Enter to win a copy of "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12.

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

But nothing actually changes.

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

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

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

YOU’LL LEARN:

• 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 "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12.

Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.

“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 "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12.

Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.

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 "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12.

Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.

Apply for the Nov 2025 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 "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12.

Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.

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 "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12.

Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.

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 "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12.

Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.

How effective is your organization's strategy in achieving results?

If your team doesn't understand how their daily work connects to bigger organizational goals, you don't have a strategy—you have a gap. 

A gap in engagement. 

A gap in alignment. 

This gap leads to confusion, misaligned priorities, and wasted effort.

I’m joined by Mark Reich, author of “Managing on Purpose”, to explore how hoshin kanri – often translated as strategy or policy deployment – can bridge this gap and transform your strategy development and deployment process.

With 23+ years at Toyota and extensive experience guiding organizations through lean transformations, Mark reveals how hoshin kanri offers a different approach to strategy execution and management. It connects people to purpose, builds capability, and aligns cross-functional areas, turning vision into results.

Turn your strategy into action by aligning and building a purpose-driven organization.

YOU’LL LEARN:

• Differences between hoshin kanri and traditional strategy management 
• Common misconceptions around strategy deployment and what sets hoshin kanri apart
• The role of catchball in connecting top-down and bottom-up processes
• The importance of building reflection (hansei) and PDCA (Plan-Do-Check-Act) into the process
• Real-world examples of organizations successfully transitioning to hoshin kanri strategy development and deployment

ABOUT MY GUEST:

Mark Reich is the author of “Managing on Purpose.” He spent 23 years at Toyota, including six years in Japan, seven years at the Toyota Supplier Support Center (TSSC), and over a decade leading Toyota’s North American hoshin kanri process. Today, he’s the Senior Coach and Chief Engineer of Strategy at the Lean Enterprise Institute (LEI), where he guides organizations and their executives on lean transformation.

IMPORTANT LINKS:

• Full episode show notes: ChainOfLearning.com/45
• Connect with Mark Reich: linkedin.com/in/markareich
• Mark Reich’s book, “Managing on Purpose”: lean.org/store/book/managing-on-purpose
• 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 history and application of hoshin kanri: Learning to Lead, Leading to Learn

TIMESTAMPS FOR THIS EPISODE:

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

2:52 Mark defines hoshin kanri

3:49 What people get around around strategy deployment

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

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

10:07 Why knowing your true north vision matters

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

15:31 Why catchball is essential to hoshin kanri

20:32 Leading effective catchball conversations

23:07 Vertical vs. horizontal catchball

24:31 Collaborative input in the A3 process

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

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

31:06 Importance of flexibility in leadership

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

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

37:31 Long-term learning in implementing effective systems

39:48 Using hansei for reflection and prioritization

Enter to win a copy of "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12.

Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.

How many questions is too many?

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

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

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

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

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

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

YOU’LL LEARN:

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

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

IMPORTANT LINKS:

• Full episode show notes with links to other episodes and resources: ChainOfLearning.com/44
• 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 role of leader as coach: Learning to Lead, Leading to Learn

TIMESTAMPS FOR THIS EPISODE:

02:59 Navigating the coaching continuum 

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

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

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

07:12 Step 2: Get comfortable with struggle

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

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

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

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

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

15:13 Why coaching and leadership is situational

15:35 Steps to make a plan for effective coaching

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

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

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

Enter to win a copy of "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12.

Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.

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

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

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

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

YOU’LL LEARN:

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

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

ABOUT MY GUEST:

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

IMPORTANT LINKS:

• Full episode show notes: ChainOfLearning.com/43
• Listen to Part 1 with Tim Wolput: ChainfOfLearning.com/42
• Connect with Tim Wolput: linkedin.com/in/timwolput
• 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

TIMESTAMPS FOR THIS EPISODE:

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

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

09:37 Importance of kata in Japanese culture 

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

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

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

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

Enter to win a copy of "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12.

Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.

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

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

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

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

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

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

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

YOU’LL LEARN:

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

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

ABOUT MY GUEST:

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

IMPORTANT LINKS:

• Listen to Our Masterclass on Japanese Management Part 2 with Tim Wolput
• Full episode show notes: ChainOfLearning.com/42
• Connect with Tim Wolput: linkedin.com/in/timwolput
• 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 

TIMESTAMPS FOR THIS EPISODE:

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

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

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

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

Enter to win a copy of "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12.

Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.