Chain of Learning: Leadership Strategies for Continuous Improvement and Transformational Change

What does it really take to lead transformation as responsibility grows?

At some point, leadership stops being about doing the improvement work or having the right answers. For operational leaders and change practitioners alike, the work moves to holding the system—people, priorities, and consequences—and helping others learn how to do the same.
In this episode of Chain of Learning, I’m joined by Carlos Scholz, CEO of Catalysis, to explore the critical shift leaders must make to enable systemic, lasting organizational change.
Carlos shares his journey from technically trained engineer in manufacturing, to transformational change leader in healthcare leading a team of continuous improvement practitioners, to operations leader, and now CEO. Across these roles, he’s learned that transformation doesn’t fail because leaders don’t care or aren’t trying, but because we often rush to outcomes and skip the systems-level and behavioral maturity required to sustain them.
This conversation highlights a critical truth: leadership is practice. It’s not a role or a title, it’s how you intentionally show up and get better, day after day.
Together, we explore what really changes as leadership responsibility and organizational complexity increase, how leaders have to change their own behavior, and how influence shifts when the work is no longer about doing improvement, but about developing leaders who can own the system.
In this episode, we explore:
Why leadership becomes less about expertise and more about intentional practice as scope and responsibility expand
What changes when you move from leading through influence to owning the system through positional authority and the consequences that come with it
How identity and perceived value shape resistance to change, including your own
Why skipping organizational and behavioral maturity undermines reliability, even with strong intentions
How repositioning improvement teams from doers to coaches helps leaders change their behavior and allows transformation to scale
If you’re navigating your own growth as a change leader—or supporting leaders in truly owning their system—this conversation offers language and perspective to help you lead with greater impact.
ABOUT MY GUEST:

Carlos Scholz is the CEO of Catalysis, a mission-driven organization advancing people-centered, value-based healthcare. A former manufacturing engineer and healthcare operations and change leader at Kaiser Permanente and NYC Health + Hospitals, he brings deep experience driving system-wide Lean and continuous improvement transformation and developing leaders at scale. Carlos was named a Shingo Rising Star and serves on the Shingo Institute Board.
IMPORTANT LINKS:
Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/66 
Check out my website for resources and ways to work with me KBJAnderson.com
Connect with Carlos Scholz: linkedin.com/in/carlosscholz 
Follow me on LinkedIn: linkedin.com/in/kbjanderson
Download my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst 
Learn more about my Japan Leadership Experience: kbjanderson.com/japantrip

RELATED EPISODES:
Episode 9 | Move from Technical Expert to Influential Leader
Episode 16 | Leverage Analytical Systems Thinking and Psychological Safety to Drive Organizational Improvement [with Mark Graban]

TIMESTAMPS FOR THIS EPISODE:
03:02 Leadership shifts Carlos made stepping into senior executive responsibility
06:19 The start of Carlos’ journey and how it evolved
relationships as it does on technical expertise
12:19 Learning that sustainable change depends as much on influence and being vulnerable and sharing openly
17:42 Multiple approaches in creating conditions for leaders to feel safe enough to be vulnerable
18:44 Importance of organizational assessment to identify behavioral gaps
24:05 Understanding that sustainable change requires aligning the entire system, not just improving isolated parts
26:32 When leaders are not on board with change efforts
28:48 Importance of both the technical and social side of being a change leader
31:30 The process of building a system of coaching
36:23 Transitioning from leading through influence to stepping into direct operational leadership
43:28 How skills developed as an influence leader strengthened operational leadership
45:57 A surprising lesson from stepping into an operational leadership role
50:16 How Carlos is leading transformation as a CEO of Catalysis
55:08 Steps to make real transformation happen
1:00:13 Reminders for leading transformational change
1:01:43 Questions for reflection to strengthen the system around you

Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/

What if the reason your learning feels productive—but your impact feels stuck—has nothing to do with effort?

Many change leaders and improvement practitioners are excellent learners. You’re likely a Learning Enthusiast—like me. You read the books, attend the workshops, listen to podcasts, and gather ideas with genuine enthusiasm.

And yet, despite all that effort, learning doesn’t always turn into impact. In fact, it can sometimes lead to overwhelm or paralysis—more ideas, more options, and less clarity about what to actually do.

I’ve lived this pattern myself, and I see it again and again in my work with leaders around the world. When learning becomes something we collect rather than something we practice—and bring to fruition through our habits—it stalls our impact.

The challenge isn’t gaining more knowledge.
It’s learning how to turn insight into behavior—and connect behavior to results.

In this episode, I explore a critical shift: moving from the Chain of Learning® to a Chain of Impact.

Instead of treating continuous learning as something to acquire, I invite you to see learning as something to harvest—by making the value chain of impact explicit: turning insight into specific behaviors, practicing them deliberately through doing and reflection, and connecting that practice to the impact it creates for people and results.

If you care deeply about learning, growth, and people—and want to build the capability to translate learning into action and impact—this episode will help you do exactly that.

YOU’LL LEARN
How to recognize when learning feels productive but isn’t changing how you actually show up as a leader
How to make the connection between learning, behavior, and impact visible—and actionable
Why behaviors—not intentions, traits, or inspiration—are the real bridge between learning and results
How treating leadership actions as experiments helps you learn by doing and reflection, not just aiming for a target
Why harvesting learning means finishing what’s ready—not endlessly adding more ideas or initiatives

IMPORTANT LINKS:
Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/65 
Check out my website for resources and ways to work with me KBJAnderson.com
Download my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst 
Learn more about my Japan Leadership Experience: kbjanderson.com/japantrip

TIMESTAMPS FOR THIS EPISODE:
00:59 Why doing more is not mean progress
02:13 The invisible trap of when we are focused on learning vs. putting it into practice
02:27 Harvest - what it means and why it’s a fitting word for 2026
05:04 The difference between learning and behavior in creating impact
05:25 How to apply Intention = Heart + Direction® to close the execution gap
07:40 Four key practices to take action on learning to impact your work and life 
07:48 [ONE] Make the learning itself concrete and specific
09:00 [TWO] Focus on specific observable behaviors, not traits that we want to develop
10:48 [THREE] Identify the gap you want to close and identify what you expect to happen and the impact when you put the learning into practice
11:42 [FOUR] Reflect and adjust for accelerated improvement
12:49 Where intention stems from and why intention plus direction is important to see results
13:54 How leaders turn into impact through the Immersive Japan Leadership Experience
14:52 Three open ended questions for leaders to reflect on to create a clear action plan
17:07 Josef’s experience in shifting from being seen as an expert to a trusted partner
18:06 Questions to ask to help break the telling habit
21:12 How the meaning of “harvest” is focused on collaboration and creating the space for others to grow
22:40 Reflection questions to reflect on to make an impact through your behavior
P.S. This episode happens to be released on my birthday 🎉 If Chain of Learning has made a difference for you, a quick rating and review would mean a lot—and helps others discover the show.
Leave a rating and review on Apple Podcasts or rating and comments on an episode on Spotify or YouTube.

Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/

What if the reason leading your organization’s transformation feels heavy isn’t the work itself—but the role you’ve been playing as a change leader?

If you’re a change leader, continuous improvement professional, or internal consultant, this tension may feel familiar. You’re helping. You’re busy. You’re delivering results. And before you realize it, you’re wearing every hat—facilitator, teacher, problem-solver, checker—all at once.

That was my experience too as an internal change leader. And it’s a pattern I see again and again in my work with internal change leaders and continuous improvement practitioners: when we’re not clear on our role, we become the doers of transformation—when our real work is to enable others to lead it.
In this episode of Chain of Learning, I’m joined by Jill Forrester, Director of Continuous Improvement at 3sHealth, to explore the leadership shift that changed how she and her team show up—and the impact they’re having—by moving from helping to intentionally creating the conditions for learning and ownership.

If you’ve ever felt the weight of carrying organizational transformation on your shoulders, this conversation will help you see why—and how redefining your role and how you help can change everything.
You’ll Learn
Why internal change leaders often become the default doers—and why that role isn’t sustainable

How lack of role clarity creates confusion, overburden, and dependency for leaders and their internal clients

What it really means to create the experience for learning, not just drive improvement outcomes

Why clarifying and labeling your role and intention changes how others engage

How shifting from doing to enabling builds capability, ownership, and sustainable transformation

ABOUT MY GUEST:
Jill Forrester has been a leader in health system transformation since 2012. She has collaboratively guided the development of a comprehensive management system at 3sHealth, encompassing patient and customer engagement, problem-solving and process redesign, strategic visioning and deployment, performance measurement, leadership coaching and development, and employee engagement. Jill is an active member of a strong provincial network of continuous quality improvement leaders dedicated to strengthening Saskatchewan’s health system through learning-centered, people-focused practices.

IMPORTANT LINKS:
Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/64 
Check out my website for resources and ways to work with me KBJAnderson.com
Connect with Jill Forrester: linkedin.com/in/jill-forrester 
Follow me on LinkedIn: linkedin.com/in/kbjanderson
Download my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst 
Learn more about my Japan Leadership Experience: kbjanderson.com/japantrip
Discover how to get out of the Doer Trap: kbjanderson.com/doertrap 

TIMESTAMPS FOR THIS EPISODE:
03:27 Jill’s new role director of continuous improvement and when she realized she needed to make a shift
05:00 The question, “Are we actually helping”?  that changed how Jill viewed her role
07:01 Why starting a training with questions makes a bigger impact
10:12 Why opening up space for others to learn and contribute can improve engagement
13:56 Two shifts Jill and her team made to clarify their roles for better continuous improvement outcomes and build confidence
16:07 Labeling your role (even when it feels awkward) to better guide others to transformation
22:47 What lead Jill to invest in the Japan Leadership Experience to take her leadership to the next level
25:14 Seeing quality as trust and quality as love to reshape how you think about improvement
25:44 What good 5S is as something you feel instead of a checklist
27:16 An example of 5S in the Japanese culture
29:20 The importance of long term thinking to sustain your company for decades
30:42 How giving with two hands can be applied to your organization to show respect and support others
33:08 The impact of creating space for others to ask questions and learn more quickly
35:05 Doing less doing and creating the conditions to increase results and coach more effectively
37:15 Reflections to shift from doers to catalysts of change 
38:29 Top recommendation for change leaders and continuous improvement practitioners who want to show up in that different space from doing to enabling
40:35 Your role as a change leader and creating an experience for others to learn and to lead change themselves
42:38 The impact of an intention pause before your next meeting or discussion to help you shift from doing to enabling

Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/

Many major transformations, including lean and sustainability—don’t stall because leaders don’t care. They stall because of an execution gap: the gap between what organizations say matters and what actually shows up in daily work, decisions, and priorities.
When you hear the word sustainability, what comes to mind first?
If it’s recycling, you’re not alone. 
But sustainability is far bigger—and more complex—than end-point solutions that address the symptoms of deeper problems. As this episode reveals, sustainability efforts—are stuck in the execution gap between intent and action.

In this episode of Chain of Learning, I’m joined by Rose Heathcote, sustainability expert, lean adviser, and author, to explore sustainability as a leadership and transformation challenge, not just an environmental one.
Together, we discuss why sustainability often lives in strategy decks and slogans, but struggles to take root in everyday work, and how leaders can shift their focus upstream to close that gap: to how work is designed, how problems are framed, and how people learn to see new kinds of waste and impact.
This conversation goes beyond sustainability to address a pattern that shows up in any transformation—lean, AI-enabled change, or building a people-first learning organization. 
If you’re working to close the gap between intention and execution, this episode offers perspective and practical starting points for leading meaningful change that lasts.
You’ll Learn:
What sustainability really means—and why it’s often treated as an aspiration instead of embedded in daily work
What the sustainability execution gap is, and why it mirrors lean and culture-change failures
Why shifting problem-solving upstream—from symptoms to root causes—is critical for creating lasting impact
How lean thinking and problem-solving skills enable sustainability and organizational transformation when paired with influence and change leadership skills
Why speaking the language of business matters for gaining leadership buy-in—and how AI can be used as a thinking partner to support systems thinking and better decisions

ABOUT MY GUEST:
Rose Heathcote is a speaker, adviser, and Chartered Environmentalist who works at the intersection of Lean thinking and sustainability. She is the founder of Thinking People and the author of "Green Is the New Gold." With decades of experience supporting organizations across industries and regions, Rose focuses on helping leaders move sustainability from aspiration to everyday practice through systems thinking, problem-solving, and people-centered change.

IMPORTANT LINKS:
Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/63 
Check out my website for resources and ways to work with me KBJAnderson.com
Connect with Rose Heathcote: linkedin.com/in/rose-heathcote 
Follow me on LinkedIn: linkedin.com/in/kbjanderson
Download my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst 
Learn more about Rose’s book, “Green is the New Gold”: https://payhip.com/b/UtreT
Learn more about my Japan Leadership Experience: kbjanderson.com/japantrip 
TIMESTAMPS FOR THIS EPISODE:

01:04 Why the real challenge with sustainability starts with where the conversation begins
02:39 A broader definition of sustainability meeting the needs of people, planet, and future generations
04:16 Why people mistake sustainability for “recycling”
05:54 The execution gap lean leaders keep running into
07:43 A real-world example: when “people first” and sustainability don’t show up in the metrics
09:58 Important shifts leaders must make to close the execution gap
11:26 Seeing waste, energy loss, and impact through a green lens
14:06 Using AI as a thinking partner, not a replacement
15:16 The skills leaders must develop in an AI-driven world
16:41 How multidisciplinary thinking led to a smarter, more sustainable solution
19:19 Why sustainability requires systems thinking across the value chain
20:23 How to make progress towards big challenges
23:05 The meaning of the Japanese concept, “sanpo yori” and “yanpo yori” for goodness in four ways and happiness for the long term view
24:33 How the book “Green is the New Gold,” came to be
27:10 Three ways to build better products and be more efficient while reducing impacts on the planet
29:19 What we are doing well as a global community to make improvements towards sustainability
31:31 How to broaden your lens and use what you already know to do more good
32:35 Practical first steps lean leaders can take to apply a sustainability lens at work
34:29 Why productivity alone doesn’t reduce damage to the environment
36:45 A simple reflection on looking upstream to improve sustainability

Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/

What if the very thing weighing on you right now is the key to your next level of growth?

Many of us carry more than we realize: unfinished goals, unmet expectations, family pressures, and the constant mental load of what still needs to be done.
In this episode of Chain of Learning, I share a grounding teaching from a Zen priest in Japan after a Zazen guided meditation session that has deeply resonated with me—and with leaders on my Japan Leadership Experience:
“Remove the muda to reveal the Buddha.”

In Japanese, muda means waste. And in Lean, muda refers to anything that doesn’t add value.
I’ve been reflecting on this phrase and its deeper meaning as I process my own life experiences, both personally and professionally.
This Zen teaching invites us to look inward: to notice what weighs us down, reflect on what it’s trying to teach us, and transform that weight into wisdom.
As you move forward—whether at the end of a year or in the middle of a busy work period—this episode offers an invitation to slow down, study your experiences, and release what no longer serves you, so that you can lead your life and work with greater intention, clarity, and a continuous learning mindset.
YOU’LL LEARN:
What Daruma dolls reveal about resilience, focus, and habits rooted in practice, not perfection
What “Remove the muda to reveal the Buddha” means beyond lean – and how reflection helps turn inner weight into wisdom
Four additional Zen teachings that apply to effective leadership, helping change leaders move beyond tools to presence, purpose, and a growth mindset
A simple reflection practice to reframe or release muda so it supports – not burdens – your growth
The distinction between goals and intentions, and why letting your being guide your doing leads to more meaningful progress
IMPORTANT LINKS:
Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/62
Check out my website for resources and ways to work with me KBJAnderson.com
Follow me on LinkedIn: linkedin.com/in/kbjanderson
Learn more about my Japan Leadership Experience: KBJAnderson.com/japantrip 
Get a copy of “Learning to Lead Leading to Learn”: KBJAnderson.com/learning-to-lead 
Video clip of the daruma temple: Leadership Lessons from Japan’s Daruma Temple
TIMESTAMPS FOR THIS EPISODE:
01:55 Daruma dolls and what they represent
03:28 How Zazen meditation can bring you back to inner peace and inner being
04:26 What it means to “Remove the muda to reveal the Buddha”
06:43 The burden Isao Yoshino carried of what he considered was his big failure as a business leader and the shift in perspective to lift the burden, as highlighted in “Learning to Lead, Leading to Learn”
08:07 Four Zen teachings and how to apply them as a transformational change leader
12:00 How the burning of daruma dolls each year show reflection in practice
13:05 Your intentional practice to help you remove the muda
13:36 3 examples of how to use this reflection process to adjust or release so to turn waste into wisdom
13:49 Example 1: You’ve been stuck in constant doing
14:16 Example 2: Your plans didn’t unfold as expected
15:07 Example 3: A relationship has shifted
16:38 The distinction between goals vs intentions—being and doing
17:31 How to “Remove the muda to reveal the buddha” to release the weight you carry and move forward

Learn more and apply for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/