{"type":"rich","version":"1.0","provider_name":"Transistor","provider_url":"https://transistor.fm","author_name":"Chain of Learning: Leadership Strategies for Transforming Culture, Developing People, and Getting Results","title":"80| Bad News First: How a Leader's Response Builds a Culture of Learning [with Isao Yoshino]","html":"","width":"100%","height":180,"duration":2669,"description":"How many problems are actually visible in your organization?\nResearch shows senior leaders see just 4%. The other 96% stay hidden — invisible, yet still there. And some aren't even recognized by employees as problems anymore, because they have become the norm.\nWe all say we want psychological safety. But you don't get it by saying you want it. People-centered leadership is about creating conditions for people to speak up and highlight issues by how you, and leaders across your system, respond.\nRecorded live with a group of global leaders participating in my Japan Leadership Experience in May 2026, this special episode celebrates the sixth anniversary of Learning to Lead, Leading to Learn. You'll hear Isao Yoshino, a 40-year Toyota leader and the subject of my book, reflect on three of the book's most talked-about stories.\nThese examples bring two of Toyota's mottos to life, \"bad news first\" and \"no problem is a problem,\" and show why a leader's response is what turns problems into a culture of improvement:How his manager's response to a huge paint-shop mistake in his first months at Toyota shaped how he saw a leader's roleHow andon — signaling a problem and stopping the line — changed the culture at NUMMIHow he found the courage to highlight his failing water ski boat business to President Fujio ChoWhether on the front line or in the boardroom, creating the conditions where bad news comes first, and support follows, is what builds a culture of excellence.\nYou’ll Learn:Why a leader's response to a mistake is fundamental to effective leadership and matters more than the mistake itselfThe two actions behind a bad-news-first culture: respond down to help, not blame, and signal up when something's off courseWhy andon is a leadership practice, not just a factory signal, that works from the shop floor to the executive suiteWhat the NUMMI turnaround shows about culture change: people adopt a better way when they discover it, not when they're toldWhy \"thank you for this...","thumbnail_url":"https://img.transistorcdn.com/qYJuLHb2yIPJ-GYlmPbKIGb4yZWoxODifNbGUAjG0No/rs:fill:0:0:1/w:400/h:400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS9zaG93/LzQ0ODM4LzE2OTg2/OTY3MDEtYXJ0d29y/ay5qcGc.webp","thumbnail_width":300,"thumbnail_height":300}