Enter to win a copy of "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12.
Organizations invest thousands of dollars and countless hours into lean, Six Sigma, and other continuous improvement training programs. Certifications get awarded. Belts get earned.
But nothing actually changes.
Technical problem-solving training alone isn’t enough to drive meaningful impact. Without guidance and support on how to apply problem-solving tools—and the people-side of leading change—improvements stall.
In this episode of Chain of Learning, I'm joined by Tracy O’Rourke and Elisabeth Swan, co-founders of the Just-in-Time Café and co-authors of "The Problem-Solver’s Toolkit." With more than 50 years of combined Lean Six Sigma experience, they’ve trained and coached thousands of problem-solvers across industries—from healthcare and government to manufacturing and service—helping teams turn knowledge into real results.
Whatever problem-solving method you use—DMAIC, PDCA, or an A3—you’ll walk away with practical insights to help you bridge the gap between knowledge and action.
YOU’LL LEARN:
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
Enter to win a copy of "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12.
Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.
Apply for the Nov 2025 (limited spots remaining) or May 2026 Japan Leadership Experience
https://kbjanderson.com/japantrip/
“Change the culture!”
That’s exactly what longtime Toyota leader Isao Yoshino was tasked with during one of the most famous business transformations in history—NUMMI—Toyota’s joint venture with General Motors in the 1980s.
The challenge?
Take GM’s worst-performing plant—plagued by absenteeism, low morale, and poor quality—and turn it around.
Within just one year, with the same American workforce but under Toyota’s leadership, NUMMI became GM’s best-performing site.
Behind the scenes was Mr. Yoshino, leading the design and delivery of a three-week training program in Japan for hundreds of NUMMI’s frontline and middle managers.
In this episode, Mr. Yoshino shares the inside story of NUMMI’s transformation—how an experiment in a business turnaround became a “New Me” moment for its leaders—and the leadership lessons you can use to influence culture change without relying on authority.
If you’re a lean practitioner or change leader wondering how to truly “change a culture,” this is a rare chance to hear the story directly from the person who lived it.
You’ll Learn:
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
Apply for the Nov 2025 (limited spots remaining) or May 2026 Japan Leadership Experience
https://kbjanderson.com/japantrip/
Apply for the Nov 2025 (limited spots remaining) or May 2026 Japan Leadership Experience
https://kbjanderson.com/japantrip/
When you encounter challenges or setbacks, and it feels like things just aren’t going your way, it’s easy to get caught into a downward negative spiral.
But could simple mindset shifts change not just how you feel, but how you move forward and influence those around you with positive momentum?
In this episode, I’m sharing three powerful reframes that have helped me reset, regain perspective, and move through challenges with intention and empowerment.
These reframes aren’t just personal practices—they’re leadership strategies that can help you model resilience, learning, and agency, and inspire the people around you to do the same.
This episode isn’t about blind optimism or sugarcoating hard things. It’s about real, actionable ways to reframe challenges and move forward with greater clarity, strength, and purpose.
Learn the three reframes that have helped me (and the leaders I work with) get back up and lead with heart and intention.
YOU’LL LEARN:
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
Apply for the Nov 2025 or May 2026 Japan Leadership Experience
https://kbjanderson.com/japantrip/
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:
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
Apply for the Nov 2025 or May 2026 Japan Leadership Experience
https://kbjanderson.com/japantrip/
A global economic crisis is dragging down sales.
Departments are working in silos and leaders at all levels are arguing about priorities.
Managers are too busy to coach their teams.
You might think this describes your organization today—and it was the exact situation Toyota faced nearly 50 years ago.
This challenge sparked one of the most ambitious and influential—and least known outside Japan—leadership development programs in Toyota’s history: the Kanri Nouryoku Program, or Kan-Pro for short. “Kanri” meaning management, and “Nouryoku” meaning capability.
Kan-Pro helped establish the people-centered learning culture Toyota is famous for today and embedded A3 thinking as a foundational process for problem-solving, communication, and leadership development.
I invited Isao Yoshino—a 40-year Toyota leader who was one of the key team members who helped create and lead the program—to share his experience in two pivotal moments in Toyota’s evolution and how he learned to lead cultural leadership transformation from a place of influence, not authority.
Join me and Mr. Yoshino—also the subject of my Shingo-award winning book Learning to Lead, Leading to Learn — as we celebrate its 5-year anniversary this month!
YOU’LL LEARN:
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
Apply for the Nov 2025 Japan Leadership Experience
https://kbjanderson.com/japantrip/
Is it possible to lead a real, long-term cultural transformation in a publicly traded company—where shareholders often demand short-term financial results?
It’s challenging, yet possible. And GE Aerospace, with CEO Larry Culp at the helm, is leading the way.
I invited Phil Wickler, Chief Transformation Officer, back to discuss the enterprise-wide shift toward lean at GE Aerospace.
We explore what it takes to build a lean management system across a global company of 50,000+ people and how GE Aerospace is embedding problem-solving thinking, leadership behavior, and capability building into every layer of the organization as the strategic approach to getting business results.
Discover the difference between “doing” lean and “being” lean and what it takes to shift from operational leadership and “being the expert” to transformational influence and building capability across the organization.
If you’re an operational leader, internal lean practitioner, external consultant, or if you want to lead change at scale, don’t miss this episode!
YOU’LL LEARN:
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
Enter to win a copy of "Managing on Purpose" by Mark Reich, Chief Engineer of Strategy at the Lean Enterprise Institute (LEI). Giveaway open through June 20th.
How effective is your organization's strategy in achieving results?
If your team doesn't understand how their daily work connects to bigger organizational goals, you don't have a strategy—you have a gap.
A gap in engagement.
A gap in alignment.
This gap leads to confusion, misaligned priorities, and wasted effort.
I’m joined by Mark Reich, author of “Managing on Purpose”, to explore how hoshin kanri – often translated as strategy or policy deployment – can bridge this gap and transform your strategy development and deployment process.
With 23+ years at Toyota and extensive experience guiding organizations through lean transformations, Mark reveals how hoshin kanri offers a different approach to strategy execution and management. It connects people to purpose, builds capability, and aligns cross-functional areas, turning vision into results.
Turn your strategy into action by aligning and building a purpose-driven organization.
YOU’LL LEARN:
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
Enter to win a copy of "Managing on Purpose" by Mark Reich, Chief Engineer of Strategy at the Lean Enterprise Institute (LEI). Giveaway open through June 20th.
Apply today for my next Japan Leadership Experience — learn more and discover the power of this immersive learning experience.
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:
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
Apply for the Nov 2025 Japan Leadership Experience - early registration rate now through May 31st!
https://kbjanderson.com/japantrip/
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:
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
Apply for the Nov 2025 Japan Leadership Experience - early registration rate now through May 31st!
https://kbjanderson.com/japantrip/
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:
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
Apply for the Nov 2025 Japan Leadership Experience - early registration rate now through May 31st!
https://kbjanderson.com/japantrip/
You’re doing great work….yet you know you could have a greater influence.
You have a vision for more. More strategic work. More influence.
Only question—how do you get there?
The issue isn’t your talent or skills. It’s how you are positioned—how your clients or organization see (and value) your role.
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 so you can land the roles and work you truly deserve. And we both share insights we've learned from evolving the framing of our own positioning over time.
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 to stop playing small.
YOU’LL LEARN:
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 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
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:
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
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
Enter to win a copy of Lisa Bodell's book "Why Simple Wins" ... and Apply for the Nov 2025 Japan Leadership Experience - super early registration rate now through March 31st!
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:
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
Enter to win a copy of Lisa Bodell's book "Why Simple Wins" ... and Apply for the Nov 2025 Japan Leadership Experience - super early registration rate now through March 31st!
Apply for the Nov 2025 Japan Study Trip - super early registration rate now through March 31st!
https://kbjanderson.com/japantrip/
What have we really learned after four decades of lean?
Is lean thinking still relevant today?
And importantly — what needs to change to ensure its future success?
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:
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:
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
Apply for the Nov 2025 Japan Study Trip - super early registration rate now through March 31st!
https://kbjanderson.com/japantrip/
Apply for the Nov 2025 Japan Study Trip - super early registration rate now through March 31st!
“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 4 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:
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
Apply for the Nov 2025 Japan Study Trip - super early registration rate now through March 31st!
https://kbjanderson.com/japantrip/
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:
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
Apply for the Nov 2025 or May 2026 Japan Leadership Experience
https://kbjanderson.com/japantrip/
What do you do when you’re stuck between two conflicting options?
For most of us, these competing choices are a 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:
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
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:
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
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:
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
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:
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
Spaces still available for the May 2025 Japan Study Trip - apply now!
