Gemba Academy Podcast: Lean Six Sigma | Toyota Kata | Productivity | Leadership
Most continuous improvement practitioners are trained to prize logic and treat emotion as noise in the system. D. Earl Johnston spent nine years and thousands of research hours across twelve disciplines discovering that framing is backward. His book, “Choosing Emotions,” grew out of a father-daughter moment involving depression, post-it notes, and a single powerful text message. What came out of that work challenges something most leaders have never stopped to question.
If the idea that naming an emotion is the first step to solving a problem resonates with how you think about coaching and people development, the School of Leadership builds on exactly that kind of human-centered foundation.
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Where in your work do you see emotional vocabulary, or the lack of it, affecting how problems get solved?