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  • 73 | Small Steps, Leading with Heart: How Transformation Sustains [with Richard Koch]

    73 | Small Steps, Leading with Heart: How Transformation Sustains [with Richard Koch]
    2026/04/29
    The way you’re leading transformation might be getting in the way of the culture you’re trying to build.As change leaders and practitioners, we care about results. But in that focus, it’s easy to stay on the outer work—processes, metrics, systems—and underestimate the inner work – our mindset, behaviors, and relationships – that actually moves people.Our passion can unintentionally pull us away from creating the conditions for learning, alignment, and growth, and taking ownership back by stepping in to do, to solve, and to own the work.To explore this, I’m joined by Richard Koch, who has spent 25+ years leading change inside large, complex global organizations—from frontline improvement to system-level transformation. We’re connected by a shared belief: sustainable transformation doesn’t come from pushing harder. It comes from creating the conditions for people to be successful.In this conversation, Richard shares what he’s learned from being inside that tension including why the way many organizations deploy improvement teams can unintentionally prevent the problem-solving ownership they’re trying to build.You’ll Learn:Why daily work and small steps are where long-term change is actually builtHow separating leadership development and continuous improvement creates confusion—and weakens ownershipWhere improvement teams unintentionally take over the work and limit capability growthWhat it looks like to support leaders in owning change without stepping in to solve itWhy the leader must be at the center of transformation—and what changes when that responsibility is heldABOUT MY GUEST:Richard H. Koch is Managing Director of Serofia and works with leaders who want to create meaningful progress for people, performance, and the future they are helping to shape. Drawing on more than 25 years of international experience across strategy, leadership, operational excellence, innovation, and transformation, he brings together coaching, training, and consulting in a way that is both human and practical. His approach is grounded in systems thinking, deep listening, and helping leaders turn strategic ambition into real progress through small steps and real work.Will you help me?I have a quick favor to ask. I’m conducting research for my next book and would love to get your insights on people-centered, learning organizations and the leadership that creates them. The survey takes just 5 to 10 minutes and your responses will directly shape the book and a future Chain of Learning podcast episode.-> Take the Survey here, open through May 22.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/73Connect with Richard Koch: linkedin.com/in/richardkoch88Learn more about Serofia: serofia.comFollow me on LinkedIn: linkedin.com/in/kbjanderson Subscribe to my newsletter: kbjanderson.com/newsletterCheck out my website for resources and working together: KBJAnderson.comTIMESTAMPS FOR THIS EPISODE:03:44 Importance of seeing potential in every person06:10 How seemingly insignificant actions ripple through teams08:37 Why separating leadership and improvement work breaks progress09:14 The Inner System vs. Outer System framework and how it drives change12:19 The negative effect with silos that keeps you away from focusing on the work and the leader15:14 Why forcing change undermines ownership17:32 The mindset shift for change leaders and internal consultants19:07 Why daily work is the path to long-term transformation 21:22 When improvement work splits into process and leadership, change stops sticking23:19 Why direct observation and connection matter25:23 Challenge of relying on experts to help solve problems28:27 How to build sustainability instead of dependency29:05 Navigating trust, timing, and influence with senior leaders32:25 Leading with empathy and understanding the pressure leaders are under33:52 Value of having the right outside partner to achieve goals35:50 Seeing a leader move from sponsor to truly owning and enabling change39:36 Importance of staying curious and creating space for ideas and growth41:00 Taking small steps to make big changes43:00 The essence of small steps, belief in people, and leading with heart to create the conditions for change Participate in my Survey:https://docs.google.com/forms/d/e/1FAIpQLScjlCi-Y3rfzihImMRahEfxMuPr4uqZ4TVqy7h5iRyEQ_uadQ/viewform?usp=dialogThank you
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    47 分
  • 72 | Finding Clarity Through the Messy Middle: Reflections from My Book Retreat [with Betsy Jordyn] (BONUS)

    72 | Finding Clarity Through the Messy Middle: Reflections from My Book Retreat [with Betsy Jordyn] (BONUS)
    2026/04/22
    The messy middle is part of the learning process.It’s the point where what worked before no longer fully fits—but what comes next is not yet clear.Where your thinking is still forming, your ideas are evolving, and the answer has not fully emerged.And while it can feel uncertain, this is often where the deepest continuous learning happens.In this behind-the-scenes bonus episode on Chain of Learning, I share a live conversation with, Betsy Jordyn, my business coach and strategic thinking partner, recorded on the final day of a working retreat earlier this month. We pull back the curtains and invite you into our unscripted reflections from working through the messy middle of shaping my next book—and the leadership (and life) lessons that continue to emerge through the process.Tune in to hear the real-time learning, reflection, and refinement happening as I shape the ideas behind my next book.You’ll learn:Why the messy middle is often a necessary part of continuous learning, growth, and effective change leadershipHow to recognize when forcing clarity too early limits stronger thinking from emergingWhat it looks like to let ideas evolve instead of defending what came beforeHow collaboration and outside perspective sharpen your judgment and deepen your thinkingWhy modeling your own learning process creates stronger conditions for learning in othersHow to stay engaged in uncertainty without rushing to jumping to answers too quicklyABOUT MY GUEST:Betsy Jordyn is the founder and CEO of Betsy Jordyn International, a strategic branding firm that helps transformational consultants and coaches refine their messaging, positioning, and offers to accelerate their success and amplify their impact. She is also the host of the Consulting Matters podcast and a sought-after speaker and trainer on brand strategy, executive influence, and the business of transformation.Will you help me?I have a quick favor to ask. I’m conducting research for my next book and would love to get your insights on people-centered, learning organizations and the leadership that creates them. The survey takes just 5 to 10 minutes and your responses will directly shape the book and a future Chain of Learning podcast episode. -> Take the Survey here, open through May 22.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/72Connect with Betsy Jordyn: linkedin.com/in/betsy-jordynListen to Betsy’s Podcast, Consulting Matters: betsyjordyn.com/podcasts/consulting-matters Check out my website for resources and working together: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjanderson Download my FREE KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalystSubscribe to my newsletter: kbjanderson.com/newsletter Take the People-Centered Leadership SurveyTIMESTAMPS FOR THIS EPISODE:01:16 The hidden reality of creativity and why books are written multiple times02:39 What the messy middle feels like and why this stage matters more than we think05:04 Re-centering leadership on what’s within your control in a world of constant change06:00 Why influence isn’t about forcing change, but creating conditions for growth08:12 Reframing resistance and what people actually need to move forward10:06 How to keep evolving instead of staying stuck in old ways of thinking12:26 The process of writing a book and getting clarity on the what the book is about16:04 Why growth often requires releasing what once worked17:09 Benefits of collaborating in person vs. using AI as a thinking partner18:07 Why learning can’t be forced, but we need to allow space for insight22:07 The concept of omotenashi and looking at a lens of caring from a human angle24:14 The meaning of Intention = Heart + Direction to create the conditions for learning29:15 What changes when you respect others’ agency instead of driving direction32:19 How to have empathy and not push your agenda when leaders are not “bought in”33:01 Why your expertise can become a barrier to connection and clarity35:46 How different perspectives reveal whether your message actually lands38:08 Moving beyond the lingo to prevent barriers43:27 Why growth requires releasing identities, ideas, and ways of working
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    46 分
  • 71 | Own the Thinking Process, Not the Thinking: How Leaders Build Problem-Solving Capability

    71 | Own the Thinking Process, Not the Thinking: How Leaders Build Problem-Solving Capability
    2026/04/15

    Caring becomes carrying.


    It happens so naturally we rarely notice it. Someone brings us a problem. We care. We want to help. And somewhere in that desire to help, without meaning to, we take on the weight of solving it ourselves.

    That shift is subtle. And costly.

    Because the moment you take ownership of the thinking, you take away the very capability you're trying to build.


    In this episode, I explore a critical shift in change leadership: how to hold the thinking process so others can solve their own problems — without taking on their work as your own.

    Your value as a leader isn't in having the answer. It's in creating the conditions where others can think, test, and learn. When you want to create empowered problem-solving in your organization, stepping back is stepping up.

    You'll Learn:

    • How to notice when you've shifted from supporting someone's thinking to carrying their problem
    • Why redirecting your focus from the problem to the person working through it changes everything about how you coach
    • How to use a simple problem solving structure (Target, Actual, Gap) to anchor your questions and keep ownership where it belongs
    • How to stay present to how someone is thinking instead of jumping ahead to solutions
    • How to choose intentionally when to step in with direction — and when to step back to build capability

    IMPORTANT LINKS:

    • Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/71
    • 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

    TIMESTAMPS FOR THIS EPISODE:


    00:40 The subtle shift from caring to carrying problem solving
    03:35 Realization of owning the process of solving the problem
    04:39 What gets in the way of intentions to be helpful

    05:27 Why problem solving and problem solving coaching are two different skills
    05:50 How to stay focused on the thinking process and keep from sliding back into the problem itself
    06:42 How to anchor questions around a structured problem solving flow
    08:11 The mantra, “Target, Actual gap, Please explain,” to identify the real problem before jumping to solutions
    09:13 Benefit of assigning a problem for a team member to solve

    10:56 The identity shift from having all the answers to holding the process
    12:28 One way to notice if you have a telling habit
    14:41 Why you should avoid defaulting to giving the answer and ask questions to understand the problem first
    16:59 The meaning of intention = heart + direction to coach with the right motives
    17:21 Three steps to coach with intention:
    17:25 [ONE] Take an intention pause
    17:45 [TWO] Choose the behaviors that align with that impact
    18:08 [THREE] Reflect and learn your way forward

    19:15 Positive result from leading by asking questions that helped team gain confidence
    21:41 Three reflection questions before you go into your next coaching conversation


    Participate in my Survey:
    https://docs.google.com/forms/d/e/1FAIpQLScjlCi-Y3rfzihImMRahEfxMuPr4uqZ4TVqy7h5iRyEQ_uadQ/viewform?usp=dialog

    Thank you
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    23 分
  • 70| Talk to the People: How Leaders Make Better Decisions [with Nigel Thurlow]

    70| Talk to the People: How Leaders Make Better Decisions [with Nigel Thurlow]
    2026/04/01
    What happens when leaders make decisions further and further away from the work itself?In a world of AI, automated dashboards, and remote work, it’s easy to manage representations of work instead of understanding what’s actually happening for the people who do it.Yet, when leaders rely on data rather than facts, they often end up solving the wrong problems, even with the best intentions.In this episode of Chain of Learning, I'm joined by Nigel Thurlow, consultant, systems thinker, and Toyota's first-ever Chief of Agile, to explore how better decisions come from understanding how the system actually operates. And that understanding is built by engaging with the people doing the work.When you stay connected, you don't just get better information. You see how work actually flows, where problems emerge, and what's getting in the way. You build trust, surface issues earlier, and make it easier for people to think and solve problems together.In this episode, you’ll learn:Why there's a critical difference between delegation and empowerment — and why one leaves people unable to actHow to distinguish between data and facts, and why going to see conditions firsthand changes the decisions you makeWhat "going to gemba" looks like in a digital or remote environment when there's no factory floor to walkWhy making work visible creates the conditions for people to surface problems, before they compoundWhy AI amplifies what's already there — and why fixing the underlying system comes firstABOUT MY GUEST: Nigel Thurlow is CEO of The Flow Consortium and the creator of Scrum the Toyota Way. He spent over 20 years at Toyota, including serving as the first Chief of Agile at Toyota Connected. He is co-author of The Flow System and The Flow System Playbook, and his work focuses on improving decision-making in complex environments.IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/70 Check out my website for resources and ways to work with me KBJAnderson.comConnect with Nigel Thurlow: linkedin.com/in/nigelthurlowFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst TIMESTAMPS FOR THIS EPISODE:03:19 Effects of being detached from the work when working remotely04:17 Difference between delegation and empowerment when assigning work to others05:35 Fear of those who are delegated to of failing or making the wrong decision07:15 What it means to empower someone and transfer the ownership of that decision to someone else09:21 How to go to gemba and go where the work is done10:07 The benefits of "presenteeism" and being present where the work is performed11:46 Benefits of collaborating in person vs. a digital environment to make better decision13:02 Nigel’s experience in working in a frozen food manufacturer and going out to the line to understand the pain workers experienced15:42 Why you need to understand how work gets done to improve throughput and quality of work16:39 Benefits of hiring an external or internal consultant to understand the problems that need solving19:31 The effects of companies investing in tools and AI and realizing it doesn’t help with problem solving21:30 How to avoid the leadership decision problem and get all the facts to avoid consequences24:39 Technique known as “sense making” to understand the temperament and behaviors in the environment to reveal dark constraints26:09 The difference between US and Toyota’s corporate culture in incentivizing leaders to be part of a system29:10 How to help workers make changes that need to be made visible to senior leaders35:04 Enabling others to communicate with leaders to improve decision making37:14 Why badly designed systems and not the workforce are the cause of problems38:25 Why you can’t implement AI with a broken system40:31 The possible future of AI and how it can affect our decision making43:37 Importance of embracing the human connection to better communicate and make better decisions47:24 Reflect on where your decisions may be happening too far from the work Participate in my Survey:https://docs.google.com/forms/d/e/1FAIpQLScjlCi-Y3rfzihImMRahEfxMuPr4uqZ4TVqy7h5iRyEQ_uadQ/viewform?usp=dialogThank you
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    50 分
  • 69| Better Judgment, Not Better AI Tools: What Leaders Need to Learn and Unlearn [with Barry O'Reilly]

    69| Better Judgment, Not Better AI Tools: What Leaders Need to Learn and Unlearn [with Barry O'Reilly]
    2026/03/18
    You're being told to use AI. But which tool you actually need to do your best work?Leaders and change practitioners everywhere feel the same pressures right now — more meetings, more information, more mandates to adopt AI — with less time to think and less clarity about where to start. And most of the advice begins in the wrong place: with the tool.In this episode of Chain of Learning, I talk with Barry O'Reilly, bestselling author of Unlearn and Lean Enterprise, and author of the new book Artificial Organizations, about why the real opportunity with AI isn't automation. It's better judgment.Barry shares examples from his work with Fortune 500 executives who are successfully pairing human instinct with machine insight — not by adopting every new tool, but by understanding how they work, where judgment matters most, and what needs to be unlearned along the way. It's about letting go of the belief that your expertise is your competitive advantage, and starting to see AI not as a replacement, but as a thinking partner that can sharpen your clarity, your presence, and your preparation.In this episode, you'll learn:Why starting with the tool is the wrong place to start — and what to do insteadHow to identify your natural traits and highest-leverage tasks as the foundation for working with AIThe unlearning required to shift from relying on instinct alone to combining human judgment with machine insightHow successful leaders are using AI to pressure-test ideas and show up more prepared and presentWhy the skills that make you more effective with AI are the same skills that make you more influential with peopleWhere does judgment matter most in your role right now — and what might you need to unlearn to create space for a better way of working?ABOUT MY GUEST: Barry O'Reilly is the bestselling author of Unlearn and co-author of Lean Enterprise. He hosts the Unlearn Podcast and is co-founder of Nobody Studios, an AI-driven venture studio. His newest book, Artificial Organizations, is a practical guide for leaders ready to combine human and machine intelligence to make better decisions faster. Barry O’Reilly is also giving away a copy of Artificial Organizations to THREE lucky winners!Artificial Organizations explores how leaders can combine human judgment with AI to make better decisions in an increasingly complex world. Instead of focusing on AI tools, the book shows how organizations must redesign how leaders think, work, and make decisions so technology enhances clarity rather than amplifies confusion. It presents a practical leadership system for using AI as a thinking partner to improve judgment, reduce decision overload, and lead more effectively.Register now to enter the giveaway!IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/69 Check out my website for resources and ways to work with me KBJAnderson.comConnect with Barry O’Reilly: linkedin.com/in/barryoreilly Follow me on LinkedIn: linkedin.com/in/kbjandersonCheck out Barry O’Reilly’s book, Artificial Organizations: artificialorganizations.com Subscribe to my newsletter: kbjanderson.com/newsletter Learn more about my coaching, trusted advisor partnerships, and leadership learning experiences: organizations@kbjanderson.com RELATED LINKS:Unlearn Podcast | Intentional Leadership with Katie AndersonEpisode 59 | Get Better at Getting Better: Leveraging AI to Elevate Human Learning with Nathen HarveyTIMESTAMPS FOR THIS EPISODE:02:28 Where to start on adopting AI05:04 Importance of understanding natural traits and strengths before looking into AI tools07:12 Defining the problem first before looking for the tool to close the gap08:17 Why some may see AI as a deflection tool09:02 How to use AI for synthesizing data rather than rudimentary tasks12:28 Why judgment is the leadership advantage and leveraging AI to make better judgment12:38 Using decision velocity to improve decision making13:35 Decision advantage in synthesizing data to make a decision14:35 The difference between AI and human strengths in decision making16:26 Unlearning how you work to make progress19:32 Why human thinking plus machine equals a better outcome20:28 Examples of how to use AI to be the best business and thinking partner24:46 Importance of asking the right questions when brainstorming with AI26:06 The limitations of AI and knowing how to use it to your advantage30:18 How technology can help us be make a bigger impact33:12 The loss of psychological safety when implementing AI and unlearning this fear35:35 Better results when teams collaborate with AI vs. doing it independently36:06 Shifting from control based learning mindset to influence based learning mindset for continuous improvement37:54 Implementing AI to be the most effective in your organization40:34 How to start building an AI stack knowing your natural traits, one or two tasks, and then experimenting with an AI tool42:54 The skills that make ...
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    45 分
  • 68| The Power of Learning Together: How Shared Experience Enables People-Centered Leadership

    68| The Power of Learning Together: How Shared Experience Enables People-Centered Leadership
    2026/03/11


    What changes when leaders stop learning alone—and start learning together?


    Leadership development often focuses on individual insight: reading, listening, reflecting. But some of the most meaningful shifts in leadership don’t happen that way.


    They happen when leadership teams go see, ask questions, and reflect together.


    That shared experience becomes a catalyst—aligning leaders around a new way of seeing their organization, supporting one another in practicing new behaviors, and driving lasting transformation.


    In this episode of Chain of Learning, you’ll learn why immersive experiences can transform how leadership teams align, learn, and develop—and why learning in context often leads to change that lasts.


    Drawing on examples from my Japan Leadership Experience, we look at what happens when leadership teams step away from the day-to-day pressures of their roles and create space to learn and reflect in new ways.


    Shared experiences give leadership teams something powerful: a common reference point for how they want to lead and improve—accelerating organizational transformation.


    In this episode, we explore how to:

    • Shift from learning as an individual activity to learning as a leadership team practice
    • Create alignment by seeing and reflecting on the same things
    • Move from “What did I learn?” to “What are we seeing differently?”
    • Turn shared insights into new leadership behaviors back at work
    • Understand why immersion and context matter when developing people-centered leadership


    IMPORTANT LINKS:

    • Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/67
    • 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 my Japan Leadership Experience: kbjanderson.com/japantrip


    RELATED EPISODES:

    • Episode 25 | Getting Results Through the Power of Serious Leadership with Kecia Kelly and Amy Chaumeton
    • Episode 20 | How to Coach Executives and Influence Change with Brad Toussaint
    • Episode 48 | Make Leadership Meaningful: From Tools to Purposeful Impact with Josef Procházka
    • Episode 67 | Why Lifelong Learning Is the Foundation of Influence (and Can Limit Your Impact)
    • Episode 4 | Leading for Impact: The Power of Being Over Doing
    • Episode 17 | Leading Change from the Middle with Pennie Saum


    TIMESTAMPS FOR THIS EPISODE:

    1:30 The gap between inspiration and the system you return to

    2:46  Three conditions that most leadership development is missing.

    4:13 The fundamental difference when others are learning beside you vs. learning alone
    4:47 How Jim, Healthcare COO, accelerated transformation by inviting his team on the Japan Leadership Experience
    6:49 Transformations that past Japan Leadership Experience have experienced in accelerated learning and sustaining excellence in their organization
    10:34 Unlocking shoshin - the beginner’s mind - through immersive experiences
    12:04 The benefits of observing Japan employees and companies in person
    14:22 The depth of connection that forms when you learn together
    16:43 Why shared learning is important for leaders to make changes that sticks
    18:55 The cultural impact of the Japan Leadership Experience
    21:31 The deepest leadership changes that come from shared learning and shared leadership
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    23 分
  • 67| Why Learning Is the Foundation of Influence (and How it Can Limit Your Impact)

    67| Why Learning Is the Foundation of Influence (and How it Can Limit Your Impact)
    2026/03/04
    What if your approach to learning is actually limiting your influence as a change leader?Many of us pride ourselves on being lifelong learners. We read, earn certifications, study new tools, and go deep into our methodology. That depth is a strength. But as your responsibility grows—from running projects to shaping transformation—what’s required of you changes.At some point, going deeper into your method or functional expertise is no longer enough. Your role shifts from applying tools to enabling leaders to see the whole system, define the real problem before choosing an approach.In this episode of Chain of Learning, I help you learn how to move from learning as accumulation to learning as adaptable influence.As your scope expands, you’re no longer just responsible for executing well. You’re responsible for how others think, decide, and take ownership. That requires more than expertise. It requires the ability to step back, question the form, and respond to what the situation truly calls for.We often define learning as going deeper into an area of expertise, but what can be missing is a shift toward adaptability and broader perspective. A learning and growth mindset is the foundation for enabling a learning organization—yet if you get attached to one form or method, it can constrain your influence.In this episode, you’ll explore how to:Describe the impact you create tools or jargonMove from Shuhari—rigidly following a method to adapting based on contextPractice beginner’s mind—Shoshin, even when you’re the expertIdentify when you’ve fallen into the Doer Trap—and choose to develop others insteadNotice when you’re following the form in situations that call for flexibilityIf you want to build a learning organization, your own learning approach must evolve first. It’s not just what you know, but how you show up.IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/67 Check out my website for resources and ways to work with me KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about my Japan Leadership Experience: kbjanderson.com/japantripRELATED EPISODES:Episode 65 | From Learning to Impact: Turn Insight into Leadership ActionEpisode 9 | The 8 Essential Skills to Become a Transformational Change Katalyst™Episode 15 | 5 Steps to Revitalize Lifelong LearningEpisode 27 | 3 Practices to Become a Skillful FacilitatorEpisode 42 | Do the Right Thing: Japanese Management Masterclass Part 1 with Tim WolputEpisode 52 | What You Love About Lean and Operational Excellence — And Your #1 Frustration: How to Get Executive Buy-inTIMESTAMPS FOR THIS EPISODE:00:40 The Katalyst model revision and why lifelong learning was removed as a standalone competency03:24 Why learning isn't what distinguishes your influence. It's what makes influence possible05:07 What it means to be a lifelong learning enthusiast06:52 Three questions every change leader should be able to answer without jargon09:22 What 75 leaders revealed in a survey and the lesson underneath it10:31 The concept of Shu Ha Ri that shapes how you develop and learn:11:13 [SHU] following the form11:25 [HA] where you begin to adapt11:35 [RI] Transcending the form entirely12:20 Five Toyota Kata Coaching questions developed by Mike Roth that requires learning and unlearning to develop, grow, and improve15:05 The concept of Shoshin and clearing what's in the way16:04 Katie's personal confession about her own telling habit and what modeling the way actually looks like in practice17:35 The "doer trap" and why getting leadership buy-in starts with us20:39 What lifelong learning really means and why it’s a being practice21:01 Three practices to try this week to create more impact Participate in my Survey:https://docs.google.com/forms/d/e/1FAIpQLScjlCi-Y3rfzihImMRahEfxMuPr4uqZ4TVqy7h5iRyEQ_uadQ/viewform?usp=dialogThank you
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    22 分
  • 66| Leadership Is Practice: What It Takes to Lead Transformation as Responsibility Grows [with Carlos Scholz]

    66| Leadership Is Practice: What It Takes to Lead Transformation as Responsibility Grows [with Carlos Scholz]
    2026/02/18
    What does it really take to lead transformation as responsibility grows?At some point, leadership stops being about doing the improvement work or having the right answers. For operational leaders and change practitioners alike, the work moves to holding the system—people, priorities, and consequences—and helping others learn how to do the same.In this episode of Chain of Learning, I’m joined by Carlos Scholz, CEO of Catalysis, to explore the critical shift leaders must make to enable systemic, lasting organizational change.Carlos shares his journey from technically trained engineer in manufacturing, to transformational change leader in healthcare leading a team of continuous improvement practitioners, to operations leader, and now CEO. Across these roles, he’s learned that transformation doesn’t fail because leaders don’t care or aren’t trying, but because we often rush to outcomes and skip the systems-level and behavioral maturity required to sustain them.This conversation highlights a critical truth: leadership is practice. It’s not a role or a title, it’s how you intentionally show up and get better, day after day.Together, we explore what really changes as leadership responsibility and organizational complexity increase, how leaders have to change their own behavior, and how influence shifts when the work is no longer about doing improvement, but about developing leaders who can own the system.In this episode, we explore:Why leadership becomes less about expertise and more about intentional practice as scope and responsibility expandWhat changes when you move from leading through influence to owning the system through positional authority and the consequences that come with itHow identity and perceived value shape resistance to change, including your ownWhy skipping organizational and behavioral maturity undermines reliability, even with strong intentionsHow repositioning improvement teams from doers to coaches helps leaders change their behavior and allows transformation to scaleIf you’re navigating your own growth as a change leader—or supporting leaders in truly owning their system—this conversation offers language and perspective to help you lead with greater impact.ABOUT MY GUEST:Carlos Scholz is the CEO of Catalysis, a mission-driven organization advancing people-centered, value-based healthcare. A former manufacturing engineer and healthcare operations and change leader at Kaiser Permanente and NYC Health + Hospitals, he brings deep experience driving system-wide Lean and continuous improvement transformation and developing leaders at scale. Carlos was named a Shingo Rising Star and serves on the Shingo Institute Board.IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/66 Check out my website for resources and ways to work with me KBJAnderson.comConnect with Carlos Scholz: linkedin.com/in/carlosscholz Follow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about my Japan Leadership Experience: kbjanderson.com/japantripRELATED EPISODES:Episode 9 | Move from Technical Expert to Influential LeaderEpisode 16 | Leverage Analytical Systems Thinking and Psychological Safety to Drive Organizational Improvement [with Mark Graban]TIMESTAMPS FOR THIS EPISODE:03:02 Leadership shifts Carlos made stepping into senior executive responsibility06:19 The start of Carlos’ journey and how it evolvedrelationships as it does on technical expertise12:19 Learning that sustainable change depends as much on influence and being vulnerable and sharing openly 17:42 Multiple approaches in creating conditions for leaders to feel safe enough to be vulnerable18:44 Importance of organizational assessment to identify behavioral gaps24:05 Understanding that sustainable change requires aligning the entire system, not just improving isolated parts26:32 When leaders are not on board with change efforts28:48 Importance of both the technical and social side of being a change leader31:30 The process of building a system of coaching36:23 Transitioning from leading through influence to stepping into direct operational leadership43:28 How skills developed as an influence leader strengthened operational leadership45:57 A surprising lesson from stepping into an operational leadership role50:16 How Carlos is leading transformation as a CEO of Catalysis55:08 Steps to make real transformation happen1:00:13 Reminders for leading transformational change1:01:43 Questions for reflection to strengthen the system around you Participate in my Survey:https://docs.google.com/forms/d/e/1FAIpQLScjlCi-Y3rfzihImMRahEfxMuPr4uqZ4TVqy7h5iRyEQ_uadQ/viewform?usp=dialogThank you
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    1 時間 3 分