Chain of Learning: Empowering Continuous Improvement Change Leaders Katie Anderson

To enter for a chance to win 1 of 5 copies of Derek Robert's Book "Listen to Sell" click here: http://chainoflearning.com/19
Are you struggling to get your senior team on board with your vision for change, to get buy-in for a new initiative, or to get leaders to sign on to your services as a coach or consultant?

Good news.

Leading through influence and persuasion can make this happen.

In this episode, Derek Roberts and I explore the art and science of persuasion in the context of leadership. We discuss 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 continuous improvement leader.

If we work with other humans, we are all in sales and lead change. That’s why mastering the power of persuasion 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.

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 changeHow to employ Integrity Solution’s Congruence Model to ensure personal and professional alignment with one’s purpose, abilities, values, commitments, and beliefs Tune in now to enhance your leadership and get buy-in by mastering the power of persuasion.
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 
To enter for a chance to win 1 of 5 copies of Derek Robert's Book "Listen to Sell" click here: http://chainoflearning.com/19

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

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

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/kbjanderson
TIMESTAMPS:
[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

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

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 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 ‘Enough Already’ podcast: https://www.betsyjordyn.com/podcasts/enough-alreadyWork 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