Chain of Learning: Empowering Continuous Improvement and Lean Change Leaders

Apply for the May 2026 Japan Leadership Experience—https://kbjanderson.com/japantrip/Where is your primary focus as a leader, change practitioner, or organization? Getting business results? Improving processes? Or developing people? What if the real key to lasting business success isn’t found in metrics or milestones—but in how you create a culture that nurtures people and their problem-solving capabilities? In this episode I explore what it really takes to deliver sustainable organizational success, and why building a people-centered learning culture—one where developing others isn’t an afterthought, but the foundation that enables operational excellence and, ultimately, better business outcomes.Effective leadership begins when you shift from managing results to developing people—creating the conditions for continuous improvement, engagement, and growth.When you put people first, results follow.Whether you are a senior executive, lean practitioner, or team leader, that’s how you build organizations that learn, adapt, and thrive—today and for generations to come.YOU’LL LEARN:How Toyota’s philosophy of Monozukuri wa hitozukuri (“We make people so we can make things”) shapes a people-first culture of learning and improvementWhy focusing on people → process → results (not the reverse) drives lasting impact across teams and organizationsThe interdependence of three qualities that support business success  —quality of people development, quality of work, and quality of results – to create sustainable impact Insights from real leaders about how shifting from results-focused to people-focused leadership led to  significant measurable improvement in business outcomesHow to model intentional leadership practices to develop people, foster engagement, and sustain a culture of continuous learning and improvementIMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/58 Check out my website for resources and ways to work with me KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonLearn more about my Japan Leadership Experience: kbjanderson.com/japantripTIMESTAMPS FOR THIS EPISODE:01:51 What leadership with purpose truly means02:06 Why Toyota’s motto, “ The only secret to Toyota is its attitude towards learning,” is its secret to success03:18 Three interrelated qualities that determine lasting business success represented by a pyramid03:45 [Third level] Results - The outcomes customers see04:12 [Second level] Process - The technical and operational systems that make the work flow better04:37 [First level] People - The foundation that nurtures people, problem-solving, and learning05:28 Why the Western approach is backwards when it comes to people, processes, and results06:50 The meaning of the quote, “profit is excrement,” that captures the backwardness of the usual business approach to success07:39 The difference between lean as a transactional toolkit versus a way of nurturing people and problem solving at all levels07:53 Why putting people first is not just in Japan or for Toyota leaders08:41 Leaders who put people first as the foundation for success10:12 The challenge in putting people first10:38 An example from Gustavo of why our intentions and our actions are aligned12:29 Gustavo’s realization that he had a people engagement problem13:20 The positive results in engagement when he focused on people first14:08 What leadership in action looks like14:35 What it really means to create a chain of learning across your organization15:00 The two pillars of the Toyota Way15:43 Three questions to ask yourself as you reflect on this episode16:26 Questions to ask your people to create a cycle of reflection and continuous improvement17:13 How to build organizations and leaders that last Apply for the May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/

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 Aerospace shared with me on stage three years ago. In this special bonus episode, I want to share his insights and wisdom about leadership and lean culture with you.This bonus episode marks two milestones in my own Chain of Learning® journey: 🎙 The two-year anniversary of the launch of this podcast! 🎉 The three-year anniversary of my interview with Larry CulpThese two moments are deeply connected and they tell a powerful story about learning, leadership, and continuous improvement in action.To celebrate, I’m bringing you my “fireside chat” with Larry Culp—recorded live on stage at the AME Conference in Dallas in 2022. It’s a rare, candid look at how one of today’s most respected global executives leads with a lean mindset to practice intentional leadership, humility, and continuous learning to reshape culture, improve decision-making, and lead sustainable organizational transformation at scale, You’ll also hear how this conversation became a defining moment for me—ultimately inspiring the launch of the Chain of Learning® podcast—and why Larry Culp’s insights on lean leadership are just as relevant today.YOU’LL LEARN:Why even senior leaders and CEOs need a coach or teacher—and how having a trusted mentor helps accelerate learning and growthThe importance of shifting from answers to questions—and why Breaking the Telling Habit® mattersWhy embracing mistakes and “bad news” builds psychological safety, and a stronger foundation for continuous improvementThe power of going to see—going to gemba (the place work happens)—and how its essential for lean transformationHow embracing the awkwardness of learning—going slow to go fast—helps leaders model humility and build trust through transparencyABOUT MY GUEST:Larry Culp joined the GE Board of Directors in April 2018, and was appointed CEO of GE in October 2018. In June 2022, he assumed additional duty as CEO of GE Aerospace and became Chairman & CEO of GE Aerospace when it launched as a public company in April 2024. He also serves as the non-executive Chairman of GE HealthCare. Larry spent 25 years at Danaher Corporation, serving as President and CEO, where he helped increase both revenue and market capitalization fivefold. Recognized as one of the world’s top CEOs by Harvard Business Review and Barron’s, Larry has served as a Senior Lecturer at Harvard Business School, teaching leadership and strategy. IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/57 Watch the full interview with Larry Culp on YouTube: youtube.com/watch?v=U3hFsuLOaPUCheck out my website for resources and ways to work with me KBJAnderson.comFollow Larry Culp on LinkedIn: linkedin.com/in/larry-culpConnect with me on LinkedIn: linkedin.com/in/kbjandersonRead “Learning to Lead, Leading to Learn” – the leadership book Larry Culp recommended to all GE employees : LearningToLeadLeadingToLearn.com TIMESTAMPS FOR THIS EPISODE:02:51 Larry Culp’s view on lean as a lever to embrace cultural disruption at GE04:14 The importance of having a coach and a teacher to help guide you as a senior leader05:34 Larry’s shifts in his leadership approach as he was learning how to lead07:47 How to really listen and hear what others meant to say07:28 How to become a better listener and ask better questions08:20 The difference of implementing lean versus becoming lean10:12 What lean means to you as a leader12:25 The importance of doing the work even though you have a coach13:49 How to build failure and mistakes into your leadership practice and culture15:06 Fostering an environment where sharing mistakes and challenges are acceptable17:55 Larry’s key takeaway from Katie’s Shingo award winning book, “Learning to Lead, Leading to Learn”21:16 What to assess when going to Gemba24:13 What Larry has learned from his sensei and going to Japan that has helped him be a more impactful leader28:11 How hoshin kanri is connected to your approach leadership approach 29:24 The impact of cross-functional collaboration31:22 Managing awkwardness as a leader while learning new leadership skills32:49 Making the shift in being okay with not having all the answers34:56 Future improvements of GE36:33 The purpose of daruma dolls in setting intentional goals37:46 The real heart of lean leadership in using learning as a lever for results that matter Apply for the May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/

How often 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 counterproductive. Yet left unchecked, our instinct for action and answers can limit learning, development, and innovation.In this episode, I explore the power of the pause and why mastering it may be one of the most transformative leadership habits you can develop. Pausing with purpose—slowing down to create space for silence, reflection, and intentional action—actually accelerates your impact. It’s in the pause—the space between our “doing”—that learning deepens, decisions improve, and people grow. Whether you’re leading a team, coaching others, or developing your own learning mindset, this episode will help you discover the power of the pause to drive performance, engagement, and lasting change.YOU’LL LEARN:Why silence feels uncomfortable—and how our instinct to fill the space with our thinking limits growth, reflection, and learningHow embracing ma (間), the Japanese concept of “ meaningful space between”, creates the conditions for learning, understanding, and transformation The importance of intentional reflection (hansei) to cultivate a  learning culture rooted in continuous improvementWhy mastering the pause creates ripple effects across your team, transforms your leadership, and leads to better resultsThree ways to develop the power of the pause as a transformational leadership habit to create clarity, ownership, and insightIMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/56 Check out my website for resources and ways to work with me KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonTIMESTAMPS FOR THIS EPISODE:01:50 The benefits of mastering the pause 02:12 Why silence is uncomfortable making us want to keep things moving05:05 Katie’s aha moment of the telling habit08:58 How to pause to create space for others to think10:16 How the pause is used in Japanese culture13:18 The meaning of ma (間) and how to apply this concept15:41 How reflection (hansei) is deeply rooted in Toyota’s culture16:17 An example of how Agustín created pauses in the busyness of the usual work routines to give space for conversations17:47 Why the power of the pause is three-fold17:51 [ONE] Restore the PDSA (Plan-Do-Study-Adjust) cycle18:20 [TWO] Pausing gives others space to think18:46 [THREE] The pause shifts you from being reactive to proactive19:40 Three ways to practice the power of the pause19:44 [FIRST] Count silently to 10 after you ask an open question20:01 [SECOND] Schedule reflection and thinking time for yourself and for your team20:22 [THIRD] Practice the Intention Pause21:32 The benefits of holding back before sharing your idea Apply for the May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/

Enter to Win a Copy of David Yeager's book "10 to 25: The Science of Motivating Young People" - Register to win before October 24th at 11:45pm Pacific: http://chainoflearning.com/55How 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 take feedback.”But what if those assumptions are what’s really getting in the way of growth, engagement, and connection?In this episode, I talk with Dr. David Yeager, professor of psychology at the University of Texas at Austin and author of the bestselling book, 10 to 25: The Science of Motivating Young People.David’s groundbreaking research—conducted with Carol Dweck, Angela Duckworth, and others—reveals how the right balance of high challenge and high support can unlock potential in the next generation and foster a learning culture where people feel valued, respected, and inspired to grow.Together, we explore the “mentor mindset”—a practical approach to coaching and intentional leadership to help young people move from compliance to engagement and step into their full potential — and how you can provide feedback that creates connection and motivation, not conflict.Whether you’re a parent, coach, teacher, or organizational leader, you’ll walk away with actionable insights to cultivate a continuous learning mindset and inspire empowered growth. YOU’LL LEARN:How to lead with the mentor mindset to create a “learning zone” that combines high expectations with high support, empathy, respect and belief in people’s capability ​​What the “mentor’s dilemma” is—and why both the enforcer mindset (high challenge, low support) and the protector mindset (high support, low challenge) fall shortHow great mentors balance rigor and flexibility that encourage people to produce high-quality work without enforcing rigid rulesThe power of transparency and labeling your intent when giving feedback to build trust and clarityThe link between McGregor’s Theory X and Theory Y management mindsets and the mentor’s dilemma, and how these leadership mindsets show up in organizations such as Microsoft, GE, McDonald’s, and WalmartABOUT MY GUEST:David Yeager, PhD, is a professor of psychology at the University of Texas at Austin and the cofounder of the Texas Behavioral Science and Policy Institute. He is the author of, 10 to 25: The Science of Motivating Young People, and best known for his research conducted with Carol Dweck, Angela Duckworth, and Greg Walton on short but powerful interventions that influence adolescent behaviors such as motivation, engagement, healthy eating, bullying, stress, mental health, and more. IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/54 Check out my website for resources and ways to work with me KBJAnderson.comConnect with David Yeager: linkedin.com/in/david-yeager Follow me on LinkedIn: linkedin.com/in/kbjandersonCheck out David Yeager’s book 10 to 25: The Science of Motivating Young People: A Groundbreaking Approach to Leading the Next Generation—And Making Your Own Life Easier: amazon.com/10-25-Motivating-Groundbreaking-Generation Reach out to learn more about the Athena App: https://txbspi.prc.utexas.edu/Join The Power of the Mindset Masterclass: https://www.masterclass.com/classes/power-of-mindsetSubscribe to my newsletter: kbjanderson.com/newsletter TIMESTAMPS FOR THIS EPISODE:02:23 The misconceptions about young one that led to David’s research04:23 What the mentor’s dilemma is and how to overcome it05:53 The disconnect with giving and receiving feedback 07:43 Other alternatives to what mentorship can really be for young ones09:06 The predicament young ones are in between wanting respect, but not having the rights of adulthood10:50 The difference between the enforcer and protector mindset11:32 The mentor's dilemma in withholding feedback or being too supportive12:58 Characteristics of the enforcer mindset in the blame and shame approach and the problems it causes14:02 Characteristics of the protector mindset includes low standards, but high support16:37 Different types of leadership styles and why they can be referred to as “mindsets” instead 19:16 The conflicts between protector and enforcer mindsets21:56 How to have a mentor mindset in dealing with challenges in the workplace or at home22:26 Example of a mentor mindset in dealing with students in holding a high standard, while also providing support28:44 Difference between intellectual rigor and logistical rigor30:92 Benefit of holding a rigorous standard while also providing support in helping others meet their goals32:51 Example of Stef Okamoto in transforming her old enforcer culture to embracing a mentor mindset focused on honesty and collaboration37:14 Example of how to use the mentor mindset in correcting behavior in the workplace without being offensive43:47 The Athena App created with Carol Dweck to help managers deal with conflict45:41 The misalignment between the real experience in working in serving customers and what managers really need46:34 Top tip for managers to show up with the mentor mindset in addition to asking questions47:55 The importance of transparency in leadership to collaboratively troubleshoot issues49:30 Why leading and mentoring young people isn't about lowering the bar or enforcing compliance, but holding high standards with support50:41 Asking questions and providing encouragement to be a better leader51:28 The power of labeling and making your intentions clear when giving feedback52:37 Question to reflect on to shift into a mindset mentor Apply for the May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/

What do people in other functions at your organization think lean is all about?For many—in HR, OD, Finance, or operations—the answer is simple: process improvement, efficiency, waste elimination. And while those are pieces of the puzzle, they miss the bigger picture.Too often, continuous improvement and operational excellence teams get pigeonholed as “process people,” making it hard to gain traction or build the partnerships needed for real transformation.But lean isn’t just about processes—it’s about people. It’s a strategy for developing leaders, engaging employees, and creating lasting change.If you’re struggling to get leadership buy-in for lean or continuous improvement, the problem likely isn't the results you deliver. It’s how you’re positioning the value of lean and your role as a change leader.That’s why I teamed up with my friend and business positioning and branding expert Betsy Jordyn for a special bonus episode.Together, we explore one of the biggest challenges you face as a lean and CI professional: how to position and frame your work so others see its true impact.YOU’LL LEARN:Why lean consultants – both internal and external – struggle with positioningHow to talk about what you do in language executives care aboutWhy people and learning matter more than toolsHow to connect leadership behaviors to measurable business resultsAnd why influence skills are just as important as technical expertiseWhether you’re an internal or external consultant, this conversation will help you reframe your work in ways that create greater traction and impact.ABOUT MY GUEST:Betsy Jordyn is a Brand Positioning Strategist that helps consulting and coaching business owners clarify their brand positioning and messaging, create a website presence that positions them as sought-after experts, land clients with ease and integrity, and take their place as thought leaders and influencers in their niche. Her mission is to help consultants and coaches monetize their best-at strengths and authentic passions to make a bigger difference in the world.IMPORTANT LINKS:Full episode show notes: https://kbjanderson.com/roi-strategic-positioning-lean-consultants/ Watch this bonus episode on YouTube: https://youtu.be/kgCbr2Os3nA Connect with Betsy Jordyn: linkedin.com/in/betsy-jordynListen to my conversation with Betsy Jordyn on Consulting Matters podcast: The ROI of Elevating Your Strategic Positioning & MessagingCheck out my website for resources and working together: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjanderson Learn about my Japan Leadership Experience program: kbjanderson.com/JapanTrip Download my KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst TIMESTAMPS:01:00 – The challenge: how lean is misunderstood as process improvement04:00 – Why “lean” became associated with tools in the West07:30 – The “paint story”: respect for people in action at Toyota10:00 – Demystifying jargon like gemba and focusing on “going to see”12:00 – Creating conditions for frontline problem-solving15:00 – Respect for people = holding precious what it means to be human19:00 – Don’t lead with methodology: framing problems leaders care about22:00 – From tools to transformation: shaping client expectations24:00 – Linking behavior change to ROI and business results25:00 – The Katalyst™ model: building influence and communication skills27:00 – Why executives aren’t always on board—and how to change that33:00 – Silos among OD, HR, L&D, and lean consultants36:00 – Building cross-disciplinary partnerships for culture change41:00 – Positioning tips: language, boundaries, and when to reveal methods42:00 – Pairing technical expertise with influence for greater impact46:00 – Trojan-horsing people-centered leadership through process work48:00 – Quantifying value: behaviors, KPIs, and ROI54:00 – Wrap-up: The path forward for lean consultants Apply for the May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/

Nicolas Kemp, a Japanologist and coach-trainer, dives deep into the real essence of ikigai—far beyond the trendy Venn diagram. He reveals that ikigai is about creating meaning and authentic connections in life rather than just chasing single purposes. Nicolas discusses his journey learning about this concept in Japan, introduces 'ibasho' as vital for thriving workplaces, and emphasizes the importance of psychological safety. He also shares practical habits to cultivate a fulfilling life and workplace, making a compelling case for joy and humanity in leadership.

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 work, no matter what you call it: lean, agile, continuous improvement, operational excellence, or DevOps...Too often, we struggle to clearly explain what we actually do as CI change leaders and why it matters. And when you can’t articulate the deeper value of lean or OpEx, it’s hard to get the buy-in needed to lead the organizational transformation you envision.In this episode, I take you inside a qualitative survey of 100+ change leaders—from internal continuous improvement practitioners and leaders, to external consultants and coaches, executives and operations leaders—on what draws us to this field of organizational improvement, what fuels our passion, and what holds us back from the impact we know is possible.Before listening to this episode, take a moment to reflect on:What lights you up about your work?What’s the top challenge you keep running into?If you love lean and continuous improvement and are ready to overcome the frustrations holding you and your organization back from real transformation, then this episode is for you.YOU’LL LEARN:Three things we love the most about this work as continuous improvement and lean change leadersThe #1 frustration holding you back (hint: it’s not about the tools or frameworks)Why a shift from McGregor’s Theory X (command and control) to Theory Y (empowered problem-solving) management mindset is critical to your impact—and why lean efforts fail without itThe paradox of trying to influence deeply ingrained management and leadership beliefs and behaviorsThree practical ways you can start changing both the story and the system IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/52Check 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 Hear how Gustavo influenced significant business results after participating in my Japan Leadership ExperienceTIMESTAMPS FOR THIS EPISODE:03:01 Reflection questions on your own experience as a lean and continuous improvement practitioner03:53 Top three things that light us up and fuels our passion03:58 [FIRST] Problem solving that directly impact people’s ability to work meaningfully04:51 Survey examples of what leaders love about solving problems06:16 [SECOND] People development and empowerment07:07 Survey examples of what leaders love about empowering people to solve problems08:50 [THIRD] Tangible and meaningful impact09:52 Survey examples of what leaders love about creating meaningful impact for people, organizations, and systems10:46 Change leader’s frustration: leadership buy-in 12:57 The deeper truth in what’s stopping us from leading real organizational transformation13:18 Challenges in changing mindsets and shifting behaviors in an organization13:42 The meaning of Douglas McGregor’s Theory X and Theory Y and the relationship to lean16:00 The paradox in changing mindset management and leadership for change leaders17:12 Three practical tips to shift shift the story and the system17:18 [FIRST] Acknowledge the size of the challenge18:07 [SECOND] Speak the language of business19:07 One of the best examples of how a leader effectively led change through influence 20:54 [THIRD] Pair technical process improvement skills with influence and human-focused skills22:54 The consistent themes from the survey of loving this work and wanting to make meaningful impact23:54 Take the next step in expanding your influence skills Apply for the May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/

In this discussion, Elisabeth Swan, a leadership coach and co-founder of the Just-in-Time Café, joins Tracy O'Rourke, co-author of 'The Problem-Solver’s Toolkit.' They emphasize that traditional training often fails to drive meaningful change. Practical strategies for engaging teams, fostering psychological safety, and cultivating curiosity are explored. The duo also highlights the importance of storytelling and creative collaboration in problem-solving. Their insights encourage listeners to bridge the gap between knowledge and action for real organizational impact.

Isao Yoshino, a former Toyota leader instrumental in the NUMMI transformation, shares fascinating insights into changing organizational culture. He discusses how immersive training experiences shifted leaders' mindsets and the importance of mutual learning. Yoshino emphasizes that true culture change can't be forced and highlights the significance of the PDCA 'check' step for collaborative problem-solving. His reflections on the andon process reveal how embracing challenges fosters teamwork and improves outcomes, ultimately guiding NUMMI's successful shift to a people-centered culture.

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 could simple mindset shifts change not just how you feel, but how you move forward and influence those around you with positive momentum?In this episode, I’m sharing three powerful reframes that have helped me reset, regain perspective, and move through challenges with intention and empowerment. These reframes aren’t just personal practices—they’re leadership strategies that can help you model resilience, learning, and agency, and inspire the people around you to do the same.This episode isn’t about blind optimism or sugarcoating hard things. It’s about real, actionable ways to reframe challenges and move forward with greater clarity, strength, and purpose.Learn the three reframes that have helped me (and the leaders I work with) get back up and lead with heart and intention.YOU’LL LEARN:How to reframe your focus from negative to positive and rise with more clarity and confidenceThe story behind the motto that inspires me daily –“Today’s a great day” – and how gratitude can ground you in tough momentsWhy setbacks and failures aren’t the end, but an opportunity to learn your way forwardHow the Japanese daruma doll became a lesson in resilience—representing the proverb “Fall down seven times, get up eight”How to move from feeling powerless to empowered and why the ball is always in your courtIMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/49Resources 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 Read my book featuring lessons from Isao Yoshino’s 40 years of Toyota Leadership: LearningToLeadLeadingToLearn.com TIMESTAMPS FOR THIS EPISODE:01:56 [1st REFRAME] Find the good—even when it’s hard02:03 Katie’s dad as the inspiration behind the motto, “Today’s a great day”04:23 Isao Yoshino’s influence in learning how to shift from negative to positive07:22 The importance of focusing on the good for improvement09:23 [2nd REFRAME] Seeing failures and setbacks as learning opportunities10:17 Why daruma dolls are a reminder of resilience and the Japanese proverb "Fall down seven times, get up eight"12:04 Questions to maintain a learning mindset12:33 The learning zone versus the performance zone from Chain of Learning Episode 5 guest Eduardo Bricino13:37 Reframe exercise to reframe failure to learning opportunity 15:17 [3rd REFRAME] Moving from powerlessness to agency15:51 Understanding, “The ball is in your court” to help how you respond to negative conditions17:07 Achieving goals versus fulfilling your intention18:14 Katie’s previous organizational role and how a reframe launched her consulting practice20:19 How two executives used coaching and reflection to shift from solving problems themselves to enabling their teams21:26 Stepping away from frustration and reframing the problem to influence things differently22:51 Reframe exercise to move from inaction to action23:33 Summary of the three reframes25:31 Questions to help shape your day and impact Apply for the May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/