Why Caring Cultures Matter in Lean (with Caroline Greenlee & Chris Butterworth)

My guests for Episode #537 of the Lean Blog Interviews Podcast are Caroline Greenlee and Chris Butterworth, two of the three co-authors (with Chris Warner) of the book Why Care: How Thriving Individuals Create Thriving Cultures of Continuous Improvement Within Organizations.

Episode page with transcript and more

In this conversation, we discuss their experiences and lessons on building cultures of continuous improvement that are rooted in respect, caring, and psychological safety.

Caroline brings rich experience as a Lean and continuous improvement coach, having partnered with organizations across different sectors to develop people and improve performance. Her background spans leadership development, organizational behavior, and a Master's degree in human resources management.

Chris is an award-winning author, international speaker, and a certified Shingo Institute Master-level facilitator and faculty fellow. He has more than 20 years of experience coaching executive teams and helping organizations embed sustainable improvement practices, always with a deep respect for people at the center.

In this episode, we explore topics such as:

• Practical approaches for leaders who want to build sustainable continuous improvement cultures.
• The origin story of Why Care and its message for leaders.
• Why caring cultures matter for both performance and people.
• Lessons from their Shingo Publication Award recognition.
• How psychological safety and respect for people underpin true Lean leadership.

Key Quotes

Caroline Greenlee

• "Lean isn't just about tools or methods -- it's about people. If we don't care, we can't expect continuous improvement to last."
• "Respect for people means creating an environment where they feel safe, supported, and able to contribute. That's when real improvement happens."

Chris Butterworth

• "Sustainable improvement starts with caring -- for people, for culture, and for the impact of our actions. Without that, Lean can't take root."
• "Psychological safety isn't soft; it's essential. It's what allows people to speak up, share problems, and drive meaningful change."