AI is everywhere. And its use and capabilities are accelerating every day. 

But is AI actually helping us get better at getting better? 

Or is it just amplifying the friction, bottlenecks, and complexity that already exists in our workflows and processes?

In this episode, Nathen Harvey, leader of the DORA Research team at Google, explores how AI is reshaping not just how we work, but how we can use it to elevate human work, collaborate as teams, and reach better outcomes.

Drawing on new findings from the DORA 2025 report on AI-assisted software development, we dig into what truly drives high performance – regardless of your industry or work –  and how AI can either accelerate learning or amplify bottlenecks.

If you lead or work on any kind of team you’ll discover how to use AI thoughtfully, so it supports learning and strengthens the people-centered learning culture you’re trying to build.

YOU’LL LEARN:

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

ABOUT MY GUEST:

Nathen Harvey, Developer Relations Engineer, leads the DORA team at Google Cloud. DORA enables teams and organizations to thrive by making industry-shaping research accessible and actionable. Nathen has learned and shared lessons from some incredible organizations, teams, and open source communities. He is a co-author of multiple DORA reports on software delivery performance and is a sought after speaker in DevOps and software development. 

IMPORTANT LINKS:

• Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/59 
• Check out my website for resources and ways to work with me KBJAnderson.com
• Connect with Nathan Harvey: linkedin.com/in/nathen 
• Follow me on LinkedIn: linkedin.com/in/kbjanderson
• Learn more about DORA: dora.dev/publications 
• Join the DORA community: dora.community 
• Download my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst 
• Learn more about my coaching, trusted advisor partnerships, and leadership learning experiences: KBJAnderson.com 

TIMESTAMPS FOR THIS EPISODE:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

37:35 The difference between trainers and facilitators

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

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

40:23 Importance of using AI and learning through use

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

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

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

Apply for the May 2026 Japan Leadership Experience—https://kbjanderson.com/japantrip/

Where is your primary focus as a leader, change practitioner, or organization? 

Getting business results? 

Improving processes? 

Or developing people? 

What if the real key to lasting business success isn’t found in metrics or milestones—but in how you create a culture that nurtures people and their problem-solving capabilities? 

In this episode I explore what it really takes to deliver sustainable organizational success, and why building a people-centered learning culture—one where developing others isn’t an afterthought, but the foundation that enables operational excellence and, ultimately, better business outcomes.

Effective leadership begins when you shift from managing results to developing people—creating the conditions for continuous improvement, engagement, and growth.

When you put people first, results follow.

Whether you are a senior executive, lean practitioner, or team leader, that’s how you build organizations that learn, adapt, and thrive—today and for generations to come.

YOU’LL LEARN:

• How Toyota’s philosophy of Monozukuri wa hitozukuri (“We make people so we can make things”) shapes a people-first culture of learning and improvement
• Why focusing on people → process → results (not the reverse) drives lasting impact across teams and organizations
• The interdependence of three qualities that support business success  —quality of people development, quality of work, and quality of results – to create sustainable impact 
• Insights from real leaders about how shifting from results-focused to people-focused leadership led to  significant measurable improvement in business outcomes
• How to model intentional leadership practices to develop people, foster engagement, and sustain a culture of continuous learning and improvement

IMPORTANT LINKS:

• Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/58 
• Check out my website for resources and ways to work with me KBJAnderson.com
• Follow me on LinkedIn: linkedin.com/in/kbjanderson
• Learn more about my Japan Leadership Experience: kbjanderson.com/japantrip

TIMESTAMPS FOR THIS EPISODE:

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

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

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

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

14:08 What leadership in action looks like

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

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

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

What does it really take to become lean—not just do lean?

This is the secret to transformational lean leadership that Larry Culp, CEO of GE and GE Aerospace shared with me on stage three years ago. In this special bonus episode, I want to share his insights and wisdom about leadership and lean culture with you.

This bonus episode marks two milestones in my own Chain of Learning® journey:

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

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

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

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

YOU’LL LEARN:

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

ABOUT MY GUEST:

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

IMPORTANT LINKS:

• Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/57 
• Watch the full interview with Larry Culp on YouTube: youtube.com/watch?v=U3hFsuLOaPU
• Check out my website for resources and ways to work with me KBJAnderson.com
• Follow Larry Culp on LinkedIn: linkedin.com/in/larry-culp
• Connect with me on LinkedIn: linkedin.com/in/kbjanderson
• Read “Learning to Lead, Leading to Learn” – the leadership book Larry Culp recommended to all GE employees : LearningToLeadLeadingToLearn.com 

TIMESTAMPS FOR THIS EPISODE:

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

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

How often do you find yourself racing from meeting to meeting, rushing through tasks, or filling every silence with your own voice? 

In our doing-oriented culture, pausing feels uncomfortable—even counterproductive. Yet left unchecked, our instinct for action and answers can limit learning, development, and innovation.

In this episode, I explore the power of the pause and why mastering it may be one of the most transformative leadership habits you can develop. 

Pausing with purpose—slowing down to create space for silence, reflection, and intentional action—actually accelerates your impact. It’s in the pause—the space between our “doing”—that learning deepens, decisions improve, and people grow. 

Whether you’re leading a team, coaching others, or developing your own learning mindset, this episode will help you discover the power of the pause to drive performance, engagement, and lasting change.

YOU’LL LEARN:

• Why silence feels uncomfortable—and how our instinct to fill the space with our thinking limits growth, reflection, and learning
• How embracing ma (間), the Japanese concept of “ meaningful space between”, creates the conditions for learning, understanding, and transformation 
• The importance of intentional reflection (hansei) to cultivate a  learning culture rooted in continuous improvement
• Why mastering the pause creates ripple effects across your team, transforms your leadership, and leads to better results
• Three ways to develop the power of the pause as a transformational leadership habit to create clarity, ownership, and insight

IMPORTANT LINKS:

• Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/56 
• Check out my website for resources and ways to work with me KBJAnderson.com
• Follow me on LinkedIn: linkedin.com/in/kbjanderson

TIMESTAMPS FOR THIS EPISODE:

01:50 The benefits of mastering the pause 

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

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

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

Enter to Win a Copy of David Yeager's book "10 to 25: The Science of Motivating Young People" - Register to win before October 24th at 11:45pm Pacific: http://chainoflearning.com/55

How do you motivate, coach, or lead someone younger—without sounding critical, nagging, or controlling?

We’ve all heard the stereotypes:
“Young people don’t care.”
“They’re entitled.”
“They can’t take feedback.”

But what if those assumptions are what’s really getting in the way of growth, engagement, and connection?

In this episode, I talk with Dr. David Yeager, professor of psychology at the University of Texas at Austin and author of the bestselling book, 10 to 25: The Science of Motivating Young People.

David’s groundbreaking research—conducted with Carol Dweck, Angela Duckworth, and others—reveals how the right balance of high challenge and high support can unlock potential in the next generation and foster a learning culture where people feel valued, respected, and inspired to grow.

Together, we explore the “mentor mindset”—a practical approach to coaching and intentional leadership to help young people move from compliance to engagement and step into their full potential — and how you can provide feedback that creates connection and motivation, not conflict.

Whether you’re a parent, coach, teacher, or organizational leader, you’ll walk away with actionable insights to cultivate a continuous learning mindset and inspire empowered growth. 

YOU’LL LEARN:

• How to lead with the mentor mindset to create a “learning zone” that combines high expectations with high support, empathy, respect and belief in people’s capability 
• ​​What the “mentor’s dilemma” is—and why both the enforcer mindset (high challenge, low support) and the protector mindset (high support, low challenge) fall short
• How great mentors balance rigor and flexibility that encourage people to produce high-quality work without enforcing rigid rules
• The power of transparency and labeling your intent when giving feedback to build trust and clarity
• The link between McGregor’s Theory X and Theory Y management mindsets and the mentor’s dilemma, and how these leadership mindsets show up in organizations such as Microsoft, GE, McDonald’s, and Walmart

ABOUT MY GUEST:

David Yeager, PhD, is a professor of psychology at the University of Texas at Austin and the cofounder of the Texas Behavioral Science and Policy Institute. He is the author of, 10 to 25: The Science of Motivating Young People, and best known for his research conducted with Carol Dweck, Angela Duckworth, and Greg Walton on short but powerful interventions that influence adolescent behaviors such as motivation, engagement, healthy eating, bullying, stress, mental health, and more. 

IMPORTANT LINKS:

• Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/54 
• Check out my website for resources and ways to work with me KBJAnderson.com
• Connect with David Yeager: linkedin.com/in/david-yeager 
• Follow me on LinkedIn: linkedin.com/in/kbjanderson
• Check out David Yeager’s book 10 to 25: The Science of Motivating Young People: A Groundbreaking Approach to Leading the Next Generation—And Making Your Own Life Easier: amazon.com/10-25-Motivating-Groundbreaking-Generation 
• Reach out to learn more about the Athena App: https://txbspi.prc.utexas.edu/
• Join The Power of the Mindset Masterclass: https://www.masterclass.com/classes/power-of-mindset
• Subscribe to my newsletter: kbjanderson.com/newsletter 

TIMESTAMPS FOR THIS EPISODE:

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

What do people in other functions at your organization think lean is all about?

For many—in HR, OD, Finance, or operations—the answer is simple: process improvement, efficiency, waste elimination. 

And while those are pieces of the puzzle, they miss the bigger picture.

Too often, continuous improvement and operational excellence teams get pigeonholed as “process people,” making it hard to gain traction or build the partnerships needed for real transformation.

But lean isn’t just about processes—it’s about people. It’s a strategy for developing leaders, engaging employees, and creating lasting change.

If you’re struggling to get leadership buy-in for lean or continuous improvement, the problem likely isn't the results you deliver. It’s how you’re positioning the value of lean and your role as a change leader.

That’s why I teamed up with my friend and business positioning and branding expert Betsy Jordyn for a special bonus episode.

Together, we explore one of the biggest challenges you face as a lean and CI professional: how to position and frame your work so others see its true impact.

YOU’LL LEARN:

• Why lean consultants – both internal and external – struggle with positioning
• How to talk about what you do in language executives care about
• Why people and learning matter more than tools
• How to connect leadership behaviors to measurable business results
• And why influence skills are just as important as technical expertise

Whether you’re an internal or external consultant, this conversation will help you reframe your work in ways that create greater traction and impact.

ABOUT MY GUEST:

Betsy Jordyn is a Brand Positioning Strategist that helps consulting and coaching business owners clarify their brand positioning and messaging, create a website presence that positions them as sought-after experts, land clients with ease and integrity, and take their place as thought leaders and influencers in their niche. Her mission is to help consultants and coaches monetize their best-at strengths and authentic passions to make a bigger difference in the world.

IMPORTANT LINKS:

• Full episode show notes: https://kbjanderson.com/roi-strategic-positioning-lean-consultants/ 
• Watch this bonus episode on YouTube: https://youtu.be/kgCbr2Os3nA 
• Connect with Betsy Jordyn: linkedin.com/in/betsy-jordyn
• Listen to my conversation with Betsy Jordyn on Consulting Matters podcast: The ROI of Elevating Your Strategic Positioning & Messaging
• Check out my website for resources and working together: KBJAnderson.com
• Follow me on LinkedIn: linkedin.com/in/kbjanderson 
• Learn about my Japan Leadership Experience program: kbjanderson.com/JapanTrip 
• Download my KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst 

TIMESTAMPS:

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

Ikigai is one of the hottest buzzwords in leadership and personal development. But what does ikigai really mean?

When you think of ikigai, what do you envision? 

Is it the popular Venn diagram that claims to help you find your purpose by identifying “the sweet spot” where what you love, what you’re good at, what the world needs, and what you can be paid for overlap? 

The problem? That’s not ikigai at all. 

And in fact, the very process of putting ikigai into a framework contradicts the authentic meaning of the word.

To dispel what he calls the “ikigai hoax” and uncover its deeper meaning I’m joined by Nicholas Kemp—Japanologist, researcher and author of IKIGAI-KAN: Feel a Life Worth Living and the new book Rolefulness, co-authored with Professor Daiki Kato. 

We explore how ikigai is fundamentally about creating meaning, connection, and a life —and workplace—where people feel life is worth living

It’s about being before doing and cultivating simple joys, authentic relationships, and spaces where people feel safe, valued, and inspired, whatever roles you are playing in your life or at work.

Let’s rediscover ikigai—not as a trendy framework, but as a powerful principle to understanding personal purpose, leadership development, and how to cultivate organizations where every individual can thrive. 

YOU’LL LEARN:

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

ABOUT MY GUEST:

Nicholas Kemp, known as The Ikigai Coach, is a coach trainer, public speaker, consultant, and author of IKIGAI-KAN: Feel a Life Worth Living and Rolefulness. He is the founder and head coach of Ikigai Tribe, a community of educators, psychologists, coaches, and trainers dedicated to serving their communities through the authentic practice of Ikigai. With decades of experience living in Japan and training leaders worldwide, Nick is the trusted voice on how Ikigai can be embodied—not just studied.

IMPORTANT LINKS:

• Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/53 
• Check out my website for resources and ways to work with me KBJAnderson.com
• Connect with Nick Kemp: linkedin.com/in/nicholas-kemp 
• Follow me on LinkedIn: linkedin.com/in/kbjanderson
• Check out Nick Kemp’s Ikigai Tribe website and get his books: https://ikigaitribe.com/
• Download my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst 
• Learn more about my Japan Leadership Experience: kbjanderson.com/japantrip 

TIMESTAMPS FOR THIS EPISODE:

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

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

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

What’s the #1 frustration most lean and continuous improvement practitioners face?

It's something that I bet you've felt too, no matter how passionate you are about the work, no matter what you call it: lean, agile, continuous improvement, operational excellence, or DevOps...

Too often, we struggle to clearly explain what we actually do as CI change leaders and why it matters. And when you can’t articulate the deeper value of lean or OpEx, it’s hard to get the buy-in needed to lead the organizational transformation you envision.

In this episode, I take you inside a qualitative survey of 100+ change leaders—from internal continuous improvement practitioners and leaders, to external consultants and coaches, executives and operations leaders—on what draws us to this field of organizational improvement, what fuels our passion, and what holds us back from the impact we know is possible.

Before listening to this episode, take a moment to reflect on:

• What lights you up about your work?
• What’s the top challenge you keep running into?

If you love lean and continuous improvement and are ready to overcome the frustrations holding you and your organization back from real transformation, then this episode is for you.

YOU’LL LEARN:

• Three things we love the most about this work as continuous improvement and lean change leaders
• The #1 frustration holding you back (hint: it’s not about the tools or frameworks)
• Why a shift from McGregor’s Theory X (command and control) to Theory Y (empowered problem-solving) management mindset is critical to your impact—and why lean efforts fail without it
• The paradox of trying to influence deeply ingrained management and leadership beliefs and behaviors
• Three practical ways you can start changing both the story and the system 

IMPORTANT LINKS:

• Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/52
• Check out my website for resources and ways to work with me KBJAnderson.com
• Follow me on LinkedIn: linkedin.com/in/kbjanderson
• Download my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst 
• Hear how Gustavo influenced significant business results after participating in my Japan Leadership Experience

TIMESTAMPS FOR THIS EPISODE:

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

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

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

06:16 [SECOND] People development and empowerment

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

08:50 [THIRD] Tangible and meaningful impact

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

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

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

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

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

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

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

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

18:07 [SECOND] Speak the language of business

19:07 One of the best examples of how a leader effectively led change through influence 

20:54 [THIRD] Pair technical process improvement skills with influence and human-focused skills

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

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

Organizations invest thousands of dollars and countless hours into lean, Six Sigma, and other continuous improvement training programs. Certifications get awarded. Belts get earned.

But nothing actually changes.

Technical problem-solving training alone isn’t enough to drive meaningful impact. Without guidance and support on how to apply problem-solving tools—and the people-side of leading change—improvements stall. 

In this episode of Chain of Learning, I'm joined by Tracy O’Rourke and Elisabeth Swan, co-founders of the Just-in-Time Café and co-authors of "The Problem-Solver’s Toolkit." With more than 50 years of combined Lean Six Sigma experience, they’ve trained and coached thousands of problem-solvers across industries—from healthcare and government to manufacturing and service—helping teams turn knowledge into real results.

Whatever problem-solving method you use—DMAIC, PDCA, or an A3—you’ll walk away with practical insights to help you bridge the gap between knowledge and action.

YOU’LL LEARN:

• Why traditional training programs fail to create lasting problem-solving capability—and what to do instead
• The importance of bringing others along in a change project and staying flexible and curious as the work evolves
• Why successful and sustainable problem-solving requires both technical know-how and people skills
• How to engage teams, navigate change, and keep momentum going while leading a process improvement team 
• How to close the gap between learning and doing by turning skills into real-world results

ABOUT MY GUESTS:

Tracy O’Rourke is a Lean Six Sigma Master Black Belt, and co-founder of the Just-in-Time Café. As a sought-after consultant, instructor, and speaker with over 25 years of experience, Tracy specializes in cultural change, leadership development, strategic alignment, and process improvement. 

Elisabeth Swan is a leadership coach, keynote speaker, award-winning author of “Picture Yourself a Leader”, and co-founder of the Just-in-Time Café. Elisabeth brings decades of experience helping Fortune 100 companies and nonprofits embrace conscious leadership and continuous improvement. 

IMPORTANT LINKS:

• Full episode show notes: ChainOfLearning.com/51
• My website for resources and ways to work with me KBJAnderson.com
• Connect with Tracy O’Rourke: linkedin.com/in/tracy-orourke
• Connect with Elisabeth Swan: https://www.linkedin.com/in/elisabethswan
• Follow me on LinkedIn: linkedin.com/in/kbjanderson
• Download my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst 
• Get your copy of the “Problem-Solver’s Toolkit”: www.jitcafe.com/book 
• My Japan Leadership Experience: kbjanderson.com/japantrip 

TIMESTAMPS FOR THIS EPISODE:

01:37 The inspiration behind the “Problem Solvers Toolkit” 

02:54 The disconnect between what is education and what leads to retention 

04:22 The aha moments in creating the revised second edition in leading process 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

“Change the culture!”

That’s exactly what longtime Toyota leader Isao Yoshino was tasked with during one of the most famous business transformations in history—NUMMI—Toyota’s joint venture with General Motors in the 1980s.

The challenge? 

Take GM’s worst-performing plant—plagued by absenteeism, low morale, and poor quality—and turn it around.

Within just one year, with the same American workforce but under Toyota’s leadership, NUMMI became GM’s best-performing site.

Behind the scenes was Mr. Yoshino, leading the design and delivery of a three-week training program in Japan for hundreds of NUMMI’s frontline and middle managers.

In this episode, Mr. Yoshino shares the inside story of NUMMI’s transformation—how an experiment in a business turnaround became a “New Me” moment for its leaders—and the leadership lessons you can use to influence culture change without relying on authority.

If you’re a lean practitioner or change leader wondering how to truly “change a culture,” this is a rare chance to hear the story directly from the person who lived it.

You’ll Learn:

• Why you can’t force culture change—and what to do instead
• How Mr. Yoshino and his team created  immersive learning experiences that shifted NUMMI leaders’ mindsets in just three weeks
• Why the “Check” step in PDCA is the secret to Toyota’s sustained success 
• How the andon process reshaped leaders’ views on problems—and how a “no problem is a problem” and no-blame mindset fosters learning and continuous improvement
• Why NUMMI’s transformation was as much (or more) about people as it was about performance

ABOUT MY GUEST:

Isao Yoshino, worked at Toyota Motor Corporation for over 40 years—from the late 1960s to the early 2000s—and played an important role in the development of Toyota’s people-centered learning culture it’s now famous for. He was a key part of Kan-Pro senior leadership development program, which embedded A3 thinking as the process for problem-solving, communication, and leadership development across the organization—and has deep expertise in the practice of hoshin-kanri—Toyota’s strategy deployment process. He’s the subject of the Shingo award-winning book “Learning to Lead, Leading to Learn: Lessons from Toyota Leader Isao Yoshino on a Lifetime of Continuous Learning”

IMPORTANT LINKS:

• Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/50
• Check out my website for resources and ways to work with me KBJAnderson.com
• Follow me on LinkedIn: linkedin.com/in/kbjanderson
• Download my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst 
• Learn more about the Japan Leadership Experience: kbjanderson.com/japantrip 
• For an even deeper behind-the-scenes look at NUMMI, read the dedicated chapter in my book: LearningToLeadLeadingToLearn.com 

TIMESTAMPS FOR THIS EPISODE:

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