Leadership isn’t about titles, charisma, or quick decisions—it’s about creating systems where people can do their best work and continuously improve. This archive brings together blog posts, podcasts, and reflections on leadership through a Lean lens, drawing on ideas from Deming, Toyota, healthcare, and real-world management practice. The common theme: leaders shape culture, influence behavior, and own the systems that produce results—for better or worse.
DARN-CAT helps coaches recognize different kinds of change talk. These Lean leadership examples show how listening can clarify motivation, readiness, and practical barriers to improvement.
There are Dr. W. Edwards Deming quotes that get thrown around... one that sounds incredibly "pro-data" and others that say data and measures are not the only thing... which is it? How do you reconcile that?
A few of you sent me this sad article from the Wall St. Journal:
"'People Are Dying Here': Federal Hospitals Fail Tribes."
I feel like I've some variation of this article and exposé many times over. Sometimes, it's some form of government medicine (active duty military medicine, the VA, or another country) or it's a similar sad story from the private healthcare sector (be it non-profit or for-profit).
Last month, I saw this article from the publication Hospitals & Health Networks (H&HN), where they summarized a speech given by the legendary Dr. Don Berwick at the National Patient Safety Foundation annual conference: Don Berwick’s 7 Roadblocks to Improving…
In today's post, Jason Morin, from XPO Logistics, writes a review of Jim Lancaster's recent book "The Work of Management," published by the Lean Enterprise Institute. Jim Lancaster is CEO of Lantech and the book tells the story of their Lean journey and their evolution over time.
Another in the series of "do words matter?" posts... do phrases like "Lean Transformation" resonate as much as "Business Transformation?"
How big is the opportunity for improvement in healthcare? As Dr. Toussaint’s hand gesture, above, indicates… it’s a huge opportunity. There’s a huge need. What’s the best way to improve during increasingly challenging and uncertain times? Engage everybody in improving…
A culture of continuous improvement is really powerful - in a pizza restaurant or any type of workplace. It engages Milennials and people from other generations too...
What are the parallels between the mindsets and approach of a world-class university band director and our mindsets in Lean, Kaizen, and continuous improvement, in healthcare or beyond?
Joining me for Episode #281 of the podcast is Julie Firman, DNP, RN, FACHE, the Vice President/ System Chief Nursing Officer (CNO) at Southern Illinois Healthcare.
Today's reader question comes from somebody who has been put in the position of what I call "the lone wolf" in a health system. This happens a lot. A health system hires or designates one person to be "the Lean change agent." It doesn't matter how amazing and/or experienced this individual is... I'd very skeptical about the organization's Lean journey.
It's good that United's CEO has taken responsibility for system problems. It's great that they are changing some policies. But why does he say they don't have a culture problem if employees aren't empowered? That sounds like "culture" and a "problem" to me.
