Leadership Lessons from 2025: Insights from a Global Manufacturing Executive

In today’s dynamic manufacturing landscape, few leaders embody resilience and adaptability quite like Nashay Naeve, President of the Engineered Plastic Components Business Unit at Tsubaki-Nakashima. As one of the few women leading three global plants—located in Michigan, Italy, and the UK—Nashay oversees international operations from her home in Georgia. Her journey from mechanical engineer to global executive offers powerful lessons on leadership, change, and building high-performing teams in an ever-evolving world.

Reflecting on 2025, Nashay shared three key leadership lessons that guided her through a year marked by continued supply chain volatility, shifting workforce expectations, and the accelerating adoption of digital manufacturing technologies.

1. Adapt Strategy Locally

Global alignment doesn’t mean global uniformity. Nashay emphasizes the importance of empowering regional leaders to adapt strategies to their local realities. What works in Michigan may not work in Milan or Manchester. By granting autonomy and fostering trust, she’s found that teams become more engaged, more agile, and ultimately more successful.

In Lean terms, this reflects the principle of respect for people. Leaders must go to the “gemba”—the real place where value is created—to understand context and enable the best local solutions. A standardized system should never come at the cost of local wisdom.

2. Balance Breadth with Depth

As an engineer turned executive, Nashay credits her ability to lead effectively to having both breadth of perspective and depth of expertise. She encourages leaders, especially those in technical fields, to step outside their comfort zones—rotating through roles in operations, supply chain, or customer engagement to understand the full value stream.

This lesson aligns closely with Lean thinking. Continuous improvement requires seeing the entire system and understanding how each process affects the next. Developing “T-shaped” leaders—those with deep knowledge in one area and broad understanding across others—creates organizations capable of learning, adapting, and innovating at speed.

3. Reframe Risk as a Path to Learning

Perhaps Nashay’s most powerful insight is her approach to risk. She challenges her teams to “pilot and scale” rather than “plan and fear.” In a global manufacturing environment, perfection is unrealistic—experimentation is essential. Small, disciplined experiments create learning loops that strengthen organizational resilience and innovation.

This mindset echoes one of Lean’s most fundamental principles: kaizen, or continuous improvement through experimentation. Leaders who reframe risk as learning foster psychological safety, encourage innovation, and build cultures capable of thriving in uncertainty.

Leading with Purpose and Inclusion

Beyond the mechanics of operations and strategy, Nashay’s leadership philosophy centers on purpose and inclusion. She believes the future of industrial innovation won’t be defined solely by technology, but by leaders who combine clarity of vision with cultural intelligence and a commitment to developing people.

Her perspective serves as an inspiring reminder: great leaders don’t just drive efficiency—they cultivate capability, trust, and meaning. As organizations look ahead to 2026, these lessons offer a roadmap for leading with authenticity, agility, and impact.

Lean Takeaway:
Leadership in a global, complex world isn’t about control—it’s about connection. By empowering teams, embracing learning, and leading with purpose, we build not only stronger operations but stronger people.

Lean Quote: Don’t Judge Too Quickly

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"There is a story behind every person, a reason why they are the way they are. Don’t be quick to judge. Be kind and assume the best.."   —  Nicky Gumbel   

Leadership often confronts us with the need to make fast decisions, but when it comes to understanding people, speed can be your enemy. The video "Don’t Judge Too Quickly" reminds us that snap judgments stifle possibility and erode trust. Leadership grounded in empathy—in holding off for the full picture—is the foundation of strong, inclusive relationships.

Nicky Gumbel’s insight, “There is a story behind every person… Don’t be quick to judge. Be kind and assume the best,” further reinforces this mindset. When leaders adopt this posture—believing that others’ actions usually stem from their own narrative, not malice—it opens the door for deeper connection and authentic engagement.

Why does this matter? Because assumptions are often rooted in our interpretations, not reality. A team member missing a deadline might be battling personal issues, not indifference. An offhand comment may reflect stress, not disregard. By choosing kindness over suspicion, we cultivate a culture where people feel seen, understood, and safe to bring their whole selves forward.

Imagine a workplace where curiosity triumphs over criticism. Leaders ask, “What’s really going on?” instead of concluding, “This is just how they are.” Questions replace quick dismissals. Listening replaces labeling. When leaders model this—and teach it—teams learn to approach each other with empathy and openness. In that space, innovation thrives, morale strengthens, and every story has room to unfold—and be heard.

3 Leadership Tips from Executive Coach Michael King to Start the New Year Strong

As we prepare to turn the page into a new year, leaders everywhere are reflecting on how to create clarity, build stronger teams, and drive meaningful progress. Executive coach Michael King—founder of TEAMS. Coach and host of The Level Up Leader podcast—offers powerful guidance that pairs naturally with Lean leadership principles. His message: leadership success in the coming year won’t come from doing more, but from leading with greater intention, alignment, and authenticity.

Here are three of Michael King’s top tips for leaders heading into the new year, along with how they connect to Lean and continuous improvement.

1. Lead with Clarity of Vision and Identity

King consistently emphasizes that leadership begins with clarity—clarity of purpose, of goals, and most importantly, of identity. Leaders must ask: What do I stand for? What am I trying to create? Why does this matter? Without clarity, teams operate in a haze, and improvement stalls.

This directly supports Lean’s focus on true north thinking. When vision is crisp and goals are well-defined, it becomes easier to align people, eliminate wasteful distractions, and create processes that support what truly matters. As King says, clarity cuts through chaos—and in Lean, clarity is what empowers teams to solve problems at the source.

2. Use the Power of “Nope” to Protect Focus and Flow

One of King’s signature messages is the strategic power of saying “No.” Not negativity—alignment. Leaders often create their own bottlenecks by saying yes to everything. Instead, King encourages leaders to protect their energy and focus by declining tasks, requests, or opportunities that don’t support their mission.

This is Lean thinking in action. We can’t eliminate waste if we’re constantly piling on more work, more priorities, and more noise. The ability to say “no” preserves capacity for improvement, protects the team from burnout, and ensures that leaders spend their time on the vital few rather than the trivial many.

3. Turn Failure into Fuel for Growth

King teaches that failure isn’t the end—it’s an accelerator. In his “Dreaming Through Failure” approach, he urges leaders to extract learning from setbacks, redesign their systems, and keep moving forward with resilience. Failure becomes fuel.

This mirrors Lean’s belief that problems are treasures. Setbacks reveal gaps, illuminate process breakdowns, and surface improvement opportunities that would otherwise stay hidden. Leaders who frame failure as learning—not loss—create a culture of psychological safety where experimentation, problem-solving, and continuous improvement can thrive.

Starting the New Year with Intention

Whether you’re a frontline supervisor or a senior executive, these principles offer a strong foundation for the year ahead. Lead with clarity. Protect what matters most. Turn challenges into catalysts. When leaders model these behaviors, teams follow—and organizations unlock the conditions for continuous improvement.

Lean Tips Edition #325 (#3901 - #3915)

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips.  It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey.  Another great reason to like A Lean Journey on Facebook.

Click this link for A Lean Journey's Facebook Page Notes Feed.

Here is the next addition of tips from the Facebook page:

Lean Tip #3901 – Teamwork is the Foundation of Continuous Improvement

True Lean transformation starts with teamwork. The most effective Lean systems are built on collaboration, not competition. When individuals come together around a shared purpose, they can solve complex problems, generate new ideas, and sustain improvements that no one could achieve alone.

Building teamwork requires intentional effort. Create opportunities for people to work across functions, share perspectives, and align around customer value. When everyone sees how their role connects to the bigger picture, they take ownership of improvement efforts. Strong teams are not accidental—they are the result of trust, communication, and a shared belief that together, we can always make things better.

Lean Tip #3902 – Build Trust Before You Ask for Change

Lean relies heavily on people’s willingness to change how they work. But people won’t embrace change from leaders they don’t trust. Trust is built through consistency, transparency, and fairness. When employees believe their leaders listen and genuinely care about their success, they are far more likely to support new initiatives.

Start small—follow through on your promises, admit when you don’t have all the answers, and show appreciation for honest feedback. These actions communicate integrity and reliability. Before asking your team to change a process or adopt a new standard, ensure you’ve earned their confidence. Change without trust feels like control, but change built on trust feels like progress.

Lean Tip #3903 – Visual Management Strengthens Team Alignment

Visual management is one of the most powerful Lean techniques because it makes the invisible visible. When performance, problems, and priorities are clearly displayed, teams can align and act quickly. A well-designed visual system allows anyone to understand the current condition of the process at a glance—whether things are on track or need attention.

Use visual boards, Kanban systems, and process maps to communicate information openly. Make them team-owned, not management-owned. When people contribute to creating and maintaining these visuals, they develop ownership and engagement. Visual management is more than a display—it’s a communication system that reinforces accountability, collaboration, and shared responsibility for improvement.

Lean Tip #3904 – Lead with Questions, Not Answers

Effective Lean leaders don’t dictate solutions—they develop problem solvers. One of the best ways to do that is to lead with questions. Instead of telling your team what to do, ask questions that help them think deeply: What do you see? Why is this happening? What could we try next?

By asking rather than telling, you empower people to explore, learn, and discover insights for themselves. This approach builds confidence and critical thinking skills. Over time, teams become self-sufficient in problem-solving and improvement. Great leaders understand that their job isn’t to provide all the answers, but to create the environment where the best answers emerge from the team.

Lean Tip #3905 – Focus on the Process, Not the Person

When problems occur, our instinct is often to look for someone to blame. But Lean teaches us that nearly all performance problems are process problems, not people problems. Systems drive behavior. If you want consistent results, you must design consistent processes.

Shifting focus from people to process creates a safer, more constructive environment. Employees feel comfortable raising issues and suggesting improvements because they know they won’t be blamed for systemic failures. As a leader, model this behavior by asking “What in the process allowed this to happen?” rather than “Who caused this?” When you improve the process, you protect your people and your performance simultaneously.

Lean Tip #3906 – Use Leading Metrics to Drive Proactive Action

Metrics are the dashboard of Lean management, but not all metrics are created equal. Lagging metrics—such as monthly sales or defect rates—tell you what already happened. Leading metrics, on the other hand, predict what will happen. They give you the opportunity to act before results deteriorate.

Examples of leading metrics include the number of completed training sessions, frequency of preventive maintenance, or percentage of improvement ideas implemented. These measures are actionable and forward-looking. Use them to drive daily management and proactive problem solving. By balancing leading and lagging indicators, you can better guide your team toward sustained improvement rather than reacting to problems after they occur.

Lean Tip #3907 – Teach Problem-Solving as a Daily Habit

Problem-solving is not reserved for special events or projects—it should be part of everyone’s daily work. When employees learn structured methods like PDCA (Plan-Do-Check-Act) or A3 thinking, they can tackle small issues before they grow into large ones.

Create a culture where continuous improvement is expected and supported. Encourage team members to identify and address problems in real time. Recognize those efforts, even if the outcomes aren’t perfect. Over time, your organization will build a collective capability to learn, adapt, and improve continuously. Problem-solving isn’t just a skill—it’s the muscle that strengthens Lean thinking every day.

Lean Tip #3908 – Servant Leaders Ask: “How Can I Help You Succeed?”

Servant leadership lies at the heart of Lean. A servant leader’s goal isn’t to command, but to enable. They remove obstacles, provide resources, and coach their teams to perform at their best. This mindset transforms the leader’s role from boss to supporter.

Ask your team regularly: “What’s standing in your way?” and “How can I help you succeed?” By focusing on the needs of your people, you demonstrate respect and earn trust. When employees feel supported, they’re more willing to experiment, take ownership, and collaborate openly. Servant leadership builds strong teams capable of sustaining continuous improvement over the long term.

Lean Tip #3909 – Celebrate Small Wins Frequently

In the rush to achieve big goals, it’s easy to overlook the small victories that happen every day. But those small wins are the fuel of continuous improvement. Each time a team solves a problem, eliminates waste, or implements a better standard, they’ve made real progress toward excellence.

Celebrate those achievements—publicly and sincerely. Recognition reinforces the right behaviors and motivates others to contribute. It doesn’t have to be elaborate; a simple thank-you or a story shared at a team meeting can make a big difference. Remember, Lean is a journey made up of thousands of small steps. Every win, no matter how small, deserves to be noticed.

Lean Tip #3910 – Standard Work Creates the Baseline for Improvement

Standard work is the foundation of Lean. It defines the best known way to perform a task today—so tomorrow, we can make it even better. Without standards, improvement is impossible, because there’s no baseline for comparison.

Developing standard work should be a collaborative process. Involve the people who do the work every day; their input ensures practicality and ownership. Once in place, use standards as living documents—update them as improvements are made. Standard work stabilizes processes, ensures consistency, and provides the structure needed to drive meaningful, lasting improvement.

Lean Tip #3911 – Reflection Turns Experience into Learning

Experience alone doesn’t guarantee growth—reflection does. Taking time to pause, review, and think critically about what happened is essential to continuous improvement. Reflection allows teams to capture lessons learned, identify what worked, and understand what didn’t.

After every project, Kaizen event, or even a busy week, build in reflection time. Ask questions like: What did we set out to do? What actually happened? Why was there a difference? And what can we do better next time? These discussions transform activity into insight and insight into progress. Lean organizations that make reflection part of their daily rhythm consistently learn faster and perform better.

Lean Tip #3912 – Share Best Practices Openly and Often

In too many organizations, improvement ideas stay trapped within one team or department. The true power of Lean comes when those ideas are shared freely. Sharing best practices helps spread success across the organization, saving time, avoiding duplicate effort, and inspiring new thinking.

Establish regular opportunities for sharing—Lean fairs, improvement showcases, or short “show and tell” sessions at team huddles. Make it easy for teams to learn from one another. When people see that their ideas make a broader impact, they feel valued and motivated to keep improving. Collaboration and openness turn isolated wins into organizational excellence.

Lean Tip #3913 – Empower Teams to Solve Problems at the Source

The people closest to the work often have the best understanding of what’s going wrong—and how to fix it. Empowering teams to identify and solve problems at the source builds both engagement and capability. Rather than waiting for management intervention, employees can take immediate, informed action.

Provide your teams with problem-solving tools, time, and encouragement. Recognize their efforts publicly to reinforce accountability and pride in ownership. When employees feel empowered to address issues directly, they become active participants in continuous improvement. This decentralized approach accelerates problem resolution and creates a culture of responsibility and initiative.

Lean Tip #3914 – Visualize Flow to Identify Waste

Seeing is understanding. Many process problems remain hidden until you make the work visible. Tools like value stream mapping and process flow diagrams allow teams to visualize how materials, information, and people move through a system. Once flow is visible, waste becomes easier to identify.

Bring your team together to map the current state of a process. Discuss delays, rework, or bottlenecks. Then design a future-state map that represents your ideal flow. This shared visualization not only reveals waste but also unites the team around a common vision for improvement. Lean thinking always begins with seeing the flow.

Lean Tip #3915 – Metrics Should Drive Behavior, Not Fear

Metrics are vital for tracking progress, but if used poorly, they can create anxiety and resistance. When numbers are weaponized, people focus on protecting themselves rather than improving the process. Metrics should motivate, inform, and align—not intimidate.

Choose measures that reinforce collaboration and learning. Share results transparently, discuss them constructively, and focus on trends rather than single data points. Encourage teams to ask, “What can we learn from this?” instead of “Who’s at fault?” A positive approach to metrics fosters engagement and drives meaningful improvement.

 

Lean Roundup #198 – November 2025

A selection of highlighted blog posts from Lean bloggers from the month of November 2025.  You can also view the previous monthly Lean Roundups here.  

 

How Great Leaders Prevent Mistakes and Learn from the Ones That Happen – Mark Graban argues that the strongest improvement cultures pair mistake prevention with fearless learning—shifting from blame to curiosity so organizations can treat errors as opportunities to strengthen systems, build psychological safety, and continuously improve.

 

The Role of a Lean Leader – Alen Ganic explains a lean leader’s true role is to develop people by deeply understanding the work, living the philosophy daily, and building systems that enable team-driven, sustainable results.

 

Leading Through the Paradox: Lessons from James Stockdale – Ron Pereira says the Stockdale Paradox teaches that real leadership and continuous improvement require simultaneously confronting hard truths and maintaining unwavering faith in a better long-term outcome.

 

The Paradox of Happiness: Why Giving Gets You More Than Getting – Kevin Meyer’s reflection highlights that real happiness—and real lean effectiveness—comes not from seeking personal gain but from contributing value to others, as shown by research demonstrating that purposeful, outward-focused actions create greater fulfillment, resilience, and positive outcomes for both the giver and the recipient.

 

A Tale of Two Car Disassemblies – Christopher Chapman shares a story about two occasions Ford disassembled a competitor’s vehicle to learn what they were doing differently, and the lessons they took from each.

 

The Ambidexterity Challenge – What’s Our Overall Approach? – Pascal Dennis argues that a senior leader’s top job is organizational ambidexterity—simultaneously strengthening the core through Lean while fueling new growth through digital innovation—by removing waste and variation, deeply understanding the customer, and embedding digital thinking at the heart of the business.

 

Unlearning Traditional Management to Succeed with Lean - Josh Howell and Mark Reich share perspectives on how success with lean requires unlearning some traditional management approaches and what they’ve encountered along the way.

Reinventing Product Development: People First, Technology Second - James Morgan shares a practical roadmap for integrating new tools with Lean Product and Process Development (LPPD) principles to build more capable teams and create successful new value streams.

GE’s Larry Culp: Why Lean Thinking Starts with Safety and Respect for People – Mark Graban highlights how GE Aerospace CEO Larry Culp exemplifies true Lean leadership by practicing continuous improvement personally, respecting the people who do the work, prioritizing safety and quality, and building a hands-on, problem-solving culture rooted in daily kaizen rather than executive distance.

Finding Your Way When You’ve Lost Momentum on the Lean Journey

Even the most committed organizations can lose their way on the Lean journey. You may have started with strong momentum—kaizen events buzzing, visual boards filling up, and teams brimming with ideas—only to find months or years later that progress has plateaued.

This is normal. Businesses that implement Lean Thinking often face a “middle dip,” where initial wins slow down and enthusiasm fades. The key isn’t to avoid these plateaus—it’s to recognize them early, address root causes, and get back on the path to improvement.

Here are practical steps to rekindle Lean success:

1. Revisit Your “Why”

When teams forget why Lean matters, it can easily become a set of tools instead of a way of thinking.

• Reconnect to purpose – Reaffirm the link between Lean and customer value, team well-being, and business health.
• Tell the story again – Share wins from earlier in your Lean journey. Remind people of the problems you solved and the impact made.

Tip: Host a brief “Lean reset” meeting where leadership and frontline employees openly discuss the purpose and vision for continuous improvement.

2. Go to the Gemba (Again)

Lean thrives on observation, not assumptions.

• Visit the place where value is created—shop floor, office, or field—and see firsthand what’s happening.
• Listen more than you talk. Ask “why” five times before jumping to solutions.

Tip: If your leaders haven’t walked the process in the last month, schedule a Gemba walk this week. Plateaus often hide in plain sight.

3. Simplify Your Efforts

Over time, Lean can get weighed down with too many metrics, too many boards, or too many disconnected projects.

• Focus on one or two critical goals that truly matter right now.
• Remove busywork that doesn’t directly improve flow, quality, or customer value.

Tip: Use the principle of “stop starting, start finishing” to regain focus.

4. Reignite Small, Quick Wins

Large projects have their place, but if the team only sees long timelines and delayed results, motivation drops.

• Encourage teams to solve small, visible problems quickly.
• Celebrate and share even the smallest improvement.

Tip: A whiteboard or digital tracker of “quick wins” can help make momentum visible.

5. Reinvest in People Development

Skills decay if they’re not used or built upon. If Lean feels stagnant, it may be time to re-skill and inspire.

• Offer refresher training on Lean principles and problem-solving.
• Bring in new voices—guest speakers, cross-department exchanges, or site visits to other companies.

Tip: People who grow will help the system grow.

6. Check Leadership Engagement

Lean plateaus often mirror leadership fatigue. If leaders drift from daily engagement, so will the team.

• Leaders should model the behavior they expect—asking questions, supporting experimentation, and removing roadblocks.
• Recognize and support leaders at every level, not just the top.

Tip: If leadership attention has shifted away from Lean, it’s time to realign priorities.

7. Reassess Your Measures of Success

Sometimes the plateau is less about lack of progress and more about outdated metrics.

• Are you still measuring what matters most to customers and the business?
• Could you be missing important signals of improvement?

Tip: Review your KPIs quarterly to ensure they match your current stage of growth.

Final Thought

The Lean journey is not a straight line. It’s more like climbing a mountain with ridges, false summits, and pauses along the way. Plateaus are not failure—they’re opportunities to reset, refocus, and push forward with renewed clarity.

Lean is about learning. And when you feel lost, remember: the way forward is built by going back to the basics, engaging people, and improving—one step at a time.

Lean Quote: If You Want to Be Interesting, You Have to Be Interested

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"You have to be interested. If you’re not interested, you can’t be interesting."   —  Iris Apfel

I think the quote works on two levels. When you become more interested in other people—actively listening to them and engaging with them—they’ll see you as more interesting.

This saying highlights a fundamental principle of social interaction: genuine curiosity about others is more appealing than trying to be the center of attention. By actively listening and showing interest in what others have to say, you create a more engaging and positive experience for everyone involved, ultimately making you more likable and memorable.

Try these easy techniques to be more interested:

Focus on Others

When you're genuinely interested in others, you shift the focus away from yourself and onto them. This makes them feel valued and heard, which is a powerful way to build rapport and create connections.

Active Listening

Being interested involves actively listening to what others say, asking follow-up questions, and showing that you're engaged in the conversation. This demonstrates attentiveness and thoughtfulness.

Positive Feedback Loop

When you show interest in others, they are more likely to reciprocate and become interested in you. This creates a positive feedback loop where both parties feel valued and engaged.

Learning and Growth

Being interested also allows you to learn from others, expand your knowledge, and gain new perspectives. This continuous learning makes you more interesting in the long run.

Building Stronger Relationships

When you prioritize genuine interest over self-promotion, you build stronger and more meaningful relationships with others. This is because people are drawn to those who make them feel seen, heard, and appreciated.

In essence, the quote encourages us to cultivate a mindset of curiosity and empathy, which leads to more engaging and rewarding social interactions.