Chain of Learning: Empowering Continuous Improvement and Lean Change Leaders

Today's guest, Isao Yoshino, a 40-year Toyota leader, has influenced thousands of leaders worldwide and inspired my book, "Learning to Lead, Leading to Learn."Join us as we celebrate two anniversaries: our first meeting in July 2014 and the four-year anniversary of our book. In Part 1 of our conversation, Mr. Yoshino shares his insights on leadership, learning, and the Chain of Learning® concept.We'll discuss lessons from successes and failures, the strength of connections, and people-oriented leadership. Whether you're looking to implement these practices with your team or find inspiration for your leadership journey, this episode is full of actionable insights from one of the wisest and most caring leaders I know.YOU’LL LEARN: The importance of seriousness in demonstrating your commitment to your people, developing a strong organizational culture, and modeling the way.How establishing patience as a foundational attitude is essential to your leadership effectiveness and organizational success.Strategies for fostering personal and professional growth by learning from both successes and failures.Practical advice on translating Toyota’s practices into your leadership approach, emphasizing commitment, patience, and continuous learning.Insights into Toyota's people-centered learning culture and how you can foster this culture in your organization.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/21Get the book “Learning to Lead, Leading to Learn” – available in paperback, hardbound, audiobook, and ebook - LearningToLeadLeadingToLearn.comWork with me: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonLearn more about my Japan Study Trip leadership development program: KBJAnderson.com/JapanTripTIMESTAMPS:[00:00] Introduction to Chain of Learning with guest Isao Yoshino[05:17] What ‘Chain of Learning’ means to Mr. Yoshino [11:25] The importance of leaders asking questions [15:37] What Mr. Yoshino has learned about leadership[17:51] Why ‘seriousness’ is so vital [21:46] Combining seriousness with patience [27:24] The power of working at Toyota [33:25] Mr. Yoshino’s advice to himself and you[35:45] Katie’s key takeaways from the conversation Enter to win a copy of "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12. Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.

Have you ever received blank stares from leaders when you’ve advocated that they adopt an improvement method or tool you know will help them? Perhaps the problem is not your idea but rather that you aren’t communicating in a way that connects these concepts with the business outcomes they need or in language that they understand.One hurdle that can hinder your effectiveness in influencing executives is the very thing that makes you valuable in your position and as a passionate continuous improvement leader  –  your technical expertise and problem-solving ability.That’s why, in this episode, Brad Toussaint and I explore the importance of communicating in ways that resonate with senior leaders about the outcomes and business results they need. We then discussed how to coach leaders to develop the behaviors, practices, and systems that will lead to those results.   We also discuss the critical shift you need to make from being the doer of improvements to becoming a coach to executives to enable them to be serious about what it takes to lead change and their essential role in setting direction and creating the conditions for people to be successful.   Being an effective change leader and coach isn’t just about having technical know-how—it’s about explaining all the methods, tools, and behaviors in a way that business leaders and executives can understand and then apply.YOU’LL LEARN: How transitioning from a 'doer' of improvements to a coach and enabler of managers and executives can drive sustainable changeDifferent strategies for simplifying complex principles, making them accessible and actionable for leadersThree important things to include when communicating to leaders: the reason for change, expected results, and methods The importance of observation and reflection in driving learning forward and the challenge of integrating them into practiceHow to help leaders demonstrate they are serious about leading change Tune in now to learn more about leadership, change management, and the importance of speaking in a language that resonates to align, influence, and coach leaders – so that you can propel sustainable change and get needed results. IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/20Connect with Brad Toussaint on LinkedIn: www.linkedin.com/in/brad-toussaintWork with me: KBJAnderson.comChange KATALYST™  Self-Assessment: KBJAnderson.com/KATALYSTFollow me on LinkedIn: linkedin.com/in/kbjandersonLearn more about my Japan Study Trip leadership development program: KBJAnderson.com/JapanTripTIMESTAMPS:[00:00] How to improve as a change leader[03:38] How Brad coaches executives and leads change [09:42] How to speak in a way that connects you to your leaders[10:34] Using language as a force for leadership[13:52] Simplifying terms and topics [23:27] Management should focus on process and people[28:20] Reflection time is valuable for busy leaders[33:35] Why leaders should deeply understand their role and their people[39:00] Why leaders must pull, not just push change[40:35] Three important characteristics you need to lead change Enter to win a copy of "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12. Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.

Do you e𝘃𝗲𝗿 𝘄𝗼𝗻𝗱𝗲𝗿 𝘄𝗵𝘆 𝘆𝗼𝘂𝗿 𝗶𝗱𝗲𝗮𝘀 𝗱𝗼𝗻’𝘁 𝗴𝗲𝘁 𝘁𝗵𝗲 𝗯𝘂𝘆-𝗶𝗻 𝘁𝗵𝗲𝘆 𝗱𝗲𝘀𝗲𝗿𝘃𝗲 — 𝗲𝘀𝗽𝗲𝗰𝗶𝗮𝗹𝗹𝘆 𝘄𝗵𝗲𝗻 𝘆𝗼𝘂 𝗸𝗻𝗼𝘄 𝘁𝗵𝗲𝘆 𝗵𝗮𝘃𝗲 𝗯𝗲𝗻𝗲𝗳𝗶𝘁? Or have you ever struggled with getting your senior team on board with your vision for change, getting support for a new initiative, or getting leaders to sign on to your services as a coach or consultant?Good news — mastering the skills of persuasion and influence by leading with curiosity and human connection is the way to get to "yes".Whether it is a #lean or #agile transformation, #continuousimprovement project, #operationalexcellence program, or selling a product or service, your success hinges on your ability to connect with people and understand how to bring them along with you.𝙏𝙝𝙚 𝙧𝙚𝙖𝙡𝙞𝙩𝙮 𝙞𝙨: 𝙣𝙤 𝙢𝙖𝙩𝙩𝙚𝙧 𝙮𝙤𝙪𝙧 𝙧𝙤𝙡𝙚, 𝙮𝙤𝙪 𝙖𝙧𝙚 𝙞𝙣 “𝙨𝙖𝙡𝙚𝙨” 𝙞𝙛 𝙮𝙤𝙪 𝙖𝙧𝙚 𝙬𝙤𝙧𝙠𝙞𝙣𝙜 𝙬𝙞𝙩𝙝 𝙤𝙩𝙝𝙚𝙧 𝙝𝙪𝙢𝙖𝙣𝙨 𝙖𝙣𝙙 𝙡𝙚𝙖𝙙𝙞𝙣𝙜 𝙘𝙝𝙖𝙣𝙜𝙚!In this episode, Derek Roberts and I explore the art and science of persuasion of how to get to "yes" and authentic buy-in in the context of leadership. Mastering the power of persuasion — of selling people on your idea, the change initiative you are leading, or your services —  to help others adopt new ways of thinking and working is essential to your success, career growth, and impact.Derek's expertise highlights how to navigate these interactions effectively, ensuring you're heard, understood, and able to inspire action.We discuss concepts in his new book, “Listen to Sell: How Your Mindset, Skillset, and Human Connections Unlock Sales Performance,” and the essential skills of selling ideas and gaining buy-in, which are crucial for any executive or continuous improvement leader.If you want to become a more influential change leader who identifies and bridges gaps through strategic communication, this episode is for you.YOU’LL LEARN: How asking compelling questions and listening helps you influence decisions and lead change effectivelyStrategies for coaching executives to engage actively in change initiatives, highlighting the difference between persuasion and manipulationThe importance of preparation in getting buy-in includes understanding your audience, conducting thorough research, and developing situational awareness Techniques to adapt your communication style to match different behavioral types — talkers, controllers, doers, and supporters — to enhance your effectiveness in selling ideas and facilitating organizational changeA framework that will help you ensure personal and professional alignment with your purpose, abilities, values, commitments, and beliefs Tune in now to enhance your leadership and get buy-in by mastering the power of persuasion through listening.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/19Connect with Derek on LinkedIn: linkedin.com/in/derekroberts1/Book: “Listen to Sell”:amazon.com/Listen-Sell-Skillset-Connections-Performance/dp/1774583763Work with me: KBJAnderson.comChange KATALYST™  Self-Assessment: KBJAnderson.com/KATALYSTFollow me on LinkedIn: linkedin.com/in/kbjandersonTIMESTAMPS:[00:00] An introduction to Derek Roberts [04:09] Sharing a vision and getting buy-in[08:40]Discussion about Derek's book and the training programs he offers through Integrity Solutions[11:18] The distinction between asking logical vs. emotional questions[17:19] The tension between being persuasive and avoiding manipulation[20:12] The power of truly listening[23:01] Different behavioral styles and their influence on the buying experience[32:15] The five areas of the congruence model relevant to sales and leadership roles[37:50] Derek’s journey in being more engaged and curious [42:41] The impact of concentrating your energy on preparation  Enter to win a copy of "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12. Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.

What do you think of when you hear the word “kaizen”? An event? A process that you are working on improving? Something else? The Japanese word “kaizen” is usually translated to mean “continuous improvement.” But there is a deeper meaning. It’s actually the lynchpin to creating a real culture of continuous improvement. In this episode, I unpack the essence of kaizen, not only as a method for process improvement but also as a personal and organizational mindset for pursuing excellence.Inspired by my recent keynote at the Shingo Institute conference and insights from studying Japanese and leading my Japan Study Trips, I explore how “kaizen” goes deeper than mere process improvement. It’s about cultivating an environment where everyone feels empowered to contribute to change.You’ll also hear the connection between Devo’s song “Whip It” and the word “kaizen” – and how you can both “whip it bad” and “whip it good” when it comes to continuous improvement. YOU’LL LEARN: How kaizen represents the discipline to continuously pursue positive change within yourself and in your organizationKey strategies for identifying and correcting misalignments between your intentions and actions so that you can create a culture where continuous improvement is practiced by everyoneHow you can shift from being the primary problem-solver to an enabler who cultivates the skills necessary for overcoming challengesEffective ways to embed the principles of kaizen into personal leadership habits, enhancing your impact as a leader or coach and setting an example for others to followInsights into how you can use a scientific problem-solving method for personal improvement as well as problem-solving Tune into this episode to discover how – “when a problem comes along”  – you and your team can all “whip it” to solve problems at all levels and create an enduring culture of improvement. And I bet you’ll be singing this song for weeks! IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/18Learn more about my executive Japan Study Trips: KBJAnderson.com/JapanTripRead the “paint story” in my Shingo-award-winning book LearningToLeadLeadingToLearn.comWork with me: KBJAnderson.comTake the Change KATALYST™  Self-Assessment: KBJAnderson.com/KATALYSTFollow me on LinkedIn: linkedin.com/in/kbjandersonTIMESTAMPS:[00:00] Understanding the true meaning of Kaizen[03:44] Psychological safety and leaders’ responses to mistakes are key for an operational excellence culture[08:54] The real meaning of Kaizen is about self-discipline, continuous improvement, and making change for the greater good[11:21] Creating an organization filled with problem solvers with Larry Culp[17:46] How intention is about aligning behavior with impact and purpose[19:33] How to use Plan-Do-Study-Adjust (PDCA) or Study-Adjust-Plan-Do (SAPD) cycles for personal improvement Enter to win a copy of "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12. Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.

Does successful change always have to start from the top? How can you stop pushing change on your leaders and instead create pull from them for the organizational culture you envision?If you're leading continuous improvement internally, these questions are crucial because they address the challenge of how to cultivate a workforce of capable, engaged problem-solvers across all levels.That’s why, in this episode, I welcome Pennie Saum, a Process Improvement Program Manager at the Port of Seattle, to discuss how to lead organizational transformation from the middle by engaging people's minds and hearts and bringing them along on the journey. You’ll hear Pennie share how the Port’s Continuous Process Improvement (CPI) program has been pivotal in creating an engine of change by developing employees across the organization. From basic foundations to a selective Lean Specialist program, leaders at all levels are being empowered to lead improvement as part of their daily work. ,Tune in to learn more about community building, inclusion, and effectively involving people in improving processes to create a vibrant culture of continuous improvement. YOU’LL LEARN: How successful change initiatives can, and sometimes should, be led from the middle of an organization rather than from the top downHow leaders and internal process improvement consultants shifting from doers to coaches allows for broader ownership of improvement initiatives across an organizationWhy belonging and community must exist within the workplace to foster an environment that nurtures  continuous improvement and engagementThe benefits of immersive learning experiences, such as study trips to Japan, which provide hands-on learning, enhance team-building, and boost collaborative skills The importance of meeting people where they are at to increase engagement and ownership of process improvement and change leadershipYou’ll also hear why the Port of Seattle has invested in sending cohorts of leaders on my Japan Study Trips as a key part of its strategy to create a culture of leader-led continuous improvement and why Pennie is looking forward to joining me in Japan this November.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/17Learn more about my executive Japan Study Trip: KBJAnderson.com/JapanTripWork with me: KBJAnderson.comChange KATALYST™  Self-Assessment: KBJAnderson.com/KATALYSTFollow me on LinkedIn: linkedin.com/in/kbjandersonConnect with Pennie on LinkedIn: linkedin.com/in/penniesaum/TIMESTAMPS:[00:00] Leadership and learning unite for continuous improvement[04:32] Pennie’s transition to lead lean process improvement across  different industries, from trucking to government [11:16] Methods for sharing wins and addressing frustrations[16:06] The importance of adaptability and flexibility in organizational leadership[23:16] Encouraging workplace learning and its personal impact[27:38] Leveraging middle managers to drive change[32:43] What it looks like to create a culture of bravery and transformation Enter to win a copy of "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12. Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.

Are you focusing on the right problems in your organization? More importantly, are you creating the conditions and processes to solve them effectively?In this episode, Mark Graban and I explore the importance of developing the skills of an Analytical Systems Thinker—one of the eight core competencies in my Change KATALYST™ model—to catalyze truly meaningful change.You’ll gain a better understanding of how to make informed decisions and drive improvement by applying the right kind of analytics instead of reacting to your metrics' ups and downs. Mark also shares ways to think more systemically about processes across your organization.We explore why fostering an experimental culture and responding kindly to mistakes is crucial for driving organizational innovation and improvement.  If you’re looking to advance as a continuous improvement change leader who leads change and creates real improvement, this is an episode you’ll want to tune into now. YOU’LL LEARN: The difference between leading change and leading actual improvement How monitoring metrics and experimenting move the needle in a statistically meaningful way How to react less and lead more effectively by mastering the art of interpreting data to discern statistical signals and genuine performance shiftsWhat it takes to create psychological safety and encourage continuous organizational improvementThe importance of how leaders respond to mistakes to create a culture of learning, problem-solving, and innovationThe importance of modeling, encouraging, and rewarding candor to create a culture where mistakes and learning are embraced You’ll also hear why Mark is thrilled to join Katie’s Japan Study Trip this November. This is a high-value opportunity to observe lean principles in action and understand the heart and soul behind creating a culture of continuous improvement. Submit your application today to join Mark, Toyota leader Isao Yoshino, and other global change leaders on Katie’s November program. Spaces are limited!IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/16Learn more about my executive Japan Study Trip: KBJAnderson.com/JapanTripWork with me: KBJAnderson.comChange KATALYST™  Self-Assessment: KBJAnderson.com/KATALYSTFollow me on LinkedIn: linkedin.com/in/kbjandersonTIMESTAMPS:[00:00] Driving change vs. leading actual improvement[03:11] Defining characteristics of effective Analytical Systems Thinkers [05:29] The process of value stream mapping and system dynamics[07:26] The Measure of Success & advice for leaders looking to use data to inform better decision-making[14:47] The risk of wasting time & resources if you remain in a reactive state[20:14] The importance of mistakes for a culture of learning, problem-solving, and innovation[32:43]  Key takeaways from Mark’s and Katie’s experiences in Japan and the value of going on a Japan Study Trip[41:36] Mark’s best piece of advice for other continuous improvement change leaders Enter to win a copy of "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12. Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.

Want to know the secret to success?It’s about embracing lifelong learning, being willing to try new things and seek out information, setting intentions to get better, and embracing the failures that come with learning your way forward.I believe when we stay in learning – a learning attitude, mindset, and practice – anything is possible. Being a “learning enthusiast” is a foundational part of who I am. It’s given me the courage to step out into the unknown and, ultimately, has catapulted my personal growth and leadership impact.  In this week’s episode, you’ll discover the 5 core attributes I believe are the heart of becoming a Lifelong Learning Enthusiast, one of the competencies in my Change KATALYST™ model, and how you can leverage them to drive your success too. So, if you’re ready to revitalize your commitment to learning and enhance your personal, team, and organizational impact, you’re in the right place. YOU’LL LEARN: The importance of embracing new challenges and knowledge with a learning mindsetThe power of actively seeking feedback for transformative growthHow to be intentional with what you’re trying to improve and the necessary role of reflection in the learning processA framework for becoming more adaptable, adjusting what you're doing based on new knowledge and insights How to lead by example with vulnerability and clarity in purpose to create a learning culture and grow your Chain of Learning®IMPORTANT LINKS:Full episode shownotes: ChainOfLearning.com/15Work with me: KBJAnderson.comChange KATALYST™  Self-Assessment: KBJAnderson.com/katalystFollow me on LinkedIn: linkedin.com/in/kbjanderson TIMESTAMPS:[00:00] An introduction to being a lifelong learner[1:15] Some of Katie’s personal experiences as a lifelong learner[9:26] What’s at risk if you don’t make regular learning a priority [12:32] Step #1 - Actively embracing new experiences and knowledge[14:50 ] Step #2 - Being receptive to and proactively seeking out feedback and suggestions[17:40] Step #3 - Setting time for intentional practice and reflection[19:44] Step #4 - Adapting and addressing your approach based on new knowledge and insights [21:42] Step #5 - Modeling the way as a lifelong learning enthusiast[26:19] Katie’s recommendation for the best way to stay in learning Enter to win a copy of "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12. Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.

What's your reaction when you hear the phrase “corporate politics”? Does it make you cringe and want to run away, or do you get curious about how to leverage them to influence outcomes?In this episode, Betsy Jordyn joins me to discuss the essential skill of how to successfully navigate organizational politics. As a long-time organizational development consultant for companies like Disney, Wyndham, and AAA, Betsy’s expertise on the subject is enlightening. Throughout our conversation, you’ll learn the difference between good politics and toxic environments and what’s at risk if leaders don’t prioritize a focus on astutely navigating those dynamics. Betsy also shares valuable details about some of the more complex organizational transformations she has led, and how she successfully maneuvered within those political landscapes. If you’re looking to gain influence and effectively leverage corporate politics and relationships so that you can lead change and step into your full leadership potential, then you won’t want to miss this episode. YOU'LL LEARN:Steps to help you master the critical skill of being an Astute Political Navigator — one of the eight core Change KATALYST™ competencies to further develop your expertise as an organizational change leader A transformational framework to help executives and change leaders like you articulate your vision, integrate individual leadership voices, and align organizational goals How to effectively leverage political dynamics, avoid the trap of becoming another pair of hands, and increase your influenceThe power in politics — how to balance diverse perspectives within an organization and  differentiate between good politics and a toxic environmentThe essential roles of empathy, respect, deep listening, and function-specific language to effectively lead and manage changeIMPORTANT LINKS:Full episode shownotes: ChainOfLearning.com/14Betsy’s website: www.betsyjordan.comBetsy’s ‘Consulting Matters’ podcast: https://www.betsyjordyn.com/podcasts/consulting-mattersWork with me: KBJAnderson.comChange KATALYST™  Self-Assessment: KBJAnderson.com/katalystFollow me on LinkedIn: linkedin.com/in/kbjandersonTIMESTAMPS:[00:00] Introduction to the episode [03:43] Navigating good politics as an organizational change leader[06:16] Lessons in navigating both formal and informal political structures [11:26] How to help leaders and consultants articulate goals and bring executives on board [17:48] How to avoid the trap of being a pair of hands: influencing vs. executing [20:34] Differentiating good politics from toxic environments[26:59] The connection between Betsy’s current and past roles in leading organizational change and coaching consultants for growth and impact Enter to win a copy of "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12. Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.

Have you ever had a team member look at you with frustration when you share your great ideas and suggestions with them? Or, have you ever felt like—with all the things you need to solve and do—you don’t have time to ask questions? Like you’re stuck putting out fires rather than nurturing, growing, and developing the people you lead?If this resonates, it’s likely you have a “telling habit.” But, the good news is, you can break it—or rather—you can work at creating better habits. Because you can never actually break a habit. You just replace it with stronger ones.In this episode, you’ll learn what the “telling habit” is and what you can do to not only recognize it but how you can make three simple shifts that will dramatically increase your effectiveness.Throughout my life and career, I’ve struggled with a “telling habit”—though at times I didn’t even realize how strong it was or the negative impact it had. Breaking the Telling Habit is THE most powerful shift you can make as a leader, coach, or human being.  If you’re ready to transform into a leader who can navigate the continuums between asking and telling, advocating and inquiring, being an expert and coach, this is one episode you don’t want to miss. YOU’LL LEARN:What the telling habit is, how to identify it in yourself, and where it might be derailing you from your purpose and impact as a leaderSteps to ensure your enthusiasm to contribute ideas and desire to solve problems don’t impede your ultimate objectives to create capability in others and get resultsHow to find—and maintain—the ideal balance between providing solutions and facilitating others’ growthThe role of humble (and patient) inquiry, the power of holding space, and techniques to help you master these essential practices Three simple shifts to Break the Telling Habit® and unlock the true capabilities of your team IMPORTANT LINKS:Download the KATALYST Self-Assessment: KBJAnderson.com/katalystMy book: LearningToLeadLeadingToLearn.comBreak The Telling Habit E-course/Workshop: katieanderson.podia.com/breaking-the-telling-habit-on-demandWork with me: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonTIMESTAMPS:[3:05] - What is the “telling habit”? [5:50] - The moment that changed everything for Katie [15:05] - Holding up the mirror: understanding the impact of your telling habit[18:20] - Addressing fear, giving space, fostering capability [21:55] - How to navigate the leadership continuums between telling and asking and being an expert and coach[26:30] - 3 simple shifts to Break the Telling Habit®  Enter to win a copy of "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12. Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.

What is the difference between authentic cultures of continuous improvement versus superficial displays? In this episode, Patrick Adams shares his insights on the heart of organizational culture and transformational leadership and highlights the essential elements of a real culture of continuous improvement -- so that you can ensure that you and your organization get it right.The truth is, there are no quick fixes, “silver bullets,” or prescribed roadmaps to achieve a high-performing organization. Patrick shares how a long-term commitment and leadership behaviors are necessary to sustain cultures that foster growth, innovation, and people engagement.If you want to know how to create a real culture of continuous improvement, one where leaders embody the humility to roll up their sleeves, demonstrate respect for their people and customers, and connect everyone to a long-term vision built on purpose, this episode is for you.YOU’LL LEARN:The key elements of an authentic continuous improvement culture, including respect for people, stable processes, leadership behaviors, and more.How quick fixes and pre-packaged roadmaps do not achieve real continuous improvement.The warning signs of a "continuous appearance" culture, including KPI instability, silos, and not understanding employee and customer value. About Patrick's experience on my Japan Study Trip and why he believes it's a pivotal experience for any lean practitioner or executive seeking to build a real culture of kaizen and lasting continuous improvement in their organization.How long-term success is built on creating value for customers, fostering a stable environment, and ensuring that improvement initiatives are aligned with the company's overarching vision and goals.Tune in now for insights and strategies to empower you with knowledge of how to lead your company toward a real, lasting culture of continuous improvement.   ABOUT MY GUEST: Patrick Adams the founder of Lean Solutions and is the best-selling author of "Avoiding the Continuous Appearance Trap". He's a sought-after leadership coach, consultant, and professional speaker. Patrick’s insights, drawn from extensive experience working with companies of diverse industries and sizes, are driven by a philosophy of constant learning and leadership commitment—essential for building organizational excellence.IMPORTANT LINKS: Follow Patrick Adams on LinkedIn: linkedin.com/in/patrickadamsiiLean Solutions Summit: findleansolutions.com/summit-2024 (use special discount code: #KatieAnderson)Patrick’s Book: Avoiding the Continuous Appearance TrapEpisode Website: ChainOfLearning.com/12Download the KATALYST Self-Assessment: KBJAnderson.com/katalystJoin Katie's next Japan Study Trip / Japan Leadership Experience: KBJanderson.com/japantripWork with Katie: KBJAnderson.comFollow Katie on LinkedIn: linkedin.com/in/kbjandersonKatie's book: LearningToLeadLeadingToLearn.comAre you enjoying the Chain of Learning podcast? Be sure to subscribe or follow –  and to share this podcast with your friends and colleagues so we can all strengthen our Chain of Learning® – together. TIMESTAMPS:[04:18] What an authentic culture of improvement looks like[13:06] How people development, critical thinking skills, and leadership behaviors lead to company-specific results[14:52] Why committing to a long-term vision, not quick fixes, is key to building a continuous improvement culture[20:20] What makes a culture of continuous appearance[25:21] Practical tips for internal CI and lean leaders to create positive change immediately[31:18] Patrick’s highlights from Katie’s May 2023 Japan Study Trip / Japan Leadership Experience Enter to win a copy of "The Problem Solver's Toolkit" by Tracy O'Rourke and Elisabeth Swan by September 12. Apply today for the Japan Leadership Experience — last chance to join the November 2025 cohort. Applications also open for May 2026.