Leadership and Continuous Improvement

Leaving Toyota was one of the most difficult experiences of my career.  Working there was a transformative experience. I fit naturally into Toyota’s deep-seated culture of continuous improvement, and my values were in total alignment with the company’s. The phrase, “Toyota builds people, not cars,” was completely true. I was given challenges and opportunities, and I experienced rapid growth. Within two years, I had been promoted from specialist to assistant manager. The future was bright, and I envisioned proudly spending the rest of my career at Toyota. And then, my life circumstances changed. I found myself having to leave the company I had grown to love. I grieved this loss for months, even after starting a new job in full-time continuous improvement. It seemed I would never be as happy as I had been at Toyota. I don't subscribe to the "everything happens for a reason" cliché, but I soon became aware of an unexpected silver lining forming around the cloud of my departu...

  Leadership transitions are high-stakes moments. The first few months in a new role aren't just a probationary period; they are the foundation for your entire tenure. This is the critical window where you establish credibility, decipher the cultural code, build vital alliances, and align expectations - all prerequisites for performance.  Research shows a staggering percentage of externally hired leaders fail within 18 months. The reason? It’s rarely a lack of skill. It’s a failure to successfully integrate. A leadership transition is a crucible in your career. Get it right, and you create powerful momentum for long-term success. Get it wrong, and you risk becoming another statistic.  The following 5 traps are predictable, preventable, and can derail even the most accomplished leaders. Applying the 'Old Playbook" . What made you a star in your last role is not a universal recipe for success. The mistake is assuming strategies that worked well before will automaticall...