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Episode 57 – What does it really take to become lean—not just do lean? This is the secret to transformational lean leadership that Larry Culp, CEO of GE and GE
Episode 56 – Do you find yourself racing from meeting to meeting, rushing through tasks, or filling every silence with your own voice? In our doing-oriented culture, pausing feels uncomfortable—even
Episode 55 – How do you motivate, coach, or lead someone younger—without sounding critical, nagging, or controlling? We’ve all heard the stereotypes: “Young people don’t care.” “They’re entitled.” “They can’t
Episode 54 – Recently I joined my friend and business coach Betsy Jordyn for not just one, but two conversations, about positioning for impact as a consultant, coach, or lean
Episode 53 – Ikigai is one of the hottest buzzwords in leadership and personal development. When you think of ikigai, what do you envision? Is it the popular Venn diagram
Episode 52 – What’s the #1 frustration most lean and continuous improvement practitioners face? It’s something that I bet you’ve felt too, no matter how passionate you are about the
Episode 51 — It’s a problem I’ve seen over and over again—and I bet you have too. Organizations invest thousands of dollars and countless hours into lean, Six Sigma, and
Episode 50 – 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
Episode 49 – 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
Episode 48 – 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 of
Episode 47 – 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
Episode 46 – Is it possible to lead a real, long-term cultural transformation in a publicly traded company—where shareholders often demand short-term financial results? The answer? It’s challenging, yet possible.
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