Lean Leadership "Isao Yoshino, Katie Andereson & Rafa Lucero"

three. I mean, but I wanted to show you after all. Katie will tell you about this LRA. The wall is very little, you know, and we have to treat the prophet in a good way, of course, with each other because it is always a learning situation. you know, let me go for 10 minutes tops 15 minutes about my idea of ​​this continuous improvement, this

lean

thing, you know, you know the consultants, masters in assessment, we're always inventing new words, new areas, you know, and that's why I've developed a few words so you remember what continuous improvement is, at least for me it's not really true because since it's my model, you know it's called p29, it's a way of understanding continuous improvement probably in a different way than you've ever seen and then the fourth model p29 has about four words that start with P and I'm going to start with three, the three to three, the first of them, you know, three, three words that start with P, which are common to any company with Regarding the size of these companies, if you work for the public sector, if you were for. hospital who works in the automotive industry if you work for any industry or sector of the service sector a summary of the words is completely necessary to not only start but also to maintain continuous improvement in the right way, okay, I talked about these three P You know, the first P, of course, is people and we have to worry about you.

You talk a lot about this in today's webinar. This is all about people. Yes, the second part of the processes that we have that we have to have, we have to have ways to do it. Know how to do things because usually companies where people do things act anyway, but it's not in a fun way and if you don't have a defined way, how do you know who is doing the right things or even? The good things, so packaging and processes are really important and I'm sure Katie will talk about our today as well, you know, and the third P that I talk about is the problems that the Irish are okay.

We will talk about that for sure today also about what is the improvement of the country. Cotton Superman is always with people, yes, trying to improve the processes that we have to minimize problems, because we are always going to have problems and we have to realize that it is good to have problems because if I always say that if we didn't have problems, we probably none of you would have a job because none of you are working on valuing your company, so okay, this is my first installation. No, I do not want to. I tell you a lot about my model for p29, you know, but remember that clients are waiting, but the most important point is the people who work in your company and I love this photo.

I could be on this in an hour, but. It's not my time, you know, forget about this parameter, the normal parameter in the company's command and control model, where managers tell people what to think what to do, and even Shara, this is not the right model that we should try to implement. parameter in the other direction in the other direction and helping the people who are adding value who are working in our companies. I love this phrase from the Japanese proverb, you know that people work for you, you work for them, we are here in companies to help people with their day-to-day problems, by the way, I forget, I forget to do an important thing that I used to do in every webinar, which is the first, the initial, survive, I'm sorry, I'm sorry, I'm sorry, let me, let me, let me go through this. little survives is an even stupid promise, yes, but I realize that if he can do it, he can do it.

Both can. Three different questions about where you will attend the webinar. No. The second question is if you have ever visited Japan and if you would like to. would like to do so and with respect to your actual knowledge in more narrow or dependent terms, the name you wanted to take a look at the possible answers you know in the last question is still a long way to go. I feel sorry for me mainly 60 60 percent almost people from Spain and then the second position is ours, yes, then we have other parts of Europe, orders from the United States, only 9% of people have visited Japan.

Opportunities, yes, and 52% would like to sign up one day to get to know Japan and instead reduce emissions and it is a good opportunity here and with respect to knowledge. Ilene, you know, there is a lot of experience in the people here. You know like 20% of people, 12+ years in the KT business continuous improvement link, so what a great level! yes and some of them who have no idea also is this also this is also good yes it is also good okay all are the learners and the leaders oh yes yes yes yes always learning I put this in my in my in my things in my Twitter again in perpetual we're perpetually nervous oh okay thanks I'll finish the goodbye and go back to my introduction ban but I don't want to go into too much detail because because because Katie Ann and Andy saw that they are the important people, but let me go over this

leadership

mnemonic in Donis, of course: I haven't invented the wheel, you know, but with respect to Ling and the

leadership

that we're going to talk about today, I've developed this mnemonic, you know?

With each capital letter M I have initially written something important that we should have as leaders. You know, if I could make them survive, which is the most important point, probably some of them would come up like humility, probably respect for practice or perseverance. There's a lot of different things, you know, but one thing I'm always learning, KT, is the L in listening, yeah, okay, and if we want to be really good leaders, we need to develop all of this into a good model. I'll send it to you if you want. This whole little mnemonic thing, okay, I don't want to tell you too much, you know, but with respect to four feet twenty-nine, I just told you about the 29-second rule.

I don't know if you've ever heard of The 29 Second Rule I think the first time I heard it was with Norma Boudic, yeah, and it's about the Kaizen concept, do you know what this is? What is 29 seconds today? Katie normally, at least in Spain, we work or you are there for like eight hours, you know? ours is 4800 minutes and in seconds it's 28,000 800 milliseconds, you know, and twenty-eight twenty-eight point eight seconds is point one percent of the time that we're working, okay, I'm sure it's a little confusing, yeah, I have a boss engineering, you know, but In order not to sound strange, I've rounded this twenty-eight point eight to twenty-nine, you know, Katie, you understand this, they treated Miss Trudy Nadia, I'm sorry, and what is this all about?

Imagine what could happen in any of your companies if it were only today. everyone who works in your company improved the way they work in 29 seconds what could happen today in Katy of your company in each company that today they would improve 3.1% you for me Katie I am following you this is this is the point Well if everyone understands all this, then it's like a bit of history. The curious thing is how to do it. We can maintain it every day for a month and in a month we would improve 3% if every day improved just a little bit.

If we maintain it for a year we would improve 33% in one year and if we maintain it every day everyone in all parts of your company will improve almost nothing because 20 milliseconds is almost nothing in reality in three years we would improve 100%. You know my concept of Kaizen every day, but everyone, this is what is really important, that our friends at Toyota really do it in a good way. I remember some time ago seeing even the initial suggestion system shipped at Toyota. which was built in 1953, you know Katy and you know how many suggestions they have received from employees at that time at this time and you know 100 million small ideas 100 million are probably now at 200 million, but what normally happens in the?

Nam for the jewelry companies, but we have some ideas, yes, only the management is getting few ideas and big ideas, big impact, you know, but this is not chitin, chitin, you have a lot of ideas from all the people who work in the companies, many leading ideas. little impact and dawn in a minute in a day this is this this is what's good, okay, I'm going to stop here, you know, because otherwise I'm going to mix up the game, yeah, and I really think people would . I would like to know about you I would like to know about your scene oh yes, probably yes, that's enough for me today, yes, I will, I'll even finish the presentation now and make people anxious, you know, about the two pieces. piece or three or the piece can probably ask about it and Katie, this is your time.

I'll even do it to find out if it's better. I'll turn off my audio right now to see if your silicon and can hear. It's better and it's your time, yeah, okay, come back, we'll come back and we can all have a discussion and open it up or from the audience as well and I'll be watching the chat as well, so it's okay, it's not okay. Okay, let's see if I can get in. We were testing new software. Okay, everything is uploaded. Well, hmm, dusty, okay, cool and then we read some comments. Rafal. I'm not sure if it's yours or his.

From me, but we're just getting started, so welcome back everyone. What a great introduction from Rafael, who put some context on what Mr. Yoshino does and I am here to talk about himself and it has been a great honor for me to meet Mr. Yoshino. Yoshino for the last five years and not only professionally but now also personally and I was the lien practitioner when I moved to Japan and the level of knowledge and the depth of, I guess, the depth behind the principles that I had had for a long time. It has been thought that I have a new appreciation and I am very excited to be able to share them with you here and I am trying to figure out how to move forward on the slide, the new thing begins for me, here it is okay, here we go, so we already did it. our presentations and what's really exciting is that just a few weeks ago we announced the book that will be coming out in July.

I'll have more information at the end and you should be able to pre-order it next week and it contains all the stories that we're going to touch on a little bit here today and what's really exciting is that you'll be able to hear from several that you meet today from their own perspective about these experiences and this It's a photo of me that was exactly new weeks ago. It was the 5th anniversary of the members meeting with Mr. Yoshino, this is my husband here in Nagoya, we actually had just moved to Japan for my husband's job, but I was very excited about the opportunity for myself and I made that my husband took the day off from work and we went and met with the man. .

He and Yoshino took us to Toyota City. I thought it would be a once in a lifetime opportunity and I didn't know he would be leading study tours from Japan and writing the book with mr. Yoshino, five years later, we met regularly in his office and talked. I would get on the bullet train and now we collaborate all over the world and Raphael showed this photo before. It was a lot of fun too. You know, thanks to the blog. I started writing when I lived in Japan. I thought it was a really unique opportunity for me, as a lien practitioner, to live in Japan and I wanted to share that knowledge with other people, so I started writing the blog and it was great. that Raphael approached saying: "I'll be in Japan." We met in Nagoya, which is where I introduced the new Mr.

Yoshino and they developed a relationship and then we had this for dinner in Tokyo two days later and that was the result of this collaboration, Mr. Yoshino and I have been working with intention and purpose over the last few years to capture their stories and knowledge of more than 40 years and I will ask myself if and now why one of the great themes of our experience and work together. is the concept that Han says about collecting him and learning from him and Raphael mentioned this this morning, but wherever you are, in any time zone, you will see how the learning never ends and mr.

Yoshino has really reflected on that for himself, that he's learning and relearning more about his life through the process of being asked questions and thinking that at least I'm serious. You know, I want to turn it over to you and your reflections on the process of working together on this book, actually a long time ago, Tuskegee and we're talking about his idea to write a book about Theora and then they asked me to have an interview and then , through all those interviews, he just wants to know some of all the stories. through a person and you know, basically, you know what we talked about, you know, I don't remember so many things that are now included in the book because you know there are so many bad memories, so many, so many miserable memories.

I ran. what I was working on in Terra, good things and bad things, it's a mix and bad things, I just wanted to forget it, I don't want to keep it, I don't want to remember it, so I didn't look into all that bad stuff. I remember, though, as we talked Katie and I talked about all those questions, we talked about all those in the content of a book, I discovered that we can learn so many good things from the failure of the and from a happy ending or a bad situation, we can learn so many things at the same time, we can learn very little from success stories, so I discovered that, well, writing this book requires a lot of interviews, so maybe this will be very, very exciting withinone year. half a year is big enough to get interviews so this is a big learning experience for me again and all the things, all the memories, you know I had hidden them somewhere and I don't even remember that I just did it, but Still he keeps asking me. so the details keep asking me why it's like that so it's a very good opportunity for me to look back and try to do my best to look back and then if I dig again like it's an agricultural dig, I found out which oh, this is what happened, so it's a great learning experience, so users of the book, if they buy a book, they will realize that this is a story of my life inside Toyota, but it is not my personal life, it doesn't matter, it's not that important.

This is a great learning and also looking back and reviewing or doing Hansel, looking back, what you have done or not done, is a very, very big source of new energy that can be generated within you. It has been a really great experience. special, Mr. Yoshino and I were going over the slides so that he had an overview of the context and he said: I'm not saying things exactly the same way as I said them before and I said no, it's great because the nuances, the little things memory differences. or I learned something new from it every time, and I think that's the beauty of memory and conversation.

It's not always exactly the same and you discover different elements at different times, but we can't keep putting more things in the book. So could you do it? I need to put the slides back in, you know, get them back to the right state, thank you. One of the things I realized through this process is that I knew this before, so again, it's just a wealth of understanding that has happened through my life experience. in Japan and really through my relationship with Mr. Yoshino also is that reflection is not the beginning, it is not the end of learning, so you know we would do it and we make a plan, we study the cycle of directions, actually we start with adjustment and we start with reflection, learning and then move forward and create, and similarly, if the books never know, it's just a point in time of reflections, then how do we use that information and thinking to help us move into the future and continue learning?

I also want to share with you each of my great per in was here as I bought it in Japan a year ago, it actually has the word intention. I have a very large collection, there is a song in Japanese, the proverb that Rafael shared one before, fall seven times, get up. eight and really this probably meant a lot to me over the last few years of working towards a goal and the rumors are weighed at the bottom, it's about having a goal and then falling and getting back up to achieve your goal, it said We'll have challenges and failures along the way, but it's about getting up and persevering, sir.

Medina was great at teaching the audience to reflect from his perspective what this Japanese proverb has meant to you in his life. Actually, you know four down seven times getting up eight, that means, but let's say it doesn't necessarily mean seven, eight or six, seven is a lot of numbers. don't you see once once twice seven is a lot of opportunities so seven four seven sometimes that means if you fail seven times don't get depressed that means seven times ten times many many times don't get depressed because you've got it things will come right back to you. bigger, so you don't know, leave it, that is a very, very important lesson that we must keep in mind so that you know that in our life so many things happen, good things, bad things happened, etc.

It's very important to come back, I don't know why seven times, four, seven times and get up eight, so what's the difference between seven and eight, but you know, you probably know seven again, it's a lot of numbers, big numbers and also tells us there. It was a very important lesson that you know what happens to you, bad things, but still don't lose hope because as long as you take your future and your effort seriously, things will get better and in fact, I learned this from my own experience. In my case it happens maybe 13, let's say 13 times and I recover 14 or 15, so this is really true, so this is one of the most you know, I appreciate it.

A proverb in Japan never comes from China, everything comes from China, including coronaviruses and this. It's one of the things that comes from China and I think that in this and the pandemic I think that now more than ever this sense of how we get up and continue to move forward is really important, my best wishes in these complicated times and really yes to being. tough times for a lot of people yes, yes, yes, we will get up okay, please, yes, great. I also want to share this type of intention that has been very important to me.

In fact, I have this personally inscribed with that smudged kanji. You can see it there when I was with the monks in Japan when I got business cards made in Japan five years ago. I had already started my own company but I didn't have a business logo so I said put the words of intention on my card because it's a word that means a lot to me and I learned that the bottom of this symbol on the left means heart and the one on the right means direction and it came to take on a nuance or a deeper nuance for me about what the word means.

The intention is and the reason I am scaring this is because it is also important for us to think as leaders and their students what is really important to us what is important within as people and then add people leaders what we need what we are trying to achieve and it has meaning here and then, how we align our actions and our behaviors in that direction and therefore it is creating awareness of our self of purpose and heart and you will hear that sense of this throughout our discussion here today about leading with the heart is really important and then how do you have a sense of direction and where are you going?

And connect those two. For that it is also very important for us to have the connection of heart and direction. Well, I included this. quote I have learned a lot from mr. Yoshino on what respect means, we heard, you know, of course, you know that respect for people and continuous improvement are the two pillars of the Toyota Way, but respect has a really deeper meaning to the people at Toyota and I wanted a mysterious mission, you know, to talk about it. With you here because it has been very enlightening for me also the deeper nuances of what this respect really means, Mr.

Yoshino, I pass it on to you, what with this pillar of respect for people really embodies its way. Pray, actually, my father's. I remember it wasn't necessary the first time, in fact almost the first time I heard about this word respect in the comment. In senior management, I think it was around 2001 when Toyota Way, which is not necessarily new, but another common key comment came up from senior management and some respect means, but Daryl, like Arkady, says respect means a little deeper than it seems. and so within Toyota we have a slightly different meaning and we take that into account and usually you know respect is sometimes considered constantly being nice to everyone or boss if it's about the bosses the respected boss needs to treat people kindly and then being kind to everyone who works for him or superficially kind or something like that, but within your self-esteem it means a little bit deeper and when you think about this, everyone is different, everyone has a different character, a different way of think, a different code, a personal code, different values, so the people who are the best of the group and you have so many people, then you have to value the difference of each person, you know the difference in the value of each person and not There is no one, only one value, but there are so many values, so that is so important.

It is part of respect and another thing is that you know that people are very, very important because it is not a machine that makes the cars, but it is in the hands of the people of the Machine and the people always make sure that the machine work well all the time, so maintenance orders. you know, take care of the machine, people without people we can't make a good quality car, that's why people are so important, that's why it's so important, we just spend a ton more eight hours a day, so you spend more hours, they spend more than they spend with their families, so, we have to treat me like a member of the family, like our people, we have to make people feel happy working in the same place for longer, also the People have different opinions, different ideas and probably if we were bosses and people knew it. much, much better than their job because the boss doesn't make cars, the workers just make cars, so they have a lot of new ideas, that's why they like to be listened to, that's why they enjoy being listened to, they enjoy the feeling that they are heard.

So it's always difficult to ask the boss that people have to make sure that they know that all of people's good ideas are heard, so that's part of the result and also taking care of people means developing, helping to develop, so all those things are just a word. respect respect is not just one, you know, I think from lower ranking people to higher ranking people, it's not that different from the normal meaning, that's why the meaning will respect 2001 and mr. Cho, our President Joe wanted to point out that we should not forget this very hard core meaning underneath this world, just a single word, but there are so many meanings about it, so that's the basic concept behind it.

This is a small word, yeah, one of the things I learned from you about how there are two meanings of the word sects in Japanese, so we have a single translation in English. We only have the word respect, but there are two symbols for respect. and Japanese is like respect towards an older person, it's like directly towards a person or there is respect for identity and humanity and those are the facts for the people that are included in the 2001 Toyota style and very different nuances of the which you often think is simply respect. Oh no, I'm respecting you as an individual.

Those await you because of your humanity and not like a different Honda for me and so absolutely powerful. In fact, I realized I have my own Toyota pen on the back. it's good to think about a good product and then who is the one that leads by thinking about the people first and then the product absolutely absolutely if I just

lean

in with my Linder C pneumoniae injuring the corner? Yeah, they're great right here. Very good. Great thanks. Okay, so I'll take it. Step back in time, almost six years ago, was the first time I had actually heard of a stylist.

You know, of course, I had read, I mean, I used to learn from him the book on a3 thinking that John Chuck had written and Mr. Yoshino is credited in the acknowledgment clearly that the person who taught John took some time to think along with another manager who had reported to Mr. Yoshino I was at a conference and wrote a few weeks after we found out we were moving to Japan and it was just chance and luck that mr. Yoshino was also in town and was on stage with John Shaken and this was right after we met for the first time, making me his business card and telling me to look me up, but I was so captivated by both of them, Mr.

La Yoshino's warmth and humor on stage and uh, I'll let him you can demonstrate it here for yourself, but also and also his deep thought and introspection, and he doesn't remember saying this, it just caught my attention and it's really become my personal guide to how I think about leadership and also how I coach and teach other people, said something to the effect that my goal of developing Jon shook when his manager was giving him a mission or goal to support him while he figured out how to achieve it . the goal and as I was developing, I was aware that I was developing myself as well and this is very deep for me and today we are going to delve into these three concepts here and I will let Regina speak for herself about what these The elements that really mean to him as a leader, I took, are these people, the things they can remember, the roles of a leader will set direction, provide support and develop, and if we can eliminate many of these, we will achieve great focused leadership. people in a Cultural learning is really connected to the heart and in that direction too, so the first thing is to study the direction and I have a lot to say about goals and direction setting as well, but I really want you to listen to a mysterious Gino on this and It's been a great reminder for me of not only the importance of goals but also how to think about setting goals and what that movement is as a leader and often in the West we forget how important it is to have clear and directional objectives. at Toyota it is a fact and I want the gentleman, you know, to talk about something that I have lost in a seemingly impossible objective and I would take it as part if you determinewhat is needed and not what is achievable.

Yoshino, can you talk more about this? This comment you often tell me that the goals would be seemingly impossible, why do you say that? In reality, if the goal is very easy to achieve in any career, if you are an expert in something you don't know. I have to work very hard, but the goal is something, one thing or another is a goal that is given, since this must arise from need, not from what you can do, so it must come from somewhere else, not of you, so the objective is something that is like a North Star and you have everyone, you have to bring everyone's attention towards the same objective and talking about the objective, you know, let me explain to you very quickly what my objective was because I was in charge of the training program for the new me, which is a joint venture between GM and Toyota and Yumi is a joint venture and now in California in the year eighty nine hundred and eighty four and that's the time you know they gave me , I was assigned to that training program and at that point you know what the objective was wondering, well, new me, a senior management decided to send their underground leaders to Japan for three weeks for training because the previous operation is run by terrorists .

I'll see and Toyotas or Manufacturing and a capable man attacking a pig team were offered, all those techniques and management. while GM offered the facilities so that's the condition and anyway I was wondering what is the goal of that new me president and they were the ones who decided to send their plant leaders and they want to change the mentality of the new workers me . and also a culture, you know, the soft floor culture from the days of GM to the terror of the new styles that they wanted to change, they want to see the cultural change and that's why they send it to us.

So I was wondering what my goal is as a sexual manager. of the trading course and I was wondering that we are supposed to change their culture within just three weeks of training in Japan, we can't soWhat will we discuss a little when we start a program? So, with this our manga, what is our goal? What is the objective of our team? What can we do with it? What's the point of not being the newest? So we came up with, you know, new means a The president says we want to change the culture, so my goal is not to change the cart, we can't do that, however, we would like to provide everything we can to the store leaders to Let distributors experiment for themselves and with their knees in the toy. culture and they learn something and they will bring one or two key things that they would like to apply when they return to Fremont, California, that is my goal, so it is not necessary, it is not necessary to directly, you know, change the culture but they all know their determination and each person has I want to do this I want to apply this little thing in my workshop as long as each person each time we receive 30 people, each time all those 30 people have their own personal goals to bring back to California, then the goal is achieved , the goal is something like that and some people say it's kind of a stupid goal, do you know how you can evaluate it?

I don't know, but it's always when they said the goal for themselves, so we didn't force the workers, they decided voluntarily, they decided, okay, this is my goal and because at the end of the whole course we ask them what their goal to achieve when we are back in California and formally I asked them informally so they really know every personal difference so 30 people have different goals but that's fine as long as they set a goal that is our goal so We are not supposed to consider the goal to be more complicated and sophisticated without any goal.

As long as we have some objective that is good, that is a good starting point and therefore it is not necessary to set a very, very complicated objective, sophisticated objective, then you cannot continue, so we believe that the objective is something like that, so there is no objective. It's not good, yes, any goal is fine, it's a stupid goal, it's fine, as long as you have a goal based on that, after setting the goal, you can develop action plans to achieve a goal, if you don't have a goal , you can't achieve it. With a game plan because there's no way there's no no, there's no star so that's like what Target means to us, but in this combination we've talked about it's a seemingly impossible goal, but no, oh no. , no, not a Some things give you what I have learned from you also is that you should not get obsessed with just trying to figure out the goal, you need a goal, it is directional and then you will learn and you can do here PDI cycles because if you spend all your time trying to reduce time.

I'm trying to find the perfect goal and then you never take action, so I loved your story. Yes, you need to have a high level challenge goal, but you also need a goal that will simply help me move forward and learn and some experiences that you share here yes, it is very important because the seemingly impossible or almost impossible goal is the same thing, but again the goal is determined by the need at your workplace, it is not your choice, but the choice is given. by the market or by necessity, that's how it should be, sometimes it is difficult to achieve, however, it is a goal, otherwise you cannot survive.

So what if you say the goal is easy to achieve? So it doesn't help you develop, so the goal comes from necessity. and but sometimes it's so far away that even if you can't reach the goal within a certain period of time, it's okay because you set a goal and you go one year, two years, second year, so you can say a gradual approach, you can do it like As long as you set the goal, you will be able to unite everyone's effort in one direction, so setting without setting a goal cannot force everyone to pay attention, now everyone is in totally different directions, so having a goal is very important and this is how we should Start from the beginning one thing, yes, regarding the fact that we have Linda for PEO of the modular that I showed you, you know, but I can't find it, I can't find it at the moment, oh yes, it's here , I'm sorry, you know.

Even Yoshi knows that you know it, the 4pf of the model, you know that it is the priority, that is what we cannot control, we cannot eat an elephant in a day and even in a week, yes, and imagine that in Europe we are using housing hungry. He's not here, I don't want to show that he's out of your elders, hoshin kanri, but he's even out now, he retired from Toyota like, 15 years ago and he still has a plan, he still has a plan with his goals with his action. plans that are strategies and he's putting it down on a piece of paper, you know, so imagine, imagine how important it is to 40 other people, how important it is to Esau, even 15 years later, he's using the same approach as was using in your area.

Very very good point take me back to the slide please very good thank you and this also you know it follows from what Mr. Yoshino said is one of the reasons why we want that challenge goal because it's what we learned by not achieving the goal that makes us smarter. These brands go back to what you said today that you know we learn more from our failures than our successes and that's one of the reasons and also as a leader we even set that challenge for people, a set of goals helped them move towards something that will allow them to learn, but we also need to nurture and support them, so also Another connection between that direction and the heart and there is something that I think Mr.

Yoshino is really special because he supports other people and develops them and I'm really helping people to improve and solve their own problems and there are some things that you don't want to think that would be great for him to share with you here. There are so many stories, it's all in the book so you can understand it but just the taste of hearing him tell them and his role as a leader was to help each other to help others develop and that's very clear in his purpose in life so one There are so many different ways we can help support people.

I pulled out just a few of the ways that we've talked about and one is that, as I would say, it's Sepik's conditions for success and taking responsibility when mistakes happen and, sir. . Yoshino talks about how important this is in Toyota's cult of Toyota culture about allowing mistakes and supporting them and again, if we are where the learning comes from, it has a really powerful story and I'll let him tell some of it. Actually, he hadn't, it came out in one of our first interviews two years ago, when we started talking about the beginning of his career and he remembered it well, Mr.

Yoshino, I remember you, you said, "God mine, I had this experience and I realized how important this foundational event was for him in his entire career at Toyota. It was an experience he had in his several-month orientation at Toyota when he was there. assigned to Modi Amachi went to work and mr. Yoshino let you tell people the story of the big mistake you made. Well, when we graduated from college, when we joined Toyota, we went through a four or five month training period as an orientation and during that time I was the first step in the first two weeks.

I was in orientation and in the classroom, then each of us was sent to the plant because we are common factors. I was sent to the Motomachi plan, where we are the smallest automakers. They assigned me to the paint shop, but I didn't paint the car, but it took a lot of skill, so they sent me to paint prep, you know, paint mixing and storage, and then we sent that mixed paint through the pipeline by everywhere to the paint shop, so we were supposed to put the paint in the big tank, but at that time there were two types of paint, one is paint, another is solvent these days or we have only earned coins, but it is the It's time to sort the paint and we have to put it together. a tank, then I was supposed to put paint to E and solvent to and once in a big container and I put it in, I turned on a switch, then it's a mixer mix and then it automatically sent to the paint shop and I thought I did it. right away, then give it a couple of hours later the one about the foreman running up to her, you know, paint prep stories and it's okay guys, something's wrong in the choir, pain doesn't stain, get on with the course, something It's wrong, bubble and Then they asked me what you did and how you did that.

Oh, yes, yes, sir, I just put this paint A, paint and solvent A, and when I look closely at the audit, I put solvent B, it's a different solvent. I put it in the tank but the paint can was in the same area so I was afraid because I made a mistake and there were all the bosses that came in and well this is kind of a problem so I was really afraid that they were . Are they going to fire me or will they know that I was so scared, so not only did they not blame me, but well, then they mix because paint A and solvent B are almost very close to each other, it can only be allowed because someone can make mistakes you're a newcomer so you're not familiar, you didn't do that so instead of blaming me they just try to figure out what should we do, should we have done that and instead of blaming me they just argue about what should be done to avoid for the same thing to happen again and then Big Boss came to see me, you know, sorry for what happens, but thank you very much for making mistakes because this gave us the opportunity to correct it to do Kaizen on how. to prevent the same problem from happening again, so I was very satisfied, I was very lucky, no, I'm so lucky to have had it, so I feel very comfortable, okay, this is a culture for other people and this is not just the painting. buy this, we call it, you know we make a mistake, so bad news is the first type of culture that prevails throughout the company, so when something happens, but the news comes first, it should comfort, for what bad news will bring the best idea so that no one is blamed because we make mistakes.

We are human, so that is one of the many good aspects of storybook culture and I was so fascinated with this great culture that we can never find anywhere else in the world, but not in the world but in Japan, so I What caught my attention. and that story is about how their manager needed to repaint hundreds of cars and they thanked him for making a mistake and I can't imagine that happening to many other companies either, so it's a really powerful story and for those of you who are listening here Today, how is this concept embodied by Toyota?

All levels of leadership support people and real failures and mistakes to parents through the arc of mystery. Oh, she knows that experience affirms you as a leader but also even greater experiences. We'll talk about the failures here today because it's a very deep story, but also a failure at the end of her career and how the leaders really just made that mistake. I want to return safely to the new hospital, I'm not sure. I have shared with you a quote in the chat about salsa, the history, you know that theproblem, danyoung, it is always in the processes, you know, the important thing is the process, not the people, people can make mistakes, of course we are going to have mistakes. but if we had done it, if we had the perfect process, that wouldn't happen and the process, the perfect process is almost impossible, yes, but it is a way and there is another experience that really impacted me as well, um sir.

Yashida, maybe ten years later, the mysterious Tina was talking about how he played a different role in the Tokyo office and this really struck me as to what leaders are like, when they support people, one of their roles is teach the learning process. Leaders don't own the actual learning process like real learning, but how do they create these structures and systems for people to learn? Yoshino had a great experience with this when he was asked to write a report for the senior boss in the Tokyo office and it was basically fine. I didn't tell the very mysterious story, you know, tell if we can tell people what happened when you were asked to write this report and you decided not to go to Gamba.

Well, actually it was around 1972 73. Everything is fine after the oil crisis and all over the world, in Japan too, and at that time I was in the public relations department of the Tokyo office. right in the middle of Tokyo and I have to deal with our press, people know me, the writers, everything, it's media people, so we have to understand the situation of that oil crisis, we have to establish that Toyota needs establish itself in a very positive way. I knew a strategy to deal with the situation, but the big boss of the Tokyo office wanted to know what other important leaders of Japanese cooperation have what kind of public relations strategy these days, so he asked me if he knows why.

Don't you work in public relations? Why don't you just check? Why don't you do a quick research on other major companies like Hitachi Mitsubishi and Toshiba or Panasonic and Nissan or other key companies? What type of audience? relationship strategy they are developing to deal with this rapidly advancing situation. I was assigned that job, but I was so busy bringing all those media people here, so I just stay from the library at that time there was no computer or Internet, so I went through all the documents in our library, a small library and across the street there was one, the largest library in that area.

I went, oh, but I didn't pick up some of the documents, some of the books about all that public relations. The organizational chart of all those policies that I just reviewed, as a very quick composition, is a report of three and then it was a moment in which for me to inform you with the order, maybe ten or twelve managers around.and according to the standards and then I started, I was about to start informing them, then the big boss just asked me if she knows, where did she get this information? and then, yes, sir, the star has just risen.

I was very busy and so on. I just went to all the libraries that I think are very important and it's great information, so to learn I forgot all that information from the book from another newspaper or newspapers, everything, so he asked me, okay? Now they are based in Tokyo, they can go to all those companies in 10 minutes by taxi, they can even walk to some of the companies, but they haven't gone there yet, no sir, so he said he stopped me and it's okay, he hasn't made. that what you have to do you didn't go to goombah right there you can talk to people and here is the voice real voice so you can feel all those kisses behind the words but you didn't, why not?

Come back, I'll give you a day or ten, so why don't you do that again and go to Gamba and come back to me? So I was in the middle. I was very embarrassed because I didn't know that I knew. good job summarizing all this stuff, but it's not what he wanted to see, so long story short, I came back maybe a week or ten days later and they probably didn't like it any better or they liked me or the information I I received direct face to face interviews from all of those a couple of companies and all the information is the same as my original report, which I got from the library, however, it is not what you know he would like to see, I wanted it to be .

For that company, go to the game but talk to people and Shearer exchanged views through that conversation, you can feel it, but they think it's important in the PR section, so he wanted me to do that first. Establishing a story for everyone, so gold, go bet, go play, through a concept not only for the plant but also for the office workers, that's one of the things he wanted to teach me, so I was very happy that his name was sir. Husai's nephew says that he is the general manager and I felt very satisfied, not ashamed but at the same time satisfied, because he gave me the opportunity to go to the game, but again, and I learned it when I was in a motor affairs plan, but I completely forgot.

So, this is one of the things I learned. Going to Gamba is really important for anyone above because only the truth comes from the fact that I used all the documents as a guess because I didn't double check with face to face conversation so this. Still, you know, he tells me a lesson that if you want to discover the real truth, then you have to go back to that original place and check it out for yourself. That's a lesson I really learned so that my life being in the Tokyo office in five years is actually very meaningful.

I thought that was pretty impressive when you know you also told me that this manager said, "Oh, I didn't expect you to have anything different than what I had." Here what you discovered. He wanted you to go to Gamba and that's why he really cared about how to learn that process of how to be a good learner and a good leader was the most important thing that he was leading with such great enthusiasm from the beginning. There are some questions that would probably combine all three questions, but Rowley, I can't hear you, listen to me carefully, if you can ask him if he said process regarding management skills and about short-term thinking and about acting as a manager coach in Yoda in The rest of the world I don't know if your friend Mr.

Yoshino will find it difficult to talk about the things that are currently happening at Toyota, and besides, you know that he can talk about his experiences and is not the type of concept of what it means to be a people-centered leader. You'll find it harder to talk about what's currently happening at Toyota or other companies. He is not in Gamba. Hmm. I think there are some interesting questions here, we just have a few more points and maybe we can finish those stories and then come. Going back to the Berserker figure, I just want people to know that it's like asking questions about things that are happening today and that his companies or trends are usually not that easy for him to understand for the other side, yeah, yeah, then another. things Raphael, you talked about this before about how important it is for leaders to be curious, ask questions and listen, yes, part of that, let people learn and the mysterious Shino still goes and visits his mentor who is 80 years old on the outskirts of Tokyo, and Mr.

Yoshino learned the importance of asking questions from this leader, Mr. Segura, and so, you know, just a baby chair, just a sporty thing about how this concept of being curious and asking questions is really important as a leader. to help support others. I see you know when I was working with my mentor and my boss and his name is sir. Skewer and when I started working for him I was very impressed with the way he asked the question one time, you know, he wanted to go to the Technical Center and he wanted to meet a big shot and then he asked me to tell him, do you know why?

Don't join me because it's going to be interesting to be here, I've never talked to all the big fish, so maybe it's a great opportunity, you know, as I was listening and next to him, how he just asked those questions, it's very good because uh, you know, someone very articulate or someone who knows positive and is also the person who talks a lot, so it's not too difficult because you just try to start something, then you start something and automatically those guys would like to see. She, all this is common to everything, but well, in case that very calm guy, a lot of the engineers are very calm but very, you know, they have a big heart but a strong mentality, but they are not so much orators, but sometimes, sir, just you.

You know, they just beat around the bush and try to warm up and maybe at the beginning of five minutes they talk about so many things and ask simple questions, then he just asked another question and from a different angle and then there's the guy who stays quiet. I feel very happy and we feel comfortable at a good pace and everything so mr. Schouler just knows how to ask a question in a very nice way so that people feel comfortable talking, so I learned a lot of things and I also learned that mr. Seeger is my mentor, he was very kind to invite me to join and because he wanted me to learn how to ask questions to people who are so busy and we want to save some time, but the days are still around 30 or 40.

Minutes to talk to us , so I learned so many things, you know, he's not just like a TV announcer, he talks like a country gentleman, but you know he's very skilled and he's also starting to adopt a tough mentality that makes them feel good. speaking and what a great experience it is to listen to other people, so it's not that eloquent people aren't necessarily good speakers, but mr. Segura speaks slowly and speaks softly, but he grabs very well, he sings and to understand him he just asked me a lot of questions and then right after the guy gets hot and then he asked straight to the center, so it's amazing.

Like you, he is a persecuted fox on the forum, so the way he asked the question is very interesting. It's also his style to train people, including me, so I always try to be nice and make people feel happy working on it. atmosphere, so he impressed me. I still think he is the best mentor. Yeah, you highlight something that you've talked about a lot about this teen learning thing that's happening on Twitter about the mentorship that leaders have in coaching and development. We are listening. that through all the different stories that you had and then you've probably been inviting that as well with one more point about festooning people and then I think we can and we'll close with the importance of learning and then we'll move on To some questions that are coming in here harder, we turn these lights back on and then we'll say, yeah, okay, and then this other point is that mr.

Blair, I learned it from him, you know he doesn't exactly use these words, but you go to Gumba to show that you care and then when he wants it, it's not just about looking at the facts and validating them, but you know, sir. Chow says you'll see how they show respect and this is something that 3o Schein has really learned for himself as well about how to develop that human connection: it's not just respecting a person but individually, but he tells us a little more about that and then I'll move on to a few questions at a time, actually, when I go back to the early seventies, when I was in the mall too many plants and then my job was to make all the arrangements for the model change car, you know, the car has a The big engine was there before five years, when I was in charge of Reseda, which is the medium car, and at that time it was very busy, so I work on all those paperwork to pass all the key information, the engine changes the information . from the technical division to the plant, so it is very important to do it precisely in the morning or else I am very busy just checking all the key information changes to write them down and not take them underground, so in the morning I work . in all desk work is enough, don't do your best to just go down to the shop, go to gamba and talk to the foreman, talk to the groupies or team leaders in charge and of course you need to do that to keep the communication at the same time talking to them face to face you can feel what they are thinking if they are happy working on it what is the main problem they are facing right now all those if you stay there for about 30 minutes talking so many things then they feel very happy, that took me down from the office there instead of sending it by company mail, but I only came to bring us there so that they would feel so happy to receive the a young man who comes and stays there and talks and listens , just to see things in front of me, but at the same time I got to know all those key people more deeply and at the same time they know about me, which is very, very important for me because I was so convinced with these great people, for that we make good cars, we don't knock, just like other companies, we don't eat, they don't cheat, so I learned all this personality and everything, not just the work related things, but they talk about their family, they talk about a friend, They talk about their background, they talk about their hometown, so it's very nice to create a good relationship with the people.relationships with them, so that's one of the things that I learned when I was younger, but I learned so many things that I think the mentality of the people developed in me when I was at the Motomachi plant, yes, it's that human connection of the heart and I will finish with a point of 6, so I will return to the role of leader.

It is also always developing and you can see it in mr. Yoshino tells stories about the development of his leaders and there are some wonderful things about this control program that we were not addressing here, but I want you to reflect on this and then we will move on to some of the questions about why Leader, is it important for the most help other people lead and learn to be learned too? In reality, leaders are not supposed to know everything they know. Leaders. This is the president, although the exhibition is that his main function is to make important decisions to make sure that the people.

They're working safely and more efficiently so they don't have to know everything that happened in the shop, so you just know that assigning also works for the people that are there, so it's based on trust and so on. We also make mistakes and it is very common, I understand it, we make mistakes, so we should always be prepared to find the problem and take some countermeasures to improve it, that is our own growth process, it is not just one time, because we make it. we make mistakes even if we don't want to, that kind of concept we always prepare for the worst, we prepare for mistakes and we prepare so we are not supposed to believe that we are perfect, we are always making mistakes even if we don't want to so we always improve. or the Kaizen mentality is very very important and always if we don't maintain it we will fail at anything so one of the key comments that came from the president of Asia today is I still remember if I was satisfied with what So it's at the beginning of corruption so he said that's the comment when Toyota is growing so fast and to become the number one in the number one in the number two in the world at that time, maybe people can be very happy and we will all be the best. but not mr.

Eiji Toyoda said: "Okay guys, we have to be careful not to be too happy because you know we are still on the eighth step of the ten steps, so we still have eight, we have two more steps to get to the perfect situation" . so we're not supposed to be very happy, that kind of concept is in preview throughout our company, so we always keep learning, we're not, you know, we're not baby, we're always the best, so, that's why , that is one of the keys. Concept that we don't talk about often, but we can feel because Big Shot takes it so seriously that we have to think about preparing for the worst, we have to prepare for some mistakes, so that's the concept that comes across from the high address to address.

The next layer, then it all comes down to young people like me, so I can feel it, so what is not, you know, is not very well known in the world, but it has a very, very key factor, which is what makes Toyota what it is and sometimes it's not a number but mentality and preparation and they also care about the people who work for them, that's why all those invisible things and it's hard to explain, but all those things that you can't see but that You can feel it and that is part of the many great secrets to total success.

I think so, I saw myself. Toyota's only secret is its attitude towards learning and I think that really encompasses everything we've talked about here. 9. Yes, leave some time to really. I have that quote here to keep in mind that yes, here we go, the only secret told in its own way that includes the first learning and your attitude towards people, so let's not get into some of these questions. Thank my Lord. Yoshino and we can see that there was a question here. I thought it was interesting that you could comment on the concept of a shoe call, read and well, learn how to learn, there's a kind of learning model and how that, yeah, think. of that concept as it relates to how you were learning and leading at Toyota, the shoe, hurry up, the C, who would like to see how one masters a concept that emerged from martial arts, which is something fundamental to the culture, maybe you can?

Aren't you familiar with that in a different way? We once talked about how coaching is a bit like learning to make sushi and the learning model that occurs with learning by observing, learning by doing and then learning by mastering. And how is that concept something that you've carried with you as you've been learning or developing other people at Toyota as well? I see well, you know they were in total, you know that learning comes from your own experience if you learn, you feel like you learned something very completely when you read the 160 pages of the book and you just understand everything, then you feel like, oh, and you send everything, but It's not complete unless you put it into practice, so some of the real thing applies. to rehearse and check if you are learning, if it really works or not, action plans without learning something are not a way, but putting it into practice is a combination that is really excellent, learning by doing and checking if you learn it and Up to your knees, so that's the concept of our learning and I don't know if that's the actual answer to your question, but you always know I wanted to act and not just the theory, so we always do something instead of thinking.

Instead of feeling, feeling or thinking, it happens in your way of thinking, but you have to act, you have to use your hands and legs and neighbors you have to move, so that's the only way we can learn something and so can you. through speaking, if you learn something, you think you learn something, then you have to express it in your own word, then you will be able to realize that that is exactly what I am training my student in my university and that is how it manifested itself. I always try to encourage people to talk. up now I advise you not to try to be perfect, don't try to be nice, whatever comes to your mind, speak and no, you don't know, I don't stop it, but it is speaking, it is very important and that is a code, it is a culture I grew up in, so sometimes I make stupid comments, but people don't laugh at Toyota, they don't love it because it's a little different, but you know, ten people have different opinions and he's one of them, so it's very, very nice, a nice culture that always tries to be different, not not different, try to put it into practice and make sure your learning is a 30 and your learning is correct and you know, go to the game, but it's the same concept go to the game bar double check what you have learned in the book make sure you look at it touch it and feel it then your learning is not necessarily complete but it came close to reality thanks Matt, they ask us an interesting question: he also worked at Toyota and even that you have had experience at Toyota in many different places, so you worked at Toyota in Japan and then you worked at Toyota in the US and then in Toyota engine sales in the US during the There are about ten years left in his career.

I think we can have some interesting ideas about this. He asks about what efforts are being made to close the gap or to deceive and teach cultural thinking in other cultures, which is why he regrets the three days he was collecting about Toyota's effort to share culture and attributes, there are still some organizations with thinking to short term they don't have to wait as a mindset and I know you guys have had that experience with Toyota Motor Sales too and I'm looking for feedback on, you know what? I think it would have helped to have very few to really teach that culture to these other organizations.

In fact, yes, after so many years working in the city we are in, it tells us that the down-to-earth culture started and then I went to Los Angeles, California, and I stayed there for 10 years, a culture totally different and different people working there, although the company name does not start with Toyota, but a totally different culture. I'm not saying it's good or bad, different culture, different people, different business, different job. different environment targets different clients, so it's very different then I was fighting with my partner because he grew up in a totally different culture I grew up in a different culture but we were partners, we work together, so there's always always conflict now what I did You know, he just has his style, it's very different, my studies are different.

I would like him to do a little bit about my own style as well, as well as his, so what I did to show it, I always try to show it. go to the game a kind of concept I always try to get back to the real real oh I can't see you I don't know you still keep talking anyway so what I did was that to convince him by talking but I just try to do things for miles by myself and demonstrate that my comment was correct by doing things about the band going to the game, making sure my comment was right or wrong, always going to the game bar and addressing people instead of talking on the phone. but go to the place in the next building and talk to them and exchange views and bring all that key information and it's slightly different from the fact that you listen on the phone or emails, so always try to show it and my Attitude and try to convince, not convince, try to show it to my partner.

It took him many years to change his style a little bit and you can't change people overnight because once you grew up in a culture, it's almost difficult, but it's not impossible, but it's possible, as long as you're patient. and you stick to your own style and show that you are going to play with a concept or you know it and you also respect people. These key concepts really work for anyone. I always try to show it in my own style and then he witnessed the way I always do it, whenever I need to find something.

I go to the next building with the Walkman, maybe a 15 minute walk to the street intersection. and to another department and ask them and in his case he just called him on phone, okay I understand, then he takes the decision only by phone conversation, instead I just go there and talk to them as I can see all that data and everything so I was showing, I showed and I don't know how much he could learn, but I think I made a small influence for my partner and yes, but of course it doesn't change his style and not totally, but I think.

He began to seriously think about getting a little closer to my style. I could feel it from time to time, so that's what I tried to do, so you can't change people overnight, in particular it means coming to the mentality that no, it's impossible, so, but . Still, there is something you can do, then it is just go to the game, but it appears, it is broader, the meaning I don't know, that is the answer to your question, but that comes to mind, thanks, we were almost there finished. of time, so I wanted to thank you very much, you know, for sharing your experiences.

I wanted people to know how they can learn more about them. There's a link I put here and then there's a link here next week. We should have the pre. -order on Amazon and there is a lot more information about the book on this website here learning to lead I need to learn and then of course another time you can join us in Japan and just continue having the dialogue there is so much good stuff stories that mr. Yoshino didn't mention in the book, especially the comment about how this culture is created and there is some spiritual success about Nui and some stories of failure in a water ski boat adventure that mr.

Yoshino directed and there's a lot of richness in learning about success and failure and building culture in the book, so thank you, thank you very much everyone, okay, thank you very much, Katie, thank you very much, yes, I will. Would go. I would do a final if the financier yes, a one minute final survived only for everyone who is still there in the room, please do the stock finals to find out if you like it, if you don't like it, evaluation if you like it. demo if you want to participate in future events or webinars or even future Japanese study missions to Japan.

Yes, I also send my email and Twitter account there to keep in touch with all of you and I. I recommend that you get involved with the launch team for Katie's upcoming book. I'm looking forward to reading it. I'm just the man Katie. Yes, thank you very much for your time. Thank you very much to yourself for your 8 and to us. There will be other opportunities and I hope you can participate in other pre-launch activities with webinars and podcasts and your content in Europe. I also had some other content that I didn't share here and if you go to my website I can also see some of that information there, okay, we've leaned into doing it, come on, okay, thanks American, European, sometimes I've done it like that, yeah, we can do it together, yes, goodbye everyone, thank you very much, thank you very much, goodbye. thank you

katie

, thank you mr.

yoshino

thank you