People Solve Problems (Jamie Flinchbaugh)

People Solve Problems is an engaging new podcast hosted by Jamie Flinchbaugh, the author of the book with the same title. In this insightful series, Jamie interviews a diverse array of guests – from thought leaders and authors to practitioners and everyday individuals, delving into their unique perspectives on problem solving. This compact, interview-style podcast offers valuable insights into what constitutes effective problem-solving, the challenges faced in the process, and the strategies employed. It aims to equip listeners with a wealth of ideas, best practices, and approaches to enhance their problem-solving skills. Stay tuned for the upcoming episodes by clicking the follow button and signing up today.

In this episode, guest Andy Carlino and host Jamie Flinchbaugh delve into an intricate discussion on the complexities of problem-solving within organizations and the crucial role of precise language in defining problems and solutions. They emphasize the importance of a clear problem statement, underlining that without one, efforts to solve problems often result in unsatisfactory outcomes. They assert that an ideal problem statement doesn't merely define what's wrong but also encompasses a description of the problem's impact and the potential value of its resolution. The conversation evolves towards the dynamic nature of problem statements, emphasizing their necessity to be fluid and adaptable as new information is learned during the problem-solving process. Carlino challenges the common misconception that everyone in an organization should be equipped to solve complex problems. He argues that while not everyone has the capability to master complex problem-solving, all members of an organization can contribute to a problem-solving structure that's tiered to match varying degrees of complexity. The discussion also addresses the critical aspect of problem-solving: the necessity to have different structures and models to tackle different types of problems. Carlino proposes that having a differentiated approach for complex, simple, and "just do it" problems can help engage everyone in the organization in problem-solving at their level of capability. Carlino particularly favors the concept of "ideal state" thinking, which involves envisioning the best possible outcome or state to expose potential barriers and identify additional problems, which in turn leads to the realization of progressive future states. The episode wraps up with the two agreeing that ideal state thinking adds an element of inspiration and motivation to the challenging process of problem-solving. You can learn more about Andy Carlino at his website or his LinkedIn page.

In an engaging episode of the podcast, host Jamie Flinchbaugh welcomes distinguished guest, Mark Graban. The conversation provides invaluable insights into management, problem-solving, and risk mitigation methodologies, drawing from Mark's wealth of experience and expertise. Mark begins the discussion by emphasizing the importance of failure modes and effects analysis (FMEA), a tool used to identify potential failures in a system, product, or process. He stresses the value of FMEA in evaluating the likelihood of a mistake, its severity, and its detectability, which can help organizations prioritize and manage risks. The method, despite its subjective nature, can help companies avoid mistakes that could be detrimental to their business or clients. Further into the discussion, Mark brings up the concept of "lean startup" and the idea of a Minimum Viable Product (MVP). He argues that while an MVP approach may be suitable for low-risk ventures like music discovery platforms, it might not be the best choice for high-stakes industries like banking or healthcare where the cost of failure can be extraordinarily high. The conversation then steers toward the idea of psychological safety, where Mark cites Amy Edmondson, a renowned scholar in the field. According to Mark, Edmondson categorizes mistakes into three distinct types: those that shouldn't occur in routine processes, those that are unanticipated due to differing circumstances, and those that happen at the frontiers of innovation where there is a high level of uncertainty. The ability to distinguish between these types can be crucial for businesses to learn from their mistakes and foster a culture of innovation. As the dialogue winds down, Jamie and Mark discuss the implications of their discussion for startups. They agree that it's crucial for companies, especially new ones, to understand the severity of the risks they're taking, ensuring that investors are on the same page with them about the potential for failure. This episode with Mark Graban offers a deep dive into the mechanisms of risk management, offering useful perspectives for any organization striving to improve its problem-solving and innovation processes. Be sure to connect with Mark on LinkedIn and check out his website for more insights. Don't miss this informative episode with Mark, where his insightful ideas are bound to spark thought and foster new ways of thinking about how to approach risks in your organization.

In a thought-provoking episode of the People Solve Problems Podcast, host Jamie Flinchbaugh has an engaging conversation with Jim Huntzinger, Founder and President of Lean Frontiers. Jim's background is in manufacturing, engineering, and the lean enterprise. Jim's understanding and experience provide listeners with a wealth of knowledge applicable to a wide range of professional fields.

The conversation begins with Jim sharing a detailed overview of the history and evolution of problem-solving techniques. Tracing the journey from the era of World War II's Training Within Industry (TWI) program, to the genesis of the Toyota Production System, and finally into the modern world of Lean and Kaizen practices, Jim offers an enlightening perspective on the historical context of these methods. His narration showcases how these techniques have been continuously adapted over the decades to align with the evolving needs of organizations and industries.

Progressing further into the dialogue, Jim explains the interconnected nature of various Lean techniques. In his view, elements such as TWI, Kata, and coaching are not independent entities; instead, they form an intertwined framework within the broader Lean ecosystem. Understanding this interconnectedness is crucial for anyone striving to effectively apply and maximize the benefits of Lean methodologies.

As the episode draws to a close, Jim and Jamie delve into the future prospects of Lean Frontiers. Through this exploration, Jim’s commitment to nurturing and promoting Lean methodologies on a global scale comes through clearly. His vision places Lean Frontiers at the forefront of Lean thinking and practice, making it a beacon for practitioners around the world.

This podcast episode with Jim Huntzinger is filled with insights into Lean methodologies, steeped in historical context, current practices, and future possibilities. Anyone interested in problem-solving techniques and Lean methodologies will find immense value in this discussion.

Make sure to connect with Jim on LinkedIn https://www.linkedin.com/in/jim-huntzinger-7001581/ and learn more about his work through the Lean Frontiers website www.leanfrontiers.com.

Don't miss this episode with Jim, where his insights offer a fresh and inspiring perspective on the applications and potential of Lean methodologies.

More about Lean Frontiers: Lean Frontiers develops communities within the lean community to bring together practitioners, thought leaders, and others to share, learn, and network to grow and develop the community. Jim's background is in manufacturing, engineering, and the lean enterprise.

In a recent podcast episode, host Jamie Flinchbaugh sits down with Justin Max, founder of Spark DSG. Spark DSG is a standout digital design and development agency, and under Justin's leadership, the team employs their unique IDEAS process to address and solve complex business challenges with clear results. During the conversation, Justin captures his journey from a practitioner to a leader and trying to get out of the weeds of his firm’s work. The IDEAS process helped him do that, to help him scale the business by addressing key process gaps. The way of doing things was too custom and poorly documented. IDEAS was the outcome which stands for Initiate, Discover, Execute, Assess, and Support. The problems Spark DSG solves for clients are complex digital experience problems. A lot of their problem solving happens in Discover and understanding the client and their needs, but their engagements can include all elements of the IDEAS process or just sub-elements broken off and provided directly. Justin also covered his role, his value, and how important culture was to the transformation. That culture includes an environment where people aren’t afraid to try things. For those interested in learning more about the innovative solutions offered by Justin and his team, further information can be found on their website, sparkdsg.com. If you'd like to connect directly with Justin Max, you can do so via his LinkedIn profile at https://www.linkedin.com/in/justinmax/ To sum it up, this episode provides valuable takeaways on problem solving through a client-facing digital design process, all enriched by Justin Max's expert insights.

In this episode of the People Solve Problems podcast, host Jamie Flinchbaugh interviews Elisabeth Swan, co-founder of the Just-in-Time Café and a seasoned expert in continuous improvement with over 30 years of experience in the industry. As a consultant, coach, instructor, and podcast host, Elisabeth brings a wealth of knowledge to the table. In their conversation, they explore collaboration, ideation, role clarity, and identifying blind spots in problem-solving efforts. Elisabeth discusses the importance of collaboration in problem solving and shares her research on what fosters the best idea flow. Turns out people don’t do their best thinking at work, so it’s key to allow them the time and space for ideation on their own. Then you can engage team members to expand on innovative solutions together. She emphasizes the value of diverse input and encourages everyone to participate in the process. Elisabeth also shares a compelling story from her work with Starwood Hotels and Resorts and Marriott, where a shift in problem-solving roles led to a lasting positive impact on workplace safety. She emphasizes the significance of event-driven roles, where the focus is on addressing the immediate situation rather than adhering to rigid job titles. On the topic of identifying and addressing blind spots, Elisabeth highlights the importance of one-on-one conversations to uncover unspoken concerns and challenges. She mentions a fishbowl approach, where difficult topics were brought to the forefront for open discussion, creating a culture of transparency and open communication. Elisabeth's insights and real-life examples in this podcast episode underscore the importance of collaboration, ideation, role clarity, and open communication in successful problem-solving efforts. Check out her LinkedIn profile at https://www.linkedin.com/in/elisabethswan/ for more information about her and her latest book, Picture Yourself a Leader: Illustrated Micro-Lessons for Navigating Change.

In a recent podcast, host Jamie Flinchbaugh sat down with guest Ron Pereira to explore various facets of leadership, teamwork, and problem-solving. The conversation kicked off with the two discussing the communication challenges faced by remote teams that include both introverted and extroverted members. Ron emphasized the role of digital tools like Miro boards in fostering interactive collaboration, a point that resonated with Jamie’s experiences.

Transitioning from technology to team dynamics, Ron spoke candidly about his own journey as a co-founder. He explained that individual differences can be a company’s greatest asset when leveraged properly. Both Jamie and Ron stressed the need for setting aside ego and focusing on collective success. This led them to dive into the topic of roles in problem-solving, particularly the complexities of delegation. Ron introduced the phrase "have a coach be a coach," highlighting the importance of empowering others to solve problems. He reflected on his early career tendencies to take over tasks himself, recognizing that such an approach was neither scalable nor efficient.

Jamie then steered the conversation toward the art of coaching, asking Ron how he adjusts his approach to meet the individual needs of his team. Ron mentioned his belief in behavioral temperaments and the importance of tuning into those temperaments to better connect with people. He touched upon neuro-linguistic programming, acknowledging its value in understanding how people function. In that vein, Ron emphasized the importance of trust and comfort in any working relationship, and Jamie concurred, noting that it's often the human factors that are more critical than any specific problem-solving method.

The podcast concluded with Ron paying homage to his late father, echoing his dad’s lifelong advice that "it's all about people." Jamie appreciated the sentiment, and both agreed that the core of successful leadership and teamwork lies in authentic human interaction.

This episode offered a nuanced yet accessible look into the inner workings of team management and problem-solving, reminding listeners that while tools and methods are important, it’s the people who make or break an organization. Ron thanked Jamie for the opportunity to discuss these issues, underscoring that sometimes opening a Google Doc and starting is good enough. Overall, it was an enlightening exchange of ideas and experiences between two seasoned professionals.

With a focus on actionable insights, host Jamie Flinchbaugh dialogues with Lorenzo Gutierrez, Director of Enterprise Excellence at Sandia National Laboratories. They offer valuable insights into leadership, intuition, and coaching. With over 20 years of leadership experience in diverse fields including semiconductor manufacturing and national security, Lorenzo is well-qualified to discuss these complex topics. He holds a range of qualifications, including a Master's in Predictive Analytics, an MBA, and a Bachelor's in Electrical Engineering. He's also a certified Lean Six Sigma Black Belt, a Project Management Professional (PMP), and a trained Leadership Coach.

Lorenzo opens the discussion by emphasizing the importance of a learning approach in problem-solving. He suggests that both failures and successes offer valuable lessons, encouraging a mindset that views challenges as opportunities for growth. To him, problem-solving is not just about finding a solution but about understanding the nuances of the issue and applying what has been learned to future challenges.

The conversation then pivots to intuition, a topic that clearly resonates with Lorenzo. He advocates for a balanced approach that integrates intuitive thinking with data-driven analysis. While he acknowledges that gut feelings shouldn't be followed blindly, Lorenzo believes that intuition serves as a crucial "data point" that can provide a fuller picture when combined with logical reasoning. He encourages leaders to validate these intuitions through direct observation and to encourage their teams to do the same.

Coaching is another key theme of the episode, and Lorenzo sheds light on his own unique style. Grounding himself with the core belief that the individual he's coaching is "naturally creative, resourceful, and whole," Lorenzo crafts powerful questions designed to lead them to their own answers. He shares that his approach is adaptive, tailored to meet the specific needs and challenges of the individual or team he's working with. Recognizing the balance of confidence and humility as crucial in effective leadership, Lorenzo notes that the style and type of questions he asks may change based on this balance.

Throughout the episode, the enthusiasm of both Jamie and Lorenzo is palpable, creating an engaging dialogue that offers actionable advice. Whether you're a seasoned leader or someone starting your career journey, Lorenzo's insights offer a refreshing perspective on how to navigate the complexities of leadership, intuition, and coaching in a business setting.

For more about Lorenzo Gutierrez, visit https://www.sandia.gov or connect with him on linkedin.com/in/logutierrez.

On this episode of the People Solve Problems Podcast, host Jamie Flinchbaugh engages in an insightful conversation with guest Andy Bailey, Founder of Petra Coach, Aligntoday.com, and Boundless.me. Together, they navigate the intricacies of business, weaving in their combined expertise and personal experiences.

At the outset, Andy reflects on the growth journey of his organization, detailing its presence around the world and the significant responsibility he shoulders as its leader. As the conversation progresses, they explore the value of embracing diverse perspectives in the workplace. The mutual respect between Jamie and Andy adds depth to this segment, emphasizing the power of collective insights.

The conversation transitions into a deeper exploration of perspectives. Andy speaks passionately about the value of diverse viewpoints in the workplace. He believes that harnessing a variety of perspectives can lead to a richer understanding and more holistic solutions.

One poignant topic that emerges is the essence of motivation. Both Jamie and Andy delve into the challenges business leaders face in inspiring their teams. Andy emphasizes the power of purpose and how critical it is for individuals and organizations to align with a greater mission. This segment, laden with stories and anecdotes, resonates with the importance of recognizing growth, setting clear expectations, and ensuring that one's purpose transcends beyond personal ambitions.

Towards the episode's end, they touch on the practical side of business management. Andy introduces listeners to the "parking lot" strategy, providing a tangible method to visualize and prioritize problems, emphasizing the need to be solution-focused rather than problem-obsessed.

Wrapping up, the atmosphere turns contemplative as both reflect on the essence of leadership and the importance of continuous self-improvement. As they bid farewell, listeners are left with a sense of inspiration, ready to tackle their business challenges with renewed vigor.

Andy Bailey's accomplished career includes founding several successful companies and serving in global leadership roles, with notable achievements such as authoring two Amazon 5-Star Rated Best Sellers. Furthermore, his extensive experience encompasses training engagements, awards, and recognitions that speak volumes about his expertise and contributions to the business community. His personal journey, marked by outdoor adventures in Boulder, CO, and deep connections with his family, further enriches his perspective on life and work.

For those intrigued by Andy Bailey's insights, he's accessible through his website http://petracoach.com and LinkedIn https://www.linkedin.com/in/andybailey/,beckoning a deeper dive into his world of organizational wisdom.

In this episode of the "People Solve Problems" podcast, host Jamie Flinchbaugh sits down with guest, Cindy Hinds, the Global Director of Enterprise Excellence at A.O. Smith. Cindy brings with her a wealth of knowledge, boasting over 25 years of experience in implementing Lean principles within organizations. Their conversation explores the essence of coaching, emphasizing its transformative power in the business world.

Cindy believes in the continuous improvement and transformation that come with effective coaching. She shares her insights on the common misconceptions around the term 'coaching.' Many know the word but might not fully understand its depth and significance in an organizational context. Cindy highlights the importance of open-ended questioning in the coaching process, emphasizing that such questions empower individuals to find solutions and make decisions.

A recurring theme in their dialogue is the accessibility of coaching. Cindy advocates for making coaching available to all, irrespective of their position in an organization. She shares practical techniques, such as counting to ten silently before responding, ensuring that the individual being coached has ample space and time to process and reflect.

A key takeaway from their discussion is the distinction between coaching, mentoring, and instructing. While they may seem similar, each has its unique place and purpose. Cindy reveals that in her coaching sessions, she focuses on the person and not just the problem, creating an environment conducive to growth and learning.

Their conversation also touches on the challenges of implementing widespread coaching in large organizations. Cindy shares her multi-pronged approach, involving training key leaders, supervisory team members, and Continuous Improvement (CI) leaders to ensure the coaching ethos permeates throughout the organization.

Special thanks to Cindy for being such an insightful guest. Connect with Cindy on LinkedIn https://www.linkedin.com/in/cindyhinds/ and learn more about A.O. Smith at AOSmith.com.

In a compelling exchange, Pam Klyn of Whirlpool draws from her experiences to shed light on the nuances of problem-solving. Her stories, rich with lessons learned from challenges faced and triumphs celebrated, provide a roadmap for those seeking to hone their problem-solving skills. As she explains her methodologies, she speaks of the art of tapping into one's intuition, revealing how it has often guided her in moments of uncertainty.

Building on her thoughts, Jamie Flinchbaugh lends his voice to the conversation, echoing the significance of intuition. He touches upon the role of decision-makers in problem-solving scenarios, emphasizing the importance of knowing when to take the reins and when to trust others with responsibilities.

The dialogue then shifts to a topic many grapple with - the balance between making swift decisions and ensuring thoroughness. Pam elaborates on her strategies, providing invaluable insights into how she navigates this balancing act. Jamie, resonating with her views underscoring the essence of timing in decision-making.

As the conversation progresses, they explore the realm of coaching. Pam, with her twenty plus years of experience, shares her approach to evaluating those she mentors. Her emphasis on understanding their skills, capabilities, and mindset underscores her deep commitment to nurturing talent.

Woven through their dialogue is a recurrent theme of behaviors and culture. Pam and Jamie, in their own unique ways, highlight how the culture of an organization and the behaviors it promotes can significantly influence problem-solving approaches. Their shared wisdom provides listeners with unique insights, making this conversation a must-listen for anyone keen on mastering the art of problem-solving.

For further insights into Pam's professional journey and achievements, here's a brief overview:

Pamela Klyn was named Executive Vice President, Corporate Relations and Sustainability for Whirlpool Corporation, on January 1, 2022. During her time with the company, Pam has held advancing roles in engineering, product development, global innovation, and marketing. From 2013 to 2015, she lived in Italy and served as the Vice President of Products & Brands for Whirlpool EMEA.

Klyn was hired into the company’s Technical Excellence Program in 1993 after graduating from Michigan Technological University with a bachelor's degree in mechanical engineering. She earned a master's degree in mechanical engineering from the University of Michigan in 1995 and has an Executive MBA from Bowling Green State University.

Klyn is currently a Board member for the Boys & Girls Clubs of Benton Harbor and a Trustee for the Whirlpool Foundation. She serves on the Michigan Technological University External Advisory Board for the Dean of Engineering, as a Board member for the American Association of Home Appliances and on the Board of Directors for Patrick Industries.

Pam and her husband Steve live in Southwest Michigan. She has two stepchildren, Parker and Cara. They enjoy family trips and spending time on Lake Michigan.

For more detailed information, you can visit Whirlpool's official website http://www.whirlpoolcorp.com or connect with her directly on LinkedIn https://www.linkedin.com/in/pamela-rogers-klyn-0a92878/

On this episode "People Solve Problems" podcast, Jamie Flinchbaugh hosts Dr. Zach G. Zacharia, the Interim Department Chair (DATA) and Associate Professor at Lehigh University and Director of the Center for Supply Chain Research at Lehigh. Dr. Zacharia, with his extensive background in Supply Chain Management, shares his insights on problem-solving in various roles and settings. Dr. Zacharia begins by discussing how he taps into intuition for problem-solving, both personally and in a team setting. He believes in fostering an environment where intuition is valued, encouraging open-mindedness and collaborative thinking. This approach, he suggests, is crucial for reaching effective solutions. Addressing his role in problem-solving, Dr. Zacharia talks about the importance of understanding when to take charge, delegate, sponsor, or coach a problem-solving situation. He highlights the need for leaders to be adaptable and responsive to different scenarios, emphasizing that the decision-making process should be flexible and situation-dependent. One of the key topics Dr. Zacharia touches on is balancing speed with thoroughness in problem-solving. He believes that while quick decision-making is often necessary, it should not compromise the depth and quality of the problem-solving process. This balance, he suggests, is crucial in both personal and professional contexts. Dr. Zacharia also discusses how he assesses the capabilities of individuals and teams for problem-solving. He emphasizes the importance of evaluating skills, mindset, and overall readiness for problem-solving tasks. This assessment helps in providing tailored coaching and support, enhancing problem-solving abilities effectively. When it comes to team capabilities, Dr. Zacharia shares his approach in evaluating and utilizing the problem-solving strengths of his team. He stresses the significance of understanding each team member's unique skills and how these can be applied collectively to solve problems more efficiently. Throughout the podcast, Dr. Zacharia maintains a focus on behaviors and culture in problem-solving. He underscores the importance of creating a positive culture that supports and encourages effective problem-solving behaviors. This focus, he suggests, is key to successful outcomes in any problem-solving endeavor. In response to a question about coaching problem-solving for someone difficult, Dr. Zacharia shares an example where he had to navigate a challenging situation. He talks about how he approached the issue with patience, understanding, and a clear strategy, ultimately leading to a successful resolution. This example underscores his belief in the power of effective communication and empathy in problem-solving. In conclusion, Dr. Zacharia's conversation with Jamie Flinchbaugh in the "People Solve Problems" podcast provides valuable insights into the nuances of problem-solving in diverse roles. His experience and strategies offer practical advice for individuals and teams looking to enhance their problem-solving skills in various settings. For deeper insights into Dr. Zach G. Zacharia’s contributions to academia and industry, visit www.lehigh.edu. and https://business.lehigh.edu/centers/center-for-supply-chain-research-at-lehigh You can also connect with him and follow his professional updates on LinkedIn at www.linkedin.com/in/zach-zacharia-b34274.

In the People Solve Problems podcast, hosted by Jamie Flinchbaugh, John McCullough, Director of Continuous Improvement at Sharp Services, shares his expertise and experiences in problem-solving within the pharmaceutical industry. John, a global continuous improvement leader, strategic thought partner, and change agent, also extends his lean journey expertise to various other industries, achieving measurable performance and people development objectives.

During the episode, John outlines his personal problem-solving process, emphasizing the importance of clearly defining manageable problems, ideally supported by data. This clarity helps in making problems measurable and actionable. He also discusses the significance of understanding the problem's depth to uncover actionable root causes, while avoiding the trap of focusing on irrelevant details.

John advocates for a brainstorming environment where all ideas are welcomed, facilitating exploration of potential solutions. He underscores the value of conducting experiments to test these solutions, learning from both successes and failures. This approach underpins his belief in continuous learning as an essential component of problem-solving.

Reflecting on an instance of poorly executed problem-solving, John highlights the learning opportunities such instances provide. He shares how missteps can be instructive in refining approaches and strategies, emphasizing the need for balance between speed and thoroughness.

Additionally, John touches on his method of assessing individuals' skills and capabilities in problem-solving. He considers different factors like mindset and readiness, which play a vital role in tailoring his coaching and support effectively. This individualized approach is crucial in enhancing problem-solving skills.

To learn more about John McCullough and his work, visit Sharp Services' website at www.sharpservices.com and connect with him on LinkedIn at www.linkedin.com/in/john-mccullough-b36572a/. These platforms provide deeper insights into his expertise and contributions to the field of continuous improvement.

In this episode of "People Solve Problems," Jamie Flinchbaugh engages in an enlightening conversation with Mel Zehnpfennig, Managing Partner at Dynamic Improvement Group. With a wealth of experience spanning over two decades in lean manufacturing, Mel shares his approach to tackling complex problems in various industries, from automotive to more diverse sectors like pet toys and kitchen cabinets.

Central to the discussion is Mel's two-phase approach to problem-solving. He first focuses on comprehensively understanding the problem from the client's perspective. This foundational step ensures that both he and his clients are on the same page. Following this, Mel emphasizes the importance of assembling a diverse, cross-functional team that includes key stakeholders like plant managers and operators. This inclusive team composition is crucial for accurately identifying problems and devising effective solutions.

Mel also addresses the strategy of managing multiple problems concurrently. He advocates for prioritizing issues based on their impact and the effort required for resolution, underscoring the significance of quick wins in building team confidence and maintaining momentum.

The conversation shifts to the evolution of manufacturing over the past years, where Mel points out the increasing importance of data in problem-solving. He highlights how historical data is instrumental in establishing baselines and uncovering root causes, marking a shift from traditional methods.

For more information on Mel Zehnpfennig's work and his innovative approaches to problem-solving in manufacturing, you can visit the Dynamic Improvement Group website at www.dynamicimprovementgroup.com. Additionally, to connect with Mel and follow his professional insights, his LinkedIn profile is available at linkedin.com/in/mel-zehnpfennig.

In the latest episode of People Solve Problems, Jamie Flinchbaugh has an engaging discussion with Steve Spear, the Founder of See to Solve LLC and Senior Lecturer at MIT Sloan School of Management. Steve, renowned for his expertise in operational excellence and leadership, delves into the intricacies of problem-solving and collaboration. The conversation focuses on Steve’s new book, co-authored with Gene Kim, titled Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification.

Steve shares his unique approach to collaborative problem-solving, emphasizing the value of diverse perspectives to forge robust solutions. Drawing from his experience with the Toyota Production System and as an educator at MIT, he underscores the significance of creating learning organizations.

A key aspect of the conversation is Steve's focus on intentional problem-solving. He stresses the importance of identifying and addressing critical moments thoughtfully, a practice crucial for sustainable and effective solutions.

Steve also explores the sustainability and scalability of solutions in various contexts. He advocates for adaptable solutions that can evolve with changing scenarios, a principle central to his consulting work and teachings.

Further, Steve reflects on the learning aspect of problem-solving. He views each challenge as an opportunity for individual and organizational growth, a perspective that has shaped his contributions to industries like healthcare and energy.

For further insights from Steve Spear, visit SeeToSolve.com and connect with him on LinkedIn at linkedin.com/in/stevespear. Additionally, explore a detailed discussion between Gene Kim and Steve Spear on "Wiring the Winning Organization" at https://www.leanblog.org/2023/11/gene-kim-and-steve-spear-discussing-wiring-the-winning-organization/.

The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition https://a.co/d/afNHMr2

Wiring the Winning Organization https://a.co/d/iajnlKn

In this episode of People Solve Problems, host Jamie Flinchbaugh invites a thought-provoking guest, Frank Nestore, Vice President at Mathtech's public sector consulting practice. The episode delves into the intricate world of problem-solving within governmental agencies, a realm where Frank has extensive experience and deep insights.

Frank begins by outlining the unique challenges faced by government agencies in problem-solving, which differ significantly from those in the private sector. He emphasizes the need to prioritize problems in complex and often politically charged environments. Drawing on his rich experience, Frank shares strategies for identifying the most impactful problems, taking into account both their immediate effects and long-term implications. He stresses the importance of weighing the urgency of problems against available resources, a balancing act that he's mastered over the years.

A significant portion of the conversation revolves around Frank's approaches to tackling long-standing issues in government operations. He details his experiences transitioning agencies from manual, paper-based processes to more efficient, automated systems. This transition, while technically challenging, also involves managing change within large, often resistant organizations. Frank discusses the techniques he's employed to facilitate this change, including stakeholder engagement, transparent communication, and phased implementation strategies.

Leadership and decision-making form another core theme of the discussion. Frank candidly shares the challenges he faces as a leader, particularly in making high-stakes decisions that can impact millions. He talks about the delicate balance between delegating tasks and maintaining personal involvement in critical projects. His insights into fostering effective team dynamics and encouraging collaborative problem-solving are particularly enlightening.

A highlight of the episode is Frank's introduction of the OODA Loop—a decision-making framework originally developed for military strategies. He elucidates how this framework can be adapted to the context of public sector problem-solving, emphasizing the need for rapid and responsive decision-making in dynamic environments. Frank's ability to apply such frameworks in practical, real-world scenarios is a testament to his expertise.

The conversation shifts to Frank's philosophy on coaching and team leadership. He advocates for a leadership style that is adaptable, humble, and centered around building a non-hierarchical team environment. Frank believes in empowering team members, giving them ownership of problems, and fostering an atmosphere where ideas can be freely exchanged. This approach, he argues, not only leads to better solutions but also builds a stronger, more cohesive team.

Frank also touches upon the importance of continuous learning and development in his field. He shares his approach to staying abreast of new technologies, methodologies, and trends in public sector management. His commitment to lifelong learning is a key factor in his success and serves as an inspiration for listeners.

The episode concludes with Frank offering advice to young professionals aspiring to careers in public sector consulting. He emphasizes the importance of developing a broad skill set, including technical knowledge, communication skills, and an understanding of political dynamics. He encourages persistence, open-mindedness, and a commitment to public service as the cornerstones of a fulfilling career in this field.

Overall, this episode of People Solve Problems presents a comprehensive and insightful look into the world of problem-solving in the public sector, guided by Frank Nestore's expert knowledge and experiences. His perspectives on strategic problem-solving, leadership, and adapting decision-making frameworks provide valuable lessons for anyone interested in public administration, management, or consulting.

For more insights and updates from Frank Nestore and Mathtech, you can visit Mathtech's website at www.mathtechinc.com. Additionally, you can explore their YouTube channel for informative content at Math Tech's YouTube Channel https://www.youtube.com/channel/UCgZZk9sDsbJT3gRWLArgCrg/videos  Frank's professional achievements and contributions can also be followed through his LinkedIn profile at linkedin.com/in/fnestore.

In this episode of the People Solve Problems podcast, host Jamie Flinchbaugh engages in a deep and insightful conversation with Andrea Jones, the founder of AJC. Andrea shares her extensive knowledge and experiences in project management and change implementation, particularly in mid-market companies. She introduces her unique framework, Executeagility, which stems from both her personal experiences and her professional expertise.

The episode begins with Andrea discussing the challenges she faced in her early career, particularly the lack of clear expectations and frameworks in project management. She vividly recounts a pivotal moment in her career where the absence of a structured approach led to significant challenges. This experience was a key driver in her development of the Executeagility framework, designed to provide clarity and structure in project management.

Andrea emphasizes the importance of prioritizing work in a manner that's impactful to the business. She outlines her framework's approach to prioritization, which includes listing all opportunities and considering criteria that are impactful to the business today. The process involves scoring these opportunities against impactful criteria and reassessing them regularly. This method not only aids in efficient prioritization but also ensures that the most important tasks are addressed promptly.

A significant aspect of Andrea's discussion revolves around the implementation of Agile methodologies in project management. She adapts traditional Agile practices to fit the realities of mid-market companies, where resources are often limited. Her version of Agile includes running sprints with cross-functional teams who are not fully dedicated to a single project. This approach acknowledges the constraints of mid-market companies while still benefiting from the agility and responsiveness of Agile methodologies.

Andrea also highlights the importance of structured frameworks in enhancing employee satisfaction and overall business success. She believes that providing clear expectations and structured methodologies not only leads to improved project outcomes but also contributes to a happier, more productive work environment.

The conversation also touches on the importance of leadership and stakeholder engagement in successful project management. Andrea underscores the need for leaders to actively participate in the process and set clear expectations. This involvement is crucial for the successful implementation of any project management framework.

The episode closes with Andrea offering insights into how leaders can foster a productive and happy work environment through disciplined project management practices. Her perspectives provide valuable takeaways for leaders and professionals in the field of project management.

For further insights and to connect with Andrea Jones, listeners can visit her LinkedIn profile and explore AJC's website for more information on their services at AJC's Website.

In the latest episode of the "People Solve Problems" podcast, host Jamie Flinchbaugh welcomes Joshua Ehrig, Professor of Practice at Lehigh University. Joshua shares insightful perspectives on problem-solving within the realms of entrepreneurship, business model innovation, and corporate innovation.

Joshua begins by highlighting the critical importance of identifying the root cause of problems. He emphasizes a methodical approach, starting with a deep understanding of the problem at hand before jumping into solutions. This involves asking the right questions and employing a mix of analytical tools and empathy to get to the heart of the issue.

When facing multiple problems simultaneously, Joshua advises on the need to prioritize based on impact and urgency. He suggests a strategic approach to problem-solving that involves evaluating the significance of each problem in relation to the overall goals of the organization.

Experimentation plays a key role in Joshua's problem-solving arsenal. He champions the adoption and integration of new problem-solving techniques, advocating for a mindset of continuous learning and adaptation. By experimenting with various methods, individuals and organizations can discover what works best in different scenarios, leading to innovative solutions.

Throughout the conversation, Joshua's insights are attributed to his extensive experience and knowledge in the field, reflecting his contributions to teaching and practice at Lehigh University. His approach to problem-solving is not just theoretical but deeply rooted in practical application, aimed at preparing students and professionals to navigate complex business challenges.

The episode not only showcases Joshua's expertise but also serves as a testament to the power of effective problem-solving in driving innovation and success in business. His perspective underscores the importance of behaviors and culture in shaping problem-solving practices within organizations.

Listeners interested in learning more about Joshua Ehrig can visit his profile at Lehigh University or connect with him on LinkedIn.

In this People Solve Problems podcast episode, Jamie Flinchbaugh engages in a thought-provoking conversation with Durward Sobek, Vice Provost at Montana State University-Bozeman. They go into the challenges and nuances of solving ill-defined and open-ended problems, particularly in the realm of product development. Durward brings his extensive experience to the table, discussing the importance of truly understanding the needs and experiences of users to drive innovation and create effective solutions. Durward emphasizes the significance of approaching problem-solving with a wide lens, encouraging listeners to embrace the complexity and ambiguity of real-world issues. He shares insights into the ideation process, underscoring the value of generating a diverse range of ideas to uncover novel solutions. This approach, he argues, is key to moving beyond traditional, linear problem-solving methods, allowing for a more dynamic and flexible response to the challenges faced in product development and beyond. Throughout the episode, Durward highlights the critical role of empathy in understanding user needs. By actively listening and observing, innovators can gain a deeper insight into the problems they are trying to solve, leading to more impactful and user-centered solutions. He stresses the importance of looking at problems from multiple perspectives to find unique and effective answers that might not be immediately apparent. The conversation also touches on the value of collaboration and diversity of thought in the problem-solving process. Durward points out that bringing together individuals with different backgrounds and areas of expertise can significantly enhance the creative process, leading to richer, more comprehensive solutions. Durward's discussion with Jamie is not just about techniques and strategies for problem-solving; it also covers the mindset and cultural shifts necessary to tackle complex challenges effectively. They explore the need for organizations and individuals to be adaptable, willing to experiment, and open to learning from failure. This, Durward suggests, is essential for fostering an environment where innovation can thrive, and real progress can be made in addressing the multifaceted problems of today's world. Listeners interested in the intersection of innovation, problem-solving, and product development will find invaluable insights in this episode. Durward's expertise and perspectives shed light on how to approach ill-defined problems with a fresh, creative mindset, offering practical advice for anyone looking to make a meaningful impact through their work. For more on Durward's work and insights into problem-solving and innovation, you can visit Montana State University-Bozeman's website at https://www.montana.edu/dsobek/ or https://www.montana.edu/mie/ or connect with him directly through his LinkedIn profile at https://www.linkedin.com/in/durward-sobek-4838b96/. This episode is a must-listen for those passionate about driving change and creating solutions that genuinely meet user needs, highlighting the power of problem-solving, creativity, and collaboration in tackling some of today's most challenging problems.

In a recent episode of the People Solve Problems podcast, Jamie Flinchbaugh sits down with Sarah Tilkens, Senior Manager of OpEx for GE Healthcare as well as the CEO & Founder of The KPI Lab, to discuss the art and science of problem-solving within organizations. Sarah shares her journey from an early interest in Six Sigma to founding The KPI Lab, focusing on how to tackle complex problems that professionals face in today’s business environment. She emphasizes the importance of a clear understanding of problems, advocating for a methodical approach to problem identification that prioritizes empathy and deep listening.

Sarah’s insights into her role as an coach with GE and The KPI Lab reveal her approach: she sees KPIs as not just as metrics but as narratives that guide and motivate teams towards continuous improvement and innovation. Her discussion with Jamie explores how effective problem-solving involves blending analytical rigor with a profound understanding of human behavior and team dynamics.

Throughout the episode, Sarah provides practical examples of how asking the right questions, fostering a culture of curiosity, and adopting a learner’s mindset can transform challenges into opportunities for growth. She stresses the significance of leadership in cultivating an environment where teams are empowered to experiment, learn from failures, and innovate.

This conversation offers listeners an opportunity to learn about the nuances of operational excellence, the subtleties of managing team dynamics, and the critical role of leadership in fostering a problem-solving culture. For those eager to learn more about Sarah’s work or to connect with her, information is available on The KPI Lab's website (www.thekpilab.com) and her LinkedIn profile 

This episode is essential for anyone looking to enhance their problem-solving skills, drive operational efficiency, and inspire a culture of innovation within their organization.

In this episode of the People Solve Problems podcast, Jamie Flinchbaugh welcomes Rebecca Snelling, the owner of RS Consulting. The conversation focuses on the themes of collaboration, problem-solving, leadership, and the importance of a culture that supports these endeavors within the design and construction industry.

Rebecca brings a wealth of experience in coaching individuals, teams, and organizations on leadership and lean transformation, with a particular emphasis on culture advancement. She has a significant presence in the design and construction sector, contributing to various industry events both in the US and internationally. Her work involves helping clients to understand their current and target conditions and devising strategies to achieve their objectives effectively.

During the episode, Jamie and Rebecca explore the intricacies of collaboration in problem-solving. Rebecca underscores the importance of understanding a problem's impacts and the people it affects, advocating for the inclusion of diverse perspectives in the problem-solving process. She shares a compelling anecdote about a painter who, despite being unrelated to a construction project, provided a breakthrough solution during a planning session. This story highlights the value of external perspectives and the potential of "half-baked" ideas to spark innovation.

Rebecca also discusses the concept of "touching the outside of the problem," emphasizing the need to balance inclusivity with effectiveness. She suggests various strategies for managing large groups and ensuring productive collaboration, such as pre-discussions, breaking into smaller groups, and focusing on perspectives that offer the most value.

The conversation then shifts to the dynamics of problem-solving teams, with Rebecca advocating for a critical and thoughtful approach to team composition and problem scope. She warns against the inefficiency of involving too many participants and the necessity of maintaining a lean team for agility and speed.

Rebecca further addresses the balance between speed, thoroughness, and inclusion in problem-solving. She points out the pendulum swing between extremes and the importance of finding a middle ground that maximizes efficiency without sacrificing quality. She champions the development of problem-solving skills across the organization to empower more individuals and groups to address challenges effectively.

Ideation and brainstorming form another critical part of their discussion. Rebecca stresses the importance of setting clear expectations for brainstorming sessions, encouraging the sharing of half-baked ideas to foster collaboration and innovation. She mentions using tools like Mural for asynchronous collaboration and emphasizes the value of engaging younger or less experienced team members to bring fresh perspectives.

The episode encapsulates the essence of problem-solving in collaborative environments, highlighting the importance of diverse perspectives, the judicious composition of problem-solving teams, and the balance between speed and thoroughness. Rebecca's insights offer valuable lessons for leaders and organizations aiming to foster a culture that champions effective problem-solving and innovation.

For more on Rebecca's work and insights, visit her website at www.rebeccasnelling.com and connect with her on LinkedIn at https://www.linkedin.com/in/rebeccasnelling/.

Cheryl Stokes, the CEO of CNEXT, joined Jamie Flinchbaugh on his podcast "People Solve Problems" to share her insights into corporate education, leadership development, culture change, diversity, equity, inclusion, and belonging. With a rich background that spans over two decades, Cheryl has significantly contributed to these fields through her roles at Heidrick & Struggles and Duke Corporate Education before her current role. Her educational achievements include two Master of Science degrees from MIT and a Bachelor of Science in Electrical Engineering from Kettering University, equipping her with a unique perspective on leadership and organizational effectiveness.

In the episode, Cheryl discusses the concept of inclusion, defining it as the intentional creation of an environment where all individuals can contribute productively. She stresses the importance of moving beyond merely assembling diverse groups to ensuring active participation and listening within these groups. She emphasizes that inclusion requires deliberate effort and intentionality to be meaningful and effective.

Cheryl elaborates on the concept of inclusive leadership, which she describes as the ability to foster an environment that celebrates and utilizes the diversity of a team. She outlines the traits of an inclusive leader, including humility, self-awareness, curiosity about others, cultural intelligence, the ability to collaborate effectively, and a visible commitment to inclusion. These traits, according to Cheryl, are essential for leaders who aim to unlock the full potential of their teams by creating a culture of belonging and engagement.

The conversation also touched on the equation of diversity and inclusion, with Cheryl explaining that while diversity is a fact, inclusion is an act that leads to a sense of belonging, which in turn drives engagement within organizations. This engagement is crucial for achieving lower turnover rates, higher productivity, and overall organizational success.

Cheryl's contributions extend beyond her professional work; she is involved in several organizations, including Alpha Kappa Alpha Sorority, Inc., and serves as a trustee with the UK charity Leadership Through Sport and Business, supporting disadvantaged young people. Her commitment to fostering inclusive environments and promoting social mobility is evident in her work and volunteer activities.

Listeners of the podcast can learn more about Cheryl Stokes and her work in fostering inclusive leadership and organizational cultures through her company's website, www.c-next.com, and her LinkedIn profile at https://www.linkedin.com/in/cheryl-stokes-0798653/. Her insights provide valuable guidance for anyone looking to enhance their leadership skills and build more inclusive, productive, and engaged teams.

In this episode of People Solve Problems, host Jamie Flinchbaugh welcomed Jeff Grimshaw, Principal at MGStrategy, for a thought-provoking conversation. Jeff Grimshaw, who has dedicated over 25 years to assisting leaders worldwide in aligning their organizations' people, strategy, and culture for better business outcomes, shared his insights on creating environments where taking calculated risks is encouraged to foster innovation and agility.

Jeff and Jamie discussed the critical difference between "play it safe" spaces and "go for great" environments within organizations. Jeff highlighted that many large companies, despite their complexity, are striving to become more agile to compete with smaller, more dynamic rivals. This transformation requires a shift in culture towards embracing risks as part of problem-solving and decision-making processes. Jeff emphasized the importance of defining clear domains where it's essential to adhere strictly to regulations and standards, such as safety and quality control ("play it safe"), versus areas where innovation and risk-taking can drive growth and improvement ("go for great").

A significant challenge in this cultural shift is overcoming the natural human tendency to avoid risks due to fear of failure or retribution. Jeff states that fostering a culture that supports taking calculated risks and learning from both successes and failures is crucial for organizations aiming to be more agile and innovative. He mentioned the importance of retrospectives or after-action reviews as a tool to learn from all outcomes, regardless of whether they're seen as successes or failures, helping to mitigate biases that can hinder effective decision-making.

The conversation underscored the importance of aligning individual actions with the broader interests of the organization. By encouraging a mindset of playing to win and thinking long-term, Jeff believes that organizations can overcome the inertia of a survival mindset, which is more about avoiding blame than achieving greatness.

This episode offers valuable insights into how leaders can cultivate a culture that balances safety and innovation, encourages risk-taking within a calculated framework, and aligns individual motivations with organizational goals for sustained success. Jeff Grimshaw's experience and perspectives make it a must-listen for anyone interested in leadership, culture, and the dynamics of change within organizations. For more on Jeff Grimshaw, visit his website at MGStrategy and connect with him on LinkedIn.

In this unique episode of the ‘People Solve Problems’ podcast, Jamie Flinchbaugh takes on the role of guest to offer listeners a special reflection on his podcast journey and the valuable lessons he's gleaned along the way from the many special guests. He discusses the importance of conversations in learning and growing, emphasizing how these discussions have fueled the podcast's purpose beyond just talking about his book on problem solving.

Jamie starts by honoring the late Daniel Kahneman, highlighting how Kahneman's work, particularly his book "Thinking, Fast and Slow," has influenced a wide array of fields, including economics, management theory, and everyday life practices. He encourages listeners to look into Kahneman's work, underscoring the timeless relevance of his insights on how our minds operate.

Reflecting on the core of his own teachings and writings, Jamie revisits the principle that understanding fundamental problem-solving first principles is more crucial than mastering numerous methods. This approach allows individuals to adapt and select their own methods effectively. He likens problem-solving to breathing, illustrating that, while it's a natural and ongoing human activity, there's always more to learn and ways to improve deliberately.

Jamie also touches on the broad spectrum of problem-solving, arguing that it encompasses far more than formal methodologies and should include strategic thinking and decision-making. He shares thoughts on open-ended problems, entrepreneurship, and the intertwined nature of decision making and problem-solving, suggesting that a strong grasp of problem-solving principles can benefit various aspects of life and work.

Throughout the episode, Jamie encourages a mindset of continuous learning and curiosity. He advocates for not taking one's problem-solving journey for granted and contemplates ways to accelerate the learning curve for others entering the workforce. Jamie's reflections aim to inspire listeners to explore deeper into problem-solving, strategic thinking, and how these skills apply to a wide range of scenarios, making this episode a thought-provoking pause in the podcast series.

On this episode of the People Solve Problems podcast, host Jamie Flinchbaugh welcomed W. Henry Yaeger, the Managing Principal of Banner Group LLC. Henry brings over 30 years of experience as an executive at global and Fortune 500 companies, and as an entrepreneur. He has held significant roles at major corporations like The Hershey Company and Unilever, and has also co-founded Guidehealth, a burgeoning digital health platform.

During the podcast, Henry shared valuable insights on knowing when to fully commit to new business opportunities, a topic particularly relevant given his current involvement with Guidehealth. He emphasized the importance of assessing risks and embracing the worst-case scenarios before making significant commitments. Henry advocated for a portfolio approach to managing life's opportunities, suggesting that one should balance risk throughout different stages of life much like managing a financial portfolio.

The discussion also covered practical strategies for decision-making in both personal career moves and broader business contexts, such as launching a new product or upgrading business systems. Henry stressed the necessity of combining intuitive judgment with thorough research to make well-rounded decisions. This approach involves not only tapping into personal instincts but also seeking advice from more experienced individuals and leveraging available information resources.

Jamie and Henry explored the concept of "portfolio thinking" in depth, discussing how to prioritize and balance various commitments to maximize personal and professional growth. They talked about the readiness to adapt or defer opportunities based on one's current situation and long-term goals.

Additionally, Henry provided advice for young professionals and entrepreneurs, emphasizing the importance of recognizing one's value and the potential to contribute meaningfully to various projects or roles. His insights are particularly useful for anyone at a crossroads, deciding whether to pursue a new venture or opportunity.

Listeners of this episode can expect to gain a deeper understanding of strategic decision-making and risk management from Henry's extensive experience and thoughtful advice. For more information about Henry and his work, visit his website at Banner Group LLC or connect with him on LinkedIn.

In this episode of People Solve Problems, host Jamie Flinchbaugh welcomes Lee Moore, Director of Foundry and Fab Materials at Qorvo. With nearly 25 years at Qorvo, Lee is deeply committed to developing a culture of proactive problem solvers within the organization. His role not only involves negotiating capacities and prices with external foundries but also leading teams to tackle issues effectively and foster continuous improvement.

Lee discusses his approach to collaboration, emphasizing the need to clearly identify the problem, understand who it affects, and determine who has the influence to drive solutions. He points out the critical role of data in validating problems and allocating resources, stressing that effective problem-solving requires more than just addressing complaints—it needs informed decision-making based on solid data.

Much of the conversation also explores Lee's strategies for coaching and team development. He explains how he assesses team members' skills and mindsets, particularly focusing on integrating newer employees into problem-solving processes. Lee utilizes the RACI matrix to clarify roles and responsibilities, ensuring that everyone involved understands their specific duties in solving organizational challenges.

This episode also explores the challenges of coaching individuals have who are resistant to feedback. Lee highlights the importance of empathy, understanding a person’s past coaching experiences, and adopting a tailored approach to meet their individual needs and learning styles.

Throughout the episode, Lee's passion for leadership and mentorship is evident as he talks about the importance of lifelong learning and self-improvement in problem solving. He encourages listeners to engage in reflective practice and see each challenge as an opportunity to enhance both personal and team capabilities.

For more about Lee, visit Qorvo's website at Qorvo.com or his LinkedIn profile at www.linkedin.com/in/lee-moore-2b653269. This episode of People Solve Problems not only approaches effective problem solving within the tech industry but also showcases the transformative power of skilled leadership and thoughtful coaching.

In this episode of "People Solve Problems," Jamie Flinchbaugh hosts Frank L. Douglas, CEO of Safe Haven Dialogues. Frank brings a wealth of experience as a former Executive Vice President and Board Member of Aventis, now Sanofi, and shares insights from his storied career in the pharmaceutical industry and beyond. Currently, Frank leads Safe Haven Dialogues, an organization dedicated to addressing issues of discrimination and conflict through their innovative Reframing Methodology.

Frank discusses his recent book, "Until You Walk in My Shoes: A Reframing Methodology to Overcome Systematic Discrimination," which offers a unique approach to tackling discrimination and fostering inclusion. He shares a compelling story from his tenure as the Global Head of Research and Development for Marion Merrell Dow, which was acquired by Hoechst AG and later merged with Rhône-Poulenc Rorer to form Aventis. Faced with the challenging task of merging pipelines and downsizing, Frank chose a collaborative approach, involving the heads of research from the merging companies to set evaluation criteria together. This method ensured that decisions were made fairly and transparently, emphasizing the importance of shared criteria and collaborative decision-making.

One of the central themes Frank explores is the concept of reframing. He recounts a personal experience at Xerox, where he faced discrimination early in his career. Initially frustrated by being overlooked for projects, Frank realized that reframing his approach—focusing on getting assigned to a good project rather than merely highlighting discrimination—could lead to more productive outcomes. This insight laid the foundation for the Reframing Methodology he advocates through Safe Haven Dialogues, where the focus shifts from individual grievances to finding solutions that benefit the broader team or organization.

Jamie and Frank also discuss the broader implications of this methodology in organizational settings. Frank highlights the critical roles of equity and inclusion in any organization. By examining the culture through the lenses of equity (values and principles) and inclusion (behaviors and actions), organizations can identify and address disparities more effectively. Frank emphasizes the importance of understanding the aspirational culture (what the organization strives to be), the actual culture (what is practiced), and the experienced culture (what individuals feel).

Their discussion also touches on the challenges of implementing these concepts in practice. Frank acknowledges that while leaders can set aspirational cultures, the real impact often comes from frontline managers who shape the day-to-day experiences of employees. Therefore, addressing issues at the experiential level is crucial for achieving equitable outcomes.

Throughout the episode, Frank's passion for empowering individuals and fostering inclusive environments is evident. He provides practical insights and actionable strategies for leaders and individuals alike to reframe challenges and work towards more equitable solutions. His stories and examples illustrate the power of collaborative problem solving and the importance of aligning personal and organizational goals.

To learn more about Frank L. Douglas and his work, visit safehavendialogues-llc.com. Connect with Frank on LinkedIn at linkedin.com/in/dr-frank-l-douglas. Additionally, you can find his book, "Until You Walk in My Shoes: A Reframing Methodology to Overcome Systematic Discrimination," on Amazon.

This episode of "People Solve Problems" is a must-listen for anyone interested in leadership, DEI, and practical solutions to organizational inclusion challenges. Through engaging stories and thoughtful discussion, Jamie and Frank provide valuable perspectives on how to navigate and overcome complex issues in today's workplaces.

In the latest episode of the People Solve Problems podcast, host Jamie Flinchbaugh sits down with Art Byrne, the retired CEO of The Wiremold Company. Art's profound influence on the lean community is well-known, having introduced lean principles to over 30 companies from his positions as CEO and author of seminal works such as The Lean Turnaround, The Lean Turnaround Action Guide, and The Lean Turnaround Answer Book.

Art's journey with lean management began during his first General Manager role at General Electric Company. He later introduced lean to the Danaher Corporation as a Group Executive. However, his most notable achievement was leading The Wiremold Company through a lean transformation that increased the company's enterprise value by nearly 2,500% over nine years. This conversation covers the principles, challenges, and successes Art experienced throughout his career.

Art discusses the purpose and genesis of his latest book, The Lean Turnaround Answer Book, which compiles his insights and solutions to common lean questions accumulated over decades. He explains that the book is structured as a reference guide, addressing both the foundational concepts of lean and the practical, day-to-day challenges companies face during their lean journey. Art emphasizes that lean is not merely a cost-reduction strategy but a comprehensive, strategic approach to running a business better than the competition.

One of the key points Art makes is the importance of leadership in lean transformation. He illustrates this with a story from his time at Wiremold, where he challenged the team to reduce the changeover time of a machine from 14 hours to under 10 minutes. Through persistent effort and kaizen events, they achieved a changeover time of just six minutes. This dramatic improvement not only boosted operational efficiency but also significantly enhanced employee morale and engagement. Art highlights that challenging teams to achieve seemingly impossible goals can result in extraordinary outcomes and deep buy-in from employees.

Art also addresses the critical role of problem-solving and learning in lean management. He contrasts the traditional approach of lengthy problem analysis and planning with the lean approach of immediate, hands-on experimentation, and iteration. By empowering employees to stop production lines to solve problems on the spot, companies can create a culture of continuous improvement and learning. This approach not only resolves issues more effectively but also fosters a deeper understanding of the processes and a stronger commitment to ongoing improvement.

Throughout the episode, Art underscores the necessity for CEOs to be actively involved in leading lean transformations. He believes that only through visible, committed leadership can organizations overcome resistance and achieve lasting change. Art's experiences and insights offer invaluable lessons for any leader looking to implement lean principles and drive their organization towards greater efficiency and competitiveness.

To stay updated on the latest episodes of the People Solve Problems podcast, visit the JFlinch Website and follow the podcast on your preferred platform.

In this episode of the People Solve Problems podcast, host Jamie Flinchbaugh is joined by Patrick Elwer, a Senior Principal Engineer at Intel Corporation. Patrick brings over 34 years of experience to the table, with a significant portion of his career dedicated to improving Intel’s work processes using lean product development principles and agile software development practices. The conversation centers on operationalizing problem-solving within a large-scale engineering culture, highlighting the methodologies and challenges faced in such an environment.

Patrick begins by sharing his foundational approach to problem solving, which starts with a deep understanding of the current state and a clear articulation of the problem at hand. He emphasizes the importance of defining what success looks like from the outset, even though the problem statement may evolve as more information is gathered. Key elements in Patrick’s problem-solving toolkit include root cause analysis, casting a wide net for solutions, and utilizing decision matrices to narrow down options. He stresses the importance of running experiments to validate improvements and standardizing successful changes to prevent recurrence.

One of the challenges Patrick addresses is maintaining a balance between striving for perfection and knowing when a problem is adequately solved. In a technical environment where precision is paramount, Patrick advises setting initial targets—such as aiming to cut defects by 50%—to prevent the problem-solving process from dragging on indefinitely. This approach ensures continuous learning and improvement without getting bogged down in the pursuit of an unattainable ideal.

Patrick also discusses the complexities of global collaboration. With teams spread across different time zones and geographies, having a standard problem-solving approach is crucial. He describes Intel’s method of solving problems in pairs, pairing a mentor focused on the process with an owner of the problem. This system not only facilitates better problem resolution but also promotes skill development among team members. Patrick’s role often involves coaching both the mentors and the problem solvers, ensuring that everyone adheres to the structured approach while allowing room for creative solutions.

One insightful part of the discussion is Patrick’s take on intuition in problem-solving. He acknowledges that while a structured approach is essential, it’s important not to stifle intuitive ideas that arise during the process. Patrick encourages his teams to document these insights as they occur, integrating them into the decision-making framework without letting the process become a constraint.

Patrick’s extensive coaching experience also comes to the fore as he shares stories of mentoring individuals at different levels within the organization. He highlights the importance of flexibility and listening, especially when the initial problem statement doesn’t align with the real issues faced by team members. By pivoting the focus of coaching sessions to address the most pressing concerns of his coachees, he ensures that the problem-solving process remains relevant and impactful.

Patrick’s insights offer a rich blend of practical strategies and philosophical perspectives on problem solving in a large-scale, technical environment. His emphasis on structured yet flexible approaches, combined with a deep understanding of human factors in engineering, provides valuable lessons for anyone looking to improve their problem-solving skills. For more about Patrick Elwer and his work at Intel, visit Intel Corporation and connect with him on LinkedIn.

In this episode of the People Solve Problems podcast, host Jamie Flinchbaugh engages in a captivating conversation with Russell Watkins, Co-founder of Sempai. Russell, an expert in lean transformation, shares his extensive experience across various sectors, including Automotive, Aerospace, and Construction Equipment. His journey has taken him from the shop floors to the boardrooms of companies in the UK, Europe, the US, China, India, Japan, and South America. Currently, he is leading a digital start-up focused on lean skills and supporting manufacturers with Industry 4.0 opportunities. Russell’s passion for factories is evident as he describes them as the ambient soundtrack of his life. His commitment to improving business performance is rooted in his diverse background and deep understanding of lean principles. Throughout the episode, he discusses the significance of learning from mistakes and how this mindset has shaped his career and approach to problem solving. A unique aspect of Russell’s perspective comes from his love for movies and the profound impact they have had on his approach to leadership and problem-solving. He explains how certain films have influenced his thinking, drawing parallels between the storytelling in movies and the journey of continuous improvement. For Russell, movies are not just a source of entertainment but a rich well of inspiration that fuels innovative thinking and resilience. He shares how the narrative arcs in films often mirror the challenges and triumphs faced in the business world, offering valuable lessons in perseverance and creativity. Central to the discussion is Russell’s explanation of the Four Types of Problems (from the book by Art Smalley) that organizations face and how lean principles can address them. He categorizes these problems into troubleshooting, gaps from standard, target conditions, and open-ended problems. Each type requires a different approach and mindset, and Russell emphasizes the importance of understanding these distinctions to effectively solve problems. Troubleshooting involves urgent, unexpected issues that demand immediate attention. Russell stresses the need for a structured approach to quickly diagnose and resolve these problems without causing major disruptions. When dealing with gaps from standard, it’s about identifying where performance deviates from established norms and implementing corrective actions to restore optimal performance. Target conditions focus on achieving future goals and improving processes to reach a desired state, requiring a clear roadmap and continuous improvement initiatives. Open-ended problems are complex challenges without clear solutions, necessitating a culture of experimentation and learning where teams feel empowered to explore different approaches. Russell’s insights into utilizing these four types of problems provide listeners with a comprehensive understanding of how to tackle various challenges using lean principles. He underscores the importance of a proactive mindset, continuous learning, and the willingness to adapt. The conversation also touches on the role of leadership in creating an environment that supports problem-solving and innovation. Russell highlights the need for leaders to be transparent, approachable, and committed to fostering a culture where employees feel safe to share their ideas and experiences. Russell’s extensive experience and passion for lean transformation shine through in this engaging episode. His insights into the importance of learning from mistakes, the impact of movies on his thinking, and the four types of problems offer valuable lessons for listeners. For more information about Russell Watkins and his work, visit www.sempai.co.uk, Sempai’s problem-solving methodology, and Sempai’s YouTube channel. You can also connect with Russell on LinkedIn here.

In this episode of the People Solve Problems podcast, host Jamie Flinchbaugh is joined by Dr. Wendy Smith, a professor at the University of Delaware and an acclaimed expert in organizational behavior. Wendy, who co-authored the book "Both/And Thinking," discusses the concept of how adopting a both/and mindset can enhance our problem-solving capabilities. With over 25 years of research and practical experience, Wendy explores the nuances of strategic paradoxes and how they influence leadership and decision-making.

Wendy begins by explaining the fundamental premise of both/and thinking. She asserts that people frequently encounter tensions and competing demands in various aspects of their lives, from personal situations to organizational leadership. Traditionally, these tensions are framed as either/or dilemmas, where one must choose between two conflicting options. Wendy argues that this mindset limits creativity and can exacerbate problems. Instead, she advocates for a both/and approach that recognizes and embraces these tensions, leading to more innovative and sustainable solutions.

Jamie and Wendy consider the psychological and structural aspects of adopting a both/and mindset. Wendy emphasizes that the way we frame our questions significantly impacts how we perceive and address problems. For instance, instead of asking whether to focus on quality or quantity, we should ask how to achieve both. This shift in perspective allows for a more holistic understanding of the problem and opens up new avenues for solutions.

Wendy illustrates her points with practical examples, such as the ongoing challenge between maintaining existing products and innovating new ones. She describes her research at IBM, where successful leaders managed this tension by making micro-adjustments over time, a process she likens to tightrope walking. This method involves consistently balancing and rebalancing resources and priorities to accommodate both immediate needs and long-term goals.

The conversation also touches on the importance of emotional and cognitive flexibility. Wendy introduces the ABCD framework from her book, which outlines four key areas for cultivating a both/and mindset: 

Assumptions (how we think)

Boundaries (the structures we create) 

Comfort (how we feel)

Dynamics (the practices we implement)

She stresses that changing our habitual ways of thinking and questioning can significantly enhance our ability to find integrative solutions.

Jamie appreciates the practical application of Wendy's framework, noting that it aligns well with traditional problem-solving stages: framing the problem, analyzing it, and identifying solutions. Wendy agrees and highlights the value of continuously revisiting and adjusting our approaches to stay aligned with both/and thinking.

Towards the end of the episode, Jamie asks Wendy about the reception of her book. Wendy shares that she has been pleasantly surprised by how well the concept of paradox resonates with leaders and practitioners. She notes that many people find comfort and validation in recognizing the inherent tensions they face and are eager to adopt a both/and approach to navigate them effectively.

Wendy's insights provide valuable guidance for anyone looking to enhance their problem-solving skills. Her emphasis on embracing paradoxes and shifting our mindset from either/or to both/and offers a powerful tool for fostering creativity and achieving sustainable success. For more on Wendy Smith's work, visit her website at www.bothandthinking.net and connect with her on LinkedIn.

In the latest episode of the People Solve Problems podcast, host Jamie Flinchbaugh welcomes Jacob Stoller, an accomplished journalist, speaker, facilitator, and Shingo-Prize-winning author of The Lean CEO. Jacob, who is also the author of the upcoming book Productivity Reimagined, brings his extensive experience in demystifying complex business and technology topics to the forefront of the discussion. As the founder of Conversation Builders, Jacob has a deep understanding of organizational dynamics, and in this episode, he dives into the often-overlooked issue of how companies conceal and avoid dealing with problems.

Jacob begins by exploring the concept of productivity—a term that, despite its frequent use, is often misunderstood. He notes that many people equate productivity with simple metrics like GDP per worker, but such measures fail to capture the full picture. In Productivity Reimagined, Jacob redefines productivity by emphasizing the importance of quality in tandem with quantity. He argues that a superficial increase in output is meaningless if it comes at the expense of quality, using the metaphor of manufacturing defective products to illustrate this point.

A significant portion of the conversation centers on the cultural challenges that prevent organizations from addressing their problems effectively. Jacob highlights how traditional hierarchical structures, where authority flows from the top down, discourage the open discussion of problems. He explains that problems often cross departmental boundaries, but organizations tend to manage each component separately, leading to conflicts and inefficiencies. This fragmented approach makes it difficult for companies to recognize and address issues that affect the entire organization.

Jacob stresses the importance of creating a culture of trust within organizations, where employees feel safe to bring up problems without fear of retribution. He points out that for companies to truly solve their problems, leaders must be willing to prioritize long-term value over short-term gains. This involves pulling the "andon cord," a lean manufacturing term that refers to stopping production to address an issue, even when it might temporarily disrupt the workflow. Such actions, Jacob argues, are crucial for fostering an environment where problems are seen as opportunities for improvement rather than threats.

The discussion also touches on the issue of conflicting Key Performance Indicators (KPIs), which Jacob identifies as a common barrier to problem-solving. He gives the example of a mining company where the operations department's KPI for equipment availability conflicts with the maintenance department's KPI for preventing breakdowns. These opposing goals create a situation where short-term decisions lead to long-term failures. Jacob advocates for a value stream approach, where all stakeholders work together towards a common objective, thus eliminating the conflicts that arise from siloed thinking.

Throughout the conversation, Jacob and Jamie reflect on the broader implications of these challenges, drawing on examples from various industries. Jacob shares insights from his research, including the surprising ways that lean principles and productivity strategies are being applied outside of traditional business contexts, such as in environmental sustainability initiatives. He recounts a case where a winery reduced its environmental footprint and increased its output by addressing waste in its processes, an example that underscores the value of looking beyond conventional metrics.

As the episode concludes, Jacob leaves listeners with a powerful reminder: productivity cannot be reduced to a single number or metric. Instead, it requires a holistic understanding of the factors that contribute to or detract from a company's performance. He invites listeners to rethink their approach to productivity, considering the systems and processes that underpin it rather than focusing solely on outcomes.

For more insights from Jacob Stoller, visit his website at jacobstoller.com and connect with him on LinkedIn at Jacob Stoller. His latest book, Productivity Reimagined, will be available for pre-order soon at this link.

In this episode of the People Solve Problems podcast, Jamie Flinchbaugh sits down with Crystal Y. Davis, CEO of The Lean Coach, Inc., a boutique consulting and coaching firm that partners with mid-to-large cap companies to enhance operational excellence and drive cultural transformation. Crystal, also known as "Your Corporate Confidante," brings her vast experience as a practitioner, leader, and coach to the conversation, offering deep insights into the challenges of leadership and the complexities of guiding organizations through change.

The discussion kicks off with Crystal reflecting on the most difficult aspect of her work: helping leaders understand that their role must evolve to support cultural transformation. She shares a poignant example from her recent work, where a facility that had seemingly achieved success quickly backslid due to a lack of sustained management routines and accountability. This, Crystal notes, underscores the importance of leaders embracing their responsibility not just for immediate results, but for long-term cultural shifts that require consistent effort and adaptation.

Crystal explains her dual approach to problem-solving: using both established methodologies and curiosity-driven exploration. She emphasizes the need for a tailored approach when working with leaders, recognizing that coaching requires permission and trust. This, she points out, is often the most challenging part of her job—getting leaders to open up and engage fully in the coaching process, which is crucial for their personal and professional growth.

The conversation also touches on the importance of deliberate, thoughtful problem solving, particularly when faced with complex challenges. Crystal shares her practice of using the A3 problem-solving process, a method she finds invaluable for gaining clarity and ensuring that no aspect of a problem is overlooked. Despite her experience, she continues to rely on this structured approach, which allows her to see the "whole" picture and identify gaps that might otherwise be missed.

Throughout the episode, Crystal and Jamie explore the nuances of coaching and consulting, including the need to adapt one's approach based on the culture and readiness of the organization. Crystal describes how she gauges the "tolerance for the nudge" within an organization, balancing the push for change with the need to nurture and support leaders as they stretch beyond their comfort zones.

In concluding, Crystal highlights the critical role of self-awareness and emotional intelligence in her work, noting that these qualities are essential for successfully guiding leaders through the transformation process. She and Jamie also discuss the importance of understanding one's "zone of genius" and setting boundaries to maintain effectiveness and energy in coaching roles.

For more insights from Crystal Y. Davis, you can visit her website at The Lean Coach, Inc. or connect with her on LinkedIn at Crystal Y. Davis.

In this episode of People Solve Problems, Jamie Flinchbaugh sits down with Cheryl Jekiel, CEO and Founder of the Lean Leadership Center, to discuss the intricate relationship between leadership development and problem solving within organizations. Cheryl brings her extensive experience in HR and leadership training to the forefront, focusing on how companies can better develop their leaders by integrating problem-solving into the people aspect of their operations.

Cheryl begins by sharing insights into her leadership development system, CORE, which is designed to enhance coaching skills and assist organizations in implementing strategies effectively. She emphasizes that leadership is not just about solving technical problems but involves creating environments where people can actively participate in problem solving. The CORE program offers leaders the tools to facilitate this participation, shifting the responsibility of problem-solving from the leader to the team. Cheryl highlights that many leaders, particularly in traditional workplaces, struggle to adapt to this shift, as they often view problem-solving as their primary function. CORE aims to help leaders develop a new mindset, where their role is to support and coach their team to solve problems, rather than doing it themselves.

One of the key issues Cheryl identifies is the difficulty many leaders face in transitioning from a directive leadership style to one that is more participatory. She explains that while some leaders are naturally inclined to empower their teams, the majority need training and support to make this shift. Cheryl recounts her experiences in various organizations where leaders were unable to successfully implement lean practices because they lacked the skills to involve their teams in problem-solving. This observation led her to develop a comprehensive training program that not only teaches leaders how to coach but also provides them with ongoing support to ensure lasting change.

Cheryl also touches on the importance of continuous improvement in leadership development. She compares leadership training to athletic drills, noting that just as athletes constantly practice the basics, leaders must also continuously work on their foundational skills. She describes how her program has evolved from a two-day training session into a year-long development system that continues to grow as leaders progress. The program is designed to be simple yet effective, focusing on core leadership behaviors such as setting clear expectations, providing feedback, and recognizing team members' contributions.

One of the standout moments in the conversation is when Cheryl reflects on the success of her leadership development program in the state of Illinois. Initially skeptical, she was surprised by the positive results, with leaders reporting that they had more time to focus on strategic tasks as their teams became more autonomous in solving problems. However, Cheryl also acknowledges that the initial success was short-lived, as many leaders reverted to their old habits after six months. This realization prompted her to refine her program further, ensuring that the new behaviors became ingrained and long-lasting.

Cheryl is now pursuing a doctorate to deepen her understanding of the outcomes of her leadership development work. She wants to better comprehend why certain elements of her program work so effectively and how they can be improved. Her goal is to leave behind a legacy of leadership development that is not only practical but also grounded in scientific research.

For more information about Cheryl Jekiel and her work at the Lean Leadership Center, visit www.leanleadershipcenter.com or connect with her on LinkedIn.

Alexander Senchak, Managing Partner at Duarte Pond Investments, joined Jamie Flinchbaugh on the People Solve Problems podcast to discuss the importance of "meeting the moment" as a leader and innovator. Alex, a management consultant and investor focused on business intelligence and technologies to support performance in the hospitality and higher education sectors, shared his insights on how leaders can adapt to rapidly changing external factors.

Alex emphasized the need for leaders to be flexible in their approach, rather than rigidly adhering to pre-established plans. He noted that external factors, often unexpected, are increasingly impacting organizations at all levels. These factors, Alex explained, are not just affecting specific departments but permeating entire organizational cultures and reaching even junior colleagues. This widespread impact makes it crucial for leaders to be prepared to pivot and address challenges that may arise from unexpected quarters.

The conversation touched on the concept of having a "playbook" for leaders. Alex suggested that rather than trying to anticipate every possible scenario, leaders should focus on designing principles and understanding their organization's talents and risks. He stressed the importance of being proactive and creative in planning, rather than reactive when situations occur. Alex highlighted the need for clear communication plans and considering who has access to critical information, especially in today's remote work environments.

When discussing how to balance core identity with flexibility, Alex pointed out that this balance evolves over time, particularly for growing companies. He advised continually reassessing what constitutes the core business and what emerging revenue streams might become important in the future. Using higher education as an example, Alex illustrated how rapidly changing factors like AI can quickly shift the landscape, making it essential for leaders to constantly reevaluate their core models.

On the topic of leadership and vision, Alex shared his perspective as an early-stage investor. He outlined three key factors he considers: the leader, the business idea, and the differentiating technology or angle. Alex noted that while it's rare to find all three in perfect alignment, he typically looks for strong leaders and solid business ideas, as technologies and market differentiators can change rapidly.

Alex offered valuable advice for aspiring leaders looking to develop their visionary skills. He emphasized the power of asking questions, suggesting that even when laying out plans, leaders can frame their ideas as questions. This approach, he explained, helps remove barriers and hierarchy, encouraging more open and productive conversations. He recommended exercises like having conversations where each statement is answered with a question, leading to deeper, more substantive discussions.

In conclusion, Alex’s insights provide a fresh perspective on adaptive leadership in rapidly changing environments. His emphasis on flexibility, continuous reassessment, and the art of asking questions offers valuable guidance for leaders across various sectors. To learn more about Alex's work and insights, visit his LinkedIn profile at https://www.linkedin.com/in/alexsenchak/.

Nick Katko, Owner and President of BMA, joined Jamie Flinchbaugh on the People Solve Problems podcast to discuss lean accounting systems and their role in problem-solving. With over 30 years of experience in practicing lean accounting, Nick coaches companies on how to leverage these systems to improve their operations and decision-making processes.

Nick explained that lean accounting is more than just debits and credits; it's a comprehensive system that encompasses both financial and management accounting. In the financial accounting realm, lean accounting focuses on creating continuous improvement within the accounting function itself, eliminating waste and boosting productivity. On the management accounting side, it's about transforming the information used to run the business, ensuring it's relevant and reliable for lean operations.

The conversation highlighted how traditional management accounting practices have largely fallen by the wayside, but lean accounting is bringing them back in a more effective form. Nick pointed out that as companies became leaner in their operations, they realized that traditional management accounting information wasn't helpful for decision-making in a lean environment. This realization led to the development of lean accounting systems.

One of the key aspects Nick emphasized was the importance of thinking about lean accounting as a system rather than just an exercise. It involves people, analysis, decision-making processes, and operational practices, all working together to establish cause-and-effect relationships. Nick stressed that improving financial performance requires operational changes, and lean accounting provides the tools to make these connections.

The discussion touched on the role of lean accounting in both problem identification and problem-solving. Nick explained that it depends on the situation - sometimes you start with a problem in the numbers and need to find the operational root cause, while other times you're making operational improvements and need to quantify the financial impact. He emphasized the importance of understanding operational performance and making connections beyond just the financial figures.

Nick also addressed the common dilemma of "hard" versus "soft" savings in continuous improvement programs. He explained how lean accounting avoids the pitfall of soft savings by focusing on tangible outcomes, such as time saved, and then exploring how that time can be utilized to create value.

When it comes to initiating a lean accounting transformation, Nick noted that it often starts with operational and continuous improvement teams, followed by small business owners, and then finance people. He stressed the importance of finance teams developing a learner's mindset and being open to understanding lean principles and their potential financial impact.

For organizations considering a lean accounting journey, Nick outlined a general approach: start with education for key stakeholders, conduct a pilot project to prove the concept, develop standard work, and then replicate the process across the organization. He emphasized that it's an ongoing journey of improvement, not a one-time implementation.

To learn more about lean accounting and its applications, Nick Katko has authored "The Lean CFO" and co-authored "Practicing Lean Accounting." Those interested in connecting with Nick can visit www.maskell.com or find him on LinkedIn.

Daniel Stewart and Peter Stewart, brothers who lead Stewart Leadership, joined Jamie Flinchbaugh to discuss their approach to talent assessment and problem solving both within their organization and with clients. Daniel serves as President and Peter as Managing Partner of Stewart Leadership, a global leadership, team, and organizational consulting firm.

When assessing talent for their own organization, Daniel emphasized two key criteria: exceptional competence in their field and being genuinely good people who approach client relationships with empathy and generosity. Peter added a third essential quality - the ability to be agile and flexible, as their clients' diverse needs require consultants who can adapt rather than being "one-trick ponies."

The brothers shared their methodology for evaluating talent, stressing the importance of gathering multiple perspectives rather than relying on a single person's judgment. Daniel pointed out that even small behaviors outside formal interactions - like email communication and scheduling flexibility - reveal how someone might perform under pressure. They often use psychometric tools like the Hogan assessment, particularly for senior executive evaluations.

Peter highlighted the importance of self-awareness in candidates, noting that they look for people who can honestly acknowledge both their strengths and genuine weaknesses, moving beyond cliché responses about "working too hard." Daniel added that clear role expectations are crucial, as misalignment about responsibilities can lead to problems months or years later.

When discussing their approach to problem-solving within their organization, Peter explained that their involvement level depends on the trust built with team members. For newer relationships, they stay more closely involved to understand the individual's problem-solving approach. Daniel shared that he focuses on two key variables: the technical solution and the level of buy-in or enthusiasm. He emphasized that he'd rather have strong buy-in for a good solution than perfect solution without engagement.

The conversation revealed how the brothers successfully lead together, maintaining high trust through constant communication via various channels. They acknowledge their different DISC profiles and leadership styles but see these differences as complementary. Their shared commitment to the business and continuous dialogue allows them to make many decisions independently while knowing when to consult each other on significant issues.

Throughout the discussion, both Daniel and Peter demonstrated their deep understanding of leadership dynamics and their commitment to developing both their own organization and their clients' teams. Their practical, people-focused approach reflects their extensive experience in leadership development and organizational consulting.

To learn more about Daniel and Peter's work, visit stewartleadership.com. Connect with Daniel Stewart on LinkedIn and Peter Stewart at on LinkedIn 

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Here for the learning? Go even deeper with courses on topics from problem solving to culture change to management systems at the JFlinch Learning Lab. Learn more at JFlinch.com/learninglab

Heidi Wachs, Managing Director and head of the Washington DC office at Stroz Friedberg, an Aon company, joined Jamie Flinchbaugh on People Solve Problems to discuss managing cybersecurity incidents and problem-solving in crisis situations.

Heidi shared that despite it being 2024 and cybersecurity being constantly in the headlines, many companies are still caught off guard when incidents occur. She explained that cybersecurity incidents create multiple layers of interconnected problems that must be solved simultaneously under intense pressure. The first priority is understanding what's happening and stopping the immediate threat, whether it's a foreign nation-state infiltration or a ransomware attack that has encrypted files.

A crucial aspect Heidi emphasized is the importance of clear communication and leadership during an incident. She noted that most response situations involve at least three parties: the affected company, outside counsel, and forensic investigators. Her role often includes translating between technical teams, legal teams, and business stakeholders who may be the most surprised by the situation.

When it comes to managing the emotional aspects of a crisis, Heidi shared a practical tip: find the person in the organization who gets things done – the one with multiple spreadsheets tracking tasks and responsibilities. This person becomes essential in coordinating the response effort, regardless of their official position in the company.

Drawing from her 15+ years of experience, Heidi described how pattern recognition has become a crucial tool in her problem-solving approach. Within the first 30 seconds of a call, she can often identify familiar patterns that help bring the right expertise to the investigation and guide the client's response.

Heidi highlighted an important challenge many organizations face: the gap between their incident response playbooks and reality. While companies may conduct regular tabletop exercises and feel well-prepared, actual incidents rarely follow the script. She emphasized the need for flexibility and adaptability in response plans, comparing it to how a soccer game never plays out exactly as practiced in drills.

A particularly insightful observation Heidi made was about the often-overlooked middle ground between prevention and response. She noted that many companies have tools to detect early warning signs of cyber incidents but either miss them due to information overload or lack proper monitoring. This can transform what could have been a manageable situation into a full-blown crisis.

The conversation highlighted how successful incident response requires a balance of structured processes and intuitive decision-making, supported by strong team collaboration and clear communication. Heidi credited her success to working with brilliant technical teammates who can clearly explain complex situations, allowing her to bridge the communication gap between technical experts and business leaders.

For those interested in learning more about cybersecurity incident response and preparation, you can find Heidi Wachs at https://www.aon.com/cyber-solutions or connect with her on LinkedIn at LinkedIn.com/in/heidi-wachs.

Jamie Flinchbaugh, Founder of JFlinch, shares his insights in this solo episode of the People Solve Problems podcast. Jamie emphasizes the importance of being tool-agnostic in problem-solving, focusing on approaches that work both within and beyond specific methodologies.

He addresses a common leadership mistake that affects problem-solving culture: leaders often keep their problem-solving process hidden in their heads rather than making it visible to others. He stresses that "you can't be a role model if nobody sees you do it." When leaders don't show their work, team members only see the final decision without understanding the thought process behind it. This can lead others to believe that problem-solving is purely about insight and intuition rather than rigorous analysis and frameworks.

Writing things down is crucial for effective problem-solving. The act of writing engages different parts of the brain and can help break through mental blocks. He encourages listeners to start writing down problems they're stuck on, whether on a whiteboard, paper, or digital notes. This practice has proven effective for centuries through journaling, as writing changes how we think about problems.

Jamie introduces his "From Stuck to Solved" approach, highlighting that getting stuck while solving problems is not only inevitable but potentially beneficial. These moments of being stuck often lead to breakthroughs and require bringing something new to the table. He shares personal experiences, including his work as an automotive design engineer on the Plymouth Prowler, where perseverance was key to finding solutions.

Drawing inspiration from historical figures, he points to Albert Einstein's problem-solving approach, which combined individual work with collaboration. Einstein's perseverance demonstrated that sometimes staying with a problem long enough allows solutions to emerge through sustained effort and hard work.

He also discusses the importance of avoiding over-standardization in problem-solving. While organizations should have standard tools, being too rigid can lead to autopilot thinking. He suggests trying different approaches when stuck, comparing it to driving on the opposite side of the road – the discomfort makes you more observant and can lead to new insights.

For listeners interested in learning more about Jamie's approach to problem-solving, they can visit his website at jflinch.com or connect with him on LinkedIn at https://www.linkedin.com/in/jamieflinchbaugh/. 

Additional resources include his Learning Lab (https://www.jflinch.com/learning-lab/), his article in The Lean Mag about standardizing problem-solving (https://www.theleanmag.com/post/be-careful-before-standardizing-your-problem-solving), and his YouTube video on leadership visibility (https://www.youtube.com/watch?v=2nnPd5FNsnQ&t=1s).

Pete Ruggiero, President and Chief Executive Officer of Crayola, joined Jamie Flinchbaugh on the People Solve Problems podcast to share insights about leadership, culture, and the transformation of an iconic brand. With over 27 years at Crayola, Pete has helped evolve the company from a seasonal back-to-school business focused on crayons, markers, and pencils to a year-round enterprise centered on products, content, and experiences.

Pete emphasized the importance of perpetual optimism in leadership, citing Colin Powell's observation that "perpetual optimism is a force multiplier." He explained how this mindset has been crucial in driving Crayola's growth and diversification strategy. The company now aims to inspire creative moments globally, recognizing that 97% of the world's children live outside North America, representing a significant opportunity for expansion.

The conversation highlighted Pete's approach to building a strong culture through five key elements: bias for action, collaboration, celebration of successes, perpetual optimism, and celebrating problems. He shared how making problems visible and addressing them openly has transformed the company's ability to improve continuously. This shift from hiding issues to celebrating their discovery has become a cornerstone of Crayola's culture.

Pete discussed the evolution of Crayola's business model, including the launch of their "stay creative" campaign, which addresses the fact that while 90% of parents and teachers believe creativity is important, many struggle to incorporate it into children's daily lives. He also touched on the success of the Crayola Experience locations and the company's expansion into media through Crayola Studios.

The discussion revealed Pete's personal leadership journey, from his beginnings as a CPA at Deloitte to his current role as CEO. He shared valuable advice for aspiring leaders, emphasizing the importance of saying yes to opportunities and being willing to learn continuously. Pete recalled how his transition from finance to operations taught him the value of connecting with employees on the factory floor and implementing their ideas, some of which had been waiting decades to be heard.

He also highlighted Crayola's commitment to community service, noting that employees contributed 14,000 hours of volunteerism and $1.5 million to United Way in the previous year. This dedication to community impact aligns with the broader mission of Crayola's parent company, Hallmark, to improve the communities where they operate.

To learn more about Pete Ruggiero and Crayola, visit www.crayola.com or connect with him on LinkedIn at https://www.linkedin.com/in/pete-ruggiero-9435a51a1/.

Danyel Bischof-Forsyth, Chief Technology Officer at 7 Brew Coffee, joined Jamie Flinchbaugh on the People Solve Problems podcast to share her experiences leading technology transformation in a rapidly growing company. With 35 years of technology experience, including 28 years at Hallmark Cards and 5 years at Tyson Foods, Danyel brings extensive expertise to her role at 7 Brew Coffee, a drive-through beverage company experiencing explosive growth.

Danyel explained that 7 Brew Coffee is expanding from 180 locations at the start of 2024 to 330 by year-end, with commitments for 3,000 future locations. Each location generates over $2 million in revenue, creating what Danyel describes as "growth like a rocket ship." To manage this rapid expansion, she has implemented both technological and human solutions. This includes daily stand-up meetings, monitoring systems for KPIs, ticketing systems, and comprehensive analytics.

The daily stand-ups, led by a certified project manager, use a Kanban board to track progress and surface issues quickly. Danyel noted that while team members were initially skeptical about daily meetings, they've embraced the practice over the past year as they've seen its value in problem identification and cross-team learning.

When it comes to problem-solving and ideation, Danyel emphasizes the importance of preparation. She actively maintains a network of fellow technologists in the Quick Service Restaurant (QSR) space to learn from their experiences. Before brainstorming sessions, her team researches industry practices and clearly defines the problem they're trying to solve.

In balancing speed with thoroughness, Danyel uses the metaphor of "pouring concrete" - distinguishing between decisions that will have long-lasting implications and those that allow for experimentation. She considers factors such as system interconnectedness, organizational impact, and reversibility when determining which decisions require more rigorous analysis.

When building her team from scratch, Danyel prioritized "high learning agility" as a key characteristic, knowing team members would need to handle diverse responsibilities in a fast-paced environment. She also strategically brought in specific expertise in project management, cybersecurity, and full-stack development.

Danyel shared a valuable lesson about coaching less experienced team members, realizing she needed to adjust her questioning approach. Rather than assuming team members had already considered certain angles, she learned to help them develop their own problem-solving framework through more foundational questions.

To learn more about Danyel Bischof-Forsyth's work and insights, connect with her on LinkedIn at www.linkedin.com/in/danyelbischof.

Jason Schulist, Executive Director of the Fox Valley Data Exchange, brought his extensive problem-solving experience to the People Solve Problems podcast hosted by Jamie Flinchbaugh. With over 30 years of experience across construction, automotive, utility, and paper industries, Jason shared valuable insights about understanding and addressing different types of problems.

At Fox Valley Data Exchange, Jason works to make community data accessible across three counties in Northeast Wisconsin. The organization helps stakeholders understand how people thrive by examining factors like meaningful work, wealth, physical health, and transportation. In addition to this role, Jason leads the Generative Local Community Institute, focusing on creating economic models that help people flourish.

Jason introduced listeners to the Cynefin model, which provides a framework for categorizing problems into clear, complicated, complex, and chaotic domains. He emphasized that different types of problems require different approaches and tools. For example, while manufacturing problems might have clear cause-and-effect relationships, community issues often fall into the complex domain where patterns shift and traditional solutions may not work.

Drawing from his experience addressing poverty in his community, Jason shared a compelling case study. His team discovered that earning $18 per hour represented a crucial threshold for stability in their area. They identified three key factors that helped people overcome poverty: some post-secondary education, having or expecting a child, and maintaining consistent employment for six to twelve months. Using this information, they set a goal to double the rate at which people moved out of poverty, from 3.5% to 7%.

The project involved 27 parallel experiments, demonstrating Jason's approach to complex adaptive problems. One successful initiative identified eight certification programs - dubbed the "Elite Eight" - that consistently led to stable employment above the target wage. Another successful experiment involved connecting with people who were just a few classes short of completing their certifications, helping them finish their education and secure better-paying jobs.

He emphasized the importance of collaboration in community problem-solving. He highlighted the success of CI Squared (Continuous Improvement times Community Improvement), a volunteer group of more than 55 continuous improvement professionals who have participated in over 80 interactions with nonprofits. These volunteers apply their professional skills to help community organizations address challenges and develop strategic plans.

Throughout the conversation, he demonstrated how different problem-solving approaches can be adapted and combined to address complex community challenges. His work shows that while some problems can be solved directly, others - particularly in the complex domain - need to be addressed through iteration, observation, and pattern recognition.

To learn more about Jason's work, visit www.fvdex.org or connect with him on LinkedIn.

Scott Post, Operational Excellence and Lean Leadership Coach with S Post Consulting, joined Jamie Flinchbaugh on the People Solve Problems podcast to share his insights on effective problem-solving and leadership. With over two decades of experience in leadership, lean methodology, and process improvement, Scott brings valuable perspectives from both his corporate roles and consulting work.

Drawing from his extensive experience, Scott highlighted a common pitfall in problem-solving: poorly defined or misunderstood problems. He shared an example from a company where emotional attachment to a product design issue led to years of ineffective problem-solving attempts. The team kept jumping to solutions without truly understanding the core problem, resulting in wasted time and resources.

When discussing product design challenges, Scott emphasized the importance of customer focus. He suggested spending 80% of time understanding customer requirements and fundamental needs before moving forward with solutions. This thorough understanding makes the actual product creation process more straightforward and effective.

Scott shared valuable insights about handling emotions in problem-solving situations. Drawing from his experience at Pella Windows, he emphasized the importance of leaving position and rank at the door. While acknowledging that human beings are brilliant and creative, he noted that ego and inappropriate use of authority can negatively impact problem-solving efforts. However, when egos are in check and there's good teamwork, emotions can contribute positively to the process.

As a consultant, Scott's approach centers on listening. He believes that solutions often already exist within organizations but may be buried under day-to-day operations and reactionary firefighting. His role involves helping to quiet the noise and bring different voices together, using tools like Kaizen events to facilitate positive outcomes.

He highlighted the importance of curiosity in effective listening. He suggested that the moment we stop being curious and believe we have all the answers is when problem-solving becomes less effective. He advocates for maintaining a childlike curiosity, continuously asking questions and staying open to learning.

In discussing his transition to consulting, he shared that while entrepreneurship presented expected challenges, he was surprised by the different nature of community in his new role. He finds joy in experiencing the unique communities within each client organization, appreciating the diversity of businesses and people he encounters.

For those interested in connecting with Scott Post or learning more about his work in operational excellence and lean leadership coaching, visit www.spostconsulting.com or connect with him on LinkedIn at www.linkedin.com/in/scott-post.

Melia Tourangeau joined Jamie Flinchbaugh on People Solve Problems to share her experience as President & CEO of the Pittsburgh Symphony Orchestra, where she made history as both the first woman and youngest CEO in the organization's 129-year legacy.

In the conversation, Melia revealed one of her most significant challenges occurred shortly after joining the Symphony. While initially identifying what appeared to be a manageable $1 million structural deficit on a $30 million budget, deeper analysis uncovered the actual deficit was closer to $5 million annually. This discovery, combined with her status as a newcomer to Pittsburgh where 75% of the budget relies on charitable sources, created an especially complex situation.

The challenge intensified when contract negotiations with the musicians' union led to a 55-day strike, marking the Symphony's first work stoppage since the 1970s. Melia acknowledged this was one of the most difficult periods in her career, noting that leaders rarely survive such conflicts. However, her ability to rebuild relationships and trust afterward has been evidenced by her successful ten-year tenure.

Melia shared her leadership philosophy, emphasizing the importance of bringing together the right people to solve problems. She described how she approaches complex decisions by gathering small groups of board members with diverse expertise rather than trying to get everyone in one room. This collaborative approach has helped address various challenges, including developing innovative solutions for the Symphony's endowment strategy.

When discussing prioritization, she highlighted the challenge of balancing urgent daily needs with critical long-term planning. This is particularly relevant as the Symphony executes a 10-year financial recovery plan following COVID-19, working to close the gap between expenses that are 8% below pre-pandemic levels and costs that have risen 12%.

One of Melia's innovative initiatives is "Disrupt," a new concert series designed to meet audience desires for more casual, contextualized experiences with shorter programs and enhanced production elements. Despite initial skepticism from staff who recalled similar past attempts, Melia committed to a five-year timeline with clear metrics and a willingness to adapt based on results.

Throughout the conversation, Melia emphasized how she stays grounded during challenging times by returning to the concert hall to listen to the orchestra perform, reconnecting with the fundamental purpose of supporting artists and their work.

To learn more about Melia Tourangeau and the Pittsburgh Symphony Orchestra, visit https://pittsburghsymphony.org/ or connect with her on LinkedIn at linkedin.com/in/melia-tourangeau-092985121.

Liz Guthridge, Managing Director of Connect Consulting Group, joined Jamie Flinchbaugh on the People Solve Problems podcast to share her expertise on leadership development and organizational change. As a leadership coach who combines neuroscience and vertical stage development, Liz works with both individuals and organizations to foster growth and cultural transformation.

When discussing ideation and brainstorming, Liz challenged the common practice of gathering people around a conference table to throw ideas at each other. She explained that research shows this approach isn't particularly effective. Instead, she advocated for giving people time to think independently and leverage their unconscious mind. According to her, our best ideas often come during activities like showering, cooking, or walking when our minds are free to make unexpected connections.

Liz emphasized the importance of providing autonomy in the ideation process, allowing people to generate ideas when and where they work best. This approach particularly benefits introverts who might feel overwhelmed in traditional group brainstorming sessions. While some might worry this takes too long, Liz pointed out that giving people 36-72 hours to develop ideas independently can actually lead to more creative solutions than rushing the process.

The conversation turned to the critical role of a learning mindset in problem-solving. Liz referenced Carol Dweck's work on growth mindset, explaining how this approach aligns well with continuous improvement principles. She stressed the importance of creating a culture where questioning the status quo is encouraged and curiosity is celebrated. Leaders can reinforce this by recognizing and praising those who demonstrate these behaviors.

Liz shared valuable insights about the connection between physical health and leadership performance. Drawing from her background in brain-based coaching and neuroplasticity, she emphasized how sleep, movement, and diet significantly impact both work and life performance. She advocated for leaders to block time on their calendars for reflection and thinking, noting that many of her coaching clients particularly value having this dedicated space to process ideas.

In her coaching practice, Liz takes a highly individualized approach, helping leaders align their actions with their values and working backward from their vision of their ideal selves. She recommends focusing on no more than three goals at a time to ensure meaningful progress.

Throughout the conversation, Liz demonstrated her commitment to helping leaders develop self-awareness and lead themselves effectively, recognizing that this forms the foundation for successfully leading others.

To learn more about Liz Guthridge's work in leadership development and organizational change, visit www.connectconsultinggroup.com and her blog at www.connectconsultinggroup.com/blog, or connect with her on LinkedIn

Brian DeVries, Senior Advisor at Lean Fox Solutions, joined Jamie Flinchbaugh on the People Solve Problems podcast to share his insights on problem-solving methodologies and leadership. Brian recently authored a children's book, "The Big Thinking of a Small Knight," which teaches leadership and continuous improvement principles through storytelling.

Brian explained his preferred problem-solving approach, the nine-box methodology, which begins with what he calls a "rally cry" - a clear, concise problem statement that teams can consistently return to throughout the process. He shared a compelling story about a meeting where team members wrote down their understanding of the problem they were trying to solve, only to discover that no two descriptions matched. This experience reinforced the importance of having a unified understanding of the problem at hand.

The conversation explored the significance of breaking down complex problems into manageable pieces. Brian described how he looks for specific triggers that indicate when a problem needs to be broken down, such as when teams struggle with measuring improvements or when the path forward isn't clear. He drew parallels to personal health goals, where large objectives are achieved through smaller, actionable daily steps.

One of the most powerful moments Brian shared was from his work with a nonprofit organization, where a program participant remarked, "I didn't know my mind could think about a problem that way." This experience highlighted the transformative power of teaching problem-solving skills and continues to inspire his work today.

Brian emphasized the crucial role of psychological safety in creating an effective problem-solving culture. He shared a personal story from his early days as a manufacturing supervisor, where showing vulnerability and admitting his lack of knowledge to his team helped build trust and led to significant improvements over time. This approach exemplifies his belief that leaders should be intentional about creating an environment where it's safe to make mistakes and learn from them.

Throughout the conversation, Brian demonstrated his passion for helping others develop their problem-solving capabilities and creating environments where people feel empowered to contribute their ideas. His approach combines structured methodologies with human-centered leadership principles.

To learn more about Brian's work and perspectives, visit his websites at https://www.devriesii.com/ and https://leanfoxsolutions.com/, connect with him on LinkedIn 

Be sure to check out his children's book at https://www.amazon.com/Big-Thinking-Small-Knight/dp/B0DW1LB3HZ/.

Chuck Wisner, President of Wisner Consulting, joined Jamie Flinchbaugh on the People Solve Problems podcast to share his insights on improving human dynamics in conversations. With 25 years of experience advising Fortune 200 companies, Chuck has developed a unique approach to understanding and enhancing how people interact.

Chuck introduced the concept of the "conversational bypass," a common pitfall in problem-solving and decision-making. He explained that people often jump from storytelling directly to action, skipping over the crucial middle steps of collaboration and creativity. This tendency can lead to hasty decisions and missed opportunities for innovative solutions.

To combat this issue, Chuck emphasized the importance of conscious effort in conversations. He suggested that both individuals and groups need to take responsibility for fostering more productive dialogues. For individuals, this means being willing to set aside one's ego and perspective, opening up to different viewpoints. In group settings, leaders should encourage taking extra time to hear all perspectives without judgment or bickering.

Chuck shared four key elements to consider in conversations: desires and goals, concerns about the future, authority issues, and standards. By examining these aspects, people can better understand the thinking behind their perspectives and share them more effectively with others.

The discussion then turned to the importance of learning in conversations. Chuck stressed that while making decisions is often the perceived goal, the real product of these interactions is the learning that occurs. He advised that to ensure learning is at the center of a conversation, individuals must set aside their judgments and private conversations to truly listen and absorb others' positions.

Chuck also explored the role of self-awareness in changing conversational patterns. He shared a personal anecdote about recognizing and altering his own trigger responses with his children, illustrating how awareness can lead to positive change in communication habits.

The conversation shifted to creativity and intuition, with Chuck highlighting the importance of embracing the right side of the brain in problem-solving. He encouraged listeners to give themselves permission to dream and wonder about possibilities, moving away from resignation and towards openness.

Chuck also discussed his journey in writing his book, "The Art of Conscious Conversations: Transforming How We Talk, Listen, and Interact." He revealed how the process helped him overcome his own limiting beliefs about his writing abilities and provided a structure for connecting various communication tools and concepts.

For those interested in learning more about Chuck's work and insights, his website can be found at chuckwisner.com, and his book is available at https://a.co/d/5dw54us. You can also connect with Chuck on LinkedIn at https://www.linkedin.com/in/chuck-wisner/.