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

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

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

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

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 

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

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

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

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

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

“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

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

When you encounter challenges or setbacks, and it feels like things just aren’t going your way, it’s easy to get caught into a downward negative spiral.  

But could simple mindset shifts change not just how you feel, but how you move forward and influence those around you with positive momentum?

In this episode, I’m sharing three powerful reframes that have helped me reset, regain perspective, and move through challenges with intention and empowerment. 

These reframes aren’t just personal practices—they’re leadership strategies that can help you model resilience, learning, and agency, and inspire the people around you to do the same.

This episode isn’t about blind optimism or sugarcoating hard things. It’s about real, actionable ways to reframe challenges and move forward with greater clarity, strength, and purpose.

Learn the three reframes that have helped me (and the leaders I work with) get back up and lead with heart and intention.

YOU’LL LEARN:

• How to reframe your focus from negative to positive and rise with more clarity and confidence
• The story behind the motto that inspires me daily –“Today’s a great day” – and how gratitude can ground you in tough moments
• Why setbacks and failures aren’t the end, but an opportunity to learn your way forward
• How the Japanese daruma doll became a lesson in resilience—representing the proverb “Fall down seven times, get up eight”
• How to move from feeling powerless to empowered and why the ball is always in your court

IMPORTANT LINKS:

• Full episode show notes: ChainOfLearning.com/49
• 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 
• Read my book featuring lessons from Isao Yoshino’s 40 years of Toyota Leadership: LearningToLeadLeadingToLearn.com 

TIMESTAMPS FOR THIS EPISODE:

01:56 [1st REFRAME] Find the good—even when it’s hard
02:03 Katie’s dad as the inspiration behind the motto, “Today’s a great day”
04:23 Isao Yoshino’s influence in learning how to shift from negative to positive
07:22 The importance of focusing on the good for improvement
09:23 [2nd REFRAME] Seeing failures and setbacks as learning opportunities
10:17 Why daruma dolls are a reminder of resilience and the Japanese proverb "Fall down seven times, get up eight"
12:04 Questions to maintain a learning mindset
12:33 The learning zone versus the performance zone from Chain of Learning Episode 5 guest Eduardo Bricino
13:37 Reframe exercise to reframe failure to learning opportunity
15:17 [3rd REFRAME] Moving from powerlessness to agency

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

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

Apply for the Nov 2025 or May 2026 Japan Leadership Experience
https://kbjanderson.com/japantrip/
 
You’re implementing the tools.

Making the improvements.

Delivering the project results.

But the same problems keep resurfacing and you’re left wondering: What’s missing?

In this episode, Josef Procházka, a lean consultant from the Czech Republic, shares his personal journey of transformation—from frustrated practitioner to heart-led coach—and the impact his shift in approach to consulting has had for his clients and for himself.

Josef began his career focused on tools, metrics, and deliverables. But something didn’t feel right.

After reading Learning to Lead, Leading to Learn and joining two of my Japan Leadership Experience programs, Josef experienced a transformation of both mind and heart. He found a more meaningful path: one centered on people, purpose, and intentional leadership.

Whether you're an external consultant, internal improvement or operational leader, or simply looking to grow your impact—Josef’s story is a reminder that real change doesn’t come from better systems alone. 

This episode will challenge you to rethink how you show up to lead change, what transformation really requires, and what it means to lead with intention.

YOU’LL LEARN:

• How Josef shifted from tool-based delivery to people-centered transformation
• What it looks like to reframe 5S (a workplace organizational practice) into a more meaningful, people-centered practice
• The mindset change required to stop “doing Lean” for others and start leading change with them
• Ways personal growth can unlock deeper change for your clients and organizations
• Why sustainable improvement depends on connecting people and purpose—not just applying tools

ABOUT MY GUEST:

Josef Procházka is a Lean Six Sigma consultant from the Czech Republic with 20+ years of experience helping manufacturing companies improve productivity, streamline processes, and enhance quality through structured problem-solving and project leadership. He specializes in making Lean practices meaningful by translating tools like 5S and A3 into values-driven change that engages people at every level. 

IMPORTANT LINKS:

• Full episode show notes: ChainOfLearning.com/48
• 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
• Apply for the Japan Leadership Experience: kbjanderson.com/japantrip
• Read my book that played a role in Josef’s leadership transformation: LearningToLeadLeadingToLearn.com

TIMESTAMPS FOR THIS EPISODE:

03:13 How the Japan Leadership Experiences influenced Josef’s transformation
05:27 The “aha” shifts that helped his transformation
07:59 Why Josef’s approach was not making an impact
11:00 Reframing 5S to meaningful 5S to increase productivity in a client’s workplace
17:30 The importance of bringing meaningfulness to create impact
20:03 The negative effect of short-term focus without a long-term view
22:33 Why Josef decided to come back to the Japan Leadership Experience
25:32 Why Katie is passionate about leading her Japan Leadership Experiences
28:12 The connection leaders feel after the immersive experience in Japan
29:07 Positive transformations from two clients Josef invited to the Japan Leadership Experience
33:29 Importance of continuing to learn and going towards the North star to be a better leader
37:52 Why real leaders practice lean for their team
39:21 Josef’s story on going to the Japan Leadership Experience
44:21 Advice to make a shift towards greater impact
46:21 7 key steps to create real long-term impact

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

A global economic crisis is dragging down sales.

Departments are working in silos and leaders at all levels are arguing about priorities. 

Managers are too busy to coach their teams.

You might think this describes your organization today—and it was the exact situation Toyota faced nearly 50 years ago.

This challenge sparked one of the most ambitious and influential—and least known outside Japan—leadership development programs in Toyota’s history: the Kanri Nouryoku Program, or Kan-Pro for short. “Kanri” meaning management, and “Nouryoku” meaning capability.

Kan-Pro helped establish the people-centered learning culture Toyota is famous for today and embedded A3 thinking as a foundational process for problem-solving, communication, and leadership development.

I invited Isao Yoshino—a 40-year Toyota leader who was one of the key team members who helped create and lead the program—to share his experience in two pivotal moments in Toyota’s evolution and how he learned to lead cultural leadership transformation from a place of influence, not authority. 

Join me and Mr. Yoshino—also the subject of my Shingo-award winning book Learning to Lead, Leading to Learn — as we celebrate its 5-year anniversary this month!

YOU’LL LEARN:

• The problem Toyota was trying to solve—and how Kan-Pro emerged as the countermeasure
• The leadership styles of Masao Nemoto vs. Taiichi Ohno—and how both shaped Toyota’s culture through the development of Toyota Way management culture and the Toyota Production System 
• How Mr. Yoshino learned to coach and develop more senior executives as a mid-level internal change leader
• The process that established A3 thinking as the standard for leadership development, communication, and problem-solving across Toyota
• Critical leadership behaviors that led to Toyota’s success—which have come to be known as “lean management”

Stay tuned for Episode 50 where Mr. Yoshino shares his major assignment to “change the culture”—how he and his team, including Lean Global Network Chairman John Shook, led the training and transformation of frontline American leaders at NUMMI, the GM–Toyota joint venture in the 1980s.

ABOUT MY GUEST:

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

IMPORTANT LINKS:

• Full episode show notes: ChainOfLearning.com/47
• My website with 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 
• My book featuring lessons from Isao Yoshino’s 40 years of Toyota Leadership: LearningToLeadLeadingToLearn.com

TIMESTAMPS FOR THIS EPISODE:

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

18:55 The leader’s role in setting direction and providing support to their people 

20:40 The mindset shift in top management to not to fake it
21:17 Mr. Yoshino’s experience coaching senior leaders through hands-on A3 learning
25:38 Key influence skills Mr. Yoshino learned from great Toyota managers
28:12 The importance of respect by senior leaders even when there’s resistance to change
28:58 Being a Yes-Minded Persuader – a key KATALYST™ Chang Leader competency –  in bringing leaders along in change
31:25 Lessons from coaching senior leaders using A3 thinking during Kan-Pro
35:45 The positive shift when leaders prepare the A3 themselves

37:48 Importance of handwritten A3s to senior executives
41:13 The significance of a leader stamping their hanko on an A3 document
43:35 Why an A3 at Toyota is different compared to most companies
45:16 Mr. Yoshino’s highlights in participating in Katie’s Japan Leadership Experience lean management tours
48:29 Leading change involves empathy, patience, and helping others change themselves
48:50 Questions to reflect on as a change agent in your organization

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

Is it possible to lead a real, long-term cultural transformation in a publicly traded company—where shareholders often demand short-term financial results?

It’s challenging, yet possible. And GE Aerospace, with CEO Larry Culp at the helm, is leading the way. 

I invited Phil Wickler, Chief Transformation Officer, back to discuss the enterprise-wide shift toward lean at GE Aerospace.

We explore what it takes to build a lean management system across a global company of 50,000+ people and how GE Aerospace is embedding problem-solving thinking, leadership behavior, and capability building into every layer of the organization as the strategic approach to getting business results.

Discover the difference between “doing” lean and “being” lean and what it takes to shift from operational leadership and “being the expert” to transformational influence and building capability across the organization.

If you’re an operational leader, internal lean practitioner, external consultant, or if you want to lead change at scale, don’t miss this episode!

YOU’LL LEARN:

• How to strengthen the positioning of internal change teams and continuous improvement efforts—with and without executive support
• Why real transformation starts with leadership behaviors—not tools—and the key mindset and behavior shifts needed for lasting impact
• How GE Aerospace is overcoming GE’s Six Sigma historic approach to improvement and leaders’ long-standing misconceptions about lean 
• The purpose and elements of GE Aerospace’s proprietary FLIGHT DECK lean operating system and how it’s aligning lean fundamentals and behaviors across the organization
• Why shifting the ROI conversation on capability-building (not just cost savings) is critical for long-term transformation success

ABOUT MY GUEST:

Phil Wickler is a Chief Transformation Officer at GE Aerospace where he has enterprise responsibility for EHS, Quality, Lean Operations, Sustainability and Transformation. Phil joined GE in 1995. He progressed through several operations roles, including Six Sigma Black Belt in assembly and component manufacturing, and as a facility manager. Then most recently, the Vice President of Supply Chain at GE, leading global manufacturing and supply chain operations.

IMPORTANT LINKS:

• Full episode show notes: ChainOfLearning.com/46
• Connect with Phil Wickler: linkedin.com/in/philip-wickler
• Check my website: KBJAnderson.com
• Follow me on LinkedIn: linkedin.com/in/kbjanderson
• Learn more about lessons from Toyota Leader, Isao Yoshino: Learning to Lead, Leading to Learn  

TIMESTAMPS FOR THIS EPISODE:

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

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

07:23 Common leadership misconceptions

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

14:25 Importance of reflection for continuous improvement

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

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

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

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

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

28:12 Mindset shifts that shaped Phil’s leadership

31:00 Measuring cultural change through lean and FLIGHT DECK

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

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

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

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

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

Enter to Win a Copy of 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