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Is it possible to lead a real, long-term cultural transformation in a publicly traded companyâwhere shareholders often demand short-term financial results?
Itâs 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 âdoingâ lean and âbeingâ lean and what it takes to shift from operational leadership and âbeing the expertâ to transformational influence and building capability across the organization.If youâre an operational leader, internal lean practitioner, external consultant, or if you want to lead change at scale, donât miss this episode!
YOUâLL LEARN:
How to strengthen the positioning of internal change teams and continuous improvement effortsâwith and without executive supportWhy real transformation starts with leadership behaviorsânot toolsâand the key mindset and behavior shifts needed for lasting impactHow GE Aerospace is overcoming GEâs Six Sigma historic approach to improvement and leadersâ long-standing misconceptions about lean The purpose and elements of GE Aerospaceâs proprietary FLIGHT DECK lean operating system and how itâs aligning lean fundamentals and behaviors across the organizationWhy shifting the ROI conversation on capability-building (not just cost savings) is critical for long-term transformation successABOUT MY GUEST:
Phil Wickler is a Chief Transformation Officer at GE Aerospace where he has enterprise responsibility for EHS, Quality, Lean Operations, Sustainability and Transformation. Phil joined GE in 1995. He progressed through several operations roles, including Six Sigma Black Belt in assembly and component manufacturing, and as a facility manager. Then most recently, the Vice President of Supply Chain at GE, leading global manufacturing and supply chain operations.
Full episode show notes: ChainOfLearning.com/46Connect with Phil Wickler: linkedin.com/in/philip-wicklerCheck my website: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonLearn more about lessons from Toyota Leader, Isao Yoshino: Learning to Lead, Leading to Learn
IMPORTANT LINKS:TIMESTAMPS FOR THIS EPISODE:
01:54 Philâs 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 success14:25 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 Aerospaceâs proprietary lean management system â FLIGHT DECK
28:12 Mindset shifts that shaped Philâs 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 Aerospaceâs transformation
42:31 How to get started/ bring senior leaders on board
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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 strategyâyou have a gap.
A gap in engagement.
A gap in alignment.
This gap leads to confusion, misaligned priorities, and wasted effort.
Iâm joined by Mark Reich, author of âManaging on Purposeâ, to explore how hoshin kanri â often translated as strategy or policy deployment â 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.
YOUâLL LEARN:
Differences between hoshin kanri and traditional strategy management Common misconceptions around strategy deployment and what sets hoshin kanri apartThe role of catchball in connecting top-down and bottom-up processesThe importance of building reflection (hansei) and PDCA (Plan-Do-Check-Act) into the processReal-world examples of organizations successfully transitioning to hoshin kanri strategy development and deploymentABOUT MY GUEST:
Mark Reich is the author of âManaging on Purpose.â 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 Toyotaâs North American hoshin kanri process. Today, heâs the Senior Coach and Chief Engineer of Strategy at the Lean Enterprise Institute (LEI), where he guides organizations and their executives on lean transformation.
IMPORTANT LINKS:
Full episode show notes: ChainOfLearning.com/45Connect with Mark Reich: linkedin.com/in/markareichMark Reichâs book, âManaging on Purposeâ: lean.org/store/book/managing-on-purposeResources and ways to work with me: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my FREE KATALYST⢠Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about the history and application of hoshin kanri: Learning to Lead, Leading to LearnTIMESTAMPS FOR THIS EPISODE:
2:05 Hoshin Kanri vs. traditional management approaches to 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 âManaging On Purposeâ
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 cycleâs 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
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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 HabitÂŽ and moving from âtellingâ to âaskingâ.
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 youâre intending to support feeling frustrated and stuck.
Coaching for improvement isnât just about inquiryâitâs about navigating what I call the âCoaching Continuumââknowing 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.
YOUâLL LEARN:
When and how to switch between directive coaching and open coachingThe Coaching Continuum and how to maintain the ownership of problem-solving with the actual problem ownerThree key steps to navigate the Coaching Continuum effectivelyA leader or coachâs role in overseeing the problem-solving process, whether using an A3 report or another improvement methodThe importance of embracing struggle in the learning process and allowing time for responseTune in to learn how to navigate this continuum and become a more effective Transformational Improvement Coach!
Full episode show notes with links to other episodes and resources: ChainOfLearning.com/44Check out my website for resources and ways to work with me KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my FREE KATALYST⢠Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about the role of leader as coach: Learning to Lead, Leading to Learn
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: Todayâs 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 leaderâs 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
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Whatâs the real purpose behind the Japanese practices integral to lean management âlike 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, weâre 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 leadershipâexploring how practices like kata, obeya, and omotenashi (the spirit of hospitality) can be applied to transformational leadership in your organization.
YOUâLL LEARN:
What it means to flip the pyramid, highlighting the difference between servant leadership and traditional top-down leadershipWhat the tea ceremony teaches us in looking beyond transactional thinkingThe essence of obeya in being more than a space to display information and manage initiatives, but process for people development and collaborationThe importance of holding precious what it means to be human in leadership The concept of âichigo ichieâ and embracing the uniqueness of the present momentIn 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).
Full episode show notes: ChainOfLearning.com/43Listen to Part 1 with Tim Wolput: ChainfOfLearning.com/42Connect with Tim Wolput: linkedin.com/in/timwolputCheck out my website for resources and working together: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonLearn about my Japan Leadership Experience program: kbjanderson.com/JapanTrip
IMPORTANT LINKS:TIMESTAMPS FOR THIS EPISODE:
01:54 The meaning and practice of Aikido and lessons for leadership and lean management06:20 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
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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 Iâve explored with 130+ global leaders whoâve joined my Japan Leadership Experience programs.To help you answer this question, Iâve invited Tim Wolput â 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 historyâfrom Confuciusâ teachings to samurai and rice farming traditions, and Demingâs influence on Japanese management.
If youâve ever wanted a masterclass on Japanese management and Toyota Way principlesâand how you can apply these lessons to create a culture of excellenceâthese two episodes are a must-listen.YOUâLL LEARN:
Misconceptions about the Toyota Way management practices and applying the principles across culturesDemingâs influence on Japan and the development of the Toyota Production System and Toyota WayThe way of the samurai: Focus on the process, not just the outcomeShu-ha-ri: The process towards mastery and turning knowledge into wisdom by learning through doing The power of leading through influence and âdoing the right thingâ: true leadership inspires growth, not just resultsSubscribe so you donât 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).
Listen to Our Masterclass on Japanese Management Part 2 with Tim WolputFull episode show notes: ChainOfLearning.com/42Connect with Tim Wolput: linkedin.com/in/timwolputCheck out my website for resources and working together: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjanderson Learn about my Japan Leadership Experience program: kbjanderson.com/JapanTrip
IMPORTANT LINKS:TIMESTAMPS FOR THIS EPISODE:
03:53 Biggest misconceptions about Toyota Way management practices
05:10 Katieâs perspective Japan versus the west
08:46 The meaning of Shu Ha Ri and the traditional way of learning
10:23 Demingâs influence on Japan and The Toyota Way
13:05 Why Japan embraced PDCA
15:45 Difference in mindset between Asia and the west17:28 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 thing30:56 How to focus on processes as the way to get results
34:13 Powerful words of wisdom about the way of the samurai
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Youâre doing great workâŚ.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 questionâhow do you get there?
The issue isnât your talent or skills. Itâs how you and your work are positionedâhow your clients or organization see (and value) your role or the organizational transformation you propose.
In this episode, Iâm joined by Betsy Jordynâformer Disney OD consultant turned brand positioning strategistâto 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 youâre 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.
YOUâLL LEARN:
What positioning actually isâand why it matters to you, your clients, and the organizations you work withHow to spot the signs your positioning isnât landing the way you wantThe 3 levels of positioning every leader, consultant, and lean change practitioner should masterReal examples from our own careers on how weâve evolved our positioning for greater impactA simple process to clearly articulate your value and stand out in your marketABOUT 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.
Full episode show notes: ChainOfLearning.com/41Watch the Bonus Video â Elevate Your Positioning to Lead Transformational Change: https://youtu.be/O0W9dq3jYnw Connect with Betsy Jordyn: linkedin.com/in/betsy-jordynBetsyâs Meeting Discovery Script: betsyjordyn.comBetsyâs Podcast, Consulting Matters: betsyjordyn.com/podcasts/consulting-mattersMy website for resources and working together: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonMy Japan Leadership Experience program: kbjanderson.com/JapanTripFREE KATALYST⢠Change Leader Self-Assessment: KBJAnderson.com/katalyst
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 off10:38 Betsyâs 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 that42:15 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 work54:07 The strategic framework to pivot your messaging
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Do you ever feel overwhelmed that you are responsible for doing too much?
Maybe youâre frustrated that your team relies on you for answers instead of developing their own solutions.
Or youâre disappointed that improvements fall apart as soon as you step away.
The problem: Youâre likely stuck in the Doer Trapâand itâs holding you (and your team) back from the results you want.
The good news? Thereâs 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 doesnât 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?YOUâLL LEARN:
What the Doer Trap isâand why itâs so easy to fall into5 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 impactHow to gain clarity on your role and step into true leadership by modeling the wayA simple way to frame a contracting conversation to clarify roles and expectationsIMPORTANT LINKS:
Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/40Read my IndustryWeek Article "The Doer Trap: How Leaders Get Stuck and How to Break Free"Check out my website for resources and to learn more about my trusted advisor, coaching, and learning experiences KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my FREE KATALYST⢠Change Leader Self-Assessment: KBJAnderson.com/katalyst
TIMSTAMPS:
03:14 What the doer trap isâand why we fall into it04:55 Mode 1: The Hero â Not everything needs your rescue
05:48 Mode 2: The Rescuer â Why you need to let others struggle
06:52 Mode 3: The Magician â Doing it all behind the scenes
07:43 Mode 4: Pair of Hands â When you default to doing09:53 3 simple shifts to break free from the trap
10:06 Shift 1: Clarity â 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 â Align on roles and expectations23:03 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 youâre falling into one of the doer traps -
Ever feel like your to-do list never ends?
Running from meeting to meeting with no time to thinkâlet alone lead or create?
Youâre not alone.
The problem isnât you â that youâre not working hard enough.
Youâre probably stuck in the complexity trapâburied 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:đĄ The problem isnât the peopleâitâs the process of the work.
In this episode, we dive into the biggest barriers to your effectivenessâwhat you can do to cut through the noise and create space for work that actually matters. If youâre ready to escape the complexity trap and start simplifying to make a real impact, this episode is a must-listen.
YOUâLL LEARN:
How meetings and emails are blocking real improvementWhat defines truly meaningful workâincluding time to thinkThe connection between innovation and simplificationâand how to stay ahead of the curveThe biggest mistakes that make simplification harder (and how to avoid them)The first step to simplifying your work and lifeABOUT 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:
Full episode show notes: ChainOfLearning.com/39Connect with Lisa Bodell: linkedin.com/in/lisa-bodell-futurethinkRead more about Lisa and her company, FutureThink: futurethink.com Check out my website for resources and working together: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonTIMESTAMPS FOR THIS EPISODE:
02:09 Why leaders feel overwhelmedâand how to fix it03:51 The illusion of control and why organizing isnât 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 othersâ time more than your own
08:27 Reframing your mindset of deep thinking time
09:31 Why we donât do our best thinking at work
09:45 Two ways to start simplifying a chaotic workday11:36 Why meetings with no agenda can be a time waster
12:43 How to shift your day so youâre 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 oneâs 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 -
What have we really learned after four decades of lean?
Is lean thinking still relevant today?
And importantly â 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:
Is there a better term than âleanâ? 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?Whatâs Jimâs greatest surprise over the past 45 years?Jim doesnât hold back in this discussion â and provides his advice as he passes the baton to the next generation of lean leaders.
YOUâLL LEARN:
Why lean principles still apply even as technology evolves and takes over tasks once done by peopleWhatâs stopping organizations from fully embracing lean principles and practicesWhy lean must be leader-ledânot outsourced to consultants or internal operational excellence teams How developing peopleâs capabilities for problem-solving at all levels is critical to successThe true role and purpose of managementIf you are passionate about the potential of leanâs impact now and in the future, this is an episode you wonât want to miss.
ABOUT MY GUEST:
James P. Womack, PhD, is the former research director of MITâs International Motor Vehicle Program who led the team that coined the term âlean productionâ to describe the Toyota Production System. Along with Daniel Jones, he co-authored âThe Machine That Changed the Worldâ, âLean Thinkingâ, and âLean Solutionsâ. Jim is the founder of Lean Enterprise Institute where he continues to serve as a senior advisor.
Full episode show notes: ChainOfLearning.com/38Listen to Part 1 where lean has failed and succeeded: ChainOfLearning.com/37Connect with James Womack: linkedin.com/in/womack-james-52763b212Check out my website for resources and working together: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjanderson Learn about my Japan Study Trip program: kbjanderson.com/JapanTrip
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 âleanâ
08:29 The alternative label instead of the term "lean"
10:26 How lean intersects with emerging and established technologies
14:43 Analyzing AIâs effectiveness through the value stream
16:02 Jimâs greatest surprise of the 40 + years of lean19:10 Changes at Toyotaâs Operations Management Development Division
22:27 Why problem-solving skills matter at every level
23:34 Jimâs parting advice for the next generation of lean leaders -
âLean has failed.â
Thatâs the bold statement James Womackâfounder of the Lean Enterprise Institute and MIT researcher whose team introduced the term âleanâ to the worldâmade 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 yearsâwhere his vision for lean management has fallen short, where itâs succeeded, and what we can learn for the future.
In this episode, we take a hard look at leanâs evolution, from Jamesâ original vision following the publication of âThe Machine that Changed the Worldâ 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 whatâs next for lean leadership, and how you can adjust your approach towards organizational transformation.
YOUâLL LEARN:
The 5 critical interlocking elements of successful lean enterprise transformations â and whatâs missingHow to build systems and practices to sustain a lean culture that truly supports frontline teamsWhy most companies get their approach to operational excellence backwards and the challenge of getting leaders to see lean principles as the key to getting resultsWhy off-shoring and out-sourcing arenât long-term solutionsThe biggest challenges leaders face with lean transformationDon't miss Part 2 of this conversation where we explore leanâs future, its relevance for todayâs global lean community, and Jamesâ advice for the next generation of leaders.
ABOUT MY GUEST:
James P. Womack, PhD, is the former research director of MITâs International Motor Vehicle Program who led the team that coined the term âlean productionâ to describe the Toyota Production System. Along with Daniel Jones, he co-authored âThe Machine That Changed the Worldâ, âLean Thinkingâ, and âLean Solutionsâ. James is the founder of Lean Enterprise Institute where he continues to serve as a senior advisor.
IMPORTANT LINKS:
Full episode show notes: ChainOfLearning.com/37Connect with James Womack: linkedin.com/in/womack-james-52763b212Check out my website for resources and working together: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonTIMESTAMPS FOR THIS EPISODE:
02:41 Jamesâ vision of what leanâs impact would be today
07:25 Five interlocking pieces of lean transformation and whatâs 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 Applianceâs 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
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How often do you pause to get a clearer view of your purpose and learn how your life experiences influence your leadership impact?
Whether itâs 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.
Iâm 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 weftâa powerful way to understand the interconnection of the known and discovered elements of your life and see the patterns that emerge in your lifeâs fabric.
Second, the deeper meaning of my guiding wordâIntentionâand it's relationship to the Japanese concept of kokorzashi. I explore how Iâve come to see that Intention = Heart + DirectionÂŽ 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.
Letâs explore how you too can lead with intention and can weave purpose into everything you do.
YOUâLL LEARN:
The importance of reflection to learn and adjust and to understand your purposeHow the weaving metaphor of warp and weft enhances self-discovery of the known and discovered elements of your purposeWhy Intention = Heart + DirectionÂŽ and how to set powerful intentions to align your daily actions with your heartThe Japanese word Kokorozashi (ĺż) and how its deep meaning of personal and professional purspose can be applied to leadership impactIMPORTANT LINKS:
Full episode show notes with links to other podcast episodes and resources referenced in todayâs show: ChainOfLearning.com/36Check out my website for resources and working together: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonFor additional inspiration and guidance around understanding your own warp and weft, read my book "Learning to Lead, Leading to Learn," along with the companion workbook: LearningToLeadLeadingToLearn.comTIMESTAMPS FOR THIS EPISODE:
00:40 Reflecting and celebrating turning 50
02:50 The history of the warp and weft metaphor05:32 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 âzooming outâ 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 + DirectionÂŽ
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 -
What do you do when youâre 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 source of conflict. We deal with uncertainty by asserting certainty that there are two distinct options to choose between.
But what if thereâs a way to embrace both?
Thatâs why I invited Wendy Smith â award-winning psychologist and co-author of âBoth/And Thinkingâ â 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 didnât initially seem possible.
Tune in to learn how to shift from that âeither/orâ mindset and embrace a âboth/andâ approach to tackle tough decisions, unlock new possibilities, and lead with greater impact.
YOUâLL LEARN:
Can you really have it all? â The difference between an and/and vs both/and mindsetA three step process to overcome dilemmas to create a more sustainable outcomeHow to reframe a problem when faced with a seemingly paradoxical choiceThree different patterns of risk when youâre not able to shift from the either/or to the both/and thinkingThe benefits of being comfortable with the discomfort of learning something newABOUT MY GUEST:
Wendy Smith is the co-author of âBoth/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems,â an award-winning psychologist and professor at the Lerner College of Business and Economics at the University of Delaware. Sheâs 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:
Full episode show notes: ChainOfLearning.com/35Connect with Wendy Smith: linkedin.com/in/wendykimsmithWendyâs book: bothandthinking.netCheck out my website for resources and working together: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonTIMESTAMPS:
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 donât 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
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Why do 70-90% of change initiatives fail?
Thatâs a staggering statistic.
In many cases, new leadership comes in, economic pressures rise, or the next "flavor of the month" initiative takes over.
Whatâs 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.
Itâs 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.YOUâLL LEARN:
How to reverse the trend of failed change initiativesWhat to do when others donât align with your vision for changeHow to create agency in the people you want to influenceTips on how to stay curious longer to make a strong impactThe importance of linking process improvement and people for lasting changeABOUT 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. Heâs 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:
Full episode show notes: ChainOfLearning.com/34Connect with Michael Bungay Stanier: linkedin.com/in/michaelbungaystanier Check out my website for resources and working together: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonSign up for Michaelâs newsletter and podcasts: MBS.worksDownload my FREE KATALYST⢠Change Leader Self-Assessment : kbjanderson.com/katalystTIMESTAMPS FOR THIS EPISODE:
01:04 Reasons why change initiatives fail
04:56 Two foundational challenges for leading change07:38 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 Michaelâs new project in launching a new podcast
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What questions are on your mind? Thatâs the question I posed to you last month when I asked you to âAsk me anything!â
I received many great questions and, as promised, Iâve picked five to dive into during this episode.Asking the right questions is a fundamental part of leading transformational change. Itâs not just about finding answersâitâs about understanding why we ask our questions and how we react when others ask us.
Itâs just as important to know the reasons behind why weâre asking. Whatâs the intention behind the question? What are we hoping to learn or uncover?
This is where true understanding happensâboth 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, itâs time to dive into your questions!
YOUâLL LEARN:
How to shift from a âcommand and controlâ leadership style to a culture focused on continuous improvementCommon obstacles organizations face when implementing transformational change and how to overcome themHow you can effectively balance the need for short-term results with the pursuit of long-term strategic goals while developing peopleInsights on transitioning from a lean leader in an organization to starting a consultancy businessHow continuous improvement teams can amplify their impact and link leadership coaching to driving real business outcomesWhat 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:
Full episode show notes: ChainOfLearning.com/33Check out my website for resources and working together: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload the KATALYST⢠self-assessment to fast-track your leadership impact: kbjanderson.com/Katalyst Download the free guide "3 Tips to Break The Telling HabitÂŽâ and discover how you can start asking better questions: kbjanderson.com/telling-habitBe the first to know about new episodes and other resources: kbjanderson.com/newsletterAsk your questions for future episodes: ChainOfLearning.com/AskTIMESTAMPS FOR THIS EPISODE:
0:39 How asking questions can spark a culture of continuous learning and improvement2:04 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
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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 teamâs 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 journeyâfrom engineer at Toyota to executive in healthcareâshaped his approach to real crises. He discusses how understanding purposeâhis own, his teamâs, and the organizationâsâhelps him distinguish between whatâs urgent and whatâs truly important.
By focusing on what matters, you can create the impact youâre striving for. To me, thatâs what living with intention isâknowing your purpose and aligning your actions to make it happen.
YOUâLL LEARN:
How to distinguish between true crises and perceived urgencyThe importance of aligning organizational and personal purpose to drive strategic successA framework for where to spend your time as a leader to build a high-performing organizationHow to demonstrate respect for people by encouraging a personal understanding of purpose and owning the thinking process, not the answersPractical tips for building a people-centered culture that drives sustainable growthIn our conversation about intention and goals, Isaac asks about my next big goalâlisten for the big reveal, never shared publicly until now! Iâd 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 Tennesseeâs Department of Industrial and Systems Engineering.
IMPORTANT LINKS:
Full episode show notes: ChainOfLearning.com/32Connect with Isaac Mitchell: linkedin.com/in/isaacmitchellJoin Isaacâs Book Clubs: Lean Book Club and Lean Coffee Club Check out my website for resources and working together: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonJoin me on my Japan Study Trip leadership program: KBJAnderson.com/JapanTripLearn about the warp and weft metaphor in my book: Learning to Lead, Leading to Learn and companion workbookTIMESTAMPS 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 peopleâs development and using Gemba16:19 How to use daruma dolls in goal setting
20:57 Katieâs BIG new goal reveal22:25 Using a hanko when coaching for problem solving
30:36 Isaacâs North Star for the year and Japan Study Trip lessons
32:11 How Gemba helps leaders prioritize what's essential36:23 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 settingSpaces still available for the May 2025 Japan Study Trip - apply now!
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Itâs Chain of Learningâs first anniversary this month! And itâs the time of year for gratitude and thanks â 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 â reflection â as I believe it IS the foundation of learning and impact.
In this episode, I share my reflections from the Chain of Learningâs first year and walk you through the process I use and teach for reflection â so you can apply this same reflection process to whatever you are working on, both professionally and personally.
Whether youâre leading teams, fostering innovation, or driving continuous improvement â or simply looking to take the next step forward in your life â purposeful reflection is the foundation for your ultimate success.
YOUâLL LEARN:
The meaning of the Japanese word Hansei â self-reflection â and the risk if you get caught more in doing and donât 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) cycleThe 3 ways to reflect with intention even while short on timeThe backstory to how this podcast started and personal reflections of what Iâve learned and adjusted over producing 31 episodesThe questions to ask yourself for meaningful reflectionI invite you to embed reflection into your practice â not just as a one-time exercise but as a regular habit â that guides you toward excellence.
Thanks for the opportunity to grow and strengthen our Chain of Learning together. Hereâs to the journey of growth and another year of reflections ahead!
IMPORTANT LINKS:
Full episode show notes and links: ChainOfLearning.com/31Comment and share your process for reflection on LinkedIn hereCheck out my website: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonGet my book âLearning to Lead, Leading to Learnâ â LearningToLeadLeadingToLearn.comTIMESTAMPS FOR THIS EPISODE:
2:37 The meaning of the Japanese word Hansei
4:11 The 5 steps to applying Hansei and using the (SAPD) cycle5:28 Reflection Process 1: immediate self reflection after an event, even if youâre 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 process31:35 Share your process for reflection on LinkedIn or via email
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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 excellenceâimprovement processes and toolsâwhile 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 organizationâs foundation can drive sustainable cultural transformation and elevate both business results and employee engagement.
YOUâLL LEARN:
How to create balance in your organization between the pillars of continuous improvement and respect for peopleThe importance of navigating tension between getting results and allowing time for your team to grow on the path towards achieving themWhy performance management should be a two-way street that includes upward feedback for continuous learning and alignmentHow embedding respect for people and psychological safety into your organization can lead to improved results and enhance employee experiencesThe benefits of a people-centered culture for elevating both fulfillment and performanceABOUT 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:
Full episode show notes: ChainOfLearning.com/30Connect with Stephanie Bursek: www.linkedin.com/in/stephanie-bursek-sphr-0a7b801Check out my website: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonMy Japan Study Trip leadership program: KBJAnderson.com/japantripTIMESTAMPS:
04:35 Stephanieâs 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 âTree Ring Managementâ 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 -
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 âDecision Sprintâ shares what heâs learned about leading through ambiguity to drive digital and cultural transformations at global companies like Amazon, McDonaldâs, 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.
The difference between boring problems vs. creative problems and how to bring authentic interest to solving the âboring problemsâ in your organizationThe risk in relying solely on âknownâ solutions instead of exploring innovative ways to solve problemsWhy organizations need to start thinking more upstream rather than focusing on whatâs in front of themWhat the Decision Sprint Model is and how you can use it to get ahead of problems and move problem-solving upstreamThe difference between bureaucracy and chaos and how to avoid being stuck between the two
YOUâLL LEARN: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 McDonaldâs, 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:
Full episode show notes: ChainOfLearning.com/29Connect with Atif Rafiq: www.linkedin.com/in/atif1/ Order your copy of âDecision Sprintâ by Atif Rafiq: www.decisionsprint.com/book Check out my website: KBJAnderson.com/Follow me on LinkedIn: linkedin.com/in/kbjandersonTIMESTAMPS FOR THIS EPISODE:
[2:24] Atifâs 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 âboringâ 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 -
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 sheâs 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 isnât about knowing all the answers. Connect with your purpose, step away from being the "doer," and empower others so that you â and they â can see better results.YOUâLL LEARN:
How to implement transformational leadership practices that create lasting organizational change, not just short-term resultsThe importance of using simple terms instead of technical jargon to help get buy-in and help others understand the problems they need to solveStrategies to manage burnout by surrounding yourself with a supportive community and focusing on what truly mattersHow to bring your whole self to the workplace to fulfill your complete purpose and build trust within the organizationThe benefits of the maturity model to help leaders close the gap between their current condition and the results they want to achieveABOUT 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. Smithâs journey to create a culture of highly engaged people who are aligned in solving problems and innovating to continuously improve.
IMPORTANT LINKS:
Full episode show notes: ChainOfLearning.com/28Connect with Cindy Hinds: www.linkedin.com/in/cindyhindsMy website: KBJAnderson.com/Download the Change KATALYST⢠SelfâAssessment to discover the 8 competencies you must master to become a transformational change leader: KBJAnderson.com/KATALYSTFollow me on LinkedIn: linkedin.com/in/kbjandersonTIMESTAMPS 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 Coveyâs Speed of Trust Curriculum to connect behaviors to business outcomes
[15:06] Using âNemawashiâ 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
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Ever felt like your meetings or workshops arenât 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 executiveâfacilitation is a crucial skill to master to become a transformational change leader. Itâs the key to how you influence teams to shift behaviors, make impactful decisions, and drive meaningful results for the organization.
But great facilitation doesnât 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. Itâs not just a valuable skillâitâs 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.
YOUâLL LEARN:
Your role as a facilitator to create the process your group needs to meet the end goalHow 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 momentHow to to leverage reflection for yourself and the group before, during and after the session to create a bigger impactMistakes to avoid to become a master facilitatorIMPORTANT LINKS:
Full episode show notes: ChainOfLearning.com/27 Work with me: KBJAnderson.com Change KATALYST⢠SelfâAssessment: KBJAnderson.com/KATALYSTFollow me on LinkedIn: linkedin.com/in/kbjandersonRELATED PODCAST EPISODES:
Episode 9: The 8 Essential Skills to Become a Transformational Change Katalystâ˘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 itâs 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 groupâs 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
- Se mer
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