エピソード

  • 79| Build Powerful People: Why Transformation Starts with Your Own [with Gary Peterson]

    79| Build Powerful People: Why Transformation Starts with Your Own [with Gary Peterson]
    2026/07/08

    Efficiency and cost savings aren't what makes operational excellence last. People are.


    The leaders who create enduring, high-performing organizations are after something beyond business results. They want a company where people end the day more capable, more confident, more energized than when it began. That's the difference between a workplace that wears people down and one that builds powerful people.

    Gary Peterson spent more than 30 years building that kind of culture of continuous improvement at OC Tanner. But the hardest part wasn't creating the systems or processes to get better outcomes. It was his own transformation — coming to see how, without meaning to, he'd become the leader getting in his people's way.

    Put people first, and the results follow.

    And the deepest transformation you'll ever lead is your own.

    You’ll Learn:

    • Why operational excellence only lasts when leaders focus on building people, not just cutting costs and eliminating waste
    • Why the best leaders make an identity shift from being the expert with every answer to creating the conditions for others to solve problems
    • What it takes to move managers from enforcers to coaches and make continuous improvement something your team never fears, even as roles and headcount shift
    • How to influence real organizational change when you have no authority to make anyone follow
    • Why so many leaders give up on culture change too soon, and how long it really takes

    ABOUT MY GUEST:

    Gary Peterson spent more than 30 years at OC Tanner, where he held leadership roles across manufacturing, marketing, and operations, most recently as Executive Vice President of Supply Chain and Manufacturing. He led the people-first transformation that earned OC Tanner the Shingo Prize and made it one of the few companies Toyota holds up as a global showcase for its system outside automotive. Gary is an Association for Manufacturing Excellence Hall of Fame inductee.

    IMPORTANT LINKS:

    • Full episode show notes: ChainOfLearning.com/79
    • Connect with Gary Peterson: linkedin.com/in/garypeterson
    • Follow me on LinkedIn: linkedin.com/in/kbjanderson
    • Subscribe to my newsletter: kbjanderson.com/newsletter
    • Check out my website for resources and working together: KBJAnderson.com
    • Join me on the Japan Leadership Experience: KBJAnderson.com/japantrip

    TIMESTAMPS FOR THIS EPISODE:
    03:44     Why Toyota saw something different at OC Tanner

    05:02 The real purpose of operational excellence

    07:19 How Gary knew the culture was changing

    09:00 Creating people who change the world

    12:13 The outcome every leader should want

    13:07 Two pillars that shaped the journey

    14:26 Breaking a culture of fear and control

    15:35 The five-minute habit that changed everything

    17:15 Redefining what it means to be a manager

    19:12 Why transformation takes longer than you think

    20:05 What to do when leaders don't support the change

    22:26 The experiment that almost got shut down

    24:19 Helping managers make the coaching shift

    25:23 When people outgrow their leaders

    28:28 Why improvement should never threaten jobs

    30:23 The manager who couldn't stop yelling

    32:23 The leadership habit that destroys ownership

    35:35 Becoming the leader you never wanted to be

    37:00 The habit that was holding people back

    38:01 The executive behavior that shuts people down

    40:07 Proving your worth vs. creating conditions

    45:37 Showing results isn't the same as showing people

    49:53 Where transformation really begins

    51:16 The question every leader should ask about their people

    53:34 When helping starts limiting growth

    55:14 The shift that made everything else possible
    続きを読む 一部表示
    57 分
  • 78| Strategy Isn't Enough: 9 Practices to Help Your Team Meet the Moment [with Karina Mangu-Ward]

    78| Strategy Isn't Enough: 9 Practices to Help Your Team Meet the Moment [with Karina Mangu-Ward]
    2026/06/24

    Have you poured months into a strategy your team couldn't bring to life? Or watched capable people work harder than ever, and still struggle to pull together as a team?


    High performance isn't about a better strategy, more talent, or longer hours. It's about how your team works together, every single day.

    Karina Mangu-Ward, author of Teams That Meet the Moment, has spent more than a decade helping complex organizations redesign the messy day-to-day of how people actually get things done together. Her belief: good everyday teaming habits are both good for people and good for results. You don't have to choose between them.

    Making this real doesn't require a reinvention. You just need the right structure and the intention to show up differently. In this episode, Karina shares simple, tangible practices you can use in your very next meeting or strategic project.


    You’ll Learn:

    • The three lies leaders tell themselves about teamwork, and why believing them holds your team back
    • How the framework of the "Even Over" ends the swirl when your team is stuck choosing between two competing options
    • Why creating a "Safe to Try" process gets a team unstuck when you're chasing consensus and certainty
    • What a steady team cadence unlocks when everything around you feels like an emergency
    • The instinct nearly every high performer has to unlearn before they can build a team that thrives

    ABOUT MY GUEST:

    Karina Mangu-Ward is a partner at August Public, an organizational change consultancy that helps large, complex organizations build more human-centered ways of working, whose clients include PepsiCo, Planned Parenthood, and Sundance. She's the author of Teams That Meet the Moment: 9 Practices for Unlocking Performance and Growth in Uncertain Times. Karina's passion is helping groups navigate complexity, gain insight, and unlock highly complex challenges.

    IMPORTANT LINKS:

    • Full episode show notes: ChainOfLearning.com/78
    • Connect with Karina: linkedin.com/in/karina-mangu-ward
    • Purchase a copy of Karina's book: Teams That Meet the Moment
    • Learn more about Karina’s company: aug.co
    • Take the Team assessment: assessment.aug.co
    • Follow me on LinkedIn: linkedin.com/in/kbjanderson
    • Subscribe to my newsletter: kbjanderson.com/newsletter
    • Check out my website for resources and working together: KBJAnderson.com
    • Join us on the Japan Leadership Experience: KBJAnderson.com/japantrip

    TIMESTAMPS FOR THIS EPISODE:
    03:01 Why great strategy still fails
    04:13 The hustle culture myth that's burning teams out
    05:20 Everyday habits drive extraordinary teams
    07:11 Meeting the moment in uncertain times
    09:13 The "Safe to Try" mindset that breaks gridlock
    11:18 Setting guardrails without limiting innovation
    12:06 Why small bets outperform big risks
    13:29 Unlearning the need to have the answer
    15:17 Why sticky practices beat complicated frameworks
    17:16 Simple retrospectives that strengthen learning
    20:19 The surprising cost of treating everything like an emergency
    22:09 Using "Even Over" to make better trade-offs
    25:28 Intention over reaction in decision-making
    30:32 When perfection becomes procrastination
    31:53 Why working in public accelerates learning
    34:22 The power of stories over instruction
    37:08 Intention + practice = better leadership
    39:14 What trade-off do you need to make?
    続きを読む 一部表示
    41 分
  • 77| Lead with Joy: A Business Strategy for Success [with Rich Sheridan]

    77| Lead with Joy: A Business Strategy for Success [with Rich Sheridan]
    2026/06/10

    Joy isn't a perk. It's a business strategy.

    Have you ever wondered whether work has to feel this hard? Whether the team you've built can actually function without you? Whether there's a way to lead that doesn't burn you — or your people — out?


    Rich Sheridan built Menlo Innovations around one bold idea: ending human suffering in the workplace. The result is a company where joy isn't a slogan. It's how things actually get done. It's a place built on collaboration, human energy, and pride in what people create together.


    Joy isn't constant happiness. It's the long arc of meaning and contribution alongside people who care. And it becomes possible the moment you stop being the center of every problem and start creating the conditions for ownership, continuous learning, and yes, joy.

    You don't have to change the world. You just have to change your world.

    You’ll Learn:

    • The mistake most leaders make about mistakes, and why more mistakes can get you ahead faster
    • Why what looks like a questionable decision from below makes sense from above
    • The difference between joy and happiness, and why most leaders are chasing the wrong thing
    • Why running a small experiment will move you further than creating the perfect plan
    • What it really takes to build a company designed to last a hundred years

    ABOUT MY GUEST:
    Rich Sheridan is the co-founder, CEO, and Chief Storyteller of Menlo Innovations, a software development and consulting firm known for its people-centered culture and focus on joy in the workplace. He is the author of Joy, Inc. and Chief Joy Officer and was inducted into the Shingo Academy in 2022 for his contributions to organizational excellence.

    IMPORTANT LINKS:

    • Full episode show notes: ChainOfLearning.com/77
    • Connect with Rich Sheridan: linkedin.com/in/menloprez
    • Follow me on LinkedIn: linkedin.com/in/kbjanderson
    • Subscribe to my newsletter: kbjanderson.com/newsletter
    • Check out my website for resources and working together: KBJAnderson.com
    • Join us on the Japan Leadership Experience: KBJAnderson.com/japantrip
    • Purchase a copy of Rich's books: Joy, Inc. and Chief Joy Officer
    • Learn more about Menlo Innovations: menloinnovations.com
    • Tugboat Institute: tugboatinstitute.com

    TIMESTAMPS FOR THIS EPISODE:
    02:37     When work no longer feels sustainable
    05:26 The moment Rich realized the problem wasn't technology
    07:27 What an 8-year-old noticed about leadership
    08:23 Why hero-based organizations scale through exhaustion
    09:39 When caring becomes carrying
    12:21 The codependency leaders develop with crises
    14:09 What joy at work actually means
    17:13 Working with pride and delighting customers
    19:17 Why human energy is a leadership responsibility
    21:00 What's the cost of not having joy?
    23:28 From constant firefighting to two emergencies in 25 years
    25:24 Joy vs. happiness: What's the difference?
    27:02 Why joy isn't happiness every day
    32:17 The phrase that keeps Menlo moving forward
    34:15 The leadership lesson Rich learned from flying
    40:39 Why Menlo isn't chasing exponential growth
    43:02 The book that changed Rich's career
    45:18 Why crisis practices work when there isn't a crisis
    47:28 Why your system keeps producing the same results
    49:38 The shift from carrying to creating conditions for change leadership
    51:46 Why stepping in can hold people back
    続きを読む 一部表示
    53 分
  • 76 | What Is the Purpose of Kaizen? John Shook Answers Your Questions (Part 3 of 3)

    76 | What Is the Purpose of Kaizen? John Shook Answers Your Questions (Part 3 of 3)
    2026/05/27

    What does it really take to sustain a culture of continuous improvement – through pressure for results, across generations, and into an era of AI?


    In this final episode of my three-part series with John Shook, one of the most influential leaders and thinkers in the global lean community, we turned to the questions on your mind.


    Before we sat down to record, I asked listeners to submit your questions. We cover four of them specifically here, though many others were addressed in Parts 1 and 2, and together they highlight the tensions change leaders and executives face every day.


    At the end, as we promised in Part 2, John shares his parting reflections and advice for all of us leading transformation to create people-centered learning cultures. It’s not just what we should stop doing, it’s what we need to continue. Starting with ourselves.


    If you haven't listened to episodes 74 and 75 yet, start there first as you won’t want to miss hearing this conversation in full.

    You'll Learn:

    • Why leaders should be patient for results but impatient for action
    • Why getting to the assumptions that underlie your principles and values is where the real work of culture change begins
    • How aligning around the real problem to solve helps close the gap across generations and perspectives
    • What the original intention of jidoka — separating machine work from human work — can teach us about navigating AI and keeping technology in service of people
    • The real purpose of kaizen and continuous improvement

    ABOUT MY GUEST:
    John Shook spent eleven years with Toyota in Japan and the U.S., where he helped transfer the Toyota Production System globally. He later served as President of the Lean Enterprise Institute and Chairman of the Lean Global Network.


    John is the co-author of the award-winning books Learning to See and Managing to Learn, and wrote the foreword to my book Learning to Lead, Leading to Learn. As an industrial anthropologist, he brings a perspective that connects culture, systems, and practice to bridge deep thinking with real-world application.

    IMPORTANT LINKS:

    • Full episode show notes: ChainOfLearning.com/76
    • Connect with John Shook: lean.org/about-lei/senior-advisors-staff/john-shook/
    • Follow me on LinkedIn: linkedin.com/in/kbjanderson
    • Subscribe to my newsletter: kbjanderson.com/newsletter
    • Check out my website for resources and working together: KBJAnderson.com
    • Join us on the Japan Leadership Experience: KBJAnderson.com/japantrip
    • Purchase a copy of, “Learning to Lead, Leading to Learn,”: https://kbjanderson.com/learning-to-lead/

    TIMESTAMPS FOR THIS EPISODE:

    02:28 [Listener Question] How do you balance patience with action?

    04:06 Avoiding solution jumping and analysis paralysis

    05:20 [Listener Question] What will matter most for the next generation of organizations?

    07:21 Why underlying assumptions matter more than artifacts

    08:28 The deeper level of hansei and reflection

    08:53 [Listener Question] How do you bridge generations without slowing improvement?

    10:43 Quick PDCA vs. long-cycle learning

    11:23 Aligning people around shared purpose

    13:56 [Listener Question] In our age of AI, how do we stay true to jidoka's original intent, separating machine work from human work?

    14:12 AI, jidoka, and protecting human work

    15:23 Four questions to navigate uncertainty

    16:17 Why respect for people still matters in AI

    17:15 Jidoka beyond “automation with a human touch”

    18:54 Curiosity, experiments, and learning with AI

    19:30 The promise and risk of AI thinking for us

    22:08 PDCA beyond engineering and problem solving

    25:39 The purpose of kaizen is to do more kaizen

    26:18 Creating conditions for people to think and grow

    27:00 Shifting from leading change to creating conditions
    続きを読む 一部表示
    29 分
  • 75 | The Human Side of Lean: John Shook on Building Systems That Last (Part 2 of 3)

    75 | The Human Side of Lean: John Shook on Building Systems That Last (Part 2 of 3)
    2026/05/20
    Lean has always been about people. We just kept reaching for the tools, without understanding the human purpose behind them.In part two of my three-part conversation with John Shook, we go behind the scenes of Toyota's culture and leadership — sharing stories of the system-building leaders who actually made it what it is, and exploring what it really means to lead people-centered change.John shares behind-the-scenes reflections from his time inside Toyota that you might not have heard before. Drawing on his direct experience in the company and our shared experiences living and working in Japan and globally, we explore a critical feature that is often missed: lean has always been a socio-technical system. The tools only work when we understand the deeper human purpose behind them.In this episode, we talk about the people who actually built Toyota's culture, what John learned from his two very different bosses — including Isao Yoshino, the subject of my book “Learning to Lead, Leading to Learn” — and what happens when we lose sight of the human purpose inside the tools we practice every day.In the previous episode, John offered a powerful reframe on lean's impact — and what question we should really be asking as change leaders. If you haven't listened to episode 74 yet, hit pause and start there first — then come back to this one to pick up where we left off.You'll Learn:Inside stories of how Toyota's culture was built and the system builders behind itWhat John learned from his very different bosses inside Toyota and how their styles shaped his own leadershipWhether you are a lean “mechanic” or “social worker” and what your answer reveals about your leadershipWhy every lean tool is already socio-technical — kanban, standardized work, A3, andon — and what we lost when we introduced them as primarily technicalThe concept of motainai — waste as a moral failure, not just a technical one — and why this matters for how you leadABOUT MY GUEST:John Shook spent eleven years with Toyota in Japan and the U.S., where he helped transfer the Toyota Production System globally. He later served as President of the Lean Enterprise Institute and Chairman of the Lean Global Network.John is the co-author of the award-winning books Learning to See and Managing to Learn, and wrote the foreword to my book Learning to Lead, Leading to Learn. As an industrial anthropologist, he brings a perspective that connects culture, systems, and practice to bridge deep thinking with real-world application.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/75Connect with John Shook: lean.org/about-lei/senior-advisors-staff/john-shook/ Follow me on LinkedIn: linkedin.com/in/kbjanderson Subscribe to my newsletter: kbjanderson.com/newsletterCheck out my website for resources and working together: KBJAnderson.comJoin us on the Japan Leadership Experience: KBJAnderson.com/japantrip Purchase a copy of, “Learning to Lead, Leading to Learn,”: kbjanderson.com/learning-to-lead TIMESTAMPS FOR THIS EPISODE:03:04 Why changing culture is harder than copying systems04:05 John’s question that still drives him: Why Toyota?05:10 How John found his way into Toyota and NUMMI06:15 Why Toyota endured while other Japanese companies faded07:10 Short-term leaders vs. long-term system builders08:15 The crisis that shaped Toyota’s future direction10:05 John’s experience learning from very different Toyota leaders11:15 Why conflicting feedback accelerated John’s learning12:10 Bringing your own thinking into the A3 process13:15 Different cultures inside Toyota and how they shaped leadership14:10 Mr. Cho’s powerful way of teaching through stories16:10 Katie’s lion story and breaking the telling habit17:15 Adapting your leadership approach to the situation19:15 Reading both the technical and social sides of change20:20 TPS as a way to expose weaknesses and accelerate growth21:45 Are you a lean mechanic or a lean social worker?22:50 Identifying your leadership bias and growth edge24:05 Why process improvement and OD teams should work together27:10 Scientific thinking, humanism, and ethics in Toyota leadership28:55 Eliminating waste as more than a technical exercise30:05 Mottainai and the deeper meaning of waste32:25 Why lean tools were always socio-technical33:40 Kanban, standardized work, and the human side of lean35:10 The A3 as more than a problem-solving tool37:35 The most common failure mode in lean transformations38:30 When lean becomes the goal instead of the means39:30 Why lean isn’t just for executives40:35 Improving work at every level of the organization41:40 Why empowerment without support falls apart42:20 The Andon system as a model for real support43:45 Where do you need to grow: technical or human?
    続きを読む 一部表示
    47 分
  • 74 | What Problem Are We Solving? John Shook Reflects: Has Lean Failed? (Part 1 of 3)

    74 | What Problem Are We Solving? John Shook Reflects: Has Lean Failed? (Part 1 of 3)
    2026/05/13
    Has lean really failed?That question sparked one of the most listened-to conversations in the history of this podcast — my two-part series with Jim Womack in episodes 37 and 38.When I sat down with John Shook — one of the most influential thought leaders and practitioners in the global lean and continuous improvement community — we explored a different angle.John's perspective isn't a rebuttal. It's a reframe. A counterpoint to the question itself.John asks: what problem are we really trying to solve?His answer unfolds across three episodes — the first ever three-part series on Chain of Learning. And I think it will change how you think about your own impact as a change leader.You’ll Learn:Why the question "how many lean enterprises have we created?" may be leading us in the wrong direction — and what we should ask insteadThe difference between "command and control" and what John calls "command and abandon" — and which one you're more likely doingWhy the key question in problem-solving is not "is this accurate?" but "is this useful?"How to recognize your span of influence and build systems at the right level that help people think, learn, and take ownershipWhy purpose → work → capability is the right sequence — and why most leaders start in the wrong placeABOUT MY GUEST:John Shook spent eleven years with Toyota in Japan and the U.S., where he helped transfer the Toyota Production System globally. He later served as President of the Lean Enterprise Institute and Chairman of the Lean Global Network.John is the co-author of the award-winning books Learning to See and Managing to Learn, and wrote the foreword to my book Learning to Lead, Leading to Learn. As an industrial anthropologist, he brings a perspective that connects culture, systems, and practice to bridge deep thinking with real-world application.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/74Connect with John Shook: lean.org/about-lei/senior-advisors-staff/john-shook/ Follow me on LinkedIn: linkedin.com/in/kbjanderson Subscribe to my newsletter: kbjanderson.com/newsletterCheck out my website for resources and working together: KBJAnderson.comJoin us on the Japan Leadership Experience: KBJAnderson.com/japantrip Grab a copy of, “Learning to Lead, Leading to Learn,”: kbjanderson.com/learning-to-lead TIMESTAMPS FOR THIS EPISODE:03:00 Why John Shook believes we may be asking the wrong question about lean05:25 Why change leadership always starts with changing yourself06:40 The tension between influencing others and trying to control them08:15 What a people-centered learning culture actually looks like in practice09:05 Why John avoids lean jargon and starts with the problem instead10:00 The Toyota question that shaped John’s thinking: “What problem are you trying to solve?”11:15 Why learning only matters when it’s grounded in the work12:30 Toyota’s “attitude toward learning” and why it changes everything15:05 Why leaders must create the environment for learning and problem-solving16:00 How organizations drift into “big company disease”17:05 Why purpose → work → capability is the sequence most leaders miss18:15 The risk of starting culture change with leadership behaviors alone19:20 Why focusing on the work reveals what’s really blocking change21:00 Why John sees more “command and abandon” than command and control23:20 Focusing on your span of influence instead of waiting for senior leaders27:15 How every person at work already has “problem consciousness”29:00 The surprising truth about who is most frustrated in organizations32:15 Building systems at your level that create ownership and capability33:20 Why modeling the behavior matters more than pushing harder36:15 Why sustainable change starts with how you show up each day
    続きを読む 一部表示
    38 分
  • 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 built
    • How separating leadership development and continuous improvement creates confusion—and weakens ownership
    • Where improvement teams unintentionally take over the work and limit capability growth
    • What it looks like to support leaders in owning change without stepping in to solve it
    • Why the leader must be at the center of transformation—and what changes when that responsibility is held

    ABOUT 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.

    IMPORTANT LINKS:

    • Full episode show notes: ChainOfLearning.com/73
    • Connect with Richard Koch: linkedin.com/in/richardkoch88
    • Learn more about Serofia: serofia.com
    • Follow me on LinkedIn: linkedin.com/in/kbjanderson
    • Subscribe to my newsletter: kbjanderson.com/newsletter
    • Check out my website for resources and working together: KBJAnderson.com

    TIMESTAMPS FOR THIS EPISODE:

    03:44 Importance of seeing potential in every person

    06:10 How seemingly insignificant actions ripple through teams
    08:37 Why separating leadership and improvement work breaks progress
    09:14 The Inner System vs. Outer System framework and how it drives change
    12:19 The negative effect with silos that keeps you away from focusing on the work and the leader

    15:14 Why forcing change undermines ownership

    17:32 The mindset shift for change leaders and internal consultants
    19:07 Why daily work is the path to long-term transformation
    21:22     When improvement work splits into process and leadership, change stops sticking
    23:19 Why direct observation and connection matter
    25:23 Challenge of relying on experts to help solve problems
    28:27 How to build sustainability instead of dependency
    29:05 Navigating trust, timing, and influence with senior leaders
    32:25 Leading with empathy and understanding the pressure leaders are under

    33:52 Value of having the right outside partner to achieve goals

    35:50 Seeing a leader move from sponsor to truly owning and enabling change

    39:36 Importance of staying curious and creating space for ideas and growth
    41:00 Taking small steps to make big changes

    43:00 The essence of small steps, belief in people, and leading with heart to create the conditions for change
    続きを読む 一部表示
    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
    続きを読む 一部表示
    46 分