Results don’t slip because your strategy is fuzzy. They slip because daily behavior doesn’t match what the strategy demands. We kick off 2026 by drawing a hard line between intent and action and by showing how to design systems that make the right behaviors obvious, repeatable, and resilient under pressure. The heart of the conversation is True North—five non‑negotiable outcomes tied to clear principles—and the practical work of turning that clarity into coherent execution.

We share a field story from a mid‑sized manufacturer where leaders were stuck in firefighting despite a clean strategy and a PMO. Instead of more KPIs, we mapped systems to behaviors, made expectations visible through Key Behavioral Indicators, and anchored leader standard work and tiered huddles. The results: 40% fewer escalations in 12 weeks, faster decisions, and leaders with time to manage the system rather than react to it. The lesson is simple and repeatable: systems should shape behavior, and behavior should drive outcomes.

You’ll also hear a deep dive into the Aligned and Balance leadership model, influenced by the Shingo approach. Alignment reduces noise with ambition, explicit leadership expectations, integrated systems, governance for flow, and visible principles. Balance reduces fatigue with steady behavioral rhythms, accountability without blame, learning loops, adaptive capacity, normalized improvement, capacity and energy stewardship, and real engagement. Then we outline a simple 2026 operating model: start with strategy, design systems, define behaviors, measure outcomes, and close the loop with learning. If you’re carrying too many initiatives and seeing too little impact, this is your roadmap to focus, flow, and sustained performance.

If this sparked reflection, subscribe, share it with a leader who needs it, and leave a review with your top five outcomes for 2026. Your input shapes where we go next.

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Change rarely fails because of bad strategy; it fails because execution collides with human reality. We sit down with Julia Moore from the Center for Implementation to unpack how leaders can swap “train and pray” for practical, evidence-informed strategies that people will actually use. From hospitals to schools to public health, Julia shows how to design for behavior, not just broadcast information.

We start by reframing the work: define the thing you’re implementing, identify everyone involved, and get precise about what must change in daily behavior. Then we diagnose barriers and facilitators at the individual, organizational, and system levels, mapping them to behavior science so strategy selection isn’t a guess. Julia opens her toolkit—the free Strategies Tool that links barriers to actions, and Map to Adapt, a process that helps teams decide when to tailor, when to pause, and when to pivot while protecting what matters most.

The conversation moves into leadership as five core functions: understand, connect, inspire, enable, and transform. We talk about why authority no longer carries change, how to build trust and navigate power dynamics, and why storytelling outperforms slide decks when you need hearts to move before metrics improve. Julia also bridges quality improvement and implementation science, showing how combining cycles and measures with barrier-driven strategy and adaptation planning accelerates real-world results.

If you’re a leader craving clarity and traction, you’ll leave with a practical path: start with self-awareness, equip your team with the right skills and resources, and remove the friction that blocks progress. Grab the free mini course Inspiring Change 2.0, share this episode with a colleague who leads change, and leave a review with one barrier you’re committed to tackling next.

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A peloton moves faster than any lone rider, not by heroics but by trust, timing, and the quiet work no one sees. That same dynamic powers great organizations. We sit down with Peter Barnett, director of executive education at the Shingo Institute, to trace how cycling’s paceline, Team Sky's marginal gains, and principle-driven leadership create cultures that endure pressure and win the long game.

Peter shares how small 1% improvements compound into big results, lighter tires, better seats, smarter sleep, then links those choices to Shingo principles like seek perfection, focus on process, and respect every individual. We dig into why many companies chase big-bang transformations and then snap back under stress, and how to build constancy of purpose instead: measure weak points, test small changes, and make learning safe. The conversation goes deep on team dynamics too: the unsung domestiques who make podiums possible, and how to elevate the vital middle of your organization with clear intent, real-time information, and autonomy.

We also confront leadership habits that stall culture: hiring for presence over humility, swapping frameworks to leave a mark, and neglecting the basics that underpin every “breakthrough.” Peter’s stories, from shadow boards to a costly mistake turned lesson, offer sharp, practical guidance. If you’re ready to move beyond star-performer worship and build flow, trust, and shared purpose, this ride is for you.

Subscribe for more purpose-led leadership insights, share this episode with a teammate who sets the pace, and leave a review to tell us the next hill you want to climb together.

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What happens when system thinking meets creative entrepreneurship? Jennifer Yeh's remarkable journey offers a masterclass in lean, strategic scaling. In just one year, she grew her photography platform Shoot from $800,000 to $10.1 million with a team of only 4-5 people, all while raising three children as a single mom.

The secret to this extraordinary growth lies in Jennifer's methodical approach to business processes. By meticulously documenting workflows, she uncovered inefficiencies, created opportunities for automation, and most importantly, empowered her team to think independently. "When we write things down," Jennifer explains, "it's very easy for us to see points of inefficiencies." This process-oriented mindset transformed potential bottlenecks into pathways for expansion.

Rather than viewing COVID-19 as an obstacle, Jennifer recognized it as an opportunity. When outdoor photo shoots became one of the few safe activities available, her team pivoted their photographer onboarding from in-person to virtual—reducing the time to expand into new cities from a week to just one day. This adaptability exemplifies her philosophy: "One of the things we're most scared of is getting too comfortable and getting stuck in the same way of doing things."

Jennifer's insights on team building are particularly valuable for founders seeking sustainable growth. She prioritizes shared values and problem-solving abilities over specific technical skills, noting, "If you have those main components, you can pretty much learn almost anything." This approach creates a cohesive culture where feedback flows freely and innovation thrives.

For entrepreneurs navigating today's landscape, Jennifer emphasizes hands-on experience with every aspect of your business, staying current with AI advancements, and maintaining self-awareness about your strengths and weaknesses. Her morning routine- waking at 5:30 AM for strategic planning- provides a template for maintaining focus amid competing demands.

Connect with Jennifer on Instagram @ShoottPhotos or visit shoott.com to explore how her system thinking approach might transform your own venture.

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What would happen if you gave yourself permission to adapt, create, and lead differently in our disruptive world? 

Jillian Reilly discovered the answer while tackling the world's largest HIV/AIDS epidemic in Zimbabwe. Amid this immense social challenge, she recognized that while she could provide tools and resources, the one thing she couldn't give people was permission, the internal authorization to change their lives. This profound insight launched her twenty-year exploration into how self-permission shapes our capacity for meaningful transformation.

In this thought-provoking conversation, Jillian introduces us to her forthcoming book, "The Ten Permissions," presenting a framework that challenges conventional approaches to change. She reveals why the permission "to think small and forget about the future" might be exactly what change-makers need, embracing direction over destination in a world where long-term visibility has become nearly impossible. Similarly, her permission to "make believe" invites us to reclaim our creative capacities, acknowledging that in an AI-dominated future, our uniquely human ability to create will become our most valuable asset.

Jillian articulates how organizational systems often preserve the status quo rather than enabling adaptation. The solution? Engineering for responsiveness through continuous small experiments instead of waiting for major failures to trigger change. Perhaps most challenging for established leaders is her call to become "more explorer and less executive" – comfortable saying "I don't know" while developing stronger pattern recognition and question-asking capabilities.

As we navigate unprecedented disruption in our social systems, Rilley suggests the most radical permission might be to "be willful" – reconnecting with our desires and intentions after generations of suppressing them for security. This reconnection, she believes, could lead not just to better adaptation but to more fulfilling participation in a rapidly transforming world.

Pre-order "The Ten Permissions" (releasing September 16th) and discover how giving yourself permission might be the key to thriving in uncertainty. What permission will you give yourself today?

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What truly separates exceptional organizations from the rest? It's not just about having the right processes or the best talent, it's about creating environments where learning flourishes at every level. Sabrina Malter, a seasoned business coach with over 25 years of experience in the pharmaceutical industry, joins us to explore how bringing learning to life transforms organizations from the inside out.

Sabrina shares the journey of her recently published book on building learning cultures, which evolved from a simple collection of workshop materials into a comprehensive guide filled with case studies and practical tools. She reveals the three essential foundations of organizational learning: developing an open, curious attitude; fostering psychological safety; and building practical learning capabilities through iterative cycles of hypothesis, action, and reflection.

What makes this conversation particularly valuable is the clear connection Sabrina draws between learning and organizational excellence. As she explains, "They are so closely connected that I would nearly say sometimes they are really the same." Excellence today requires different capabilities than excellence tomorrow, making continuous learning essential for sustainable success.

Through compelling case studies, Sabrina illustrates how organizations implement personalized learning approaches and grassroots initiatives that empower employees to take ownership of their development. She emphasizes the crucial role leaders play in modeling learning behaviors and creating environments where people feel encouraged to experiment and grow.

Whether you're looking to transform your organization's approach to learning or seeking to enhance your own learning capabilities, this episode offers actionable insights and a powerful reminder that the path to excellence unfolds through continuous learning. As Sabrina beautifully puts it, "As a learner, the way unfolds right under your feet."

Ready to bring learning to life in your organization? Listen now and discover how to build a culture that sustains excellence through continuous growth and development.

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Dr. Robert Joslin, founder of the Association of International Project Management Officers (AIPMO), joins us for a profound exploration of how Project Management Offices can evolve from administrative functions into strategic drivers of organizational excellence.

From his early days working in his father's electronics workshop to developing frameworks that bridge academic research with practical implementation, Dr. Robert shares how frustration with persistently high project failure rates inspired his mission to transform how PMOs operate. His approach, guided by the motto "ob intus fundamentus" (rebuilding from the foundations), emphasizes using first principles and systems thinking to create PMO frameworks that truly deliver value.

The conversation challenges conventional wisdom about PMO maturity, revealing that impact, not just process maturity, should be the true measure of success. "PMOs don't just manage, they shape outcomes," Dr. Robert explains, outlining how the most effective PMOs adapt dynamically, influence strategic decisions, and focus on stakeholder perception rather than mere activity metrics.

Looking toward the future, Dr. Robert offers a sobering analysis of how artificial intelligence will transform project management, potentially automating 60-70% of current PMO functions. His advice for PMO leaders who want to stay relevant? Develop high emotional intelligence, master data interpretation, and position yourself ahead of organizational change curves. The most successful PMO leaders will "think like strategists, act like consultants, and deliver like operators."

Whether you're leading a PMO, working within project management, or interested in how specialized functions can drive organizational excellence, this episode offers valuable insights into creating impact through thoughtful structure and strategy. Connect with Dr. Robert on LinkedIn or through AIPMO to continue the conversation on PMO excellence.

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What makes some organizations excel while others struggle? The answer lies in understanding and implementing a proven framework for organizational excellence.

Dawn Ringrose, principal of Organizational Excellence Specialist Canada, takes us on a fascinating journey through her groundbreaking work on the Global Index for Organizational Excellence. This first-of-its-kind research project has gathered insights from approximately 4,000 organizations worldwide to reveal the current state of excellence across industries, sectors, and regions.

The Global Index offers unprecedented visibility into organizational performance patterns, showing that most organizations globally have made a "good start" in implementing excellence practices while rating themselves slightly higher on cultural principles. What's particularly striking is the regional variation - while the Middle East and Africa demonstrate growing passion for excellence frameworks, North America appears to be losing ground despite being among the pioneers in this field.

Dawn shares a practical three-step approach for organizations looking to improve: assess your organization against an excellence model, benchmark against others using the Global Index, and learn from role model organizations that have earned excellence awards. This systematic process provides a clear roadmap for continuous improvement while accommodating various methodologies like ISO standards, Lean, and Six Sigma within a comprehensive framework.

Perhaps most valuable is Dawn's insight that excellence isn't about choosing between competing management systems - it's about embracing principles and practices common to high-performing organizations. The excellence framework provides a validated formula for success that can be tailored to organizations of any size or industry sector.

Join us for this illuminating conversation that will challenge your thinking about organizational performance and provide practical guidance for your excellence journey. Connect with Dawn to discover how the Global Index can help your organization achieve higher performance standards in today's competitive landscape.

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Are you truly ready for change? This question sits at the heart of organizational success. Change readiness separates thriving companies from those merely struggling to keep up.

The statistics tell a compelling story: 73% of organizations anticipate more change initiatives in the coming years, yet an alarming number will fail. Why? Because they're approaching change all wrong. Organizations with change readiness embedded in their culture are 3.5% more likely to outperform competitors, but most companies never properly assess their change capabilities beyond checking boxes. The secret isn't in the change itself—it's in the preparation.

When leaders engage employees early and foster psychological safety, adoption rates soar. Yet only 40% of organizations actively involve their people in transformation efforts. As the Shingo model teaches, respecting every individual means building change with people, not imposing it upon them. Additionally, ACMP research shows that 80% of change projects focus on isolated functions, creating disconnected implementation efforts that ultimately fail. Successful change isn't about flipping one switch—it's understanding how every part of your organization connects.

To make change stick, start with conversations instead of announcements. Involve teams early by asking for input and listening to concerns. Connect changes to personal purpose by helping each team member see what's in it for them. Finally, celebrate progress along the way—not just at the finish line. Progress celebrated becomes progress repeated. Remember that change isn't an event but a cultural mindset. Your people aren't obstacles; they're your greatest enablers. Ready to transform how your organization approaches change? Let's continue the discussion, and share this episode with fellow leaders who need this message.

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Why do perfect solutions fail to stick in organizations? The answer lies not in the quality of our problem-solving, but in our ability to create sustainable systems that support long-term success.

In this deep dive into organizational excellence, I unpack the critical difference between systems that look good in documentation and those that actually drive results in the real world. Drawing from the powerful framework of Shingo Systems Design, I explore how tradition often trumps tools when it comes to organizational change, and why a thoughtful approach to system design can bridge this gap.

You'll discover the three foundational elements of effective systems according to Dr. Edwards Deming: components, interdependence, and a clear aim. I break down the distinction between informal systems (the organizational equivalent of a random pile of rocks) and formal systems (those rocks purposefully arranged into a bridge)—and how this difference dramatically impacts your results.

Perhaps most importantly, we explore Peter Senge's profound insight that "structure influences behavior." When placed in identical systems, different people tend to produce remarkably similar results. This reality gives us a powerful lever for transformation: by designing systems with intention, we can generate consistent behaviors aligned with our strategic goals.

Whether you're struggling with sustainability in your improvement efforts or looking to take your organization to the next level of excellence, this episode provides practical guidance for creating systems that work—not just on paper, but in practice. Remember that simplicity is key; as I share in this episode, effective system thinking isn't about fighting complexity with complexity, but rather creating clear, aligned structures that everyone can understand and execute.

Ready to transform your organizational systems from informal collections to purposeful structures? Listen now, and take the first step toward sustainable excellence.

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