What do people in other functions at your organization think lean is all about?
For many—in HR, OD, Finance, or operations—the answer is simple: process improvement, efficiency, waste elimination.
And while those are pieces of the puzzle, they miss the bigger picture.
Too often, continuous improvement and operational excellence teams get pigeonholed as “process people,” making it hard to gain traction or build the partnerships needed for real transformation.
But lean isn’t just about processes—it’s about people. It’s a strategy for developing leaders, engaging employees, and creating lasting change.
If you’re struggling to get leadership buy-in for lean or continuous improvement, the problem likely isn't the results you deliver. It’s how you’re positioning the value of lean and your role as a change leader.
That’s why I teamed up with my friend and business positioning and branding expert Betsy Jordyn for a special bonus episode.
Together, we explore one of the biggest challenges you face as a lean and CI professional: how to position and frame your work so others see its true impact.
YOU’LL LEARN:
- Why lean consultants – both internal and external – struggle with positioning
- How to talk about what you do in language executives care about
- Why people and learning matter more than tools
- How to connect leadership behaviors to measurable business results
- And why influence skills are just as important as technical expertise
Whether you’re an internal or external consultant, this conversation will help you reframe your work in ways that create greater traction and impact.
ABOUT MY GUEST:
Betsy Jordyn is a Brand Positioning Strategist that helps consulting and coaching business owners clarify their brand positioning and messaging, create a website presence that positions them as sought-after experts, land clients with ease and integrity, and take their place as thought leaders and influencers in their niche. Her mission is to help consultants and coaches monetize their best-at strengths and authentic passions to make a bigger difference in the world.
IMPORTANT LINKS:
TIMESTAMPS:
- 01:00 – The challenge: how lean is misunderstood as process improvement
- 04:00 – Why “lean” became associated with tools in the West
- 07:30 – The “paint story”: respect for people in action at Toyota
- 10:00 – Demystifying jargon like gemba and focusing on “going to see”
- 12:00 – Creating conditions for frontline problem-solving
- 15:00 – Respect for people = holding precious what it means to be human
- 19:00 – Don’t lead with methodology: framing problems leaders care about
- 22:00 – From tools to transformation: shaping client expectations
- 24:00 – Linking behavior change to ROI and business results
- 25:00 – The Katalyst™ model: building influence and communication skills
- 27:00 – Why executives aren’t always on board—and how to change that
- 33:00 – Silos among OD, HR, L&D, and lean consultants
- 36:00 – Building cross-disciplinary partnerships for culture change
- 41:00 – Positioning tips: language, boundaries, and when to reveal methods
- 42:00 – Pairing technical expertise with influence for greater impact
- 46:00 – Trojan-horsing people-centered leadership through process work
- 48:00 – Quantifying value: behaviors, KPIs, and ROI
- 54:00 – Wrap-up: The path forward for lean consultants
Chain of Learning: Leadership Strategies for Continuous Improvement and Transformational Change 
