oct 2024 02:00:00 -0700 Katie Anderson Katie Anderson 1691 Ever felt like your meetings or workshops aren’t moving the needle? How would you like to facilitate your next work session with confidence and ensure that your leaders are leaving motivated, aligned, and action-oriented?


Whether you're a continuous improvement practitioner, consultant, manager, or executive—facilitation is a crucial skill to master to become a transformational change leader. It’s the key to how you influence teams to shift behaviors, make impactful decisions, and drive meaningful results for the organization. 


But great facilitation doesn’t happen by accident.


In this episode, we dive in behind the scenes to uncover the three key facilitation practices you must master to become a skillful facilitator, and some mistakes that you can avoid, so that you can ensure greater impact and make it easy for the team to get the results they need.


Whether you're working with senior leaders or your own teams, becoming a skillful facilitator is key to becoming the go-to person for driving success. It’s not just a valuable skill—it’s the foundation for establishing your credibility and ensuring that your team is engaged, aligned, and empowered to make informed decisions that move the organization forward.


YOU’LL LEARN:


  • Your role as a facilitator to create the process your group needs to meet the end goal
  • How to work with your stakeholders to define the goal of the session so that you can design an agenda to get to the right outcomes 
  • The importance of creating a structured plan while maintaining flexibility to respond to what the group needs in the moment
  • How to to leverage reflection for yourself and the group before, during and after the session to create a bigger impact
  • Mistakes to avoid to become a master facilitator


IMPORTANT LINKS:


RELATED PODCAST EPISODES:


TIMESTAMPS FOR THIS EPISODE: 


[3:40] Understand your role as a facilitator  
[6:23] The importance of knowing the goal of the session before starting, whether it’s a workshop, leadership retreat, or a team meeting

[13:06] Learn how to create structure with flexibility by making real-time decisions to adjust based on the group’s needs

[18:01] Three ways to build reflection before, during, and after each session to ensure the impact of your session

[22:09] How to reflect with key stakeholders and yourself to grow your skills as a facilitator


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 26 | Harness the Power of Storytelling in Leadership [with Carol Cox] 26 | Harness the Power of Storytelling in Leadership [with Carol Cox] full 9a012fc2-aad6-4545-b948-8c0d1abcd9ca http://chainoflearning.com/26 Want to inspire action in your presentations and transform your message from boring to unforgettable?


The secret: it’s not data and facts that create impact — it's your stories.


As humans, we’re wired to remember and respond to stories because they connect with our emotions and drive our decisions.


Storytelling is more than just a trending term; it’s the fundamental way to connect with your audience on a deeper level and how you actually ignite change.


In this episode, Carol Cox and I explore how to harness storytelling to not just share information, but to truly resonate. Regardless if you’re a keynote speaker presenting to a large audience or a leader speaking to your team, discover frameworks and insights on how you can turn simple anecdotes into powerful narratives that captivate, motivate, and inspire.


YOU’LL LEARN:

  • Why our brains are more tuned to stories than facts
  • The difference between just sharing information and truly motivating action
  • How to avoid the “expert trap” and connect on a human level
  • Two practical frameworks to craft compelling stories
  • Real–life examples of powerful storytelling in action


If you are a change leader looking to do more than just share information and genuinely drive action, you won’t want to miss this episode.

ABOUT MY GUEST:

Carol Cox is the founder and CEO of Speaking Your Brand®, a coaching and training company that works with purpose–driven professionals to enhance their thought leadership so they can tell the stories that need to be told and activate ideas for change.


IMPORTANT LINKS:


TIMESTAMPS: 


00:44 The importance of storytelling in making a lasting impact for both business and individual leaders
04:48 How to avoid "expert trap" where leaders rely too heavily on data and information

10:55 The difference between sharing an anecdote and creating an emotionally compelling story
12:30 How the  “Challenge, Choice, Outcome” framework can help you identify and shape your experiences into stories

12:38 IDEAL framework to enhance your storytelling and applying it effectively in various settings
30:12 Categories that can help you identify impactful stories to create your story bank

35:58 Practical tips to make your presentations more engaging and memorable


Participate in my Survey:
LINK HERE
Thank you

]]> Want to inspire action in your presentations and transform your message from boring to unforgettable?


The secret: it’s not data and facts that create impact — it's your stories.


As humans, we’re wired to remember and respond to stories because they connect with our emotions and drive our decisions.


Storytelling is more than just a trending term; it’s the fundamental way to connect with your audience on a deeper level and how you actually ignite change.


In this episode, Carol Cox and I explore how to harness storytelling to not just share information, but to truly resonate. Regardless if you’re a keynote speaker presenting to a large audience or a leader speaking to your team, discover frameworks and insights on how you can turn simple anecdotes into powerful narratives that captivate, motivate, and inspire.


YOU’LL LEARN:

  • Why our brains are more tuned to stories than facts
  • The difference between just sharing information and truly motivating action
  • How to avoid the “expert trap” and connect on a human level
  • Two practical frameworks to craft compelling stories
  • Real–life examples of powerful storytelling in action


If you are a change leader looking to do more than just share information and genuinely drive action, you won’t want to miss this episode.

ABOUT MY GUEST:

Carol Cox is the founder and CEO of Speaking Your Brand®, a coaching and training company that works with purpose–driven professionals to enhance their thought leadership so they can tell the stories that need to be told and activate ideas for change.


IMPORTANT LINKS:


TIMESTAMPS: 


00:44 The importance of storytelling in making a lasting impact for both business and individual leaders
04:48 How to avoid "expert trap" where leaders rely too heavily on data and information

10:55 The difference between sharing an anecdote and creating an emotionally compelling story
12:30 How the  “Challenge, Choice, Outcome” framework can help you identify and shape your experiences into stories

12:38 IDEAL framework to enhance your storytelling and applying it effectively in various settings
30:12 Categories that can help you identify impactful stories to create your story bank

35:58 Practical tips to make your presentations more engaging and memorable


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 18 Sep 2024 02:00:00 -0700 Katie Anderson Katie Anderson 2302 Want to inspire action in your presentations and transform your message from boring to unforgettable?


The secret: it’s not data and facts that create impact — it's your stories.


As humans, we’re wired to remember and respond to stories because they connect with our emotions and drive our decisions.


Storytelling is more than just a trending term; it’s the fundamental way to connect with your audience on a deeper level and how you actually ignite change.


In this episode, Carol Cox and I explore how to harness storytelling to not just share information, but to truly resonate. Regardless if you’re a keynote speaker presenting to a large audience or a leader speaking to your team, discover frameworks and insights on how you can turn simple anecdotes into powerful narratives that captivate, motivate, and inspire.


YOU’LL LEARN:

  • Why our brains are more tuned to stories than facts
  • The difference between just sharing information and truly motivating action
  • How to avoid the “expert trap” and connect on a human level
  • Two practical frameworks to craft compelling stories
  • Real–life examples of powerful storytelling in action


If you are a change leader looking to do more than just share information and genuinely drive action, you won’t want to miss this episode.

ABOUT MY GUEST:

Carol Cox is the founder and CEO of Speaking Your Brand®, a coaching and training company that works with purpose–driven professionals to enhance their thought leadership so they can tell the stories that need to be told and activate ideas for change.


IMPORTANT LINKS:


TIMESTAMPS: 


00:44 The importance of storytelling in making a lasting impact for both business and individual leaders
04:48 How to avoid "expert trap" where leaders rely too heavily on data and information

10:55 The difference between sharing an anecdote and creating an emotionally compelling story
12:30 How the  “Challenge, Choice, Outcome” framework can help you identify and shape your experiences into stories

12:38 IDEAL framework to enhance your storytelling and applying it effectively in various settings
30:12 Categories that can help you identify impactful stories to create your story bank

35:58 Practical tips to make your presentations more engaging and memorable


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 25 | Get Results Through the Power of Serious Leadership [with Kecia Kelly and Amy Chaumeton] 25 | Get Results Through the Power of Serious Leadership [with Kecia Kelly and Amy Chaumeton] full fcb075a8-0eba-4857-b060-ac379d474677 http://chainoflearning.com/25 Do you and your leadership team feel burdened by solving all the problems that get in the way of achieving the results your organization needs?


You’re not alone. 


This is the crux of the leadership challenge: transitioning from being the primary problem-solver to a transformational leader who creates the conditions for their people to achieve results. 


This requires a shift in mindset and a shift in behavior, and leaders must be serious about both.


So, what does it take—especially as a senior leader—to truly create a culture of continuous improvement?


To explore the journey to becoming a more serious leader, one striving to create a high performing organization in today's complex work environments, I invited two senior healthcare executives to the podcast. 


Drs. Kecia Kelly, SVP & Chief Nursing Officer, and Amy Chaumeton, Associate Chief Medical Officer at Legacy Health share the changes they’re making in their leadership approach, including how they're creating alignment around mission and purpose, nurturing their teams’ problem-solving capabilities, and fostering joy and human connection in the workplace. 


(Plus, you’ll hear how my Japan Study Trip leadership program has accelerated their leadership growth through a shared learning experience and purposeful reflection, and the positive effects these shifts are having on their teams and organizational outcomes.)


Whether you're an executive, operational leader, or coach guiding leaders to success, you won’t want to miss this episode. Tune in to discover how to transform your leadership and empower your teams to create a culture of excellence.


YOU'LL LEARN:

  • What it means to be a “serious” leader
  • Why developing yourself goes beyond education and certifications to putting into practice the actions to understand and support the work of your team
  • How to overcome burnout in the workplace by creating a more joyful people-centered work environment
  • The leadership impact of unburdening yourself from solving all your organizations’ problems by developing your teams’ capabilities for getting results and sustainable improvements.
  • The value of collective reflection among senior leaders to achieve alignment and clarity in organizational goals


IMPORTANT LINKS:

TIMESTAMPS:

05:01 Challenges Amy & Kecia’s faced at Legacy Health and healthcare

08:51 Kecia & Amy’s approach to leading differently at Legacy Health 

12:54 Amy’s “aha” moment on the Japan study trip and how it’s impacted her leadership

16:04 How Kecia now supports problem-solving within her team

16:40 How to create sustained improvement

22:49 How to be a “serious leader”

26:09 The significance of alignment and having a clear mission across the organization

28:14 The importance of leading with intention and respect for people

35:09 Behavior shifts in becoming a serious leader

44:58 The value of going on the Japan Study Trip as an executive leadership cohort


Participate in my Survey:
LINK HERE
Thank you

]]> Do you and your leadership team feel burdened by solving all the problems that get in the way of achieving the results your organization needs?


You’re not alone. 


This is the crux of the leadership challenge: transitioning from being the primary problem-solver to a transformational leader who creates the conditions for their people to achieve results. 


This requires a shift in mindset and a shift in behavior, and leaders must be serious about both.


So, what does it take—especially as a senior leader—to truly create a culture of continuous improvement?


To explore the journey to becoming a more serious leader, one striving to create a high performing organization in today's complex work environments, I invited two senior healthcare executives to the podcast. 


Drs. Kecia Kelly, SVP & Chief Nursing Officer, and Amy Chaumeton, Associate Chief Medical Officer at Legacy Health share the changes they’re making in their leadership approach, including how they're creating alignment around mission and purpose, nurturing their teams’ problem-solving capabilities, and fostering joy and human connection in the workplace. 


(Plus, you’ll hear how my Japan Study Trip leadership program has accelerated their leadership growth through a shared learning experience and purposeful reflection, and the positive effects these shifts are having on their teams and organizational outcomes.)


Whether you're an executive, operational leader, or coach guiding leaders to success, you won’t want to miss this episode. Tune in to discover how to transform your leadership and empower your teams to create a culture of excellence.


YOU'LL LEARN:

  • What it means to be a “serious” leader
  • Why developing yourself goes beyond education and certifications to putting into practice the actions to understand and support the work of your team
  • How to overcome burnout in the workplace by creating a more joyful people-centered work environment
  • The leadership impact of unburdening yourself from solving all your organizations’ problems by developing your teams’ capabilities for getting results and sustainable improvements.
  • The value of collective reflection among senior leaders to achieve alignment and clarity in organizational goals


IMPORTANT LINKS:

TIMESTAMPS:

05:01 Challenges Amy & Kecia’s faced at Legacy Health and healthcare

08:51 Kecia & Amy’s approach to leading differently at Legacy Health 

12:54 Amy’s “aha” moment on the Japan study trip and how it’s impacted her leadership

16:04 How Kecia now supports problem-solving within her team

16:40 How to create sustained improvement

22:49 How to be a “serious leader”

26:09 The significance of alignment and having a clear mission across the organization

28:14 The importance of leading with intention and respect for people

35:09 Behavior shifts in becoming a serious leader

44:58 The value of going on the Japan Study Trip as an executive leadership cohort


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 04 Sep 2024 02:00:00 -0700 Katie Anderson Katie Anderson 3140 Do you and your leadership team feel burdened by solving all the problems that get in the way of achieving the results your organization needs?


You’re not alone. 


This is the crux of the leadership challenge: transitioning from being the primary problem-solver to a transformational leader who creates the conditions for their people to achieve results. 


This requires a shift in mindset and a shift in behavior, and leaders must be serious about both.


So, what does it take—especially as a senior leader—to truly create a culture of continuous improvement?


To explore the journey to becoming a more serious leader, one striving to create a high performing organization in today's complex work environments, I invited two senior healthcare executives to the podcast. 


Drs. Kecia Kelly, SVP & Chief Nursing Officer, and Amy Chaumeton, Associate Chief Medical Officer at Legacy Health share the changes they’re making in their leadership approach, including how they're creating alignment around mission and purpose, nurturing their teams’ problem-solving capabilities, and fostering joy and human connection in the workplace. 


(Plus, you’ll hear how my Japan Study Trip leadership program has accelerated their leadership growth through a shared learning experience and purposeful reflection, and the positive effects these shifts are having on their teams and organizational outcomes.)


Whether you're an executive, operational leader, or coach guiding leaders to success, you won’t want to miss this episode. Tune in to discover how to transform your leadership and empower your teams to create a culture of excellence.


YOU'LL LEARN:

  • What it means to be a “serious” leader
  • Why developing yourself goes beyond education and certifications to putting into practice the actions to understand and support the work of your team
  • How to overcome burnout in the workplace by creating a more joyful people-centered work environment
  • The leadership impact of unburdening yourself from solving all your organizations’ problems by developing your teams’ capabilities for getting results and sustainable improvements.
  • The value of collective reflection among senior leaders to achieve alignment and clarity in organizational goals


IMPORTANT LINKS:

TIMESTAMPS:

05:01 Challenges Amy & Kecia’s faced at Legacy Health and healthcare

08:51 Kecia & Amy’s approach to leading differently at Legacy Health 

12:54 Amy’s “aha” moment on the Japan study trip and how it’s impacted her leadership

16:04 How Kecia now supports problem-solving within her team

16:40 How to create sustained improvement

22:49 How to be a “serious leader”

26:09 The significance of alignment and having a clear mission across the organization

28:14 The importance of leading with intention and respect for people

35:09 Behavior shifts in becoming a serious leader

44:58 The value of going on the Japan Study Trip as an executive leadership cohort


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 24 | Deming’s Journey to Profound Knowledge [with John Willis] 24 | Deming’s Journey to Profound Knowledge [with John Willis] full f97f6376-ece3-4023-8192-bad5d9d68077 http://chainoflearning.com/24 If you're passionate about continuous improvement, quality, or operational excellence, chances are Dr. W. Edwards Deming has shaped your journey—even if you haven't realized it yet.


But do you know how this influence came about and the profound impact Deming’s management theories have had on shaping quality and improvement approaches such as Lean, Agile, and DevOps?


I've invited John Willis, author of "Deming's Journey to Profound Knowledge," to today’s episode to explore Deming’s learning journey to become the father of the quality movement and how he influenced the development of the Toyota Production System and Japan’s rebirth following World War II.


We discuss Deming's pioneering management teachings and how you can apply his System of Profound Knowledge to solve problems in today's complex work environments.


We also explore the four lenses of the System of Profound Knowledge—appreciation for a system, understanding variation, theory of knowledge, and psychology—and how integrating these concepts can elevate your approach to leadership and improvement.


Tune in to discover how you can apply these management theories to solve the complex problems within your organization today.

YOU’LL LEARN: 

  • The fundamental essence of leadership and how connecting people with purpose can drive organizational success.
  • The significance of Deming's System of Profound Knowledge and the integration of its four components.
  • How experiencing lean principles in action differs from theoretical knowledge and why it's critical for effective change leadership.
  • The role of psychological safety in fostering an environment where everyone's input is valued.
  • Insights on how Deming’s principles apply to contemporary challenges, such as generative AI, emphasizing the importance of operational definitions and probability in managing complex systems.


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] An introduction to today’s guest and author of "Deming's Journey to Profound Knowledge," John Willis
  • [05:04] Dr. Deming’s concept of profound knowledge
  • [05:43] The four elements to understand complexity 
  • [12:23] How the Toyota Way pillar of Continuous Improvement = Wisdom and Kaizen 
  • [20:13] The impact of a collaborative culture 
  • [24:03] Deming’s people-centered leadership approach 
  • [28:56] John’s key takeaways a year after joining my executive Japan Study Trip leadership program
  • [41:39] John’s advice on applying Deming’s principles today and the development of GenAI

Participate in my Survey:
LINK HERE
Thank you

]]> If you're passionate about continuous improvement, quality, or operational excellence, chances are Dr. W. Edwards Deming has shaped your journey—even if you haven't realized it yet.


But do you know how this influence came about and the profound impact Deming’s management theories have had on shaping quality and improvement approaches such as Lean, Agile, and DevOps?


I've invited John Willis, author of "Deming's Journey to Profound Knowledge," to today’s episode to explore Deming’s learning journey to become the father of the quality movement and how he influenced the development of the Toyota Production System and Japan’s rebirth following World War II.


We discuss Deming's pioneering management teachings and how you can apply his System of Profound Knowledge to solve problems in today's complex work environments.


We also explore the four lenses of the System of Profound Knowledge—appreciation for a system, understanding variation, theory of knowledge, and psychology—and how integrating these concepts can elevate your approach to leadership and improvement.


Tune in to discover how you can apply these management theories to solve the complex problems within your organization today.

YOU’LL LEARN: 

  • The fundamental essence of leadership and how connecting people with purpose can drive organizational success.
  • The significance of Deming's System of Profound Knowledge and the integration of its four components.
  • How experiencing lean principles in action differs from theoretical knowledge and why it's critical for effective change leadership.
  • The role of psychological safety in fostering an environment where everyone's input is valued.
  • Insights on how Deming’s principles apply to contemporary challenges, such as generative AI, emphasizing the importance of operational definitions and probability in managing complex systems.


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] An introduction to today’s guest and author of "Deming's Journey to Profound Knowledge," John Willis
  • [05:04] Dr. Deming’s concept of profound knowledge
  • [05:43] The four elements to understand complexity 
  • [12:23] How the Toyota Way pillar of Continuous Improvement = Wisdom and Kaizen 
  • [20:13] The impact of a collaborative culture 
  • [24:03] Deming’s people-centered leadership approach 
  • [28:56] John’s key takeaways a year after joining my executive Japan Study Trip leadership program
  • [41:39] John’s advice on applying Deming’s principles today and the development of GenAI

Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 21 Aug 2024 02:00:00 -0700 Katie Anderson Katie Anderson 3173 If you're passionate about continuous improvement, quality, or operational excellence, chances are Dr. W. Edwards Deming has shaped your journey—even if you haven't realized it yet.


But do you know how this influence came about and the profound impact Deming’s management theories have had on shaping quality and improvement approaches such as Lean, Agile, and DevOps?


I've invited John Willis, author of "Deming's Journey to Profound Knowledge," to today’s episode to explore Deming’s learning journey to become the father of the quality movement and how he influenced the development of the Toyota Production System and Japan’s rebirth following World War II.


We discuss Deming's pioneering management teachings and how you can apply his System of Profound Knowledge to solve problems in today's complex work environments.


We also explore the four lenses of the System of Profound Knowledge—appreciation for a system, understanding variation, theory of knowledge, and psychology—and how integrating these concepts can elevate your approach to leadership and improvement.


Tune in to discover how you can apply these management theories to solve the complex problems within your organization today.

YOU’LL LEARN: 

  • The fundamental essence of leadership and how connecting people with purpose can drive organizational success.
  • The significance of Deming's System of Profound Knowledge and the integration of its four components.
  • How experiencing lean principles in action differs from theoretical knowledge and why it's critical for effective change leadership.
  • The role of psychological safety in fostering an environment where everyone's input is valued.
  • Insights on how Deming’s principles apply to contemporary challenges, such as generative AI, emphasizing the importance of operational definitions and probability in managing complex systems.


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] An introduction to today’s guest and author of "Deming's Journey to Profound Knowledge," John Willis
  • [05:04] Dr. Deming’s concept of profound knowledge
  • [05:43] The four elements to understand complexity 
  • [12:23] How the Toyota Way pillar of Continuous Improvement = Wisdom and Kaizen 
  • [20:13] The impact of a collaborative culture 
  • [24:03] Deming’s people-centered leadership approach 
  • [28:56] John’s key takeaways a year after joining my executive Japan Study Trip leadership program
  • [41:39] John’s advice on applying Deming’s principles today and the development of GenAI

Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 23 | Create the Winning Link in Your Strategy [with Billy Ray Taylor] 23 | Create the Winning Link in Your Strategy [with Billy Ray Taylor] full 8585f09e-76e2-4211-ad52-8bc0cee2467e http://chainoflearning.com/23 What does “winning” mean to you as a leader? And what is your leadership role  in creating a winning strategy and organizational culture?


According to Billy Ray Taylor, CEO and President at LinkedXL and former Goodyear Tire executive, winning is not only about setting a clear strategy and aligning on the goals and metrics, but engaging your team members and defining the actions to get there.  


Billy and I recorded this episode back in 2022, just as his book “The Winning Link: A Proven Process to Define, Align, and Execute Strategy at Every Level” was about to be released – and I wanted to bring the conversation here for you to learn from Billy’s wisdom and insights about the humanity of leadership and how to win.  


In this conversation you’ll hear stories from Billy’s leadership at Goodyear, highlights from his book, the importance of DEI in building a winning culture, and Billy’s greatest challenge – and greatest learning – as a leader.


Remember, the winning link in your organization is your people, and it’s the connection of links of people together that creates and grows our Chain of Learning.


YOU’LL LEARN: 

  • How to define and align your strategy and goals to ensure organizational success by focusing on clear standards and processes.
  • The importance of not just making metrics visible – but “making people visible” –  by acknowledging their contributions is crucial for fostering a culture of psychological safety and engagement.
  • The significance of servant leadership in valuing individuals' thoughts and experiences, regardless of their position within the organization.
  • The difference between key performance actions (KPAs) and key performance indicators (KPIs) and how to leverage them to achieve significant performance improvements.
  • Actionable advice on creating common meaning through language and connecting with your team, based on real-life examples and practices.


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] The importance of value and respect in leadership 
  • [03:07] Helpful practices that have shaped Billy’s leadership approach 
  • [06:59] The power of embracing who you are as a leader
  • [09:38] How to connect an entire organization (“LinkedXL”)
  • [11:25] What “winning” really means according to Billy
  • [13:54] The link between KPAs and KPIs
  • [18:02] The importance of DEI and inclusion
  • [23:45] The power of trust within large organizations 
  • [26:44] Billy’s learnings from his book
  • [31:22] Billy’s greatest challenge as a leader



Participate in my Survey:
LINK HERE
Thank you

]]> What does “winning” mean to you as a leader? And what is your leadership role  in creating a winning strategy and organizational culture?


According to Billy Ray Taylor, CEO and President at LinkedXL and former Goodyear Tire executive, winning is not only about setting a clear strategy and aligning on the goals and metrics, but engaging your team members and defining the actions to get there.  


Billy and I recorded this episode back in 2022, just as his book “The Winning Link: A Proven Process to Define, Align, and Execute Strategy at Every Level” was about to be released – and I wanted to bring the conversation here for you to learn from Billy’s wisdom and insights about the humanity of leadership and how to win.  


In this conversation you’ll hear stories from Billy’s leadership at Goodyear, highlights from his book, the importance of DEI in building a winning culture, and Billy’s greatest challenge – and greatest learning – as a leader.


Remember, the winning link in your organization is your people, and it’s the connection of links of people together that creates and grows our Chain of Learning.


YOU’LL LEARN: 

  • How to define and align your strategy and goals to ensure organizational success by focusing on clear standards and processes.
  • The importance of not just making metrics visible – but “making people visible” –  by acknowledging their contributions is crucial for fostering a culture of psychological safety and engagement.
  • The significance of servant leadership in valuing individuals' thoughts and experiences, regardless of their position within the organization.
  • The difference between key performance actions (KPAs) and key performance indicators (KPIs) and how to leverage them to achieve significant performance improvements.
  • Actionable advice on creating common meaning through language and connecting with your team, based on real-life examples and practices.


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] The importance of value and respect in leadership 
  • [03:07] Helpful practices that have shaped Billy’s leadership approach 
  • [06:59] The power of embracing who you are as a leader
  • [09:38] How to connect an entire organization (“LinkedXL”)
  • [11:25] What “winning” really means according to Billy
  • [13:54] The link between KPAs and KPIs
  • [18:02] The importance of DEI and inclusion
  • [23:45] The power of trust within large organizations 
  • [26:44] Billy’s learnings from his book
  • [31:22] Billy’s greatest challenge as a leader



Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 07 Aug 2024 02:00:00 -0700 Katie Anderson Katie Anderson 2258 What does “winning” mean to you as a leader? And what is your leadership role  in creating a winning strategy and organizational culture?


According to Billy Ray Taylor, CEO and President at LinkedXL and former Goodyear Tire executive, winning is not only about setting a clear strategy and aligning on the goals and metrics, but engaging your team members and defining the actions to get there.  


Billy and I recorded this episode back in 2022, just as his book “The Winning Link: A Proven Process to Define, Align, and Execute Strategy at Every Level” was about to be released – and I wanted to bring the conversation here for you to learn from Billy’s wisdom and insights about the humanity of leadership and how to win.  


In this conversation you’ll hear stories from Billy’s leadership at Goodyear, highlights from his book, the importance of DEI in building a winning culture, and Billy’s greatest challenge – and greatest learning – as a leader.


Remember, the winning link in your organization is your people, and it’s the connection of links of people together that creates and grows our Chain of Learning.


YOU’LL LEARN: 

  • How to define and align your strategy and goals to ensure organizational success by focusing on clear standards and processes.
  • The importance of not just making metrics visible – but “making people visible” –  by acknowledging their contributions is crucial for fostering a culture of psychological safety and engagement.
  • The significance of servant leadership in valuing individuals' thoughts and experiences, regardless of their position within the organization.
  • The difference between key performance actions (KPAs) and key performance indicators (KPIs) and how to leverage them to achieve significant performance improvements.
  • Actionable advice on creating common meaning through language and connecting with your team, based on real-life examples and practices.


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] The importance of value and respect in leadership 
  • [03:07] Helpful practices that have shaped Billy’s leadership approach 
  • [06:59] The power of embracing who you are as a leader
  • [09:38] How to connect an entire organization (“LinkedXL”)
  • [11:25] What “winning” really means according to Billy
  • [13:54] The link between KPAs and KPIs
  • [18:02] The importance of DEI and inclusion
  • [23:45] The power of trust within large organizations 
  • [26:44] Billy’s learnings from his book
  • [31:22] Billy’s greatest challenge as a leader



Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 22 | Hansei and The Power of Reflection: Leading to Learn Part 2 [with Isao Yoshino] 22 | Hansei and The Power of Reflection: Leading to Learn Part 2 [with Isao Yoshino] full aefb9cfa-c964-471d-8b0b-6942fb59bbde http://chainoflearning.com/22 Have you ever paused to reflect on the critical moments of your life and realized their impact on your own trajectory and others' lives?


In this special episode of Chain of Learning, I welcome back Isao Yoshino as we celebrate our decade-long partnership and the anniversary of our book "Learning to Lead, Leading to Learn." Together, we discuss the power of hansei—reflection—as the cornerstone of learning and wisdom.


We reflect on the journey of writing the book, the strength of our partnership, and the importance of asking the right questions. Mr. Yoshino shares how he continues to learn and grow from the book's lessons while uncovering the profound impact of reflection on his personal and professional development.


Join us as we explore practical ways to develop the habit of reflection, empowering you to gain new perspectives and insights.


Because remember, reflection is the crucial link in your chain of learning, guiding you toward continuous improvement and deeper wisdom.


YOU’LL LEARN: 

  • How reflection - hansei in Japanese - is crucial for effective leadership and continuous improvement. 
  • How failures can serve as powerful learning opportunities, and the significance of fostering a culture that embraces mistakes for deeper understanding and innovation.
  • True learning happens through continuous reflection on both good and bad experiences, which leads to new insights and better decision-making.
  • How "Learning to Lead, Leading to Learn" is not meant to be read just once; it is a resource for ongoing reflection and deep learning.
  • The importance of a personal reflection process and how it can significantly contribute to one's leadership and personal growth journey.


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] Introduction to the power of reflection, or hansei, with guest Isao Yoshino
  • [03:12] Overview of the concept of hansei – reflection – why it’s important and how it influenced the writing of Learning to Lead, Leading to Learn
  • [09:24] The importance of having an attitude toward learning 
  • [14:06] Mr. Yoshino’s definition of powerful and hat makes Learning to Lead Leading to Learn powerful 
  • [23:46] Mr. Yoshino’s learnings based on his new perspective 
  • [28:59] The importance of asking open questions and hearing other people’s challenges and struggles 
  • [30:00] A framework to help you practice reflection
  • [34:51] How one plus one equals more than two

Participate in my Survey:
LINK HERE
Thank you

]]> Have you ever paused to reflect on the critical moments of your life and realized their impact on your own trajectory and others' lives?


In this special episode of Chain of Learning, I welcome back Isao Yoshino as we celebrate our decade-long partnership and the anniversary of our book "Learning to Lead, Leading to Learn." Together, we discuss the power of hansei—reflection—as the cornerstone of learning and wisdom.


We reflect on the journey of writing the book, the strength of our partnership, and the importance of asking the right questions. Mr. Yoshino shares how he continues to learn and grow from the book's lessons while uncovering the profound impact of reflection on his personal and professional development.


Join us as we explore practical ways to develop the habit of reflection, empowering you to gain new perspectives and insights.


Because remember, reflection is the crucial link in your chain of learning, guiding you toward continuous improvement and deeper wisdom.


YOU’LL LEARN: 

  • How reflection - hansei in Japanese - is crucial for effective leadership and continuous improvement. 
  • How failures can serve as powerful learning opportunities, and the significance of fostering a culture that embraces mistakes for deeper understanding and innovation.
  • True learning happens through continuous reflection on both good and bad experiences, which leads to new insights and better decision-making.
  • How "Learning to Lead, Leading to Learn" is not meant to be read just once; it is a resource for ongoing reflection and deep learning.
  • The importance of a personal reflection process and how it can significantly contribute to one's leadership and personal growth journey.


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] Introduction to the power of reflection, or hansei, with guest Isao Yoshino
  • [03:12] Overview of the concept of hansei – reflection – why it’s important and how it influenced the writing of Learning to Lead, Leading to Learn
  • [09:24] The importance of having an attitude toward learning 
  • [14:06] Mr. Yoshino’s definition of powerful and hat makes Learning to Lead Leading to Learn powerful 
  • [23:46] Mr. Yoshino’s learnings based on his new perspective 
  • [28:59] The importance of asking open questions and hearing other people’s challenges and struggles 
  • [30:00] A framework to help you practice reflection
  • [34:51] How one plus one equals more than two

Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 24 Jul 2024 02:00:00 -0700 Katie Anderson Katie Anderson 3379 Have you ever paused to reflect on the critical moments of your life and realized their impact on your own trajectory and others' lives?


In this special episode of Chain of Learning, I welcome back Isao Yoshino as we celebrate our decade-long partnership and the anniversary of our book "Learning to Lead, Leading to Learn." Together, we discuss the power of hansei—reflection—as the cornerstone of learning and wisdom.


We reflect on the journey of writing the book, the strength of our partnership, and the importance of asking the right questions. Mr. Yoshino shares how he continues to learn and grow from the book's lessons while uncovering the profound impact of reflection on his personal and professional development.


Join us as we explore practical ways to develop the habit of reflection, empowering you to gain new perspectives and insights.


Because remember, reflection is the crucial link in your chain of learning, guiding you toward continuous improvement and deeper wisdom.


YOU’LL LEARN: 

  • How reflection - hansei in Japanese - is crucial for effective leadership and continuous improvement. 
  • How failures can serve as powerful learning opportunities, and the significance of fostering a culture that embraces mistakes for deeper understanding and innovation.
  • True learning happens through continuous reflection on both good and bad experiences, which leads to new insights and better decision-making.
  • How "Learning to Lead, Leading to Learn" is not meant to be read just once; it is a resource for ongoing reflection and deep learning.
  • The importance of a personal reflection process and how it can significantly contribute to one's leadership and personal growth journey.


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] Introduction to the power of reflection, or hansei, with guest Isao Yoshino
  • [03:12] Overview of the concept of hansei – reflection – why it’s important and how it influenced the writing of Learning to Lead, Leading to Learn
  • [09:24] The importance of having an attitude toward learning 
  • [14:06] Mr. Yoshino’s definition of powerful and hat makes Learning to Lead Leading to Learn powerful 
  • [23:46] Mr. Yoshino’s learnings based on his new perspective 
  • [28:59] The importance of asking open questions and hearing other people’s challenges and struggles 
  • [30:00] A framework to help you practice reflection
  • [34:51] How one plus one equals more than two

Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 21 | Build A Chain of Learning: Leading to Learn Part 1 [with Isao Yoshino] 21 | Build A Chain of Learning: Leading to Learn Part 1 [with Isao Yoshino] full a1acf749-3ce9-4974-be5b-144a4fa895dc http://chainoflearning.com/21 Today's guest, Isao Yoshino, a 40-year Toyota leader, has influenced thousands of leaders worldwide and inspired my book, "Learning to Lead, Leading to Learn."


Join us as we celebrate two anniversaries: our first meeting in July 2014 and the four-year anniversary of our book. In Part 1 of our conversation, Mr. Yoshino shares his insights on leadership, learning, and the Chain of Learning® concept.


We'll discuss lessons from successes and failures, the strength of connections, and people-oriented leadership. Whether you're looking to implement these practices with your team or find inspiration for your leadership journey, this episode is full of actionable insights from one of the wisest and most caring leaders I know.

YOU’LL LEARN: 

  • The importance of seriousness in demonstrating your commitment to your people, developing a strong organizational culture, and modeling the way.
  • How establishing patience as a foundational attitude is essential to your leadership effectiveness and organizational success.
  • Strategies for fostering personal and professional growth by learning from both successes and failures.
  • Practical advice on translating Toyota’s practices into your leadership approach, emphasizing commitment, patience, and continuous learning.
  • Insights into Toyota's people-centered learning culture and how you can foster this culture in your organization.


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] Introduction to Chain of Learning with guest Isao Yoshino
  • [05:17] What ‘Chain of Learning’ means to Mr. Yoshino 
  • [11:25] The importance of leaders asking questions 
  • [15:37] What Mr. Yoshino has learned about leadership
  • [17:51] Why ‘seriousness’ is so vital 
  • [21:46] Combining seriousness with patience 
  • [27:24] The power of working at Toyota 
  • [33:25] Mr. Yoshino’s advice to himself and you
  • [35:45] Katie’s key takeaways from the conversation



Participate in my Survey:
LINK HERE
Thank you

]]> Today's guest, Isao Yoshino, a 40-year Toyota leader, has influenced thousands of leaders worldwide and inspired my book, "Learning to Lead, Leading to Learn."


Join us as we celebrate two anniversaries: our first meeting in July 2014 and the four-year anniversary of our book. In Part 1 of our conversation, Mr. Yoshino shares his insights on leadership, learning, and the Chain of Learning® concept.


We'll discuss lessons from successes and failures, the strength of connections, and people-oriented leadership. Whether you're looking to implement these practices with your team or find inspiration for your leadership journey, this episode is full of actionable insights from one of the wisest and most caring leaders I know.

YOU’LL LEARN: 

  • The importance of seriousness in demonstrating your commitment to your people, developing a strong organizational culture, and modeling the way.
  • How establishing patience as a foundational attitude is essential to your leadership effectiveness and organizational success.
  • Strategies for fostering personal and professional growth by learning from both successes and failures.
  • Practical advice on translating Toyota’s practices into your leadership approach, emphasizing commitment, patience, and continuous learning.
  • Insights into Toyota's people-centered learning culture and how you can foster this culture in your organization.


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] Introduction to Chain of Learning with guest Isao Yoshino
  • [05:17] What ‘Chain of Learning’ means to Mr. Yoshino 
  • [11:25] The importance of leaders asking questions 
  • [15:37] What Mr. Yoshino has learned about leadership
  • [17:51] Why ‘seriousness’ is so vital 
  • [21:46] Combining seriousness with patience 
  • [27:24] The power of working at Toyota 
  • [33:25] Mr. Yoshino’s advice to himself and you
  • [35:45] Katie’s key takeaways from the conversation



Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 10 Jul 2024 02:00:00 -0700 Katie Anderson Katie Anderson 2351 Today's guest, Isao Yoshino, a 40-year Toyota leader, has influenced thousands of leaders worldwide and inspired my book, "Learning to Lead, Leading to Learn."


Join us as we celebrate two anniversaries: our first meeting in July 2014 and the four-year anniversary of our book. In Part 1 of our conversation, Mr. Yoshino shares his insights on leadership, learning, and the Chain of Learning® concept.


We'll discuss lessons from successes and failures, the strength of connections, and people-oriented leadership. Whether you're looking to implement these practices with your team or find inspiration for your leadership journey, this episode is full of actionable insights from one of the wisest and most caring leaders I know.

YOU’LL LEARN: 

  • The importance of seriousness in demonstrating your commitment to your people, developing a strong organizational culture, and modeling the way.
  • How establishing patience as a foundational attitude is essential to your leadership effectiveness and organizational success.
  • Strategies for fostering personal and professional growth by learning from both successes and failures.
  • Practical advice on translating Toyota’s practices into your leadership approach, emphasizing commitment, patience, and continuous learning.
  • Insights into Toyota's people-centered learning culture and how you can foster this culture in your organization.


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] Introduction to Chain of Learning with guest Isao Yoshino
  • [05:17] What ‘Chain of Learning’ means to Mr. Yoshino 
  • [11:25] The importance of leaders asking questions 
  • [15:37] What Mr. Yoshino has learned about leadership
  • [17:51] Why ‘seriousness’ is so vital 
  • [21:46] Combining seriousness with patience 
  • [27:24] The power of working at Toyota 
  • [33:25] Mr. Yoshino’s advice to himself and you
  • [35:45] Katie’s key takeaways from the conversation



Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 20 | How to Coach Executives and Influence Transformational Change [with Brad Toussaint] 20 | How to Coach Executives and Influence Transformational Change [with Brad Toussaint] full dfc3b773-2484-4931-962f-a83aed65a75f http://chainoflearning.com/20 Have you ever received blank stares from leaders when you’ve advocated that they adopt an improvement method or tool you know will help them? 


Perhaps the problem is not your idea but rather that you aren’t communicating in a way that connects these concepts with the business outcomes they need or in language that they understand.


One hurdle that can hinder your effectiveness in influencing executives is the very thing that makes you valuable in your position and as a passionate continuous improvement leader  –  your technical expertise and problem-solving ability.


That’s why, in this episode, Brad Toussaint and I explore the importance of communicating in ways that resonate with senior leaders about the outcomes and business results they need. We then discussed how to coach leaders to develop the behaviors, practices, and systems that will lead to those results.   


We also discuss the critical shift you need to make from being the doer of improvements to becoming a coach to executives to enable them to be serious about what it takes to lead change and their essential role in setting direction and creating the conditions for people to be successful.   


Being an effective change leader and coach isn’t just about having technical know-how—it’s about explaining all the methods, tools, and behaviors in a way that business leaders and executives can understand and then apply.


YOU’LL LEARN: 

  • How transitioning from a 'doer' of improvements to a coach and enabler of managers and executives can drive sustainable change
  • Different strategies for simplifying complex principles, making them accessible and actionable for leaders
  • Three important things to include when communicating to leaders: the reason for change, expected results, and methods 
  • The importance of observation and reflection in driving learning forward and the challenge of integrating them into practice
  • How to help leaders demonstrate they are serious about leading change 

Tune in now to learn more about leadership, change management, and the importance of speaking in a language that resonates to align, influence, and coach leaders – so that you can propel sustainable change and get needed results. 


IMPORTANT LINKS:

TIMESTAMPS:

  • [00:00] How to improve as a change leader
  • [03:38] How Brad coaches executives and leads change 
  • [09:42] How to speak in a way that connects you to your leaders
  • [10:34] Using language as a force for leadership
  • [13:52] Simplifying terms and topics 
  • [23:27] Management should focus on process and people
  • [28:20] Reflection time is valuable for busy leaders
  • [33:35] Why leaders should deeply understand their role and their people
  • [39:00] Why leaders must pull, not just push change
  • [40:35] Three important characteristics you need to lead change

Participate in my Survey:
LINK HERE
Thank you

]]> Have you ever received blank stares from leaders when you’ve advocated that they adopt an improvement method or tool you know will help them? 


Perhaps the problem is not your idea but rather that you aren’t communicating in a way that connects these concepts with the business outcomes they need or in language that they understand.


One hurdle that can hinder your effectiveness in influencing executives is the very thing that makes you valuable in your position and as a passionate continuous improvement leader  –  your technical expertise and problem-solving ability.


That’s why, in this episode, Brad Toussaint and I explore the importance of communicating in ways that resonate with senior leaders about the outcomes and business results they need. We then discussed how to coach leaders to develop the behaviors, practices, and systems that will lead to those results.   


We also discuss the critical shift you need to make from being the doer of improvements to becoming a coach to executives to enable them to be serious about what it takes to lead change and their essential role in setting direction and creating the conditions for people to be successful.   


Being an effective change leader and coach isn’t just about having technical know-how—it’s about explaining all the methods, tools, and behaviors in a way that business leaders and executives can understand and then apply.


YOU’LL LEARN: 

  • How transitioning from a 'doer' of improvements to a coach and enabler of managers and executives can drive sustainable change
  • Different strategies for simplifying complex principles, making them accessible and actionable for leaders
  • Three important things to include when communicating to leaders: the reason for change, expected results, and methods 
  • The importance of observation and reflection in driving learning forward and the challenge of integrating them into practice
  • How to help leaders demonstrate they are serious about leading change 

Tune in now to learn more about leadership, change management, and the importance of speaking in a language that resonates to align, influence, and coach leaders – so that you can propel sustainable change and get needed results. 


IMPORTANT LINKS:

TIMESTAMPS:

  • [00:00] How to improve as a change leader
  • [03:38] How Brad coaches executives and leads change 
  • [09:42] How to speak in a way that connects you to your leaders
  • [10:34] Using language as a force for leadership
  • [13:52] Simplifying terms and topics 
  • [23:27] Management should focus on process and people
  • [28:20] Reflection time is valuable for busy leaders
  • [33:35] Why leaders should deeply understand their role and their people
  • [39:00] Why leaders must pull, not just push change
  • [40:35] Three important characteristics you need to lead change

Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 26 Jun 2024 02:00:00 -0700 Katie Anderson Katie Anderson 2662 Have you ever received blank stares from leaders when you’ve advocated that they adopt an improvement method or tool you know will help them? 


Perhaps the problem is not your idea but rather that you aren’t communicating in a way that connects these concepts with the business outcomes they need or in language that they understand.


One hurdle that can hinder your effectiveness in influencing executives is the very thing that makes you valuable in your position and as a passionate continuous improvement leader  –  your technical expertise and problem-solving ability.


That’s why, in this episode, Brad Toussaint and I explore the importance of communicating in ways that resonate with senior leaders about the outcomes and business results they need. We then discussed how to coach leaders to develop the behaviors, practices, and systems that will lead to those results.   


We also discuss the critical shift you need to make from being the doer of improvements to becoming a coach to executives to enable them to be serious about what it takes to lead change and their essential role in setting direction and creating the conditions for people to be successful.   


Being an effective change leader and coach isn’t just about having technical know-how—it’s about explaining all the methods, tools, and behaviors in a way that business leaders and executives can understand and then apply.


YOU’LL LEARN: 

  • How transitioning from a 'doer' of improvements to a coach and enabler of managers and executives can drive sustainable change
  • Different strategies for simplifying complex principles, making them accessible and actionable for leaders
  • Three important things to include when communicating to leaders: the reason for change, expected results, and methods 
  • The importance of observation and reflection in driving learning forward and the challenge of integrating them into practice
  • How to help leaders demonstrate they are serious about leading change 

Tune in now to learn more about leadership, change management, and the importance of speaking in a language that resonates to align, influence, and coach leaders – so that you can propel sustainable change and get needed results. 


IMPORTANT LINKS:

TIMESTAMPS:

  • [00:00] How to improve as a change leader
  • [03:38] How Brad coaches executives and leads change 
  • [09:42] How to speak in a way that connects you to your leaders
  • [10:34] Using language as a force for leadership
  • [13:52] Simplifying terms and topics 
  • [23:27] Management should focus on process and people
  • [28:20] Reflection time is valuable for busy leaders
  • [33:35] Why leaders should deeply understand their role and their people
  • [39:00] Why leaders must pull, not just push change
  • [40:35] Three important characteristics you need to lead change

Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 19 | Master the Art of Persuasion to Get Buy-in [with Derek Roberts] 19 | Master the Art of Persuasion to Get Buy-in [with Derek Roberts] full e4e83b61-209d-4cc5-9133-6a52a3c2cf5d http://chainoflearning.com/19 Do you e𝘃𝗲𝗿 𝘄𝗼𝗻𝗱𝗲𝗿 𝘄𝗵𝘆 𝘆𝗼𝘂𝗿 𝗶𝗱𝗲𝗮𝘀 𝗱𝗼𝗻’𝘁 𝗴𝗲𝘁 𝘁𝗵𝗲 𝗯𝘂𝘆-𝗶𝗻 𝘁𝗵𝗲𝘆 𝗱𝗲𝘀𝗲𝗿𝘃𝗲 — 𝗲𝘀𝗽𝗲𝗰𝗶𝗮𝗹𝗹𝘆 𝘄𝗵𝗲𝗻 𝘆𝗼𝘂 𝗸𝗻𝗼𝘄 𝘁𝗵𝗲𝘆 𝗵𝗮𝘃𝗲 𝗯𝗲𝗻𝗲𝗳𝗶𝘁? Or have you ever struggled with getting your senior team on board with your vision for change, getting support for a new initiative, or getting leaders to sign on to your services as a coach or consultant?


Good news — mastering the skills of persuasion and influence by leading with curiosity and human connection is the way to get to "yes".

Whether it is a #lean or #agile transformation, #continuousimprovement project, #operationalexcellence program, or selling a product or service, your success hinges on your ability to connect with people and understand how to bring them along with you.


𝙏𝙝𝙚 𝙧𝙚𝙖𝙡𝙞𝙩𝙮 𝙞𝙨: 𝙣𝙤 𝙢𝙖𝙩𝙩𝙚𝙧 𝙮𝙤𝙪𝙧 𝙧𝙤𝙡𝙚, 𝙮𝙤𝙪 𝙖𝙧𝙚 𝙞𝙣 “𝙨𝙖𝙡𝙚𝙨” 𝙞𝙛 𝙮𝙤𝙪 𝙖𝙧𝙚 𝙬𝙤𝙧𝙠𝙞𝙣𝙜 𝙬𝙞𝙩𝙝 𝙤𝙩𝙝𝙚𝙧 𝙝𝙪𝙢𝙖𝙣𝙨 𝙖𝙣𝙙 𝙡𝙚𝙖𝙙𝙞𝙣𝙜 𝙘𝙝𝙖𝙣𝙜𝙚!

In this episode, Derek Roberts and I explore the art and science of persuasion of how to get to "yes" and authentic buy-in in the context of leadership. 

Mastering the power of persuasion — of selling people on your idea, the change initiative you are leading, or your services —  to help others adopt new ways of thinking and working is essential to your success, career growth, and impact.


Derek's expertise highlights how to navigate these interactions effectively, ensuring you're heard, understood, and able to inspire action.

We discuss concepts in his new book, “Listen to Sell: How Your Mindset, Skillset, and Human Connections Unlock Sales Performance,” and the essential skills of selling ideas and gaining buy-in, which are crucial for any executive or continuous improvement leader.


If you want to become a more influential change leader who identifies and bridges gaps through strategic communication, this episode is for you.

YOU’LL LEARN: 

  • How asking compelling questions and listening helps you influence decisions and lead change effectively
  • Strategies for coaching executives to engage actively in change initiatives, highlighting the difference between persuasion and manipulation
  • The importance of preparation in getting buy-in includes understanding your audience, conducting thorough research, and developing situational awareness 
  • Techniques to adapt your communication style to match different behavioral types — talkers, controllers, doers, and supporters — to enhance your effectiveness in selling ideas and facilitating organizational change
  • A framework that will help you ensure personal and professional alignment with your purpose, abilities, values, commitments, and beliefs 


Tune in now to enhance your leadership and get buy-in by mastering the power of persuasion through listening.


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] An introduction to Derek Roberts 
  • [04:09] Sharing a vision and getting buy-in
  • [08:40]Discussion about Derek's book and the training programs he offers through Integrity Solutions
  • [11:18] The distinction between asking logical vs. emotional questions
  • [17:19] The tension between being persuasive and avoiding manipulation
  • [20:12] The power of truly listening
  • [23:01] Different behavioral styles and their influence on the buying experience
  • [32:15] The five areas of the congruence model relevant to sales and leadership roles
  • [37:50] Derek’s journey in being more engaged and curious 
  • [42:41] The impact of concentrating your energy on preparation 

Participate in my Survey:
LINK HERE
Thank you

]]> Do you e𝘃𝗲𝗿 𝘄𝗼𝗻𝗱𝗲𝗿 𝘄𝗵𝘆 𝘆𝗼𝘂𝗿 𝗶𝗱𝗲𝗮𝘀 𝗱𝗼𝗻’𝘁 𝗴𝗲𝘁 𝘁𝗵𝗲 𝗯𝘂𝘆-𝗶𝗻 𝘁𝗵𝗲𝘆 𝗱𝗲𝘀𝗲𝗿𝘃𝗲 — 𝗲𝘀𝗽𝗲𝗰𝗶𝗮𝗹𝗹𝘆 𝘄𝗵𝗲𝗻 𝘆𝗼𝘂 𝗸𝗻𝗼𝘄 𝘁𝗵𝗲𝘆 𝗵𝗮𝘃𝗲 𝗯𝗲𝗻𝗲𝗳𝗶𝘁? Or have you ever struggled with getting your senior team on board with your vision for change, getting support for a new initiative, or getting leaders to sign on to your services as a coach or consultant?


Good news — mastering the skills of persuasion and influence by leading with curiosity and human connection is the way to get to "yes".

Whether it is a #lean or #agile transformation, #continuousimprovement project, #operationalexcellence program, or selling a product or service, your success hinges on your ability to connect with people and understand how to bring them along with you.


𝙏𝙝𝙚 𝙧𝙚𝙖𝙡𝙞𝙩𝙮 𝙞𝙨: 𝙣𝙤 𝙢𝙖𝙩𝙩𝙚𝙧 𝙮𝙤𝙪𝙧 𝙧𝙤𝙡𝙚, 𝙮𝙤𝙪 𝙖𝙧𝙚 𝙞𝙣 “𝙨𝙖𝙡𝙚𝙨” 𝙞𝙛 𝙮𝙤𝙪 𝙖𝙧𝙚 𝙬𝙤𝙧𝙠𝙞𝙣𝙜 𝙬𝙞𝙩𝙝 𝙤𝙩𝙝𝙚𝙧 𝙝𝙪𝙢𝙖𝙣𝙨 𝙖𝙣𝙙 𝙡𝙚𝙖𝙙𝙞𝙣𝙜 𝙘𝙝𝙖𝙣𝙜𝙚!

In this episode, Derek Roberts and I explore the art and science of persuasion of how to get to "yes" and authentic buy-in in the context of leadership. 

Mastering the power of persuasion — of selling people on your idea, the change initiative you are leading, or your services —  to help others adopt new ways of thinking and working is essential to your success, career growth, and impact.


Derek's expertise highlights how to navigate these interactions effectively, ensuring you're heard, understood, and able to inspire action.

We discuss concepts in his new book, “Listen to Sell: How Your Mindset, Skillset, and Human Connections Unlock Sales Performance,” and the essential skills of selling ideas and gaining buy-in, which are crucial for any executive or continuous improvement leader.


If you want to become a more influential change leader who identifies and bridges gaps through strategic communication, this episode is for you.

YOU’LL LEARN: 

  • How asking compelling questions and listening helps you influence decisions and lead change effectively
  • Strategies for coaching executives to engage actively in change initiatives, highlighting the difference between persuasion and manipulation
  • The importance of preparation in getting buy-in includes understanding your audience, conducting thorough research, and developing situational awareness 
  • Techniques to adapt your communication style to match different behavioral types — talkers, controllers, doers, and supporters — to enhance your effectiveness in selling ideas and facilitating organizational change
  • A framework that will help you ensure personal and professional alignment with your purpose, abilities, values, commitments, and beliefs 


Tune in now to enhance your leadership and get buy-in by mastering the power of persuasion through listening.


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] An introduction to Derek Roberts 
  • [04:09] Sharing a vision and getting buy-in
  • [08:40]Discussion about Derek's book and the training programs he offers through Integrity Solutions
  • [11:18] The distinction between asking logical vs. emotional questions
  • [17:19] The tension between being persuasive and avoiding manipulation
  • [20:12] The power of truly listening
  • [23:01] Different behavioral styles and their influence on the buying experience
  • [32:15] The five areas of the congruence model relevant to sales and leadership roles
  • [37:50] Derek’s journey in being more engaged and curious 
  • [42:41] The impact of concentrating your energy on preparation 

Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 12 Jun 2024 02:00:00 -0700 Katie Anderson Katie Anderson 2979 Do you e𝘃𝗲𝗿 𝘄𝗼𝗻𝗱𝗲𝗿 𝘄𝗵𝘆 𝘆𝗼𝘂𝗿 𝗶𝗱𝗲𝗮𝘀 𝗱𝗼𝗻’𝘁 𝗴𝗲𝘁 𝘁𝗵𝗲 𝗯𝘂𝘆-𝗶𝗻 𝘁𝗵𝗲𝘆 𝗱𝗲𝘀𝗲𝗿𝘃𝗲 — 𝗲𝘀𝗽𝗲𝗰𝗶𝗮𝗹𝗹𝘆 𝘄𝗵𝗲𝗻 𝘆𝗼𝘂 𝗸𝗻𝗼𝘄 𝘁𝗵𝗲𝘆 𝗵𝗮𝘃𝗲 𝗯𝗲𝗻𝗲𝗳𝗶𝘁? Or have you ever struggled with getting your senior team on board with your vision for change, getting support for a new initiative, or getting leaders to sign on to your services as a coach or consultant?


Good news — mastering the skills of persuasion and influence by leading with curiosity and human connection is the way to get to "yes".

Whether it is a #lean or #agile transformation, #continuousimprovement project, #operationalexcellence program, or selling a product or service, your success hinges on your ability to connect with people and understand how to bring them along with you.


𝙏𝙝𝙚 𝙧𝙚𝙖𝙡𝙞𝙩𝙮 𝙞𝙨: 𝙣𝙤 𝙢𝙖𝙩𝙩𝙚𝙧 𝙮𝙤𝙪𝙧 𝙧𝙤𝙡𝙚, 𝙮𝙤𝙪 𝙖𝙧𝙚 𝙞𝙣 “𝙨𝙖𝙡𝙚𝙨” 𝙞𝙛 𝙮𝙤𝙪 𝙖𝙧𝙚 𝙬𝙤𝙧𝙠𝙞𝙣𝙜 𝙬𝙞𝙩𝙝 𝙤𝙩𝙝𝙚𝙧 𝙝𝙪𝙢𝙖𝙣𝙨 𝙖𝙣𝙙 𝙡𝙚𝙖𝙙𝙞𝙣𝙜 𝙘𝙝𝙖𝙣𝙜𝙚!

In this episode, Derek Roberts and I explore the art and science of persuasion of how to get to "yes" and authentic buy-in in the context of leadership. 

Mastering the power of persuasion — of selling people on your idea, the change initiative you are leading, or your services —  to help others adopt new ways of thinking and working is essential to your success, career growth, and impact.


Derek's expertise highlights how to navigate these interactions effectively, ensuring you're heard, understood, and able to inspire action.

We discuss concepts in his new book, “Listen to Sell: How Your Mindset, Skillset, and Human Connections Unlock Sales Performance,” and the essential skills of selling ideas and gaining buy-in, which are crucial for any executive or continuous improvement leader.


If you want to become a more influential change leader who identifies and bridges gaps through strategic communication, this episode is for you.

YOU’LL LEARN: 

  • How asking compelling questions and listening helps you influence decisions and lead change effectively
  • Strategies for coaching executives to engage actively in change initiatives, highlighting the difference between persuasion and manipulation
  • The importance of preparation in getting buy-in includes understanding your audience, conducting thorough research, and developing situational awareness 
  • Techniques to adapt your communication style to match different behavioral types — talkers, controllers, doers, and supporters — to enhance your effectiveness in selling ideas and facilitating organizational change
  • A framework that will help you ensure personal and professional alignment with your purpose, abilities, values, commitments, and beliefs 


Tune in now to enhance your leadership and get buy-in by mastering the power of persuasion through listening.


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] An introduction to Derek Roberts 
  • [04:09] Sharing a vision and getting buy-in
  • [08:40]Discussion about Derek's book and the training programs he offers through Integrity Solutions
  • [11:18] The distinction between asking logical vs. emotional questions
  • [17:19] The tension between being persuasive and avoiding manipulation
  • [20:12] The power of truly listening
  • [23:01] Different behavioral styles and their influence on the buying experience
  • [32:15] The five areas of the congruence model relevant to sales and leadership roles
  • [37:50] Derek’s journey in being more engaged and curious 
  • [42:41] The impact of concentrating your energy on preparation 

Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 18 | Discover the Real Meaning of Kaizen 18 | Discover the Real Meaning of Kaizen full 091ab0d2-676c-460e-a628-68f1380c3456 http://chainoflearning.com/18 What do you think of when you hear the word “kaizen”? 


An event? A process that you are working on improving? Something else? 


The Japanese word “kaizen” is usually translated to mean “continuous improvement.” But there is a deeper meaning. It’s actually the lynchpin to creating a real culture of continuous improvement. 


In this episode, I unpack the essence of kaizen, not only as a method for process improvement but also as a personal and organizational mindset for pursuing excellence.


Inspired by my recent keynote at the Shingo Institute conference and insights from studying Japanese and leading my Japan Study Trips, I explore how “kaizen” goes deeper than mere process improvement. It’s about cultivating an environment where everyone feels empowered to contribute to change.


You’ll also hear the connection between Devo’s song “Whip It” and the word “kaizen” – and how you can both “whip it bad” and “whip it good” when it comes to continuous improvement.

YOU’LL LEARN: 

  • How kaizen represents the discipline to continuously pursue positive change within yourself and in your organization
  • Key strategies for identifying and correcting misalignments between your intentions and actions so that you can create a culture where continuous improvement is practiced by everyone
  • How you can shift from being the primary problem-solver to an enabler who cultivates the skills necessary for overcoming challenges
  • Effective ways to embed the principles of kaizen into personal leadership habits, enhancing your impact as a leader or coach and setting an example for others to follow
  • Insights into how you can use a scientific problem-solving method for personal improvement as well as problem-solving 


Tune into this episode to discover how – “when a problem comes along”  – you and your team can all “whip it” to solve problems at all levels and create an enduring culture of improvement. And I bet you’ll be singing this song for weeks!


 

IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] Understanding the true meaning of Kaizen
  • [03:44] Psychological safety and leaders’ responses to mistakes are key for an operational excellence culture
  • [08:54] The real meaning of Kaizen is about self-discipline, continuous improvement, and making change for the greater good
  • [11:21] Creating an organization filled with problem solvers with Larry Culp
  • [17:46] How intention is about aligning behavior with impact and purpose
  • [19:33] How to use Plan-Do-Study-Adjust (PDCA) or Study-Adjust-Plan-Do (SAPD) cycles for personal improvement

Participate in my Survey:
LINK HERE
Thank you

]]> What do you think of when you hear the word “kaizen”? 


An event? A process that you are working on improving? Something else? 


The Japanese word “kaizen” is usually translated to mean “continuous improvement.” But there is a deeper meaning. It’s actually the lynchpin to creating a real culture of continuous improvement. 


In this episode, I unpack the essence of kaizen, not only as a method for process improvement but also as a personal and organizational mindset for pursuing excellence.


Inspired by my recent keynote at the Shingo Institute conference and insights from studying Japanese and leading my Japan Study Trips, I explore how “kaizen” goes deeper than mere process improvement. It’s about cultivating an environment where everyone feels empowered to contribute to change.


You’ll also hear the connection between Devo’s song “Whip It” and the word “kaizen” – and how you can both “whip it bad” and “whip it good” when it comes to continuous improvement.

YOU’LL LEARN: 

  • How kaizen represents the discipline to continuously pursue positive change within yourself and in your organization
  • Key strategies for identifying and correcting misalignments between your intentions and actions so that you can create a culture where continuous improvement is practiced by everyone
  • How you can shift from being the primary problem-solver to an enabler who cultivates the skills necessary for overcoming challenges
  • Effective ways to embed the principles of kaizen into personal leadership habits, enhancing your impact as a leader or coach and setting an example for others to follow
  • Insights into how you can use a scientific problem-solving method for personal improvement as well as problem-solving 


Tune into this episode to discover how – “when a problem comes along”  – you and your team can all “whip it” to solve problems at all levels and create an enduring culture of improvement. And I bet you’ll be singing this song for weeks!


 

IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] Understanding the true meaning of Kaizen
  • [03:44] Psychological safety and leaders’ responses to mistakes are key for an operational excellence culture
  • [08:54] The real meaning of Kaizen is about self-discipline, continuous improvement, and making change for the greater good
  • [11:21] Creating an organization filled with problem solvers with Larry Culp
  • [17:46] How intention is about aligning behavior with impact and purpose
  • [19:33] How to use Plan-Do-Study-Adjust (PDCA) or Study-Adjust-Plan-Do (SAPD) cycles for personal improvement

Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 29 May 2024 02:00:00 -0700 Katie Anderson Katie Anderson 1549 What do you think of when you hear the word “kaizen”? 


An event? A process that you are working on improving? Something else? 


The Japanese word “kaizen” is usually translated to mean “continuous improvement.” But there is a deeper meaning. It’s actually the lynchpin to creating a real culture of continuous improvement. 


In this episode, I unpack the essence of kaizen, not only as a method for process improvement but also as a personal and organizational mindset for pursuing excellence.


Inspired by my recent keynote at the Shingo Institute conference and insights from studying Japanese and leading my Japan Study Trips, I explore how “kaizen” goes deeper than mere process improvement. It’s about cultivating an environment where everyone feels empowered to contribute to change.


You’ll also hear the connection between Devo’s song “Whip It” and the word “kaizen” – and how you can both “whip it bad” and “whip it good” when it comes to continuous improvement.

YOU’LL LEARN: 

  • How kaizen represents the discipline to continuously pursue positive change within yourself and in your organization
  • Key strategies for identifying and correcting misalignments between your intentions and actions so that you can create a culture where continuous improvement is practiced by everyone
  • How you can shift from being the primary problem-solver to an enabler who cultivates the skills necessary for overcoming challenges
  • Effective ways to embed the principles of kaizen into personal leadership habits, enhancing your impact as a leader or coach and setting an example for others to follow
  • Insights into how you can use a scientific problem-solving method for personal improvement as well as problem-solving 


Tune into this episode to discover how – “when a problem comes along”  – you and your team can all “whip it” to solve problems at all levels and create an enduring culture of improvement. And I bet you’ll be singing this song for weeks!


 

IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] Understanding the true meaning of Kaizen
  • [03:44] Psychological safety and leaders’ responses to mistakes are key for an operational excellence culture
  • [08:54] The real meaning of Kaizen is about self-discipline, continuous improvement, and making change for the greater good
  • [11:21] Creating an organization filled with problem solvers with Larry Culp
  • [17:46] How intention is about aligning behavior with impact and purpose
  • [19:33] How to use Plan-Do-Study-Adjust (PDCA) or Study-Adjust-Plan-Do (SAPD) cycles for personal improvement

Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 17 | Leading Change from the Middle: Build a Coalition of Engagement [with Pennie Saum] 17 | Leading Change from the Middle: Build a Coalition of Engagement [with Pennie Saum] full f3500c80-12a6-4fcd-b207-7edfb6c4cb65 http://chainoflearning.com/17 Does successful change always have to start from the top? 


How can you stop pushing change on your leaders and instead create pull from them for the organizational culture you envision?


If you're leading continuous improvement internally, these questions are crucial because they address the challenge of how to cultivate a workforce of capable, engaged problem-solvers across all levels.


That’s why, in this episode, I welcome Pennie Saum, a Process Improvement Program Manager at the Port of Seattle, to discuss how to lead organizational transformation from the middle by engaging people's minds and hearts and bringing them along on the journey. 


You’ll hear Pennie share how the Port’s Continuous Process Improvement (CPI) program has been pivotal in creating an engine of change by developing employees across the organization. From basic foundations to a selective Lean Specialist program, leaders at all levels are being empowered to lead improvement as part of their daily work. ,


Tune in to learn more about community building, inclusion, and effectively involving people in improving processes to create a vibrant culture of continuous improvement.


YOU’LL LEARN: 

  • How successful change initiatives can, and sometimes should, be led from the middle of an organization rather than from the top down
  • How leaders and internal process improvement consultants shifting from doers to coaches allows for broader ownership of improvement initiatives across an organization
  • Why belonging and community must exist within the workplace to foster an environment that nurtures  continuous improvement and engagement
  • The benefits of immersive learning experiences, such as my immersive Japan Leadership Experience, which provide hands-on learning, enhance team-building, and boost collaborative skills 
  • The importance of meeting people where they are at to increase engagement and ownership of process improvement and change leadership


You’ll also hear why the Port of Seattle has invested in sending cohorts of leaders on my Japan Leadership Experience as a key part of its strategy to create a culture of leader-led continuous improvement and why Pennie is looking forward to joining me in Japan on a future cohort.


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] Leadership and learning unite for continuous improvement
  • [04:32] Pennie’s transition to lead lean process improvement across  different industries, from trucking to government 
  • [11:16] Methods for sharing wins and addressing frustrations
  • [16:06] The importance of adaptability and flexibility in organizational leadership
  • [23:16] Encouraging workplace learning and its personal impact
  • [27:38] Leveraging middle managers to drive change
  • [32:43] What it looks like to create a culture of bravery and transformation

Participate in my Survey:
LINK HERE
Thank you

]]> Does successful change always have to start from the top? 


How can you stop pushing change on your leaders and instead create pull from them for the organizational culture you envision?


If you're leading continuous improvement internally, these questions are crucial because they address the challenge of how to cultivate a workforce of capable, engaged problem-solvers across all levels.


That’s why, in this episode, I welcome Pennie Saum, a Process Improvement Program Manager at the Port of Seattle, to discuss how to lead organizational transformation from the middle by engaging people's minds and hearts and bringing them along on the journey. 


You’ll hear Pennie share how the Port’s Continuous Process Improvement (CPI) program has been pivotal in creating an engine of change by developing employees across the organization. From basic foundations to a selective Lean Specialist program, leaders at all levels are being empowered to lead improvement as part of their daily work. ,


Tune in to learn more about community building, inclusion, and effectively involving people in improving processes to create a vibrant culture of continuous improvement.


YOU’LL LEARN: 

  • How successful change initiatives can, and sometimes should, be led from the middle of an organization rather than from the top down
  • How leaders and internal process improvement consultants shifting from doers to coaches allows for broader ownership of improvement initiatives across an organization
  • Why belonging and community must exist within the workplace to foster an environment that nurtures  continuous improvement and engagement
  • The benefits of immersive learning experiences, such as my immersive Japan Leadership Experience, which provide hands-on learning, enhance team-building, and boost collaborative skills 
  • The importance of meeting people where they are at to increase engagement and ownership of process improvement and change leadership


You’ll also hear why the Port of Seattle has invested in sending cohorts of leaders on my Japan Leadership Experience as a key part of its strategy to create a culture of leader-led continuous improvement and why Pennie is looking forward to joining me in Japan on a future cohort.


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] Leadership and learning unite for continuous improvement
  • [04:32] Pennie’s transition to lead lean process improvement across  different industries, from trucking to government 
  • [11:16] Methods for sharing wins and addressing frustrations
  • [16:06] The importance of adaptability and flexibility in organizational leadership
  • [23:16] Encouraging workplace learning and its personal impact
  • [27:38] Leveraging middle managers to drive change
  • [32:43] What it looks like to create a culture of bravery and transformation

Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 15 May 2024 02:00:00 -0700 Katie Anderson Katie Anderson 2757 Does successful change always have to start from the top? 


How can you stop pushing change on your leaders and instead create pull from them for the organizational culture you envision?


If you're leading continuous improvement internally, these questions are crucial because they address the challenge of how to cultivate a workforce of capable, engaged problem-solvers across all levels.


That’s why, in this episode, I welcome Pennie Saum, a Process Improvement Program Manager at the Port of Seattle, to discuss how to lead organizational transformation from the middle by engaging people's minds and hearts and bringing them along on the journey. 


You’ll hear Pennie share how the Port’s Continuous Process Improvement (CPI) program has been pivotal in creating an engine of change by developing employees across the organization. From basic foundations to a selective Lean Specialist program, leaders at all levels are being empowered to lead improvement as part of their daily work. ,


Tune in to learn more about community building, inclusion, and effectively involving people in improving processes to create a vibrant culture of continuous improvement.


YOU’LL LEARN: 

  • How successful change initiatives can, and sometimes should, be led from the middle of an organization rather than from the top down
  • How leaders and internal process improvement consultants shifting from doers to coaches allows for broader ownership of improvement initiatives across an organization
  • Why belonging and community must exist within the workplace to foster an environment that nurtures  continuous improvement and engagement
  • The benefits of immersive learning experiences, such as my immersive Japan Leadership Experience, which provide hands-on learning, enhance team-building, and boost collaborative skills 
  • The importance of meeting people where they are at to increase engagement and ownership of process improvement and change leadership


You’ll also hear why the Port of Seattle has invested in sending cohorts of leaders on my Japan Leadership Experience as a key part of its strategy to create a culture of leader-led continuous improvement and why Pennie is looking forward to joining me in Japan on a future cohort.


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] Leadership and learning unite for continuous improvement
  • [04:32] Pennie’s transition to lead lean process improvement across  different industries, from trucking to government 
  • [11:16] Methods for sharing wins and addressing frustrations
  • [16:06] The importance of adaptability and flexibility in organizational leadership
  • [23:16] Encouraging workplace learning and its personal impact
  • [27:38] Leveraging middle managers to drive change
  • [32:43] What it looks like to create a culture of bravery and transformation

Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 16 | Leverage Analytical Systems Thinking and Psychological Safety to Drive Organizational Improvement [with Mark Graban] 16 | Leverage Analytical Systems Thinking and Psychological Safety to Drive Organizational Improvement [with Mark Graban] full 1b8824af-e602-4c56-b453-f78db2dd1b6b http://chainoflearning.com/16 Are you focusing on the right problems in your organization? More importantly, are you creating the conditions and processes to solve them effectively?


In this episode, Mark Graban and I explore the importance of developing the skills of an Analytical Systems Thinker—one of the eight core competencies in my Change KATALYST™ model—to catalyze truly meaningful change.

You’ll gain a better understanding of how to make informed decisions and drive improvement by applying the right kind of analytics instead of reacting to your metrics' ups and downs. Mark also shares ways to think more systemically about processes across your organization.

We explore why fostering an experimental culture and responding kindly to mistakes is crucial for driving organizational innovation and improvement.  

If you’re looking to advance as a continuous improvement change leader who leads change and creates real improvement, this is an episode you’ll want to tune into now. 

YOU’LL LEARN: 

  • The difference between leading change and leading actual improvement 
  • How monitoring metrics and experimenting move the needle in a statistically meaningful way 
  • How to react less and lead more effectively by mastering the art of interpreting data to discern statistical signals and genuine performance shifts
  • What it takes to create psychological safety and encourage continuous organizational improvement
  • The importance of how leaders respond to mistakes to create a culture of learning, problem-solving, and innovation
  • The importance of modeling, encouraging, and rewarding candor to create a culture where mistakes and learning are embraced 


You’ll also hear why Mark is thrilled to join Katie’s Japan Study Trip Leadership Experience in November 2024. Katie's exclusive immersive program is a high-value opportunity to observe lean principles in action and understand the heart and soul behind creating a culture of continuous improvement. Submit your application today for the next cohort and join over 150 global leaders who have joined Katie for this journey of what it means to create a culture grounded in respect for people and continuous learning.


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] Driving change vs. leading actual improvement
  • [03:11] Defining characteristics of effective Analytical Systems Thinkers 
  • [05:29] The process of value stream mapping and system dynamics
  • [07:26] The Measure of Success & advice for leaders looking to use data to inform better decision-making
  • [14:47] The risk of wasting time & resources if you remain in a reactive state
  • [20:14] The importance of mistakes for a culture of learning, problem-solving, and innovation
  • [32:43]  Key takeaways from Mark’s and Katie’s experiences in Japan and the value of going on Katie's Japan Leadership Experience Study Trip
  • [41:36] Mark’s best piece of advice for other continuous improvement change leaders

Participate in my Survey:
LINK HERE
Thank you

]]> Are you focusing on the right problems in your organization? More importantly, are you creating the conditions and processes to solve them effectively?


In this episode, Mark Graban and I explore the importance of developing the skills of an Analytical Systems Thinker—one of the eight core competencies in my Change KATALYST™ model—to catalyze truly meaningful change.

You’ll gain a better understanding of how to make informed decisions and drive improvement by applying the right kind of analytics instead of reacting to your metrics' ups and downs. Mark also shares ways to think more systemically about processes across your organization.

We explore why fostering an experimental culture and responding kindly to mistakes is crucial for driving organizational innovation and improvement.  

If you’re looking to advance as a continuous improvement change leader who leads change and creates real improvement, this is an episode you’ll want to tune into now. 

YOU’LL LEARN: 

  • The difference between leading change and leading actual improvement 
  • How monitoring metrics and experimenting move the needle in a statistically meaningful way 
  • How to react less and lead more effectively by mastering the art of interpreting data to discern statistical signals and genuine performance shifts
  • What it takes to create psychological safety and encourage continuous organizational improvement
  • The importance of how leaders respond to mistakes to create a culture of learning, problem-solving, and innovation
  • The importance of modeling, encouraging, and rewarding candor to create a culture where mistakes and learning are embraced 


You’ll also hear why Mark is thrilled to join Katie’s Japan Study Trip Leadership Experience in November 2024. Katie's exclusive immersive program is a high-value opportunity to observe lean principles in action and understand the heart and soul behind creating a culture of continuous improvement. Submit your application today for the next cohort and join over 150 global leaders who have joined Katie for this journey of what it means to create a culture grounded in respect for people and continuous learning.


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] Driving change vs. leading actual improvement
  • [03:11] Defining characteristics of effective Analytical Systems Thinkers 
  • [05:29] The process of value stream mapping and system dynamics
  • [07:26] The Measure of Success & advice for leaders looking to use data to inform better decision-making
  • [14:47] The risk of wasting time & resources if you remain in a reactive state
  • [20:14] The importance of mistakes for a culture of learning, problem-solving, and innovation
  • [32:43]  Key takeaways from Mark’s and Katie’s experiences in Japan and the value of going on Katie's Japan Leadership Experience Study Trip
  • [41:36] Mark’s best piece of advice for other continuous improvement change leaders

Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 01 May 2024 02:00:00 -0700 Katie Anderson Katie Anderson 2804 Are you focusing on the right problems in your organization? More importantly, are you creating the conditions and processes to solve them effectively?


In this episode, Mark Graban and I explore the importance of developing the skills of an Analytical Systems Thinker—one of the eight core competencies in my Change KATALYST™ model—to catalyze truly meaningful change.

You’ll gain a better understanding of how to make informed decisions and drive improvement by applying the right kind of analytics instead of reacting to your metrics' ups and downs. Mark also shares ways to think more systemically about processes across your organization.

We explore why fostering an experimental culture and responding kindly to mistakes is crucial for driving organizational innovation and improvement.  

If you’re looking to advance as a continuous improvement change leader who leads change and creates real improvement, this is an episode you’ll want to tune into now. 

YOU’LL LEARN: 

  • The difference between leading change and leading actual improvement 
  • How monitoring metrics and experimenting move the needle in a statistically meaningful way 
  • How to react less and lead more effectively by mastering the art of interpreting data to discern statistical signals and genuine performance shifts
  • What it takes to create psychological safety and encourage continuous organizational improvement
  • The importance of how leaders respond to mistakes to create a culture of learning, problem-solving, and innovation
  • The importance of modeling, encouraging, and rewarding candor to create a culture where mistakes and learning are embraced 


You’ll also hear why Mark is thrilled to join Katie’s Japan Study Trip Leadership Experience in November 2024. Katie's exclusive immersive program is a high-value opportunity to observe lean principles in action and understand the heart and soul behind creating a culture of continuous improvement. Submit your application today for the next cohort and join over 150 global leaders who have joined Katie for this journey of what it means to create a culture grounded in respect for people and continuous learning.


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] Driving change vs. leading actual improvement
  • [03:11] Defining characteristics of effective Analytical Systems Thinkers 
  • [05:29] The process of value stream mapping and system dynamics
  • [07:26] The Measure of Success & advice for leaders looking to use data to inform better decision-making
  • [14:47] The risk of wasting time & resources if you remain in a reactive state
  • [20:14] The importance of mistakes for a culture of learning, problem-solving, and innovation
  • [32:43]  Key takeaways from Mark’s and Katie’s experiences in Japan and the value of going on Katie's Japan Leadership Experience Study Trip
  • [41:36] Mark’s best piece of advice for other continuous improvement change leaders

Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 15 | 5 Steps to Revitalize Lifelong Learning: Continuous Learning Practices for Success 15 | 5 Steps to Revitalize Lifelong Learning: Continuous Learning Practices for Success full ab92ffc5-9a6f-4d0f-ada4-5f237d0b7833 http://chainoflearning.com/15
Want to know the secret to success?


It’s about embracing lifelong learning, being willing to try new things and seek out information, setting intentions to get better, and embracing the failures that come with learning your way forward.

I believe when we stay in learning – a learning attitude, mindset, and practice – anything is possible. 


Being a “learning enthusiast” is a foundational part of who I am. It’s given me the courage to step out into the unknown and, ultimately, has catapulted my personal growth and leadership impact.  


In this week’s episode, you’ll discover the 5 core attributes I believe are the heart of becoming a Lifelong Learning Enthusiast, one of the competencies in my Change KATALYST™ model, and how you can leverage them to drive your success too.


 So, if you’re ready to revitalize your commitment to learning and enhance your personal, team, and organizational impact, you’re in the right place.

YOU’LL LEARN: 

  • The importance of embracing new challenges and knowledge with a learning mindset
  • The power of actively seeking feedback for transformative growth
  • How to be intentional with what you’re trying to improve and the necessary role of reflection in the learning process
  • A framework for becoming more adaptable, adjusting what you're doing based on new knowledge and insights 
  • How to lead by example with vulnerability and clarity in purpose to create a learning culture and grow your Chain of Learning®

IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] An introduction to being a lifelong learner
  • [1:15] Some of Katie’s personal experiences as a lifelong learner
  • [9:26] What’s at risk if you don’t make regular learning a priority 
  • [12:32] Step #1 - Actively embracing new experiences and knowledge
  • [14:50 ] Step #2 - Being receptive to and proactively seeking out feedback and suggestions
  • [17:40] Step #3 - Setting time for intentional practice and reflection
  • [19:44] Step #4 - Adapting and addressing your approach based on new knowledge and insights 
  • [21:42] Step #5 - Modeling the way as a lifelong learning enthusiast
  • [26:19] Katie’s recommendation for the best way to stay in learning


Participate in my Survey:
LINK HERE
Thank you

]]>
Want to know the secret to success?


It’s about embracing lifelong learning, being willing to try new things and seek out information, setting intentions to get better, and embracing the failures that come with learning your way forward.

I believe when we stay in learning – a learning attitude, mindset, and practice – anything is possible. 


Being a “learning enthusiast” is a foundational part of who I am. It’s given me the courage to step out into the unknown and, ultimately, has catapulted my personal growth and leadership impact.  


In this week’s episode, you’ll discover the 5 core attributes I believe are the heart of becoming a Lifelong Learning Enthusiast, one of the competencies in my Change KATALYST™ model, and how you can leverage them to drive your success too.


 So, if you’re ready to revitalize your commitment to learning and enhance your personal, team, and organizational impact, you’re in the right place.

YOU’LL LEARN: 

  • The importance of embracing new challenges and knowledge with a learning mindset
  • The power of actively seeking feedback for transformative growth
  • How to be intentional with what you’re trying to improve and the necessary role of reflection in the learning process
  • A framework for becoming more adaptable, adjusting what you're doing based on new knowledge and insights 
  • How to lead by example with vulnerability and clarity in purpose to create a learning culture and grow your Chain of Learning®

IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] An introduction to being a lifelong learner
  • [1:15] Some of Katie’s personal experiences as a lifelong learner
  • [9:26] What’s at risk if you don’t make regular learning a priority 
  • [12:32] Step #1 - Actively embracing new experiences and knowledge
  • [14:50 ] Step #2 - Being receptive to and proactively seeking out feedback and suggestions
  • [17:40] Step #3 - Setting time for intentional practice and reflection
  • [19:44] Step #4 - Adapting and addressing your approach based on new knowledge and insights 
  • [21:42] Step #5 - Modeling the way as a lifelong learning enthusiast
  • [26:19] Katie’s recommendation for the best way to stay in learning


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 17 Apr 2024 02:00:00 -0700 Katie Anderson Katie Anderson 1747
Want to know the secret to success?


It’s about embracing lifelong learning, being willing to try new things and seek out information, setting intentions to get better, and embracing the failures that come with learning your way forward.

I believe when we stay in learning – a learning attitude, mindset, and practice – anything is possible. 


Being a “learning enthusiast” is a foundational part of who I am. It’s given me the courage to step out into the unknown and, ultimately, has catapulted my personal growth and leadership impact.  


In this week’s episode, you’ll discover the 5 core attributes I believe are the heart of becoming a Lifelong Learning Enthusiast, one of the competencies in my Change KATALYST™ model, and how you can leverage them to drive your success too.


 So, if you’re ready to revitalize your commitment to learning and enhance your personal, team, and organizational impact, you’re in the right place.

YOU’LL LEARN: 

  • The importance of embracing new challenges and knowledge with a learning mindset
  • The power of actively seeking feedback for transformative growth
  • How to be intentional with what you’re trying to improve and the necessary role of reflection in the learning process
  • A framework for becoming more adaptable, adjusting what you're doing based on new knowledge and insights 
  • How to lead by example with vulnerability and clarity in purpose to create a learning culture and grow your Chain of Learning®

IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] An introduction to being a lifelong learner
  • [1:15] Some of Katie’s personal experiences as a lifelong learner
  • [9:26] What’s at risk if you don’t make regular learning a priority 
  • [12:32] Step #1 - Actively embracing new experiences and knowledge
  • [14:50 ] Step #2 - Being receptive to and proactively seeking out feedback and suggestions
  • [17:40] Step #3 - Setting time for intentional practice and reflection
  • [19:44] Step #4 - Adapting and addressing your approach based on new knowledge and insights 
  • [21:42] Step #5 - Modeling the way as a lifelong learning enthusiast
  • [26:19] Katie’s recommendation for the best way to stay in learning


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 14 | Become an Astute Political Navigator: Influence Change in Organizations [with Betsy Jordyn] 14 | Become an Astute Political Navigator: Influence Change in Organizations [with Betsy Jordyn] full 34fe2eef-6a15-4a39-9bc5-10f742208d41 http://chainoflearning.com/14 What's your reaction when you hear the phrase “corporate politics”? Does it make you cringe and want to run away, or do you get curious about how to leverage them to influence outcomes?

In this episode, Betsy Jordyn joins me to discuss the essential skill of how to successfully navigate organizational politics. As a long-time organizational development consultant for companies like Disney, Wyndham, and AAA, Betsy’s expertise on the subject is enlightening. 


Throughout our conversation, you’ll learn the difference between good politics and toxic environments and what’s at risk if leaders don’t prioritize a focus on astutely navigating those dynamics. Betsy also shares valuable details about some of the more complex organizational transformations she has led, and how she successfully maneuvered within those political landscapes. 


If you’re looking to gain influence and effectively leverage corporate politics and relationships so that you can lead change and step into your full leadership potential, then you won’t want to miss this episode.

YOU'LL LEARN:

  • Steps to help you master the critical skill of being an Astute Political Navigator — one of the eight core Change KATALYST™ competencies to further develop your expertise as an organizational change leader 
  • A transformational framework to help executives and change leaders like you articulate your vision, integrate individual leadership voices, and align organizational goals 
  • How to effectively leverage political dynamics, avoid the trap of becoming another pair of hands, and increase your influence
  • The power in politics — how to balance diverse perspectives within an organization and  differentiate between good politics and a toxic environment
  • The essential roles of empathy, respect, deep listening, and function-specific language to effectively lead and manage change


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] Introduction to the episode 
  • [03:43] Navigating good politics as an organizational change leader
  • [06:16] Lessons in navigating both formal and informal political structures 
  • [11:26] How to help leaders and consultants articulate goals and bring executives on board 
  • [17:48] How to avoid the trap of being a pair of hands: influencing vs. executing 
  • [20:34] Differentiating good politics from toxic environments
  • [26:59] The connection between Betsy’s current and past roles in leading organizational change and coaching consultants for growth and impact

Participate in my Survey:
LINK HERE
Thank you

]]> What's your reaction when you hear the phrase “corporate politics”? Does it make you cringe and want to run away, or do you get curious about how to leverage them to influence outcomes?

In this episode, Betsy Jordyn joins me to discuss the essential skill of how to successfully navigate organizational politics. As a long-time organizational development consultant for companies like Disney, Wyndham, and AAA, Betsy’s expertise on the subject is enlightening. 


Throughout our conversation, you’ll learn the difference between good politics and toxic environments and what’s at risk if leaders don’t prioritize a focus on astutely navigating those dynamics. Betsy also shares valuable details about some of the more complex organizational transformations she has led, and how she successfully maneuvered within those political landscapes. 


If you’re looking to gain influence and effectively leverage corporate politics and relationships so that you can lead change and step into your full leadership potential, then you won’t want to miss this episode.

YOU'LL LEARN:

  • Steps to help you master the critical skill of being an Astute Political Navigator — one of the eight core Change KATALYST™ competencies to further develop your expertise as an organizational change leader 
  • A transformational framework to help executives and change leaders like you articulate your vision, integrate individual leadership voices, and align organizational goals 
  • How to effectively leverage political dynamics, avoid the trap of becoming another pair of hands, and increase your influence
  • The power in politics — how to balance diverse perspectives within an organization and  differentiate between good politics and a toxic environment
  • The essential roles of empathy, respect, deep listening, and function-specific language to effectively lead and manage change


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] Introduction to the episode 
  • [03:43] Navigating good politics as an organizational change leader
  • [06:16] Lessons in navigating both formal and informal political structures 
  • [11:26] How to help leaders and consultants articulate goals and bring executives on board 
  • [17:48] How to avoid the trap of being a pair of hands: influencing vs. executing 
  • [20:34] Differentiating good politics from toxic environments
  • [26:59] The connection between Betsy’s current and past roles in leading organizational change and coaching consultants for growth and impact

Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 03 Apr 2024 02:00:00 -0700 Katie Anderson Katie Anderson 2374 What's your reaction when you hear the phrase “corporate politics”? Does it make you cringe and want to run away, or do you get curious about how to leverage them to influence outcomes?

In this episode, Betsy Jordyn joins me to discuss the essential skill of how to successfully navigate organizational politics. As a long-time organizational development consultant for companies like Disney, Wyndham, and AAA, Betsy’s expertise on the subject is enlightening. 


Throughout our conversation, you’ll learn the difference between good politics and toxic environments and what’s at risk if leaders don’t prioritize a focus on astutely navigating those dynamics. Betsy also shares valuable details about some of the more complex organizational transformations she has led, and how she successfully maneuvered within those political landscapes. 


If you’re looking to gain influence and effectively leverage corporate politics and relationships so that you can lead change and step into your full leadership potential, then you won’t want to miss this episode.

YOU'LL LEARN:

  • Steps to help you master the critical skill of being an Astute Political Navigator — one of the eight core Change KATALYST™ competencies to further develop your expertise as an organizational change leader 
  • A transformational framework to help executives and change leaders like you articulate your vision, integrate individual leadership voices, and align organizational goals 
  • How to effectively leverage political dynamics, avoid the trap of becoming another pair of hands, and increase your influence
  • The power in politics — how to balance diverse perspectives within an organization and  differentiate between good politics and a toxic environment
  • The essential roles of empathy, respect, deep listening, and function-specific language to effectively lead and manage change


IMPORTANT LINKS:


TIMESTAMPS:

  • [00:00] Introduction to the episode 
  • [03:43] Navigating good politics as an organizational change leader
  • [06:16] Lessons in navigating both formal and informal political structures 
  • [11:26] How to help leaders and consultants articulate goals and bring executives on board 
  • [17:48] How to avoid the trap of being a pair of hands: influencing vs. executing 
  • [20:34] Differentiating good politics from toxic environments
  • [26:59] The connection between Betsy’s current and past roles in leading organizational change and coaching consultants for growth and impact

Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 13 | 3 Ways to Break the Telling Habit®: How to Ask Effective Questions to Create Greater Impact 13 | 3 Ways to Break the Telling Habit®: How to Ask Effective Questions to Create Greater Impact full b15e3455-6ef6-42a8-a0ec-23d42b1f963d http://chainoflearning.com/13 Have you ever had a team member look at you with frustration when you share your great ideas and suggestions with them? 


Or, have you ever felt like—with all the things you need to solve and do—you don’t have time to ask questions? Like you’re stuck putting out fires rather than nurturing, growing, and developing the people you lead?


If this resonates, it’s likely you have a “telling habit.” 


But, the good news is, you can break it—or rather—you can work at creating better habits. Because you can never actually break a habit. You just replace it with stronger ones.


In this episode, you’ll learn what the “telling habit” is and what you can do to not only recognize it but how you can make three simple shifts that will dramatically increase your effectiveness.


Throughout my life and career, I’ve struggled with a “telling habit”—though at times I didn’t even realize how strong it was or the negative impact it had. 


Breaking the Telling Habit is THE most powerful shift you can make as a leader, coach, or human being.  If you’re ready to transform into a leader who can navigate the continuums between asking and telling, advocating and inquiring, being an expert and coach, this is one episode you don’t want to miss. 


YOU’LL LEARN:

  • What the telling habit is, how to identify it in yourself, and where it might be derailing you from your purpose and impact as a leader
  • Steps to ensure your enthusiasm to contribute ideas and desire to solve problems don’t impede your ultimate objectives to create capability in others and get results
  • How to find—and maintain—the ideal balance between providing solutions and facilitating others’ growth
  • The role of humble (and patient) inquiry, the power of holding space, and techniques to help you master these essential practices 
  • Three simple shifts to Break the Telling Habit® and unlock the true capabilities of your team 

IMPORTANT LINKS:

TIMESTAMPS:

  • [3:05] - What is the “telling habit”? 
  • [5:50] - The moment that changed everything for Katie 
  • [15:05] - Holding up the mirror: understanding the impact of your telling habit
  • [18:20] - Addressing fear, giving space, fostering capability 
  • [21:55] - How to navigate the leadership continuums between telling and asking and being an expert and coach
  • [26:30] - 3 simple shifts to Break the Telling Habit® 

Participate in my Survey:
LINK HERE
Thank you

]]> Have you ever had a team member look at you with frustration when you share your great ideas and suggestions with them? 


Or, have you ever felt like—with all the things you need to solve and do—you don’t have time to ask questions? Like you’re stuck putting out fires rather than nurturing, growing, and developing the people you lead?


If this resonates, it’s likely you have a “telling habit.” 


But, the good news is, you can break it—or rather—you can work at creating better habits. Because you can never actually break a habit. You just replace it with stronger ones.


In this episode, you’ll learn what the “telling habit” is and what you can do to not only recognize it but how you can make three simple shifts that will dramatically increase your effectiveness.


Throughout my life and career, I’ve struggled with a “telling habit”—though at times I didn’t even realize how strong it was or the negative impact it had. 


Breaking the Telling Habit is THE most powerful shift you can make as a leader, coach, or human being.  If you’re ready to transform into a leader who can navigate the continuums between asking and telling, advocating and inquiring, being an expert and coach, this is one episode you don’t want to miss. 


YOU’LL LEARN:

  • What the telling habit is, how to identify it in yourself, and where it might be derailing you from your purpose and impact as a leader
  • Steps to ensure your enthusiasm to contribute ideas and desire to solve problems don’t impede your ultimate objectives to create capability in others and get results
  • How to find—and maintain—the ideal balance between providing solutions and facilitating others’ growth
  • The role of humble (and patient) inquiry, the power of holding space, and techniques to help you master these essential practices 
  • Three simple shifts to Break the Telling Habit® and unlock the true capabilities of your team 

IMPORTANT LINKS:

TIMESTAMPS:

  • [3:05] - What is the “telling habit”? 
  • [5:50] - The moment that changed everything for Katie 
  • [15:05] - Holding up the mirror: understanding the impact of your telling habit
  • [18:20] - Addressing fear, giving space, fostering capability 
  • [21:55] - How to navigate the leadership continuums between telling and asking and being an expert and coach
  • [26:30] - 3 simple shifts to Break the Telling Habit® 

Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 20 Mar 2024 02:00:00 -0700 Katie Anderson Katie Anderson 2048 Have you ever had a team member look at you with frustration when you share your great ideas and suggestions with them? 


Or, have you ever felt like—with all the things you need to solve and do—you don’t have time to ask questions? Like you’re stuck putting out fires rather than nurturing, growing, and developing the people you lead?


If this resonates, it’s likely you have a “telling habit.” 


But, the good news is, you can break it—or rather—you can work at creating better habits. Because you can never actually break a habit. You just replace it with stronger ones.


In this episode, you’ll learn what the “telling habit” is and what you can do to not only recognize it but how you can make three simple shifts that will dramatically increase your effectiveness.


Throughout my life and career, I’ve struggled with a “telling habit”—though at times I didn’t even realize how strong it was or the negative impact it had. 


Breaking the Telling Habit is THE most powerful shift you can make as a leader, coach, or human being.  If you’re ready to transform into a leader who can navigate the continuums between asking and telling, advocating and inquiring, being an expert and coach, this is one episode you don’t want to miss. 


YOU’LL LEARN:

  • What the telling habit is, how to identify it in yourself, and where it might be derailing you from your purpose and impact as a leader
  • Steps to ensure your enthusiasm to contribute ideas and desire to solve problems don’t impede your ultimate objectives to create capability in others and get results
  • How to find—and maintain—the ideal balance between providing solutions and facilitating others’ growth
  • The role of humble (and patient) inquiry, the power of holding space, and techniques to help you master these essential practices 
  • Three simple shifts to Break the Telling Habit® and unlock the true capabilities of your team 

IMPORTANT LINKS:

TIMESTAMPS:

  • [3:05] - What is the “telling habit”? 
  • [5:50] - The moment that changed everything for Katie 
  • [15:05] - Holding up the mirror: understanding the impact of your telling habit
  • [18:20] - Addressing fear, giving space, fostering capability 
  • [21:55] - How to navigate the leadership continuums between telling and asking and being an expert and coach
  • [26:30] - 3 simple shifts to Break the Telling Habit® 

Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 12 | Beyond Appearances: Build a Culture of Real Continuous Improvement [with Patrick Adams] 12 | Beyond Appearances: Build a Culture of Real Continuous Improvement [with Patrick Adams] full 964ea565-e342-4b9f-8ef9-5c87d01a888b http://chainoflearning.com/12 What is the difference between authentic cultures of continuous improvement versus superficial displays? 


In this episode, Patrick Adams shares his insights on the heart of organizational culture and transformational leadership and highlights the essential elements of a real culture of continuous improvement -- so that you can ensure that you and your organization get it right.


The truth is, there are no quick fixes, “silver bullets,” or prescribed roadmaps to achieve a high-performing organization. 


Patrick shares how a long-term commitment and leadership behaviors are necessary to sustain cultures that foster growth, innovation, and people engagement.


If you want to know how to create a real culture of continuous improvement, one where leaders embody the humility to roll up their sleeves, demonstrate respect for their people and customers, and connect everyone to a long-term vision built on purpose, this episode is for you.


YOU’LL LEARN:

  • The key elements of an authentic continuous improvement culture, including respect for people, stable processes, leadership behaviors, and more.
  • How quick fixes and pre-packaged roadmaps do not achieve real continuous improvement.
  • The warning signs of a "continuous appearance" culture, including KPI instability, silos, and not understanding employee and customer value. 
  • About Patrick's experience on my Japan Study Trip and why he believes it's a pivotal experience for any lean practitioner or executive seeking to build a real culture of kaizen and lasting continuous improvement in their organization.
  • How long-term success is built on creating value for customers, fostering a stable environment, and ensuring that improvement initiatives are aligned with the company's overarching vision and goals.

Tune in now for insights and strategies to empower you with knowledge of how to lead your company toward a real, lasting culture of continuous improvement.   

ABOUT MY GUEST: 


Patrick Adams the founder of Lean Solutions and is the best-selling author of "Avoiding the Continuous Appearance Trap". He's a sought-after leadership coach, consultant, and professional speaker. Patrick’s insights, drawn from extensive experience working with companies of diverse industries and sizes, are driven by a philosophy of constant learning and leadership commitment—essential for building organizational excellence.


IMPORTANT LINKS: 

Are you enjoying the Chain of Learning podcast? Be sure to subscribe or follow –  and to share this podcast with your friends and colleagues so we can all strengthen our Chain of Learning® – together. 

TIMESTAMPS:

  • [04:18] What an authentic culture of improvement looks like
  • [13:06] How people development, critical thinking skills, and leadership behaviors lead to company-specific results
  • [14:52] Why committing to a long-term vision, not quick fixes, is key to building a continuous improvement culture
  • [20:20] What makes a culture of continuous appearance
  • [25:21] Practical tips for internal CI and lean leaders to create positive change immediately
  • [31:18] Patrick’s highlights from Katie’s May 2023 Japan Study Trip / Japan Leadership Experience



Participate in my Survey:
LINK HERE
Thank you

]]> What is the difference between authentic cultures of continuous improvement versus superficial displays? 


In this episode, Patrick Adams shares his insights on the heart of organizational culture and transformational leadership and highlights the essential elements of a real culture of continuous improvement -- so that you can ensure that you and your organization get it right.


The truth is, there are no quick fixes, “silver bullets,” or prescribed roadmaps to achieve a high-performing organization. 


Patrick shares how a long-term commitment and leadership behaviors are necessary to sustain cultures that foster growth, innovation, and people engagement.


If you want to know how to create a real culture of continuous improvement, one where leaders embody the humility to roll up their sleeves, demonstrate respect for their people and customers, and connect everyone to a long-term vision built on purpose, this episode is for you.


YOU’LL LEARN:

  • The key elements of an authentic continuous improvement culture, including respect for people, stable processes, leadership behaviors, and more.
  • How quick fixes and pre-packaged roadmaps do not achieve real continuous improvement.
  • The warning signs of a "continuous appearance" culture, including KPI instability, silos, and not understanding employee and customer value. 
  • About Patrick's experience on my Japan Study Trip and why he believes it's a pivotal experience for any lean practitioner or executive seeking to build a real culture of kaizen and lasting continuous improvement in their organization.
  • How long-term success is built on creating value for customers, fostering a stable environment, and ensuring that improvement initiatives are aligned with the company's overarching vision and goals.

Tune in now for insights and strategies to empower you with knowledge of how to lead your company toward a real, lasting culture of continuous improvement.   

ABOUT MY GUEST: 


Patrick Adams the founder of Lean Solutions and is the best-selling author of "Avoiding the Continuous Appearance Trap". He's a sought-after leadership coach, consultant, and professional speaker. Patrick’s insights, drawn from extensive experience working with companies of diverse industries and sizes, are driven by a philosophy of constant learning and leadership commitment—essential for building organizational excellence.


IMPORTANT LINKS: 

Are you enjoying the Chain of Learning podcast? Be sure to subscribe or follow –  and to share this podcast with your friends and colleagues so we can all strengthen our Chain of Learning® – together. 

TIMESTAMPS:

  • [04:18] What an authentic culture of improvement looks like
  • [13:06] How people development, critical thinking skills, and leadership behaviors lead to company-specific results
  • [14:52] Why committing to a long-term vision, not quick fixes, is key to building a continuous improvement culture
  • [20:20] What makes a culture of continuous appearance
  • [25:21] Practical tips for internal CI and lean leaders to create positive change immediately
  • [31:18] Patrick’s highlights from Katie’s May 2023 Japan Study Trip / Japan Leadership Experience



Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 06 Mar 2024 02:40:00 -0800 Katie Anderson Katie Anderson 2941 What is the difference between authentic cultures of continuous improvement versus superficial displays? 


In this episode, Patrick Adams shares his insights on the heart of organizational culture and transformational leadership and highlights the essential elements of a real culture of continuous improvement -- so that you can ensure that you and your organization get it right.


The truth is, there are no quick fixes, “silver bullets,” or prescribed roadmaps to achieve a high-performing organization. 


Patrick shares how a long-term commitment and leadership behaviors are necessary to sustain cultures that foster growth, innovation, and people engagement.


If you want to know how to create a real culture of continuous improvement, one where leaders embody the humility to roll up their sleeves, demonstrate respect for their people and customers, and connect everyone to a long-term vision built on purpose, this episode is for you.


YOU’LL LEARN:

  • The key elements of an authentic continuous improvement culture, including respect for people, stable processes, leadership behaviors, and more.
  • How quick fixes and pre-packaged roadmaps do not achieve real continuous improvement.
  • The warning signs of a "continuous appearance" culture, including KPI instability, silos, and not understanding employee and customer value. 
  • About Patrick's experience on my Japan Study Trip and why he believes it's a pivotal experience for any lean practitioner or executive seeking to build a real culture of kaizen and lasting continuous improvement in their organization.
  • How long-term success is built on creating value for customers, fostering a stable environment, and ensuring that improvement initiatives are aligned with the company's overarching vision and goals.

Tune in now for insights and strategies to empower you with knowledge of how to lead your company toward a real, lasting culture of continuous improvement.   

ABOUT MY GUEST: 


Patrick Adams the founder of Lean Solutions and is the best-selling author of "Avoiding the Continuous Appearance Trap". He's a sought-after leadership coach, consultant, and professional speaker. Patrick’s insights, drawn from extensive experience working with companies of diverse industries and sizes, are driven by a philosophy of constant learning and leadership commitment—essential for building organizational excellence.


IMPORTANT LINKS: 

Are you enjoying the Chain of Learning podcast? Be sure to subscribe or follow –  and to share this podcast with your friends and colleagues so we can all strengthen our Chain of Learning® – together. 

TIMESTAMPS:

  • [04:18] What an authentic culture of improvement looks like
  • [13:06] How people development, critical thinking skills, and leadership behaviors lead to company-specific results
  • [14:52] Why committing to a long-term vision, not quick fixes, is key to building a continuous improvement culture
  • [20:20] What makes a culture of continuous appearance
  • [25:21] Practical tips for internal CI and lean leaders to create positive change immediately
  • [31:18] Patrick’s highlights from Katie’s May 2023 Japan Study Trip / Japan Leadership Experience



Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 11 | Fulfill Your Transformational Leadership Potential [with Karen Martin] 11 | Fulfill Your Transformational Leadership Potential [with Karen Martin] full 2a30ba80-9308-446c-a85d-22ac0ef1464a http://chainoflearning.com/11 What’s your purpose as a continuous improvement or lean practitioner? And how can you fulfill your potential as a transformational change leader?

Tune in to my conversation with master operational excellence change leader Karen Martin to find out! 

Becoming a transformational change leader means balancing your technical skills to deliver results while cultivating the influence, coaching, and facilitation skills to lead change and develop people to create a high-performing organizational culture.

Whether you are an operational excellence professional or a leader that has a passion for continuous improvement, this episode will inspire you to excel in both the formal role that you were hired to do and the greater potential of the role that you want to lead transformational change. 

From learning how to more effectively navigate the complexities of business language to influence leaders, cultivating effective coaching and facilitation skills, and becoming aware of the limiting pitfalls that can hinder your impact – this episode is a must listen. 


You’ll Learn:

  • The difference between the purpose of your role as a continuous improvement or lean practitioner and your potential to become a transformational change leader
  • How to effectively transfer knowledge and develop problem-solving capabilities, tailoring approaches between reflective and directive coaching
  • The importance of speaking the language of the business to influence decisions that align with your organization’s goals and growth needs
  • The risk of short-term improvement kaizen or rapid process improvement events without follow-up to sustain improvement or building the team's skill sets 
  • The importance of having a coach or mentor to support your growth

Tune in now for actionable strategies and insights to equip you to step into your greater transformational leadership potential and position you to lead lasting impact in your organization.

About My Guest:

Karen Martin is the President and Founder of TKMG Academy and Founder of TKMG, Inc., and is an award-winning author of several books, including "Clarity First" and "The Outstanding Organization". Her clients include Fortune 500 companies and government agencies from local to federal levels. With a master’s degree in education, Karen is a mentor at heart and committed to fostering growth and nurturing potential in others to achieve lasting results and lead organizational change.

Important Links:

Are you enjoying the Chain of Learning podcast? Be sure to subscribe or follow –  and to share this podcast with your friends and colleagues so we can all strengthen our Chain of Learning® – together. 

Timestamps:

03:09 The purpose and potential of a transformational change leader
11:53 Practical advice for accelerated discoveries about how to get results and develop people
16:41 Learning to be an effective change leader through facilitating, overcoming fear, navigating organizational dynamics
27:16 Gaps in continuous improvement cultures and how to overcome them
35:56 Internal-capability challenges and opportunities for change leaders, managers, and executives
37:03 Karen’s example about valuing the people-development side of business



Participate in my Survey:
LINK HERE
Thank you

]]> What’s your purpose as a continuous improvement or lean practitioner? And how can you fulfill your potential as a transformational change leader?

Tune in to my conversation with master operational excellence change leader Karen Martin to find out! 

Becoming a transformational change leader means balancing your technical skills to deliver results while cultivating the influence, coaching, and facilitation skills to lead change and develop people to create a high-performing organizational culture.

Whether you are an operational excellence professional or a leader that has a passion for continuous improvement, this episode will inspire you to excel in both the formal role that you were hired to do and the greater potential of the role that you want to lead transformational change. 

From learning how to more effectively navigate the complexities of business language to influence leaders, cultivating effective coaching and facilitation skills, and becoming aware of the limiting pitfalls that can hinder your impact – this episode is a must listen. 


You’ll Learn:

  • The difference between the purpose of your role as a continuous improvement or lean practitioner and your potential to become a transformational change leader
  • How to effectively transfer knowledge and develop problem-solving capabilities, tailoring approaches between reflective and directive coaching
  • The importance of speaking the language of the business to influence decisions that align with your organization’s goals and growth needs
  • The risk of short-term improvement kaizen or rapid process improvement events without follow-up to sustain improvement or building the team's skill sets 
  • The importance of having a coach or mentor to support your growth

Tune in now for actionable strategies and insights to equip you to step into your greater transformational leadership potential and position you to lead lasting impact in your organization.

About My Guest:

Karen Martin is the President and Founder of TKMG Academy and Founder of TKMG, Inc., and is an award-winning author of several books, including "Clarity First" and "The Outstanding Organization". Her clients include Fortune 500 companies and government agencies from local to federal levels. With a master’s degree in education, Karen is a mentor at heart and committed to fostering growth and nurturing potential in others to achieve lasting results and lead organizational change.

Important Links:

Are you enjoying the Chain of Learning podcast? Be sure to subscribe or follow –  and to share this podcast with your friends and colleagues so we can all strengthen our Chain of Learning® – together. 

Timestamps:

03:09 The purpose and potential of a transformational change leader
11:53 Practical advice for accelerated discoveries about how to get results and develop people
16:41 Learning to be an effective change leader through facilitating, overcoming fear, navigating organizational dynamics
27:16 Gaps in continuous improvement cultures and how to overcome them
35:56 Internal-capability challenges and opportunities for change leaders, managers, and executives
37:03 Karen’s example about valuing the people-development side of business



Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 21 Feb 2024 02:00:00 -0800 Katie Anderson Katie Anderson 3162 What’s your purpose as a continuous improvement or lean practitioner? And how can you fulfill your potential as a transformational change leader?

Tune in to my conversation with master operational excellence change leader Karen Martin to find out! 

Becoming a transformational change leader means balancing your technical skills to deliver results while cultivating the influence, coaching, and facilitation skills to lead change and develop people to create a high-performing organizational culture.

Whether you are an operational excellence professional or a leader that has a passion for continuous improvement, this episode will inspire you to excel in both the formal role that you were hired to do and the greater potential of the role that you want to lead transformational change. 

From learning how to more effectively navigate the complexities of business language to influence leaders, cultivating effective coaching and facilitation skills, and becoming aware of the limiting pitfalls that can hinder your impact – this episode is a must listen. 


You’ll Learn:

  • The difference between the purpose of your role as a continuous improvement or lean practitioner and your potential to become a transformational change leader
  • How to effectively transfer knowledge and develop problem-solving capabilities, tailoring approaches between reflective and directive coaching
  • The importance of speaking the language of the business to influence decisions that align with your organization’s goals and growth needs
  • The risk of short-term improvement kaizen or rapid process improvement events without follow-up to sustain improvement or building the team's skill sets 
  • The importance of having a coach or mentor to support your growth

Tune in now for actionable strategies and insights to equip you to step into your greater transformational leadership potential and position you to lead lasting impact in your organization.

About My Guest:

Karen Martin is the President and Founder of TKMG Academy and Founder of TKMG, Inc., and is an award-winning author of several books, including "Clarity First" and "The Outstanding Organization". Her clients include Fortune 500 companies and government agencies from local to federal levels. With a master’s degree in education, Karen is a mentor at heart and committed to fostering growth and nurturing potential in others to achieve lasting results and lead organizational change.

Important Links:

Are you enjoying the Chain of Learning podcast? Be sure to subscribe or follow –  and to share this podcast with your friends and colleagues so we can all strengthen our Chain of Learning® – together. 

Timestamps:

03:09 The purpose and potential of a transformational change leader
11:53 Practical advice for accelerated discoveries about how to get results and develop people
16:41 Learning to be an effective change leader through facilitating, overcoming fear, navigating organizational dynamics
27:16 Gaps in continuous improvement cultures and how to overcome them
35:56 Internal-capability challenges and opportunities for change leaders, managers, and executives
37:03 Karen’s example about valuing the people-development side of business



Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 10 | Unleash Your Leadership Superpower: From Technical Expert to Transformational Leader [with Shawn Carner] 10 | Unleash Your Leadership Superpower: From Technical Expert to Transformational Leader [with Shawn Carner] full 7bc7a49e-7ba9-4127-817f-6253486be1f6 http://chainoflearning.com/10 What if you had a new superpower that would unlock your leadership potential?


One so simple yet will amplify your impact, open doors to the C-suite, and accelerate engagement across your organization so that you deliver more business results while realizing your vision for a people-focused learning culture?


This episode unveils your superhero cape so you can unleash your leadership superpowers today to lead organizational change.


Tune in to go beyond leadership theory to actual practice of how to pair your technical expertise with the power, influence, and relational skills to become a transformational change leader.


My guest, Shawn Carner, describes how he moved from an operational excellence practitioner to a senior transformation leader at a global biotechnology company – and gives you real examples of how you can too. 


You’ll Learn:


  • The importance of a leader’s purpose in Leading to Learn®: set direction, provide support, and develop yourself
  • The power of daily intention setting, reflection, and journaling to unlock your leadership superpowers
  • How to Break the Telling Habit® and the impact of asking coaching questions
  • What Shawn learned with me on the Japan Study Trip and how he’s applied lean concepts at Genentech
  • The value of intentional leadership behaviors to positively influence organizational culture


Dive into this episode now to discover the transformative superpowers that will amplify your impact and drive success in your organization!


Looking for more inspiration and actionable tips to step into your leadership impact? Be sure to subscribe and follow Chain of Learning so you never miss an episode.


About my Guest:


Shawn Carner, MBA, is the Director of Operational Excellence at Genentech, part of the Roche Group. An accomplished change agent with a proven ability to develop and implement business process transformations, lead people and deliver business results, Shawn has worked with Genentech since 2005. Shawn is also a talented visual communication expert, a certified ASQ Six Sigma Black Belt, and Master Scuba Instructor.  


Important Links:


Timestamps:


  • 2:40: Shawn's evolution from technical, tool-based operational excellence expert to transformational change leader
  • 5:56: Coaching “kata” and its challenges 
  • 9:28: The power of reflection and journaling
  • 15:26: Breaking the Telling Habit and the power of asking questions
  • 21:16: Shawn's leadership superpower
  • 22:54:The impact of Shawn's superpower on his team and organization
  • 33:30: The power of attending Katie’s Japan Study Trip and the importance of aligning lean principles with organizational culture
  • 40:33: Shifting from operational excellence doer to transformational change leader
  • 41:55: The need for leaders to show up differently to impact culture positively
  • 43:16: The importance of intentionally building capabilities, growing people, and getting them to think

Participate in my Survey:
LINK HERE
Thank you

]]> What if you had a new superpower that would unlock your leadership potential?


One so simple yet will amplify your impact, open doors to the C-suite, and accelerate engagement across your organization so that you deliver more business results while realizing your vision for a people-focused learning culture?


This episode unveils your superhero cape so you can unleash your leadership superpowers today to lead organizational change.


Tune in to go beyond leadership theory to actual practice of how to pair your technical expertise with the power, influence, and relational skills to become a transformational change leader.


My guest, Shawn Carner, describes how he moved from an operational excellence practitioner to a senior transformation leader at a global biotechnology company – and gives you real examples of how you can too. 


You’ll Learn:


  • The importance of a leader’s purpose in Leading to Learn®: set direction, provide support, and develop yourself
  • The power of daily intention setting, reflection, and journaling to unlock your leadership superpowers
  • How to Break the Telling Habit® and the impact of asking coaching questions
  • What Shawn learned with me on the Japan Study Trip and how he’s applied lean concepts at Genentech
  • The value of intentional leadership behaviors to positively influence organizational culture


Dive into this episode now to discover the transformative superpowers that will amplify your impact and drive success in your organization!


Looking for more inspiration and actionable tips to step into your leadership impact? Be sure to subscribe and follow Chain of Learning so you never miss an episode.


About my Guest:


Shawn Carner, MBA, is the Director of Operational Excellence at Genentech, part of the Roche Group. An accomplished change agent with a proven ability to develop and implement business process transformations, lead people and deliver business results, Shawn has worked with Genentech since 2005. Shawn is also a talented visual communication expert, a certified ASQ Six Sigma Black Belt, and Master Scuba Instructor.  


Important Links:


Timestamps:


  • 2:40: Shawn's evolution from technical, tool-based operational excellence expert to transformational change leader
  • 5:56: Coaching “kata” and its challenges 
  • 9:28: The power of reflection and journaling
  • 15:26: Breaking the Telling Habit and the power of asking questions
  • 21:16: Shawn's leadership superpower
  • 22:54:The impact of Shawn's superpower on his team and organization
  • 33:30: The power of attending Katie’s Japan Study Trip and the importance of aligning lean principles with organizational culture
  • 40:33: Shifting from operational excellence doer to transformational change leader
  • 41:55: The need for leaders to show up differently to impact culture positively
  • 43:16: The importance of intentionally building capabilities, growing people, and getting them to think

Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 07 Feb 2024 02:00:00 -0800 Katie Anderson Katie Anderson 3000 What if you had a new superpower that would unlock your leadership potential?


One so simple yet will amplify your impact, open doors to the C-suite, and accelerate engagement across your organization so that you deliver more business results while realizing your vision for a people-focused learning culture?


This episode unveils your superhero cape so you can unleash your leadership superpowers today to lead organizational change.


Tune in to go beyond leadership theory to actual practice of how to pair your technical expertise with the power, influence, and relational skills to become a transformational change leader.


My guest, Shawn Carner, describes how he moved from an operational excellence practitioner to a senior transformation leader at a global biotechnology company – and gives you real examples of how you can too. 


You’ll Learn:


  • The importance of a leader’s purpose in Leading to Learn®: set direction, provide support, and develop yourself
  • The power of daily intention setting, reflection, and journaling to unlock your leadership superpowers
  • How to Break the Telling Habit® and the impact of asking coaching questions
  • What Shawn learned with me on the Japan Study Trip and how he’s applied lean concepts at Genentech
  • The value of intentional leadership behaviors to positively influence organizational culture


Dive into this episode now to discover the transformative superpowers that will amplify your impact and drive success in your organization!


Looking for more inspiration and actionable tips to step into your leadership impact? Be sure to subscribe and follow Chain of Learning so you never miss an episode.


About my Guest:


Shawn Carner, MBA, is the Director of Operational Excellence at Genentech, part of the Roche Group. An accomplished change agent with a proven ability to develop and implement business process transformations, lead people and deliver business results, Shawn has worked with Genentech since 2005. Shawn is also a talented visual communication expert, a certified ASQ Six Sigma Black Belt, and Master Scuba Instructor.  


Important Links:


Timestamps:


  • 2:40: Shawn's evolution from technical, tool-based operational excellence expert to transformational change leader
  • 5:56: Coaching “kata” and its challenges 
  • 9:28: The power of reflection and journaling
  • 15:26: Breaking the Telling Habit and the power of asking questions
  • 21:16: Shawn's leadership superpower
  • 22:54:The impact of Shawn's superpower on his team and organization
  • 33:30: The power of attending Katie’s Japan Study Trip and the importance of aligning lean principles with organizational culture
  • 40:33: Shifting from operational excellence doer to transformational change leader
  • 41:55: The need for leaders to show up differently to impact culture positively
  • 43:16: The importance of intentionally building capabilities, growing people, and getting them to think

Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 9 | 8 Essential Skills to Become a Transformational Change KATALYST™ 9 | 8 Essential Skills to Become a Transformational Change KATALYST™ full 00b9f025-ab19-46ca-a1a2-ce88da9eca9b http://chainoflearning.com/9 Move from Technical Expert to Influential Leader


Do you want to move beyond being a tools or process improvement project “doer” or technical expert to a transformational change leader?  


Have you wanted to step into greater influence and impact in your organization?


Or perhaps you're a leader seeking to create broader organizational change but don't quite know how?


Leading transformational change to create a high-performing culture or lead lean transformation requires you to pair your technical expertise with social and relational skills that will enable you to catalyze change and accelerate the rate of learning in your organization.


In this episode we’ll explore the importance of your role as a transformational change agent and how you can step into greater impact by growing your leadership skills with my framework – the KATALYST™ model.


“Katalyst” is a mix of the words “catalyst” and "kata" – it is someone who accelerates the rate of learning for organizational progress.


Hit play to discover how you can step into your impact as a transformational leader and bridge the gap between where you are today and becoming an influential change Katalyst ™ in your organization.


 You'll Learn:

  • The 8 leadership competencies in the KATALYST™ model  
  • The difference between Catalyst versus “Katalyst”™
  • The definition of “kata” as routines that support problem-solving and coaching for improvement
  • How to move from technical expert to influential leader
  • How to get your senior team to buy into the vision for a people-centered learning organization and invest the time and effort to get there

If you want to increase your influence and realize your vision of a thriving people-centered learning organization, you won’t want to miss this episode. Tune in now!


Looking for more inspiration and actionable tips to step into your leadership impact? Be sure to subscribe and follow Chain of Learning so you never miss an episode.


Important Links:

  • Episode webpage with additional resources: ChainOfLearning.com/9
  • Download the Change KATALYST™ Self-Assessment: https://kbjanderson.com/katalyst/ 
  • My book: LearningToLeadLeadingToLearn.com
  • Work with me: KBJAnderson.com
  • Follow me on LinkedIn: https://www.linkedin.com/in/kbjanderson/ 


Timestamps:


2:05: The Change KATALYST™ model

3:12: Transition from a Practitioner to a Change Leader

6:28: The Inspiration of “kata”

7:11: The impact of implementing KATALYST™ model

9:38:  K – Knowledgeable Business Expert 

13:39: A – Analytical Systems Thinker

18:19: T – Tactical Strategic Aligner

22:11: A – Astute Political Navigator

25:03: L – Lifelong Learning Enthusiast 

27:42: Y – Yes-Minded Persuader 

31:29: S – Skillful Facilitator 

34:48: T – Transformational Coaching Leader


Participate in my Survey:
LINK HERE
Thank you

]]> Move from Technical Expert to Influential Leader


Do you want to move beyond being a tools or process improvement project “doer” or technical expert to a transformational change leader?  


Have you wanted to step into greater influence and impact in your organization?


Or perhaps you're a leader seeking to create broader organizational change but don't quite know how?


Leading transformational change to create a high-performing culture or lead lean transformation requires you to pair your technical expertise with social and relational skills that will enable you to catalyze change and accelerate the rate of learning in your organization.


In this episode we’ll explore the importance of your role as a transformational change agent and how you can step into greater impact by growing your leadership skills with my framework – the KATALYST™ model.


“Katalyst” is a mix of the words “catalyst” and "kata" – it is someone who accelerates the rate of learning for organizational progress.


Hit play to discover how you can step into your impact as a transformational leader and bridge the gap between where you are today and becoming an influential change Katalyst ™ in your organization.


 You'll Learn:

  • The 8 leadership competencies in the KATALYST™ model  
  • The difference between Catalyst versus “Katalyst”™
  • The definition of “kata” as routines that support problem-solving and coaching for improvement
  • How to move from technical expert to influential leader
  • How to get your senior team to buy into the vision for a people-centered learning organization and invest the time and effort to get there

If you want to increase your influence and realize your vision of a thriving people-centered learning organization, you won’t want to miss this episode. Tune in now!


Looking for more inspiration and actionable tips to step into your leadership impact? Be sure to subscribe and follow Chain of Learning so you never miss an episode.


Important Links:

  • Episode webpage with additional resources: ChainOfLearning.com/9
  • Download the Change KATALYST™ Self-Assessment: https://kbjanderson.com/katalyst/ 
  • My book: LearningToLeadLeadingToLearn.com
  • Work with me: KBJAnderson.com
  • Follow me on LinkedIn: https://www.linkedin.com/in/kbjanderson/ 


Timestamps:


2:05: The Change KATALYST™ model

3:12: Transition from a Practitioner to a Change Leader

6:28: The Inspiration of “kata”

7:11: The impact of implementing KATALYST™ model

9:38:  K – Knowledgeable Business Expert 

13:39: A – Analytical Systems Thinker

18:19: T – Tactical Strategic Aligner

22:11: A – Astute Political Navigator

25:03: L – Lifelong Learning Enthusiast 

27:42: Y – Yes-Minded Persuader 

31:29: S – Skillful Facilitator 

34:48: T – Transformational Coaching Leader


Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 24 Jan 2024 02:00:00 -0800 Katie Anderson Katie Anderson 2429 Move from Technical Expert to Influential Leader


Do you want to move beyond being a tools or process improvement project “doer” or technical expert to a transformational change leader?  


Have you wanted to step into greater influence and impact in your organization?


Or perhaps you're a leader seeking to create broader organizational change but don't quite know how?


Leading transformational change to create a high-performing culture or lead lean transformation requires you to pair your technical expertise with social and relational skills that will enable you to catalyze change and accelerate the rate of learning in your organization.


In this episode we’ll explore the importance of your role as a transformational change agent and how you can step into greater impact by growing your leadership skills with my framework – the KATALYST™ model.


“Katalyst” is a mix of the words “catalyst” and "kata" – it is someone who accelerates the rate of learning for organizational progress.


Hit play to discover how you can step into your impact as a transformational leader and bridge the gap between where you are today and becoming an influential change Katalyst ™ in your organization.


 You'll Learn:

  • The 8 leadership competencies in the KATALYST™ model  
  • The difference between Catalyst versus “Katalyst”™
  • The definition of “kata” as routines that support problem-solving and coaching for improvement
  • How to move from technical expert to influential leader
  • How to get your senior team to buy into the vision for a people-centered learning organization and invest the time and effort to get there

If you want to increase your influence and realize your vision of a thriving people-centered learning organization, you won’t want to miss this episode. Tune in now!


Looking for more inspiration and actionable tips to step into your leadership impact? Be sure to subscribe and follow Chain of Learning so you never miss an episode.


Important Links:

  • Episode webpage with additional resources: ChainOfLearning.com/9
  • Download the Change KATALYST™ Self-Assessment: https://kbjanderson.com/katalyst/ 
  • My book: LearningToLeadLeadingToLearn.com
  • Work with me: KBJAnderson.com
  • Follow me on LinkedIn: https://www.linkedin.com/in/kbjanderson/ 


Timestamps:


2:05: The Change KATALYST™ model

3:12: Transition from a Practitioner to a Change Leader

6:28: The Inspiration of “kata”

7:11: The impact of implementing KATALYST™ model

9:38:  K – Knowledgeable Business Expert 

13:39: A – Analytical Systems Thinker

18:19: T – Tactical Strategic Aligner

22:11: A – Astute Political Navigator

25:03: L – Lifelong Learning Enthusiast 

27:42: Y – Yes-Minded Persuader 

31:29: S – Skillful Facilitator 

34:48: T – Transformational Coaching Leader


Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 8 | Wiring the Winning Organization [with Gene Kim and Steven Spear] 8 | Wiring the Winning Organization [with Gene Kim and Steven Spear] full ef966e36-f4ab-4583-87a3-6cfdaf83d133 http://chainoflearning.com/8
Have you ever wondered why some organizations consistently outperform others? 

And why, even when using the same tools and methodologies, some companies are able to leverage them to achieve success whereas at others they just become the flavor of the month?

If you are curious about the answers, you won't want to miss this episode with Steve Spear and Gene Kim where we unpack what makes companies “great” and explore key concepts in their new book, “Wiring the Winning Organization: Liberating our Collective Greatness through Slowification, Simplification, and Amplification”. 

Together, we peel back the layers of organizational innovation and problem-solving to focus on the critical – and often missing elements – for high performance.

Tune in to discover the role that management systems and leadership play in shaping an organization's success, and the mechanisms that enable innovation, problem-solving, and collaboration across large, complex organizations.


It makes no difference what you call it  – lean, agile, DevOps –  wiring your organization to win always comes back to the principles of good leadership.


If you are a leader, an operational excellence practitioner, or simply someone aspiring to create and thrive in a winning organization, this is an episode you can't afford to miss.


In this episode you’ll learn:

  • What defines a winning organization and separates great organizations from “not great” ones
  • How to navigate from the “danger zone” to the “winning zone” 
  • The three layers of organizational problem-solving and continuous improvement 
  • The critical role of leadership and management systems in creating conditions for success
  • The sociotechnical mechanisms of winning organizations: slowification, simplification, and amplification
  • Three questions leaders should ask daily to enable a profound organizational transformation
  • Leadership behavior shifts to be more effective in wiring your organization – and team –  to win


Tune in discover how you can build a high-performing organization and wire your organization for greatness.


About my guests:


Steve Spear is a senior lecturer at the MIT Sloan School of Management and is a renowned thought leader in the field of organizational excellence and high-performance organizations. 


Gene Kim is a Wall Street Journal bestselling author and former CTO of TripWire, specializing in improving software development and IT management for high-performing technology organizations.

Links:



Timestamps

 


  • 01:30 Introduction of Steve Spear and Gene Kim
  • 03:41 Definition of a winning organization
  • 04:02 Understanding what high performance is
  • 06:10 Disparities in organizational performance and the role of management systems
  • 07:53 Common mechanisms of performance 
  • 09:55 The three layers
  • 10:06 Social circuitry
  • 11:13 Capability and competency
  • 13:50  The socio part of the sociotechnical system
  • 14:05 Mr. Yoshino's paint mistake story
  • 15:49 Paul O'Neill's three critical questions for leaders
  • 18:50 The role of leaders in creating conditions that enable individuals to succeed
  • 19:07 How to move from the danger zone to the winning zone
  • 19:17 Slowification, simplification, and amplification
  • 21:29  Culture of learning and improvement through social circuitry
  • 25:30 How slowfication helps winning organizations
  • 30:24 The performance paradox and learning zones
  • 31:17 The importance of simulating disasters 
  • 33:03 Misuse of terminology and principles i.e., “lean”
  • 35:12 Interrelationship between management practices
  • 37:18 Lessons learned from the writing and collaboration process
  • 43:09 Steve and Gene’s behaviors to be more effective in wiring winning organizations
  • 47:17 Breaking the telling habit




Participate in my Survey:
LINK HERE
Thank you

]]>
Have you ever wondered why some organizations consistently outperform others? 

And why, even when using the same tools and methodologies, some companies are able to leverage them to achieve success whereas at others they just become the flavor of the month?

If you are curious about the answers, you won't want to miss this episode with Steve Spear and Gene Kim where we unpack what makes companies “great” and explore key concepts in their new book, “Wiring the Winning Organization: Liberating our Collective Greatness through Slowification, Simplification, and Amplification”. 

Together, we peel back the layers of organizational innovation and problem-solving to focus on the critical – and often missing elements – for high performance.

Tune in to discover the role that management systems and leadership play in shaping an organization's success, and the mechanisms that enable innovation, problem-solving, and collaboration across large, complex organizations.


It makes no difference what you call it  – lean, agile, DevOps –  wiring your organization to win always comes back to the principles of good leadership.


If you are a leader, an operational excellence practitioner, or simply someone aspiring to create and thrive in a winning organization, this is an episode you can't afford to miss.


In this episode you’ll learn:

  • What defines a winning organization and separates great organizations from “not great” ones
  • How to navigate from the “danger zone” to the “winning zone” 
  • The three layers of organizational problem-solving and continuous improvement 
  • The critical role of leadership and management systems in creating conditions for success
  • The sociotechnical mechanisms of winning organizations: slowification, simplification, and amplification
  • Three questions leaders should ask daily to enable a profound organizational transformation
  • Leadership behavior shifts to be more effective in wiring your organization – and team –  to win


Tune in discover how you can build a high-performing organization and wire your organization for greatness.


About my guests:


Steve Spear is a senior lecturer at the MIT Sloan School of Management and is a renowned thought leader in the field of organizational excellence and high-performance organizations. 


Gene Kim is a Wall Street Journal bestselling author and former CTO of TripWire, specializing in improving software development and IT management for high-performing technology organizations.

Links:



Timestamps

 


  • 01:30 Introduction of Steve Spear and Gene Kim
  • 03:41 Definition of a winning organization
  • 04:02 Understanding what high performance is
  • 06:10 Disparities in organizational performance and the role of management systems
  • 07:53 Common mechanisms of performance 
  • 09:55 The three layers
  • 10:06 Social circuitry
  • 11:13 Capability and competency
  • 13:50  The socio part of the sociotechnical system
  • 14:05 Mr. Yoshino's paint mistake story
  • 15:49 Paul O'Neill's three critical questions for leaders
  • 18:50 The role of leaders in creating conditions that enable individuals to succeed
  • 19:07 How to move from the danger zone to the winning zone
  • 19:17 Slowification, simplification, and amplification
  • 21:29  Culture of learning and improvement through social circuitry
  • 25:30 How slowfication helps winning organizations
  • 30:24 The performance paradox and learning zones
  • 31:17 The importance of simulating disasters 
  • 33:03 Misuse of terminology and principles i.e., “lean”
  • 35:12 Interrelationship between management practices
  • 37:18 Lessons learned from the writing and collaboration process
  • 43:09 Steve and Gene’s behaviors to be more effective in wiring winning organizations
  • 47:17 Breaking the telling habit




Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 10 Jan 2024 02:00:00 -0800 Katie Anderson Katie Anderson 3207
Have you ever wondered why some organizations consistently outperform others? 

And why, even when using the same tools and methodologies, some companies are able to leverage them to achieve success whereas at others they just become the flavor of the month?

If you are curious about the answers, you won't want to miss this episode with Steve Spear and Gene Kim where we unpack what makes companies “great” and explore key concepts in their new book, “Wiring the Winning Organization: Liberating our Collective Greatness through Slowification, Simplification, and Amplification”. 

Together, we peel back the layers of organizational innovation and problem-solving to focus on the critical – and often missing elements – for high performance.

Tune in to discover the role that management systems and leadership play in shaping an organization's success, and the mechanisms that enable innovation, problem-solving, and collaboration across large, complex organizations.


It makes no difference what you call it  – lean, agile, DevOps –  wiring your organization to win always comes back to the principles of good leadership.


If you are a leader, an operational excellence practitioner, or simply someone aspiring to create and thrive in a winning organization, this is an episode you can't afford to miss.


In this episode you’ll learn:

  • What defines a winning organization and separates great organizations from “not great” ones
  • How to navigate from the “danger zone” to the “winning zone” 
  • The three layers of organizational problem-solving and continuous improvement 
  • The critical role of leadership and management systems in creating conditions for success
  • The sociotechnical mechanisms of winning organizations: slowification, simplification, and amplification
  • Three questions leaders should ask daily to enable a profound organizational transformation
  • Leadership behavior shifts to be more effective in wiring your organization – and team –  to win


Tune in discover how you can build a high-performing organization and wire your organization for greatness.


About my guests:


Steve Spear is a senior lecturer at the MIT Sloan School of Management and is a renowned thought leader in the field of organizational excellence and high-performance organizations. 


Gene Kim is a Wall Street Journal bestselling author and former CTO of TripWire, specializing in improving software development and IT management for high-performing technology organizations.

Links:



Timestamps

 


  • 01:30 Introduction of Steve Spear and Gene Kim
  • 03:41 Definition of a winning organization
  • 04:02 Understanding what high performance is
  • 06:10 Disparities in organizational performance and the role of management systems
  • 07:53 Common mechanisms of performance 
  • 09:55 The three layers
  • 10:06 Social circuitry
  • 11:13 Capability and competency
  • 13:50  The socio part of the sociotechnical system
  • 14:05 Mr. Yoshino's paint mistake story
  • 15:49 Paul O'Neill's three critical questions for leaders
  • 18:50 The role of leaders in creating conditions that enable individuals to succeed
  • 19:07 How to move from the danger zone to the winning zone
  • 19:17 Slowification, simplification, and amplification
  • 21:29  Culture of learning and improvement through social circuitry
  • 25:30 How slowfication helps winning organizations
  • 30:24 The performance paradox and learning zones
  • 31:17 The importance of simulating disasters 
  • 33:03 Misuse of terminology and principles i.e., “lean”
  • 35:12 Interrelationship between management practices
  • 37:18 Lessons learned from the writing and collaboration process
  • 43:09 Steve and Gene’s behaviors to be more effective in wiring winning organizations
  • 47:17 Breaking the telling habit




Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 7 | Intentions vs. Goals: Start with Purpose for Greater Impact and Achievement 7 | Intentions vs. Goals: Start with Purpose for Greater Impact and Achievement full a867ed50-acbf-4d0e-a98b-62d0d8fc5a15 http://chainoflearning.com/7 What if HOW you go about setting your goals can change the impact you have – even more than the goals themselves? 


It’s that time of year for setting goals, to reflect on what you achieved – or didn’t achieve – in the past year and make resolutions and big goals for the coming year. 


Yet most of us have it backwards when we go about setting goals. We start with our minds before we connect with our hearts.


In this episode of Chain of Learning, you’ll discover what’s missing for most people in our goal-setting culture. If you really want to create a meaningful impact and be more likely to achieve your goals, you need to start first with your intentions.


Tune into this episode to learn how to make a shift in your thinking – and your goal-setting process – that will leave you more connected with purpose, fulfilled, and equipped to achieve your goals. You’ll understand how to connect who you want to be so that you are set up for what you want to achieve.



In this episode you’ll learn:

  • The difference between goals and intentions 
  • The importance of aligning actions in the direction of purpose 
  • About the Japanese concept of "kokorozashi" -- a leader's purpose, inner will, and enthusiasm
  • How a focus only on achieving goals is problematic
  • Why reflection is the beginning of learning and improvement
  • A reflection exercise that will set you up for greater impact
  • Why you must align with your intentions before setting goals


Hit play now – and be sure to grab a pen and paper to capture your reflections – to make plans on how you will take aligned action that will propel you towards the impact that you want in the coming year!


Important Links:


Timestamps


  • 00:31: Intention for this episode 
  • 02:55: Typical New Year goal setting
  • 03:27: Concept of intentions versus goals
  • 04:27: Importance of intention in leadership
  • 06:48: The difference and connection between goals and intentions
  • 08:24: Discovery of Intention = Heart + Direction ®
  • 09:52: Japanese concept of 'kokorozashi'
  • 12:00: The impact of focusing on goals only
  • 14:21: The power of intention in navigating setbacks
  • 15:09: The importance of connecting with your purpose
  • 17:05: Reflection process for   determining intentions and  goals
  • 19:27: Reflection exercise with questions 
  • 21:11: Steps for aligning actions with purpose
  • 23:35: Identifying and aligning actions for the next year
  • 26:06: Dealing with challenges, staying focused and moving forward
  • 27:09: Balancing professional and personal goals
  • 28:04: Legacy and the concept of intention
  • 31:04: Importance of focusing on intentions before goals
  • 31:38: Reflection on leadership with intention for the coming year and conclusion




Participate in my Survey:
LINK HERE
Thank you

]]> What if HOW you go about setting your goals can change the impact you have – even more than the goals themselves? 


It’s that time of year for setting goals, to reflect on what you achieved – or didn’t achieve – in the past year and make resolutions and big goals for the coming year. 


Yet most of us have it backwards when we go about setting goals. We start with our minds before we connect with our hearts.


In this episode of Chain of Learning, you’ll discover what’s missing for most people in our goal-setting culture. If you really want to create a meaningful impact and be more likely to achieve your goals, you need to start first with your intentions.


Tune into this episode to learn how to make a shift in your thinking – and your goal-setting process – that will leave you more connected with purpose, fulfilled, and equipped to achieve your goals. You’ll understand how to connect who you want to be so that you are set up for what you want to achieve.



In this episode you’ll learn:

  • The difference between goals and intentions 
  • The importance of aligning actions in the direction of purpose 
  • About the Japanese concept of "kokorozashi" -- a leader's purpose, inner will, and enthusiasm
  • How a focus only on achieving goals is problematic
  • Why reflection is the beginning of learning and improvement
  • A reflection exercise that will set you up for greater impact
  • Why you must align with your intentions before setting goals


Hit play now – and be sure to grab a pen and paper to capture your reflections – to make plans on how you will take aligned action that will propel you towards the impact that you want in the coming year!


Important Links:


Timestamps


  • 00:31: Intention for this episode 
  • 02:55: Typical New Year goal setting
  • 03:27: Concept of intentions versus goals
  • 04:27: Importance of intention in leadership
  • 06:48: The difference and connection between goals and intentions
  • 08:24: Discovery of Intention = Heart + Direction ®
  • 09:52: Japanese concept of 'kokorozashi'
  • 12:00: The impact of focusing on goals only
  • 14:21: The power of intention in navigating setbacks
  • 15:09: The importance of connecting with your purpose
  • 17:05: Reflection process for   determining intentions and  goals
  • 19:27: Reflection exercise with questions 
  • 21:11: Steps for aligning actions with purpose
  • 23:35: Identifying and aligning actions for the next year
  • 26:06: Dealing with challenges, staying focused and moving forward
  • 27:09: Balancing professional and personal goals
  • 28:04: Legacy and the concept of intention
  • 31:04: Importance of focusing on intentions before goals
  • 31:38: Reflection on leadership with intention for the coming year and conclusion




Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 27 Dec 2023 02:00:00 -0800 Katie Anderson Katie Anderson 1984 What if HOW you go about setting your goals can change the impact you have – even more than the goals themselves? 


It’s that time of year for setting goals, to reflect on what you achieved – or didn’t achieve – in the past year and make resolutions and big goals for the coming year. 


Yet most of us have it backwards when we go about setting goals. We start with our minds before we connect with our hearts.


In this episode of Chain of Learning, you’ll discover what’s missing for most people in our goal-setting culture. If you really want to create a meaningful impact and be more likely to achieve your goals, you need to start first with your intentions.


Tune into this episode to learn how to make a shift in your thinking – and your goal-setting process – that will leave you more connected with purpose, fulfilled, and equipped to achieve your goals. You’ll understand how to connect who you want to be so that you are set up for what you want to achieve.



In this episode you’ll learn:

  • The difference between goals and intentions 
  • The importance of aligning actions in the direction of purpose 
  • About the Japanese concept of "kokorozashi" -- a leader's purpose, inner will, and enthusiasm
  • How a focus only on achieving goals is problematic
  • Why reflection is the beginning of learning and improvement
  • A reflection exercise that will set you up for greater impact
  • Why you must align with your intentions before setting goals


Hit play now – and be sure to grab a pen and paper to capture your reflections – to make plans on how you will take aligned action that will propel you towards the impact that you want in the coming year!


Important Links:


Timestamps


  • 00:31: Intention for this episode 
  • 02:55: Typical New Year goal setting
  • 03:27: Concept of intentions versus goals
  • 04:27: Importance of intention in leadership
  • 06:48: The difference and connection between goals and intentions
  • 08:24: Discovery of Intention = Heart + Direction ®
  • 09:52: Japanese concept of 'kokorozashi'
  • 12:00: The impact of focusing on goals only
  • 14:21: The power of intention in navigating setbacks
  • 15:09: The importance of connecting with your purpose
  • 17:05: Reflection process for   determining intentions and  goals
  • 19:27: Reflection exercise with questions 
  • 21:11: Steps for aligning actions with purpose
  • 23:35: Identifying and aligning actions for the next year
  • 26:06: Dealing with challenges, staying focused and moving forward
  • 27:09: Balancing professional and personal goals
  • 28:04: Legacy and the concept of intention
  • 31:04: Importance of focusing on intentions before goals
  • 31:38: Reflection on leadership with intention for the coming year and conclusion




Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 6 | Inside the Lean Mindset: Behind-the-Scenes Transformational Change Insights from GE's Leadership Event 6 | Inside the Lean Mindset: Behind-the-Scenes Transformational Change Insights from GE's Leadership Event full 49cd9c1c-d53d-420d-a6ca-d913c3c597f4 http://chainoflearning.com/6 Have you ever wondered what it would be like to listen in to "hallway conversations" to discover what senior leaders actually say and reflect on with each other?


If so, you're in the right spot. In this episode, I take you behind-the-scenes with exclusive conversations I had with transformational change leaders and executives in attendance at GE’s The Lean Mindset. This exciting leadership event, hosted by Larry Culp, Chairman and CEO of GE and GE Aerospace, brought together executives from some of the world’s top companies, professional athletes, and thought leaders all focused on pursuing excellence through continuous learning. 


Thanks to GE's generosity, I was invited to both share my knowledge and to collect knowledge, by bringing my microphone to glean insights from the leaders in attendance during the spaces between the mainstage events. I can’t wait to share them with you here! 


You’ll hear highlights from my conversations with leaders including: 

  • Chef Eric Klein – Culinary Vice President and Partner at Wolfgang Puck Catering 
  • Dr. Lisa Yerian – Chief Improvement Officer at The Cleveland Clinic
  • Betsy Bingham – Vice President of Lean Operations at GE Aerospace 
  • Phil Wickler – Chief Transformation Officer for GE Aerospace
  • Pat Byrne – Senior Vice President for Operational Transformation at GE


What you’ll learn:

  • The importance of embracing and learning from failure
  • The power of humility, empathy, and making daily connections with your team
  • Strategies to empower problem-solving and teamwork, including going to gemba, leveraging meaningful metrics, and creating structured approaches to improvement
  • The mindset and behavior shifts leaders need to make to build effective leadership habits and lead by example
  • Being an effective leader doesn’t mean you have all the answers; it means you’re willing to ask questions, go see, and always keep learning.

If you are trying to create a high-performing learning organization, you won’t want to miss these invaluable insights. Hit play now to be inspired about how you can embed a lean mindset in your organization and accelerate your impact as a change leader.



Important Links:


Timestamps 

  • 00:55 – Delving into the Insights from GE’s The Lean Mindset Event
  • 01:27 – Reflecting on personal interactions at the event
  • 01:40 – A deep dive into the principles of lean management
  • 02:38 – Presenting the esteemed lineup of leaders
  • 03:10 – Overview of themes covered at The Lean Mindset
  • 04:14 – Excerpt from Chef Eric Klein: Exploring the Lean Mindset in a Kitchen
  • 05:14 – Emphasizing the importance of humility and the willingness to embrace failure to evolve as a learner
  • 05:59 – Dr. Lisa Yerian discusses balancing humility and hunger in leadership
  • 07:16 – Betsy Bingham on problem-solving and the human element
  • 08:04 – Phil Wickler shares Insight on the significance of Gemba
  • 08:55 – Pat Byrne explores the importance of Gemba for both employees and customers
  • 09:35 – Betsy Bingham on problem-solving efficiency
  • 10:57 – Recognizing the value of repetition to build lean mindset skills
  • 11:42 – Dr. Yerian reinforces the importance of quality repetition
  • 12:35 – Leveraging metrics to drive operational improvements
  • 15:35 – Embracing challenges and how to approach to problem resolution
  • 16:35 – Benefits of breaking the telling habit for effective leadership
  • 17:35 – Insights on cultivating a lean mindset within Your qrganizational culture
  • 22:30 – Larry Culp's three key takeaways
  • 23:50 – Closing thoughts on the event and inspiring team dynamics

Participate in my Survey:
LINK HERE
Thank you

]]> Have you ever wondered what it would be like to listen in to "hallway conversations" to discover what senior leaders actually say and reflect on with each other?


If so, you're in the right spot. In this episode, I take you behind-the-scenes with exclusive conversations I had with transformational change leaders and executives in attendance at GE’s The Lean Mindset. This exciting leadership event, hosted by Larry Culp, Chairman and CEO of GE and GE Aerospace, brought together executives from some of the world’s top companies, professional athletes, and thought leaders all focused on pursuing excellence through continuous learning. 


Thanks to GE's generosity, I was invited to both share my knowledge and to collect knowledge, by bringing my microphone to glean insights from the leaders in attendance during the spaces between the mainstage events. I can’t wait to share them with you here! 


You’ll hear highlights from my conversations with leaders including: 

  • Chef Eric Klein – Culinary Vice President and Partner at Wolfgang Puck Catering 
  • Dr. Lisa Yerian – Chief Improvement Officer at The Cleveland Clinic
  • Betsy Bingham – Vice President of Lean Operations at GE Aerospace 
  • Phil Wickler – Chief Transformation Officer for GE Aerospace
  • Pat Byrne – Senior Vice President for Operational Transformation at GE


What you’ll learn:

  • The importance of embracing and learning from failure
  • The power of humility, empathy, and making daily connections with your team
  • Strategies to empower problem-solving and teamwork, including going to gemba, leveraging meaningful metrics, and creating structured approaches to improvement
  • The mindset and behavior shifts leaders need to make to build effective leadership habits and lead by example
  • Being an effective leader doesn’t mean you have all the answers; it means you’re willing to ask questions, go see, and always keep learning.

If you are trying to create a high-performing learning organization, you won’t want to miss these invaluable insights. Hit play now to be inspired about how you can embed a lean mindset in your organization and accelerate your impact as a change leader.



Important Links:


Timestamps 

  • 00:55 – Delving into the Insights from GE’s The Lean Mindset Event
  • 01:27 – Reflecting on personal interactions at the event
  • 01:40 – A deep dive into the principles of lean management
  • 02:38 – Presenting the esteemed lineup of leaders
  • 03:10 – Overview of themes covered at The Lean Mindset
  • 04:14 – Excerpt from Chef Eric Klein: Exploring the Lean Mindset in a Kitchen
  • 05:14 – Emphasizing the importance of humility and the willingness to embrace failure to evolve as a learner
  • 05:59 – Dr. Lisa Yerian discusses balancing humility and hunger in leadership
  • 07:16 – Betsy Bingham on problem-solving and the human element
  • 08:04 – Phil Wickler shares Insight on the significance of Gemba
  • 08:55 – Pat Byrne explores the importance of Gemba for both employees and customers
  • 09:35 – Betsy Bingham on problem-solving efficiency
  • 10:57 – Recognizing the value of repetition to build lean mindset skills
  • 11:42 – Dr. Yerian reinforces the importance of quality repetition
  • 12:35 – Leveraging metrics to drive operational improvements
  • 15:35 – Embracing challenges and how to approach to problem resolution
  • 16:35 – Benefits of breaking the telling habit for effective leadership
  • 17:35 – Insights on cultivating a lean mindset within Your qrganizational culture
  • 22:30 – Larry Culp's three key takeaways
  • 23:50 – Closing thoughts on the event and inspiring team dynamics

Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 13 Dec 2023 02:00:00 -0800 Katie Anderson Katie Anderson 1567 Have you ever wondered what it would be like to listen in to "hallway conversations" to discover what senior leaders actually say and reflect on with each other?


If so, you're in the right spot. In this episode, I take you behind-the-scenes with exclusive conversations I had with transformational change leaders and executives in attendance at GE’s The Lean Mindset. This exciting leadership event, hosted by Larry Culp, Chairman and CEO of GE and GE Aerospace, brought together executives from some of the world’s top companies, professional athletes, and thought leaders all focused on pursuing excellence through continuous learning. 


Thanks to GE's generosity, I was invited to both share my knowledge and to collect knowledge, by bringing my microphone to glean insights from the leaders in attendance during the spaces between the mainstage events. I can’t wait to share them with you here! 


You’ll hear highlights from my conversations with leaders including: 

  • Chef Eric Klein – Culinary Vice President and Partner at Wolfgang Puck Catering 
  • Dr. Lisa Yerian – Chief Improvement Officer at The Cleveland Clinic
  • Betsy Bingham – Vice President of Lean Operations at GE Aerospace 
  • Phil Wickler – Chief Transformation Officer for GE Aerospace
  • Pat Byrne – Senior Vice President for Operational Transformation at GE


What you’ll learn:

  • The importance of embracing and learning from failure
  • The power of humility, empathy, and making daily connections with your team
  • Strategies to empower problem-solving and teamwork, including going to gemba, leveraging meaningful metrics, and creating structured approaches to improvement
  • The mindset and behavior shifts leaders need to make to build effective leadership habits and lead by example
  • Being an effective leader doesn’t mean you have all the answers; it means you’re willing to ask questions, go see, and always keep learning.

If you are trying to create a high-performing learning organization, you won’t want to miss these invaluable insights. Hit play now to be inspired about how you can embed a lean mindset in your organization and accelerate your impact as a change leader.



Important Links:


Timestamps 

  • 00:55 – Delving into the Insights from GE’s The Lean Mindset Event
  • 01:27 – Reflecting on personal interactions at the event
  • 01:40 – A deep dive into the principles of lean management
  • 02:38 – Presenting the esteemed lineup of leaders
  • 03:10 – Overview of themes covered at The Lean Mindset
  • 04:14 – Excerpt from Chef Eric Klein: Exploring the Lean Mindset in a Kitchen
  • 05:14 – Emphasizing the importance of humility and the willingness to embrace failure to evolve as a learner
  • 05:59 – Dr. Lisa Yerian discusses balancing humility and hunger in leadership
  • 07:16 – Betsy Bingham on problem-solving and the human element
  • 08:04 – Phil Wickler shares Insight on the significance of Gemba
  • 08:55 – Pat Byrne explores the importance of Gemba for both employees and customers
  • 09:35 – Betsy Bingham on problem-solving efficiency
  • 10:57 – Recognizing the value of repetition to build lean mindset skills
  • 11:42 – Dr. Yerian reinforces the importance of quality repetition
  • 12:35 – Leveraging metrics to drive operational improvements
  • 15:35 – Embracing challenges and how to approach to problem resolution
  • 16:35 – Benefits of breaking the telling habit for effective leadership
  • 17:35 – Insights on cultivating a lean mindset within Your qrganizational culture
  • 22:30 – Larry Culp's three key takeaways
  • 23:50 – Closing thoughts on the event and inspiring team dynamics

Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 5 | Achieve More by Performing Less: Overcome the Performance Paradox [with Eduardo Briceño] 5 | Achieve More by Performing Less: Overcome the Performance Paradox [with Eduardo Briceño] full 6057a4ac-d70f-4355-a1fd-39f4a6839e7f http://chainoflearning.com/5 Have you ever felt burned out and exhausted from the constant pressure to perform, to achieve, or to get it “right”? 


Or is your organization putting a lot of effort into improvement projects and strategic initiatives, but you are finding that you aren’t making much improvement and you are working on the same problems year after year?


If so, you might be stuck in what growth mindset and learning organization expert Eduardo Briceño calls the “Performance Paradox”. This is the counterintuitive reality that a constant focus on performing actually leads to lower performance. 


The secret to high performance is not actually working harder, but learning better. 


You won’t want to miss this episode of Chain of Learning with Eduardo Briceño where we talk about his book “The Performance Paradox: Turning the Power of Mindset into Action” and how you can master the Learning Zone to achieve better performance.


In this episode of Chain of Learning you will learn:


  • How you can turn a growth mindset into action by balancing the “Performance Zone” and the “Learning Zone”
  • The risk for you and your organization if you get stuck in chronic performance 
  • The impact of seeking and receiving feedback on performance and improvement
  • 5 tips to embed growth and learning micro-habits for yourself and within your organization  
  • How you can create the organizational conditions that result in a high-performing learning culture


Tune in to discover the impact that overcoming the Performance Paradox – and mastering the Learning Zone – can have on you, your team, and your organization. 


About My Guest: Eduardo Briceño

Eduardo Briceño is a global keynote speaker, facilitator, and bestselling author of “The Performance Paradox: Turning the Power of Mindset Into Action.” He works with many of the world’s leading companies in developing cultures of learning and high performance. 


Eduardo co-founded Mindset Works – the pioneer in bringing growth mindset strategies into organizations – with Stanford Professor Carol Dweck (my guest on Chain of Learning Episode 3). 


His TED talks, “How to Get Better at Things You Care About” & “The Power of Belief”  have been viewed over nine million times, and he has been featured in publications such as Harvard Business Review, Forbes, and Fast Company.


Important links


Timestamps


00:39: Understanding the Performance Paradox

01:14: The secret to high performance

03:03: What is the performance paradox?

04:20: Connection between growth mindset and performance paradox

05:24: The impact of learning how to change

07:19: Discussion on performance and learning culture

13:04: Understanding the dangers of staying in chronic performance

17:22: Overcoming challenges of limited time for learning

19:58: Micro intention and reflection during learning

21:32: Leadership learning and challenges

26:56: Advice for leading change & building a learning culture

32:51: Upcoming chain of learning episodes



Participate in my Survey:
LINK HERE
Thank you

]]> Have you ever felt burned out and exhausted from the constant pressure to perform, to achieve, or to get it “right”? 


Or is your organization putting a lot of effort into improvement projects and strategic initiatives, but you are finding that you aren’t making much improvement and you are working on the same problems year after year?


If so, you might be stuck in what growth mindset and learning organization expert Eduardo Briceño calls the “Performance Paradox”. This is the counterintuitive reality that a constant focus on performing actually leads to lower performance. 


The secret to high performance is not actually working harder, but learning better. 


You won’t want to miss this episode of Chain of Learning with Eduardo Briceño where we talk about his book “The Performance Paradox: Turning the Power of Mindset into Action” and how you can master the Learning Zone to achieve better performance.


In this episode of Chain of Learning you will learn:


  • How you can turn a growth mindset into action by balancing the “Performance Zone” and the “Learning Zone”
  • The risk for you and your organization if you get stuck in chronic performance 
  • The impact of seeking and receiving feedback on performance and improvement
  • 5 tips to embed growth and learning micro-habits for yourself and within your organization  
  • How you can create the organizational conditions that result in a high-performing learning culture


Tune in to discover the impact that overcoming the Performance Paradox – and mastering the Learning Zone – can have on you, your team, and your organization. 


About My Guest: Eduardo Briceño

Eduardo Briceño is a global keynote speaker, facilitator, and bestselling author of “The Performance Paradox: Turning the Power of Mindset Into Action.” He works with many of the world’s leading companies in developing cultures of learning and high performance. 


Eduardo co-founded Mindset Works – the pioneer in bringing growth mindset strategies into organizations – with Stanford Professor Carol Dweck (my guest on Chain of Learning Episode 3). 


His TED talks, “How to Get Better at Things You Care About” & “The Power of Belief”  have been viewed over nine million times, and he has been featured in publications such as Harvard Business Review, Forbes, and Fast Company.


Important links


Timestamps


00:39: Understanding the Performance Paradox

01:14: The secret to high performance

03:03: What is the performance paradox?

04:20: Connection between growth mindset and performance paradox

05:24: The impact of learning how to change

07:19: Discussion on performance and learning culture

13:04: Understanding the dangers of staying in chronic performance

17:22: Overcoming challenges of limited time for learning

19:58: Micro intention and reflection during learning

21:32: Leadership learning and challenges

26:56: Advice for leading change & building a learning culture

32:51: Upcoming chain of learning episodes



Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 29 Nov 2023 02:00:00 -0800 Katie Anderson Katie Anderson 2046 Have you ever felt burned out and exhausted from the constant pressure to perform, to achieve, or to get it “right”? 


Or is your organization putting a lot of effort into improvement projects and strategic initiatives, but you are finding that you aren’t making much improvement and you are working on the same problems year after year?


If so, you might be stuck in what growth mindset and learning organization expert Eduardo Briceño calls the “Performance Paradox”. This is the counterintuitive reality that a constant focus on performing actually leads to lower performance. 


The secret to high performance is not actually working harder, but learning better. 


You won’t want to miss this episode of Chain of Learning with Eduardo Briceño where we talk about his book “The Performance Paradox: Turning the Power of Mindset into Action” and how you can master the Learning Zone to achieve better performance.


In this episode of Chain of Learning you will learn:


  • How you can turn a growth mindset into action by balancing the “Performance Zone” and the “Learning Zone”
  • The risk for you and your organization if you get stuck in chronic performance 
  • The impact of seeking and receiving feedback on performance and improvement
  • 5 tips to embed growth and learning micro-habits for yourself and within your organization  
  • How you can create the organizational conditions that result in a high-performing learning culture


Tune in to discover the impact that overcoming the Performance Paradox – and mastering the Learning Zone – can have on you, your team, and your organization. 


About My Guest: Eduardo Briceño

Eduardo Briceño is a global keynote speaker, facilitator, and bestselling author of “The Performance Paradox: Turning the Power of Mindset Into Action.” He works with many of the world’s leading companies in developing cultures of learning and high performance. 


Eduardo co-founded Mindset Works – the pioneer in bringing growth mindset strategies into organizations – with Stanford Professor Carol Dweck (my guest on Chain of Learning Episode 3). 


His TED talks, “How to Get Better at Things You Care About” & “The Power of Belief”  have been viewed over nine million times, and he has been featured in publications such as Harvard Business Review, Forbes, and Fast Company.


Important links


Timestamps


00:39: Understanding the Performance Paradox

01:14: The secret to high performance

03:03: What is the performance paradox?

04:20: Connection between growth mindset and performance paradox

05:24: The impact of learning how to change

07:19: Discussion on performance and learning culture

13:04: Understanding the dangers of staying in chronic performance

17:22: Overcoming challenges of limited time for learning

19:58: Micro intention and reflection during learning

21:32: Leadership learning and challenges

26:56: Advice for leading change & building a learning culture

32:51: Upcoming chain of learning episodes



Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 4 | The Power of Being Over Doing: Lead for Impact Not Just Results 4 | The Power of Being Over Doing: Lead for Impact Not Just Results full 6dd63e6e-8782-4ca0-99a6-7db55a5c9d76 http://chainoflearning.com/4 How can simple phrase can change your perspective on you as a person and as a leader?


“Don’t focus on how to DO, but rather on how to BE.”   


In this episode, I explore this meaningful and powerful quote and the impact it has had on me. It reaffirmed what I know to be true about the essence of leadership and making impact personally and professionally.


And it highlights what we often get wrong in our approach to leading organizational cultural transformation and how we try to get results. We focus more on the DOING than the BEING. 



In this episode of Chain of Learning you will learn:

  • The story behind this quote on my Japan Leadership Experience 
  • How to significantly shift your – your team’s – productivity and happiness by “being” rather than just “doing”.
  • How completing an initiative and applying the technical side of problem-solving isn’t always the desired outcome
  • Why it is so hard for us to focus on being rather than doing
  • Three tips I have for you to stay more focused on BEING and still get results


Tune in now to this episode of Chain of Learning podcast. It’ll help you identify your priorities and find new ways to lead your team from a renewed perspective. Learn how to be and the results will follow.  


Have you subscribed to Chain of Learning? Make sure you subscribe and follow so you don’t miss an episode. 


Important Links:

  • My Book: Learning to Lead, Leading to Learn: https://kbjanderson.com/learning-to-lead/ 
  • Japan Leadership Experience learning tour: https://kbjanderson.com/japantrip/  
  • Visit the full episode shownotes  to see my purpose drawing: http://chainoflearning.com/4
  • Work with me – KBJAnderson.com
  • Follow me on LinkedIn: https://www.linkedin.com/in/kbjanderson/  


In this episode, you can expect to learn:


  • 01:10: Discussion on 'how to be' versus 'how to do'
  • 04:28: Key takeaway "Don't focus on how to do but rather on how to be."
  • 07:05: Case study - Operational Excellence Practitioners
  • 10:16: Learnings from Toyota Leader Isao Yoshino
  • 12:13: Being vs Doing in Leadership
  • 16:12: Achieving Balance between Being and Doing
  • 17:03: Drawing Exercise for Self-introspection
  • 22:42: Taking an Intention Pause
  • 24:31: Importance of Intentional Pauses
  • 26:38: Relation of Being with Organizational Learning
  • 28:04: Invitation to Leadership Learning Experience in Japan



Participate in my Survey:
LINK HERE
Thank you

]]> How can simple phrase can change your perspective on you as a person and as a leader?


“Don’t focus on how to DO, but rather on how to BE.”   


In this episode, I explore this meaningful and powerful quote and the impact it has had on me. It reaffirmed what I know to be true about the essence of leadership and making impact personally and professionally.


And it highlights what we often get wrong in our approach to leading organizational cultural transformation and how we try to get results. We focus more on the DOING than the BEING. 



In this episode of Chain of Learning you will learn:

  • The story behind this quote on my Japan Leadership Experience 
  • How to significantly shift your – your team’s – productivity and happiness by “being” rather than just “doing”.
  • How completing an initiative and applying the technical side of problem-solving isn’t always the desired outcome
  • Why it is so hard for us to focus on being rather than doing
  • Three tips I have for you to stay more focused on BEING and still get results


Tune in now to this episode of Chain of Learning podcast. It’ll help you identify your priorities and find new ways to lead your team from a renewed perspective. Learn how to be and the results will follow.  


Have you subscribed to Chain of Learning? Make sure you subscribe and follow so you don’t miss an episode. 


Important Links:

  • My Book: Learning to Lead, Leading to Learn: https://kbjanderson.com/learning-to-lead/ 
  • Japan Leadership Experience learning tour: https://kbjanderson.com/japantrip/  
  • Visit the full episode shownotes  to see my purpose drawing: http://chainoflearning.com/4
  • Work with me – KBJAnderson.com
  • Follow me on LinkedIn: https://www.linkedin.com/in/kbjanderson/  


In this episode, you can expect to learn:


  • 01:10: Discussion on 'how to be' versus 'how to do'
  • 04:28: Key takeaway "Don't focus on how to do but rather on how to be."
  • 07:05: Case study - Operational Excellence Practitioners
  • 10:16: Learnings from Toyota Leader Isao Yoshino
  • 12:13: Being vs Doing in Leadership
  • 16:12: Achieving Balance between Being and Doing
  • 17:03: Drawing Exercise for Self-introspection
  • 22:42: Taking an Intention Pause
  • 24:31: Importance of Intentional Pauses
  • 26:38: Relation of Being with Organizational Learning
  • 28:04: Invitation to Leadership Learning Experience in Japan



Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 15 Nov 2023 02:00:00 -0800 Katie Anderson Katie Anderson 1773 How can simple phrase can change your perspective on you as a person and as a leader?


“Don’t focus on how to DO, but rather on how to BE.”   


In this episode, I explore this meaningful and powerful quote and the impact it has had on me. It reaffirmed what I know to be true about the essence of leadership and making impact personally and professionally.


And it highlights what we often get wrong in our approach to leading organizational cultural transformation and how we try to get results. We focus more on the DOING than the BEING. 



In this episode of Chain of Learning you will learn:

  • The story behind this quote on my Japan Leadership Experience 
  • How to significantly shift your – your team’s – productivity and happiness by “being” rather than just “doing”.
  • How completing an initiative and applying the technical side of problem-solving isn’t always the desired outcome
  • Why it is so hard for us to focus on being rather than doing
  • Three tips I have for you to stay more focused on BEING and still get results


Tune in now to this episode of Chain of Learning podcast. It’ll help you identify your priorities and find new ways to lead your team from a renewed perspective. Learn how to be and the results will follow.  


Have you subscribed to Chain of Learning? Make sure you subscribe and follow so you don’t miss an episode. 


Important Links:

  • My Book: Learning to Lead, Leading to Learn: https://kbjanderson.com/learning-to-lead/ 
  • Japan Leadership Experience learning tour: https://kbjanderson.com/japantrip/  
  • Visit the full episode shownotes  to see my purpose drawing: http://chainoflearning.com/4
  • Work with me – KBJAnderson.com
  • Follow me on LinkedIn: https://www.linkedin.com/in/kbjanderson/  


In this episode, you can expect to learn:


  • 01:10: Discussion on 'how to be' versus 'how to do'
  • 04:28: Key takeaway "Don't focus on how to do but rather on how to be."
  • 07:05: Case study - Operational Excellence Practitioners
  • 10:16: Learnings from Toyota Leader Isao Yoshino
  • 12:13: Being vs Doing in Leadership
  • 16:12: Achieving Balance between Being and Doing
  • 17:03: Drawing Exercise for Self-introspection
  • 22:42: Taking an Intention Pause
  • 24:31: Importance of Intentional Pauses
  • 26:38: Relation of Being with Organizational Learning
  • 28:04: Invitation to Leadership Learning Experience in Japan



Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 3 | A Growth Mindset is the Foundation of a Continuous Improvement Culture [with Carol Dweck] 3 | A Growth Mindset is the Foundation of a Continuous Improvement Culture [with Carol Dweck] full 82682805-ebd3-48c0-96cc-04b0a2bae980 http://chainoflearning.com/3 What is a growth mindset? How is a growth mindset the critical foundation for an organizational culture of continuous improvement, operational excellence, and innovation? What is the connection between a growth mindset and a Lean mindset? 

Getting comfortable with the struggle inherent in learning something new is challenging. This can be especially true for more senior leaders and executives who have had success in their careers and might feel uncomfortable learning new skills while being out in front. If you are leading organizational change or used to being an expert in your field, it can be challenging for you too.

You won't want to miss this episode, where I speak with Dr. Carol Dweck about how to develop a growth mindset – personally and in your organization – and her tips to overcome a fixed mindset organizational culture of “genius” where leaders are enforcers of rules rather than enablers of improvement and innovation. 


Tune in now to discover how to cultivate personal and organizational growth, learning, and innovation.  

In this episode of Chain of Learning you will learn:

  • The difference between growth mindset and a fixed mindset
  • How a growth mindset is the foundation for continuous improvement mindset and organizational culture
  • How leaders can create an organizational environment that embraces growth, experimentation, and learning from both failures and successes 
  • How sharing your struggles and creating a supportive environment for others to share theirs will foster a culture of growth and achievement
  • The next steps you can take to encourage a growth mindset in your organization and team – and make progress towards being the person you want to become.


Hit play to unlock this powerful continuous improvement and growth mindset strategy for yourself, your team, and your organization.


About My Guest: Carol Dweck

Carol Dweck is a Professor of Psychology at Stanford University and is the bestselling author of “Mindset”, which has sold over 2 million copies globally. She is best known for her theories on the mindset, motivation, and why people succeed (or don’t) and how to foster success. 

Important Links:

  • Full Episode Show Notes: http://chainoflearning.com/3
  • Work with me – KBJAnderson.com
  • Follow me on LinkedIn: https://www.linkedin.com/in/kbjanderson/  
  • Watch the GE Lean Mindset videos: https://www.youtube.com/watch?v=zP2WkL0W-BA&list=PLxRhTjvLlyoIh7CVg51ZIM5hRl5XOjlgl  

Are you enjoying the Chain of Learning podcast? Be sure to subscribe or follow –  and to share this podcast with your friends and colleagues so we can all strengthen our Chain of Learning® – together. 


In this episode, you can expect to learn:

  • 00:00: Introduction 
  • 00:46: Discussion on growth mindset
  • 02:00: Reflections on the The Lean Mindset event
  • 08:52: Reflections from the GE The Lean Mindset Event
  • 10:04: Importance of continual improvement
  • 14:02: Leadership approach discussed with Larry Culp
  • 16:06: Challenges faced by leaders, overcoming the fear of imperfection
  • 19:05: Defining a growth mindset culture
  • 23:17: The role of growth mindset in progressing within an organization
  • 24:10: Challenges of implementing a growth mindset within an organization
  • 25:40: Discussing supportive company culture
  • 26:37: Discussing styles of teaching and management
  • 30:34: Discussing stepping into the unknown and taking up challenges
  • 32:38: Conclusion, reflections and invitation to listeners

Participate in my Survey:
LINK HERE
Thank you

]]> What is a growth mindset? How is a growth mindset the critical foundation for an organizational culture of continuous improvement, operational excellence, and innovation? What is the connection between a growth mindset and a Lean mindset? 

Getting comfortable with the struggle inherent in learning something new is challenging. This can be especially true for more senior leaders and executives who have had success in their careers and might feel uncomfortable learning new skills while being out in front. If you are leading organizational change or used to being an expert in your field, it can be challenging for you too.

You won't want to miss this episode, where I speak with Dr. Carol Dweck about how to develop a growth mindset – personally and in your organization – and her tips to overcome a fixed mindset organizational culture of “genius” where leaders are enforcers of rules rather than enablers of improvement and innovation. 


Tune in now to discover how to cultivate personal and organizational growth, learning, and innovation.  

In this episode of Chain of Learning you will learn:

  • The difference between growth mindset and a fixed mindset
  • How a growth mindset is the foundation for continuous improvement mindset and organizational culture
  • How leaders can create an organizational environment that embraces growth, experimentation, and learning from both failures and successes 
  • How sharing your struggles and creating a supportive environment for others to share theirs will foster a culture of growth and achievement
  • The next steps you can take to encourage a growth mindset in your organization and team – and make progress towards being the person you want to become.


Hit play to unlock this powerful continuous improvement and growth mindset strategy for yourself, your team, and your organization.


About My Guest: Carol Dweck

Carol Dweck is a Professor of Psychology at Stanford University and is the bestselling author of “Mindset”, which has sold over 2 million copies globally. She is best known for her theories on the mindset, motivation, and why people succeed (or don’t) and how to foster success. 

Important Links:

  • Full Episode Show Notes: http://chainoflearning.com/3
  • Work with me – KBJAnderson.com
  • Follow me on LinkedIn: https://www.linkedin.com/in/kbjanderson/  
  • Watch the GE Lean Mindset videos: https://www.youtube.com/watch?v=zP2WkL0W-BA&list=PLxRhTjvLlyoIh7CVg51ZIM5hRl5XOjlgl  

Are you enjoying the Chain of Learning podcast? Be sure to subscribe or follow –  and to share this podcast with your friends and colleagues so we can all strengthen our Chain of Learning® – together. 


In this episode, you can expect to learn:

  • 00:00: Introduction 
  • 00:46: Discussion on growth mindset
  • 02:00: Reflections on the The Lean Mindset event
  • 08:52: Reflections from the GE The Lean Mindset Event
  • 10:04: Importance of continual improvement
  • 14:02: Leadership approach discussed with Larry Culp
  • 16:06: Challenges faced by leaders, overcoming the fear of imperfection
  • 19:05: Defining a growth mindset culture
  • 23:17: The role of growth mindset in progressing within an organization
  • 24:10: Challenges of implementing a growth mindset within an organization
  • 25:40: Discussing supportive company culture
  • 26:37: Discussing styles of teaching and management
  • 30:34: Discussing stepping into the unknown and taking up challenges
  • 32:38: Conclusion, reflections and invitation to listeners

Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 01 Nov 2023 02:02:00 -0700 Katie Anderson Katie Anderson 2165 What is a growth mindset? How is a growth mindset the critical foundation for an organizational culture of continuous improvement, operational excellence, and innovation? What is the connection between a growth mindset and a Lean mindset? 

Getting comfortable with the struggle inherent in learning something new is challenging. This can be especially true for more senior leaders and executives who have had success in their careers and might feel uncomfortable learning new skills while being out in front. If you are leading organizational change or used to being an expert in your field, it can be challenging for you too.

You won't want to miss this episode, where I speak with Dr. Carol Dweck about how to develop a growth mindset – personally and in your organization – and her tips to overcome a fixed mindset organizational culture of “genius” where leaders are enforcers of rules rather than enablers of improvement and innovation. 


Tune in now to discover how to cultivate personal and organizational growth, learning, and innovation.  

In this episode of Chain of Learning you will learn:

  • The difference between growth mindset and a fixed mindset
  • How a growth mindset is the foundation for continuous improvement mindset and organizational culture
  • How leaders can create an organizational environment that embraces growth, experimentation, and learning from both failures and successes 
  • How sharing your struggles and creating a supportive environment for others to share theirs will foster a culture of growth and achievement
  • The next steps you can take to encourage a growth mindset in your organization and team – and make progress towards being the person you want to become.


Hit play to unlock this powerful continuous improvement and growth mindset strategy for yourself, your team, and your organization.


About My Guest: Carol Dweck

Carol Dweck is a Professor of Psychology at Stanford University and is the bestselling author of “Mindset”, which has sold over 2 million copies globally. She is best known for her theories on the mindset, motivation, and why people succeed (or don’t) and how to foster success. 

Important Links:

  • Full Episode Show Notes: http://chainoflearning.com/3
  • Work with me – KBJAnderson.com
  • Follow me on LinkedIn: https://www.linkedin.com/in/kbjanderson/  
  • Watch the GE Lean Mindset videos: https://www.youtube.com/watch?v=zP2WkL0W-BA&list=PLxRhTjvLlyoIh7CVg51ZIM5hRl5XOjlgl  

Are you enjoying the Chain of Learning podcast? Be sure to subscribe or follow –  and to share this podcast with your friends and colleagues so we can all strengthen our Chain of Learning® – together. 


In this episode, you can expect to learn:

  • 00:00: Introduction 
  • 00:46: Discussion on growth mindset
  • 02:00: Reflections on the The Lean Mindset event
  • 08:52: Reflections from the GE The Lean Mindset Event
  • 10:04: Importance of continual improvement
  • 14:02: Leadership approach discussed with Larry Culp
  • 16:06: Challenges faced by leaders, overcoming the fear of imperfection
  • 19:05: Defining a growth mindset culture
  • 23:17: The role of growth mindset in progressing within an organization
  • 24:10: Challenges of implementing a growth mindset within an organization
  • 25:40: Discussing supportive company culture
  • 26:37: Discussing styles of teaching and management
  • 30:34: Discussing stepping into the unknown and taking up challenges
  • 32:38: Conclusion, reflections and invitation to listeners

Participate in my Survey:
LINK HERE
Thank you

]]> Transformational Leadership, Lean, Lean Leadership, Growth Mindset, Fixed Mindset, Mindset, Psychology, Psychology of Success, Stanford University, Personal Development, Developmental Psychology No 2 | Leading with the Heart to Create a Culture of Continuous Learning - Reflections from GE's Lean Mindset Event [with Jamie Parker] 2 | Leading with the Heart to Create a Culture of Continuous Learning - Reflections from GE's Lean Mindset Event [with Jamie Parker] full d43a13fc-12e5-43ab-84a4-1c98e6abaa7c http://chainoflearning.com/2 What does it really take to create a thriving organization  – one that is not just focused on delivering results, but doing so by engaging people’s minds AND hearts to collaborate, innovate, and solve problems as the way to get to those results?


If you’re trying to create a culture of operational excellence and continuous improvement, what’s love got to do with it?


As Jamie Parker and I explore on this episode of Chain of Learning  – a lot! Love, empathy, and human connection is our focus – and you just might walk away singing a little Tina Turner too.


Learn how you can leverage human connection, empathy, and – yes – love – to more effectively lead, coach, and create a high performing organization.


You won't want to miss an episode to discover the impact fostering a growth mindset and developing human connection has on delivering the results you need.



What you can expect to take away from this episode:

  • The value of sharing struggles and challenges to foster a culture of learning
  • Our key takeaways from GE’s The Lean Mindset event, including hearing from leaders like GE CEO Larry Culp, PG&E CEO Patti Poppe, Ford CEO Jim Farley, Chef Wolfgang Puck, basketball superstar Giannis Antetokounmpo, Professor Carol Dweck, and many more
  • How leading from the heart, with love and empathy, makes us more effective leaders
  • How to more effectively listen and Break the Telling Habit®
  • That a focus on people is the way to achieve results.

Tune in now to discover how you can bring more love, empathy, and human connection into your leadership approach to engage your people, get better results, and build a culture of continuous learning.


About My Guest: Jamie Parker

Jamie Parker is the trusted partner for operational leaders and manufacturing executives seeking to create a high-performance culture and transformational growth, and has been a friend of mine since we met a half-decade ago. 


This conversation is the second half of a two-part conversation that she and I had about GE’s recent event, The Lean Mindset: The Pursuit of Progress. You can catch the first part on Jamie’s podcast “Lean Leadership for Ops Managers”.

Jamie’s Website: Process + Results: https://www.linkedin.com/in/jamievparker/
Connect with Jamie on Process + Results: https://www.linkedin.com/in/jamievparker/
Follow Jamie on LinkedIn: https://www.linkedin.com/in/jamievparker/ 

Important Links:

  • Full Episode Show Notes: http://chainoflearning.com/2
  • Listen to the first part of our discussion on Lead Leadership for Ops Managers podcast episode 125: Developing a Growth Mindset as a Leader with Katie Anderson: https://processplusresults.com/podcast/developing-a-growth-mindset-as-a-leader-125/   
  • Follow me on LinkedIn: https://www.linkedin.com/in/kbjanderson/
  • Read my book: Learning to Lead, Leading to Learn: https://kbjanderson.com/learning-to-lead/  


In this episode, you can expect to learn

  • 00:00: Introduction and overview of the podcast
  • 01:35: Introduction of Jamie Parker
  • 01:52: Discussion about GE Lean Mindset event
  • 04:23: Tips on fostering growth and continuous improvement mindset
  • 08:52: Leading with love and empathy
  • 11:03: Challenge for the listeners
  • 14:05: Leading with intention
  • 18:05: The role of emotion and love in the workplace
  • 20:29: Reflection on the conversation and event
  • 20:59: Launch of the Chain of Learning Podcast
  • 21:41: Introduction to Jamie's podcasts and the importance of subscribing
  • 22:02: Post-event discussion with Mark Graben and Jim Womack
  • 22:41: Reflecting on empathy and human connection in leadership
  • 22:57: Subscribe to Chain of Learning podcast
  • 23:09: Preview of episode three with Professor Carol Dweck



Participate in my Survey:
LINK HERE
Thank you

]]> What does it really take to create a thriving organization  – one that is not just focused on delivering results, but doing so by engaging people’s minds AND hearts to collaborate, innovate, and solve problems as the way to get to those results?


If you’re trying to create a culture of operational excellence and continuous improvement, what’s love got to do with it?


As Jamie Parker and I explore on this episode of Chain of Learning  – a lot! Love, empathy, and human connection is our focus – and you just might walk away singing a little Tina Turner too.


Learn how you can leverage human connection, empathy, and – yes – love – to more effectively lead, coach, and create a high performing organization.


You won't want to miss an episode to discover the impact fostering a growth mindset and developing human connection has on delivering the results you need.



What you can expect to take away from this episode:

  • The value of sharing struggles and challenges to foster a culture of learning
  • Our key takeaways from GE’s The Lean Mindset event, including hearing from leaders like GE CEO Larry Culp, PG&E CEO Patti Poppe, Ford CEO Jim Farley, Chef Wolfgang Puck, basketball superstar Giannis Antetokounmpo, Professor Carol Dweck, and many more
  • How leading from the heart, with love and empathy, makes us more effective leaders
  • How to more effectively listen and Break the Telling Habit®
  • That a focus on people is the way to achieve results.

Tune in now to discover how you can bring more love, empathy, and human connection into your leadership approach to engage your people, get better results, and build a culture of continuous learning.


About My Guest: Jamie Parker

Jamie Parker is the trusted partner for operational leaders and manufacturing executives seeking to create a high-performance culture and transformational growth, and has been a friend of mine since we met a half-decade ago. 


This conversation is the second half of a two-part conversation that she and I had about GE’s recent event, The Lean Mindset: The Pursuit of Progress. You can catch the first part on Jamie’s podcast “Lean Leadership for Ops Managers”.

Jamie’s Website: Process + Results: https://www.linkedin.com/in/jamievparker/
Connect with Jamie on Process + Results: https://www.linkedin.com/in/jamievparker/
Follow Jamie on LinkedIn: https://www.linkedin.com/in/jamievparker/ 

Important Links:

  • Full Episode Show Notes: http://chainoflearning.com/2
  • Listen to the first part of our discussion on Lead Leadership for Ops Managers podcast episode 125: Developing a Growth Mindset as a Leader with Katie Anderson: https://processplusresults.com/podcast/developing-a-growth-mindset-as-a-leader-125/   
  • Follow me on LinkedIn: https://www.linkedin.com/in/kbjanderson/
  • Read my book: Learning to Lead, Leading to Learn: https://kbjanderson.com/learning-to-lead/  


In this episode, you can expect to learn

  • 00:00: Introduction and overview of the podcast
  • 01:35: Introduction of Jamie Parker
  • 01:52: Discussion about GE Lean Mindset event
  • 04:23: Tips on fostering growth and continuous improvement mindset
  • 08:52: Leading with love and empathy
  • 11:03: Challenge for the listeners
  • 14:05: Leading with intention
  • 18:05: The role of emotion and love in the workplace
  • 20:29: Reflection on the conversation and event
  • 20:59: Launch of the Chain of Learning Podcast
  • 21:41: Introduction to Jamie's podcasts and the importance of subscribing
  • 22:02: Post-event discussion with Mark Graben and Jim Womack
  • 22:41: Reflecting on empathy and human connection in leadership
  • 22:57: Subscribe to Chain of Learning podcast
  • 23:09: Preview of episode three with Professor Carol Dweck



Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 01 Nov 2023 02:01:00 -0700 Katie Anderson Katie Anderson 1450 What does it really take to create a thriving organization  – one that is not just focused on delivering results, but doing so by engaging people’s minds AND hearts to collaborate, innovate, and solve problems as the way to get to those results?


If you’re trying to create a culture of operational excellence and continuous improvement, what’s love got to do with it?


As Jamie Parker and I explore on this episode of Chain of Learning  – a lot! Love, empathy, and human connection is our focus – and you just might walk away singing a little Tina Turner too.


Learn how you can leverage human connection, empathy, and – yes – love – to more effectively lead, coach, and create a high performing organization.


You won't want to miss an episode to discover the impact fostering a growth mindset and developing human connection has on delivering the results you need.



What you can expect to take away from this episode:

  • The value of sharing struggles and challenges to foster a culture of learning
  • Our key takeaways from GE’s The Lean Mindset event, including hearing from leaders like GE CEO Larry Culp, PG&E CEO Patti Poppe, Ford CEO Jim Farley, Chef Wolfgang Puck, basketball superstar Giannis Antetokounmpo, Professor Carol Dweck, and many more
  • How leading from the heart, with love and empathy, makes us more effective leaders
  • How to more effectively listen and Break the Telling Habit®
  • That a focus on people is the way to achieve results.

Tune in now to discover how you can bring more love, empathy, and human connection into your leadership approach to engage your people, get better results, and build a culture of continuous learning.


About My Guest: Jamie Parker

Jamie Parker is the trusted partner for operational leaders and manufacturing executives seeking to create a high-performance culture and transformational growth, and has been a friend of mine since we met a half-decade ago. 


This conversation is the second half of a two-part conversation that she and I had about GE’s recent event, The Lean Mindset: The Pursuit of Progress. You can catch the first part on Jamie’s podcast “Lean Leadership for Ops Managers”.

Jamie’s Website: Process + Results: https://www.linkedin.com/in/jamievparker/
Connect with Jamie on Process + Results: https://www.linkedin.com/in/jamievparker/
Follow Jamie on LinkedIn: https://www.linkedin.com/in/jamievparker/ 

Important Links:

  • Full Episode Show Notes: http://chainoflearning.com/2
  • Listen to the first part of our discussion on Lead Leadership for Ops Managers podcast episode 125: Developing a Growth Mindset as a Leader with Katie Anderson: https://processplusresults.com/podcast/developing-a-growth-mindset-as-a-leader-125/   
  • Follow me on LinkedIn: https://www.linkedin.com/in/kbjanderson/
  • Read my book: Learning to Lead, Leading to Learn: https://kbjanderson.com/learning-to-lead/  


In this episode, you can expect to learn

  • 00:00: Introduction and overview of the podcast
  • 01:35: Introduction of Jamie Parker
  • 01:52: Discussion about GE Lean Mindset event
  • 04:23: Tips on fostering growth and continuous improvement mindset
  • 08:52: Leading with love and empathy
  • 11:03: Challenge for the listeners
  • 14:05: Leading with intention
  • 18:05: The role of emotion and love in the workplace
  • 20:29: Reflection on the conversation and event
  • 20:59: Launch of the Chain of Learning Podcast
  • 21:41: Introduction to Jamie's podcasts and the importance of subscribing
  • 22:02: Post-event discussion with Mark Graben and Jim Womack
  • 22:41: Reflecting on empathy and human connection in leadership
  • 22:57: Subscribe to Chain of Learning podcast
  • 23:09: Preview of episode three with Professor Carol Dweck



Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No 1 | Welcome to Chain of Learning 1 | Welcome to Chain of Learning full abd5c634-7660-4ad2-ad0b-a70a06b2fa92 http://chainoflearning.com/1 The pressure to get results and outcomes, to deliver value for customers, and to stay ahead of the competition remains paramount for organizations to survive into the future. 

But what if the way to not just survive –  but also to thrive – is not through a singular focus on the outcomes themselves, but rather the learning process to get there?

If you’re a leader who believes that people are at the center of exceptional organizational culture – and that a commitment to continuous learning is the way to create that culture – where everyone is capable, confident and empowered to solve problems and innovate at all levels – this podcast is for you!

Welcome to Chain of Learning!

Your Leadership Connection to Create a Culture of Continuous Improvement

This is your trusted resource for actionable strategies and practices to empower you to build a people-centered learning culture, get results and expand your impact, so that you AND your team, can leave a lasting legacy.


This new podcast is hosted by me, Katie Anderson. I’m an internationally recognized leadership consultant, keynote speaker, author of the award-winning book Learning to Lead, Leading to Learn – and learning enthusiast.

If you are like me, you believe in learning and continuous improvement. You know the impact this can have on people, teams, and organizations. You have a passion for solving important problems, improving processes, and achieving goals. You thrive on the challenge of figuring out how to make something better. And you love learning and improving. But more importantly, you too are inspired by creating connections between people and ideas, and what it means to help others learn, grow, and achieve more than they thought was possible. 

This is what you can expect from Chain of Learning:

  • Learn from me and other thought leaders and professionals about how to achieve your goal of creating a thriving people-centered culture of continuous improvement and achieve business results
  • Walk away with tangible practices and strategies that you can apply immediately 
  • Discover how you can become a highly influential change leader who accelerates the rate of learning and impact in your organization.


What is a “Chain of Learning”?

Chain of Learning® is one of my core principles. We are all leaders and learners – connected together by the bond between us. There is no strength in isolated links. We learn and improve better – together – and it’s why I started this podcast.

A Chain of Learning is a metaphor for what a successful people-centered learning organization is all about – the connection and support between people to learn through success and failure alike,  grow, and achieve more than they could have on their own. This is the power of our Chain of Learning. 

At my core, I believe: When we stay in learning, anything is possible.

In this introductory episode, I explore this and more. I invite you to hit play. Be sure to subscribe or follow and share it with your friends and colleagues so we can all strengthen our Chain of Learning® – together. 


Important Links:



In this episode you can expect to learn:

00:00: Introduction to this podcast Chain of Learning
02:07: Challenges in developing a people-centred learning culture
03:26: Goals for the Chain of Learning podcast
04:16: Upcoming discussions with global thought leaders
06:43: Concept behind Chain of Learning
08:17: Request to subscribe and share the podcast.



Participate in my Survey:
LINK HERE
Thank you

]]> The pressure to get results and outcomes, to deliver value for customers, and to stay ahead of the competition remains paramount for organizations to survive into the future. 

But what if the way to not just survive –  but also to thrive – is not through a singular focus on the outcomes themselves, but rather the learning process to get there?

If you’re a leader who believes that people are at the center of exceptional organizational culture – and that a commitment to continuous learning is the way to create that culture – where everyone is capable, confident and empowered to solve problems and innovate at all levels – this podcast is for you!

Welcome to Chain of Learning!

Your Leadership Connection to Create a Culture of Continuous Improvement

This is your trusted resource for actionable strategies and practices to empower you to build a people-centered learning culture, get results and expand your impact, so that you AND your team, can leave a lasting legacy.


This new podcast is hosted by me, Katie Anderson. I’m an internationally recognized leadership consultant, keynote speaker, author of the award-winning book Learning to Lead, Leading to Learn – and learning enthusiast.

If you are like me, you believe in learning and continuous improvement. You know the impact this can have on people, teams, and organizations. You have a passion for solving important problems, improving processes, and achieving goals. You thrive on the challenge of figuring out how to make something better. And you love learning and improving. But more importantly, you too are inspired by creating connections between people and ideas, and what it means to help others learn, grow, and achieve more than they thought was possible. 

This is what you can expect from Chain of Learning:

  • Learn from me and other thought leaders and professionals about how to achieve your goal of creating a thriving people-centered culture of continuous improvement and achieve business results
  • Walk away with tangible practices and strategies that you can apply immediately 
  • Discover how you can become a highly influential change leader who accelerates the rate of learning and impact in your organization.


What is a “Chain of Learning”?

Chain of Learning® is one of my core principles. We are all leaders and learners – connected together by the bond between us. There is no strength in isolated links. We learn and improve better – together – and it’s why I started this podcast.

A Chain of Learning is a metaphor for what a successful people-centered learning organization is all about – the connection and support between people to learn through success and failure alike,  grow, and achieve more than they could have on their own. This is the power of our Chain of Learning. 

At my core, I believe: When we stay in learning, anything is possible.

In this introductory episode, I explore this and more. I invite you to hit play. Be sure to subscribe or follow and share it with your friends and colleagues so we can all strengthen our Chain of Learning® – together. 


Important Links:



In this episode you can expect to learn:

00:00: Introduction to this podcast Chain of Learning
02:07: Challenges in developing a people-centred learning culture
03:26: Goals for the Chain of Learning podcast
04:16: Upcoming discussions with global thought leaders
06:43: Concept behind Chain of Learning
08:17: Request to subscribe and share the podcast.



Participate in my Survey:
LINK HERE
Thank you

]]> Wed, 01 Nov 2023 02:00:00 -0700 Katie Anderson Katie Anderson 574 The pressure to get results and outcomes, to deliver value for customers, and to stay ahead of the competition remains paramount for organizations to survive into the future. 

But what if the way to not just survive –  but also to thrive – is not through a singular focus on the outcomes themselves, but rather the learning process to get there?

If you’re a leader who believes that people are at the center of exceptional organizational culture – and that a commitment to continuous learning is the way to create that culture – where everyone is capable, confident and empowered to solve problems and innovate at all levels – this podcast is for you!

Welcome to Chain of Learning!

Your Leadership Connection to Create a Culture of Continuous Improvement

This is your trusted resource for actionable strategies and practices to empower you to build a people-centered learning culture, get results and expand your impact, so that you AND your team, can leave a lasting legacy.


This new podcast is hosted by me, Katie Anderson. I’m an internationally recognized leadership consultant, keynote speaker, author of the award-winning book Learning to Lead, Leading to Learn – and learning enthusiast.

If you are like me, you believe in learning and continuous improvement. You know the impact this can have on people, teams, and organizations. You have a passion for solving important problems, improving processes, and achieving goals. You thrive on the challenge of figuring out how to make something better. And you love learning and improving. But more importantly, you too are inspired by creating connections between people and ideas, and what it means to help others learn, grow, and achieve more than they thought was possible. 

This is what you can expect from Chain of Learning:

  • Learn from me and other thought leaders and professionals about how to achieve your goal of creating a thriving people-centered culture of continuous improvement and achieve business results
  • Walk away with tangible practices and strategies that you can apply immediately 
  • Discover how you can become a highly influential change leader who accelerates the rate of learning and impact in your organization.


What is a “Chain of Learning”?

Chain of Learning® is one of my core principles. We are all leaders and learners – connected together by the bond between us. There is no strength in isolated links. We learn and improve better – together – and it’s why I started this podcast.

A Chain of Learning is a metaphor for what a successful people-centered learning organization is all about – the connection and support between people to learn through success and failure alike,  grow, and achieve more than they could have on their own. This is the power of our Chain of Learning. 

At my core, I believe: When we stay in learning, anything is possible.

In this introductory episode, I explore this and more. I invite you to hit play. Be sure to subscribe or follow and share it with your friends and colleagues so we can all strengthen our Chain of Learning® – together. 


Important Links:



In this episode you can expect to learn:

00:00: Introduction to this podcast Chain of Learning
02:07: Challenges in developing a people-centred learning culture
03:26: Goals for the Chain of Learning podcast
04:16: Upcoming discussions with global thought leaders
06:43: Concept behind Chain of Learning
08:17: Request to subscribe and share the podcast.



Participate in my Survey:
LINK HERE
Thank you

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No Chain of Learning Podcast Trailer Chain of Learning Podcast Trailer trailer 3a08b805-3e93-4af8-9150-5f90c896e6b4 https://share.transistor.fm/s/ac428fe8 If you’re a leader who knows that people are at the center of exceptional organizational culture – and that a commitment to continuous learning is the way to create that culture – tune in now to Chain of Learning.

Chain of Learning® is where the links of leadership and learning unite.

Join your host, Katie Anderson, internationally recognized leadership consultant, award-winning author of “Learning to Lead, Leading to Learn”, and fellow learning enthusiast, for a journey that will help you master the skills to lead your organization from a traditional culture of “doing” into a vibrant, high-performing organization of continuous learning. 

Chain of Learning® is the trusted source for purpose-driven leaders and continuous improvement, lean, and agile practitioners seeking positive inspiration, innovative ideas, proven best practices, and actionable strategies to lead transformational change.

Tune into each episode to gain the knowledge and skills you need to build a thriving people-centered learning culture, achieve needed business results, and expand your impact, so that you – and your team – can leave a lasting legacy.

Subscribe and follow Chain of Learning® today so you never miss an episode!

Podcast website: ChainOfLearning.com
Katie Anderson’s website: KBJAnderson.com
Connect with Katie Anderson on LinkedIn: https://www.linkedin.com/in/kbjanderson/
Read Katie's book: LearningToLeadLeadingToLearn.com

]]> If you’re a leader who knows that people are at the center of exceptional organizational culture – and that a commitment to continuous learning is the way to create that culture – tune in now to Chain of Learning.

Chain of Learning® is where the links of leadership and learning unite.

Join your host, Katie Anderson, internationally recognized leadership consultant, award-winning author of “Learning to Lead, Leading to Learn”, and fellow learning enthusiast, for a journey that will help you master the skills to lead your organization from a traditional culture of “doing” into a vibrant, high-performing organization of continuous learning. 

Chain of Learning® is the trusted source for purpose-driven leaders and continuous improvement, lean, and agile practitioners seeking positive inspiration, innovative ideas, proven best practices, and actionable strategies to lead transformational change.

Tune into each episode to gain the knowledge and skills you need to build a thriving people-centered learning culture, achieve needed business results, and expand your impact, so that you – and your team – can leave a lasting legacy.

Subscribe and follow Chain of Learning® today so you never miss an episode!

Podcast website: ChainOfLearning.com
Katie Anderson’s website: KBJAnderson.com
Connect with Katie Anderson on LinkedIn: https://www.linkedin.com/in/kbjanderson/
Read Katie's book: LearningToLeadLeadingToLearn.com

]]> Wed, 27 Sep 2023 15:46:15 -0700 Katie Anderson Katie Anderson 95 If you’re a leader who knows that people are at the center of exceptional organizational culture – and that a commitment to continuous learning is the way to create that culture – tune in now to Chain of Learning.

Chain of Learning® is where the links of leadership and learning unite.

Join your host, Katie Anderson, internationally recognized leadership consultant, award-winning author of “Learning to Lead, Leading to Learn”, and fellow learning enthusiast, for a journey that will help you master the skills to lead your organization from a traditional culture of “doing” into a vibrant, high-performing organization of continuous learning. 

Chain of Learning® is the trusted source for purpose-driven leaders and continuous improvement, lean, and agile practitioners seeking positive inspiration, innovative ideas, proven best practices, and actionable strategies to lead transformational change.

Tune into each episode to gain the knowledge and skills you need to build a thriving people-centered learning culture, achieve needed business results, and expand your impact, so that you – and your team – can leave a lasting legacy.

Subscribe and follow Chain of Learning® today so you never miss an episode!

Podcast website: ChainOfLearning.com
Katie Anderson’s website: KBJAnderson.com
Connect with Katie Anderson on LinkedIn: https://www.linkedin.com/in/kbjanderson/
Read Katie's book: LearningToLeadLeadingToLearn.com

]]> change leaders, change leadership , change management , leadership development, intentional leadership, continuous improvement, continuous learning, Lean leadership, operational excellence, process improvement, kaizen, people-centered leadership, people-first culture, learning organization No