Lean Blog Audio

The blog postAccurate data is essential in any system–for diagnosing problems, guiding decisions, and driving improvement. But when leaders react poorly to uncomfortable data, the message often gets buried, and the system loses its ability to learn.When the truth becomes dangerous to report, people stop sharing it. That's when improvement stops too.Just recently, a senior government statistician in the U.S. was abruptly dismissed following the release of a disappointing jobs report. The data was valid. The revisions were routine. But the report didn't support the preferred narrative. So the messenger was blamed.

The blog postIt's hard to believe, but it's been almost 17 years since the first edition of Lean Hospitals was published–an effort that eventually received the Shingo Research and Professional Publication Award and has since reached tens of thousands of healthcare professionals around the world.When I wrote that first edition, Lean in healthcare was still new territory. Many leaders were still asking, “Will Lean work in healthcare?” Today, the better question is “How can we make it work–and sustain it?”To mark the occasion, I've been reflecting on some of the key ideas from the book–concepts that continue to resonate with readers, leaders, and improvement professionals.

Read the blog postWhen I first came across the word kakorrhaphiophobia, I thought it might be one of those obscure terms you learn once and never use again.But the meaning stopped me in my tracks:an irrational, intense fear of failure or defeat.It turns out, this fear is more common–and more consequential–than we might admit, especially in workplaces that say they support continuous improvement but don't act in ways that support it.

Episode page with links and moreDuring my most recent visit to Japan (as part of a tour hosted by Katie Anderson), we spent time in several remarkable organizations where the focus wasn't just on performance or process… but on people.One company in particular introduced me to a word I hadn't encountered in this context before: kaiteki.Roughly translated, kaiteki means “comfort,” “ease,” or a “pleasant working environment.” But what stood out was how deeply embedded this idea was in the company's culture–and how it shaped their entire approach to leadership and improvement.

Episode page with survey results and moreWhen someone on your team makes a mistake, what happens next?Do they speak up–or stay quiet?Do leaders give feedback that demonstrates curiosity–or do they blame employees?After interviewing over 200 leaders and contributors for my podcast “My Favorite Mistake” and book, The Mistakes That Make Us, one truth has become clear:Speaking up isn't about character–it's about culture.-----And if you're looking for a practical way to bring this conversation into your workplace, I created a free resource:Download The Mistake-Smart Leader's Checklist

The blog postI'm honored to share that my workshop, "The Deming Red Bead Game & Process Behavior Charts: Practical Applications for Lean Management," has been accepted for the 41st Annual International AME Conference, taking place this October in St. Louis.The conference theme--Gateway to the Future: AI and Beyond--is both timely and forward-looking, and I'm grateful to contribute a workshop that brings us back to foundational thinking: systems, variation, and learning.While AI is the shiny new thing, timeless management principles still matter--perhaps now more than ever.

Read the blog postWe all say mistakes are a part of learning. Or at least many of us do, as individuals.But how many organizations actually act that way?Too often, people are punished for systemic errors. So, problems get hidden.When problems are discovered, blame is assigned instead of learning being shared. And we wonder why our teams hesitate to speak up.That's why I created a simple new resource:The Mistake-Smart Leader's Checklist[Download it here]

The blog postThanks to NPR for their recent story about how today, April 23, 2025, marks the 40th anniversary of what is considered one of the biggest business or product marketing failures of my lifetime — the failed introduction of “New Coke.”

The blog postAre your improvement efforts falling flat, or are you constantly chasing red dots? Are you interested in improving the way we improve?I've had to re-tool my Cincinnati workshop (June 17th) since my collaboration partner is now, unfortunately, unable to make it.Join me for a practical and thought-provoking day exploring two essential foundations for sustainable performance: psychological safety and modern leadership metrics.LEARN MORE AND REGISTERIn the morning, we'll explore how psychological safety fuels continuous improvement–not just as a “nice to have” but as a must-have.In the afternoon, we'll untangle data confusion and overreaction by learning to apply Process Behavior Charts and other concepts from my book Measures of Success.

The blog postThere's a phrase I've been thinking about a lot lately:"You get your say, not always your way."It's a short sentence, but it says a lot. It's about voice, it's about respect, and it's about the kind of culture we're building--especially when we aim for continuous improvement.In The Mistakes That Make Us, I wrote about the characteristics of learning organizations. One of the most important is encouraging people to speak up--not just about mistakes, but also about ideas, concerns, and potential risks.But here's the nuance: Psychological safety doesn't mean consensus. It doesn't mean you'll get your way every time.