5 Powerful TED Talks to Teach Leadership & Character

How to become a leader in every matter is the right question for everyone who wants to be successful. Not all students can afford expensive consultations with leading coaches, but in fact, you don’t need to spend a lot of money to become a leader and strengthen your character.  Ted Talks provides an opportunity for everyone to get valuable information from leaders. Here you will find the top 5 performances that will reload your understanding of how to become a leader.

Why Watch Ted Talks?

Ted leadership videos for students are a great way to improve knowledge and get invaluable information for free. Such performances allow you not only to gain new knowledge but also the point of view of successful people.

“Ted Talks is an invaluable storehouse of useful knowledge. At the beginning of my career, I often watched speeches about what a leader should be like, and later attended many pieces of training. I can say that insight from Ted Talks are no worse than popular and expensive self-development meetings with coaches.”- shared his experience the CEO of  Online Writers Rating that provides writing services reviews.

So, if you want to become successful and develop your leadership skills, why not spend an hour of your time to gain invaluable knowledge? By the way, some 10-15 minute presentations are equivalent to two-hour lectures at the university. But even more importantly, most speakers make their speeches in a fun manner, which allows you to combine studying with pleasure.

1. The Difference Between Winning and Succeeding by JohnWooden

Success and leadership go hand in hand. But have you ever thought about what real success is?  Most people tend to think that success = victory, but John Wooden thinks completely differently and suggests starting with understanding what success is.

In this Ted Talk character and success video you will get a lot of motivation and perhaps you will understand that your approach was obviously wrong. Despite the fact that this speech was released in 2001, all the instructions and explanations are very relevant today and will be so for a very long time. The 17-minute report will be a good motivation and thought-provoking for those who want to become the best version of themselves in this life.

2. What It Takes to Be a Great Leader by Roselinde Torres

There are a lot of training programs for the development of leaders. However, a study conducted by Roselinde shows that only 58% of the companies surveyed can boast of achieving leadership effectiveness. According to the speaker, modern leadership development programs are not a panacea, but the truth lies on the surface.

The speaker suggests an understanding of what makes a modern leader successful by answering three questions. Such an approach as "going with the flow" is a real collapse for a modern leader according to Roselinde. In a six-minute video, you will learn about the secret skills of modern leaders. Emotional stamina for criticism, the ability to interact with people who think differently, and preparing not for yesterday’s events but for tomorrow’s reality are the basic skills of modern leaders. Agree, the truth lies on the surface. In this presentation you will find practical material, not only motivation.

3. Learning from Leadership’s Missing Manual by Fields Wicker-Miurin

In the pursuit of finding how to become a leader, we often forget that leadership qualities come from within. Surely, it is always necessary to improve these qualities. The speaker suggests that real and inspirational stories are even more useful than expensive training and methodological materials.

In this presentation, you will learn about the inspirational experiences of leaders who have had a special impact on society. The speaker offers to draw experience from those people who have made a special contribution to your society. Just such people and their stories are listed by the speaker. These real examples are practical material and of course enough motivation and inspiration.

4. The Surprising Habits of Original Thinkers by Adam Grant

Do you think procrastination is your fault and a barrier to becoming better? What if you look at it from the other side? This presentation will change your understanding of the thinking of successful people, and the speaker reinforces his statements with real examples.

“In our student days, we often scolded ourselves for procrastination. But it turns out that this is not a problem at all and it’s possible to benefit from it. And this performance perfectly demonstrates this. ”- said the team of the Best Writers Online.

This video will allow you to change your thinking and learn about the ways successful people think. Perhaps the thing you reproached yourself for is the potential that you need to wrap up in the right direction and start generating creative ideas. There are also some characters from Ted that are common to successful people and leaders. The speaker jokes and motivates a lot, so this is an excellent performance for those who are interested in success from a non-standard perspective.

5. Secrets Of Success In 8 Words, 3 Minutes by Richard St.John

This is one of the short ted talks on leadership that charges with motivation and inspiration. As the speaker says, this presentation is a two-hour lecture shortened to three minutes. The most significant thing is that in this speech you can find the answers on how to become a leader, what character traits you need to have and in fact you get a ready-made action plan. And all this in no more than 3 minutes of your time!

The speaker drew up this plan based on the success of real people, and each spoke about how they became successful. This video is required to watch because in just three minutes of your time you can get a good motivation and start to get better.

Final Words

It is not necessary to spend a lot of time and money to learn how to become a successful leader and what character traits to emphasize. Thanks to Ted Talks you can find a lot of useful information that is often sold at expensive seminars. Consequently, devote time profitably spending only a little on watching videos from our list.

About the Author: Frank Hamilton is a blogger and translator from Manchester. He is a professional writing expert in such topics as blogging, digital marketing and self-education. He also loves traveling and speaks Spanish, French, German and English.

Lean Quote: It is Better to Know Some of the Questions Than All of the Answers

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.

"It is better to know some of the questions than all of the answers."   — James Thurber

Ability of leaders to ask the right questions is critical to the success of continuous improvement. The type of questions will determine the quality of process improvements. If leaders do not know what to look for, teams would get the message that they can get away with whatever is possible.

All management should learn to ask these three simple questions:

       1) What is the process?

       2) How can you tell it is working?

       3) What are you doing to improve it (if it is working)?

Nothing sustains itself, certainly not Lean manufacturing or Lean management. So, establish and stick to a routine including regular visits to the Gemba, check the status of visual controls, follow-up on daily accountability assignments, and ask the three simple questions everywhere. Lean management is, as much as anything, a way of thinking.

Guide by asking questions, not by telling grown up people what to do. People generally know the right answers if they have the opportunity to produce them.

When an employee brings you a problem to solve, ask, "what do you think you should do to solve this problem?" Or, ask, "what action steps do you recommend?" Employees can demonstrate what they know and grow in the process.

If you don't ask the right questions, you don't get the right answers. A question asked in the right way often points to its own answer.

10 Ways to Motivate Your Team

While the saying “You can’t motivate anyone, they have to motivate themselves” may be true from a psychological perspective, people are more likely to motivate themselves when a manager creates a motivating workplace environment. Employees give 110 percent because they want to work hard, not because they have to. 

Leaders must understand that in today’s new workplace, there does not exist a single recipe to motivate employees. Rather, it’s about how to maximize the ingredients in order to create hundreds of recipes that are customized and authentic; that provide long-term engagement. To get you started, here are ten ways to motivate your team.

1. Follow the platinum rule. 
The Golden Rule (treat others as you want to be treated) has a fatal flaw: it assumes that all people want to be treated the same way. It ignores the fact that people are motivated by vastly different things. One person loves public recognition, while another loathes being the center of attention. The Platinum Rule (treat others as they want to be treated) corrects that flaw. Good managers are great at reading other people, and they adjust their behavior and style accordingly.

2. Be strong without being harsh. 
Strength is an important quality in a leader. People will wait to see if a leader is strong before they decide to follow his or her lead or not. People need courage in their leaders. They need someone who can make difficult decisions and watch over the good of the group. They need a leader who will stay the course when things get tough. People are far more likely to show strength themselves when their leader does the same. A lot of leaders mistake domineering, controlling, and otherwise harsh behavior for strength. They think that taking control and pushing people around will somehow inspire a loyal following. Strength isn’t something you can force on people; it’s something you earn by demonstrating it time and again in the face of adversity. Only then will people trust that they should follow you.

3. Remember that communication is a two-way street. 
Many managers think that they’re great communicators, not realizing that they’re only communicating in one direction. Some pride themselves on being approachable and easily accessible, yet they don’t really hear the ideas that people share with them. Some managers don’t set goals or provide context for the things they ask people to do, and others never offer feedback, leaving people wondering if they’re more likely to get promoted or fired.

4. Be a role model, not a preacher. 
Great leaders inspire trust and admiration through their actions, not just their words. Many leaders say that integrity is important to them, but great leaders walk their talk by demonstrating integrity every day. Harping on people all day long about the behavior you want to see has a tiny fraction of the impact you achieve by demonstrating that behavior yourself.

5. Be transparent. 
Good managers are transparent and forthcoming about company goals, expectations, and plans. When managers try to sugarcoat, mask, or euphemize in order to make things seem better than they are, employees see right through it.

6. Be humble. 
Few things kill motivation as quickly as a boss’s arrogance. Great bosses don’t act as though they’re better than you, because they don’t think that they’re better than you. Rather than being a source of prestige, they see their leadership position as bringing them additional accountability for serving those who follow them.

7. Take a genuine interest in employees’ work-life balance. 
Nothing burns good employees out quite like overworking them. It’s so tempting to work your best people hard that managers frequently fall into this trap. Overworking good employees is perplexing to them; it makes them feel as if they’re being punished for their great performance. Overworking employees is also counterproductive. New research from Stanford shows that productivity per hour declines sharply when the work week exceeds 50 hours, and productivity drops off so much after 55 hours that you don’t get anything out of the extra work.

8. Recognize great work.
Who in your team goes the extra mile, consistently performs above expectations, or behaves in a way that reflects your company values? From those that make time to help new joiners settle in, to those that never miss a deadline, make time to let employees know how much you appreciate their effort. Try to recognize attitude as well as performance; an employee with a fantastic work ethic and a positive outlook can do just as much for team morale and motivation as someone consistently hitting their targets, so show them how much they are valued. A simple ‘thank you’ or ‘well done’ can do the trick if you haven’t got a formal recognition scheme in place – it’s just important to show recognition in a timely, consistent and meaningful way.

9. Offer career progression.
Most employees will want the opportunity to progress in their roles, and if there is a lack of progression available, they’re likely to lose motivation and will eventually look for a new job. Let employees know that there’s a career path for them within the company, and encourage them to get involved in additional projects where possible, to take on more responsibility and gain new skills. Try to provide training – whether on-the-job or external, and discuss any promotion opportunities they can work towards. Find out their career goals and how you can support their development; it shows you’re invested in them and value their contribution.

10. Build trust as a leader.
People respect others that they can trust: if your team members don’t trust you, you’ll have difficulty motivating them. Gaining trust requires time and transparency; a good leader is open, honest and shows respect for their whole team. Employees who know they can trust their manager will feel comfortable approaching them if they have any issues or feel unmotivated. It’s far better that they discuss their issues with you rather than look for a new job elsewhere.

Motivating your employees can never be overvalued. Make sure it’s at the top of your agenda. When you show an interest in motivating your employees, your employees will show an increased interest in working for you.

10 Ways You’re Demotivating Your Employees That You Need To Stop Right Now

Organizations know how important it is to have motivated, engaged employees, but most fail to hold managers accountable for making it happen. Most managers don’t demotivate their employees on purpose. They act improperly without thinking about what damage they are doing to the enthusiasm and motivation of their employees.

Few things are as costly and disruptive to a business as managers who kill morale. Demotivated employees underperform, and then jump ship at the first opportunity.

What follows are some of the worst behaviors that managers need to eradicate from the workplace.

1. Making a lot of stupid rules. Companies need to have rules—that’s a given—but they don’t have to be short sighted and lazy attempts at creating order. Whether it’s an overzealous attendance policy or taking employees’ frequent flier miles, even a couple of unnecessary rules can drive people crazy. When good employees feel like big brother is watching, they’ll find someplace else to work.

2. Letting accomplishments go unrecognized. It’s easy to underestimate the power of a pat on the back, especially with top performers who are intrinsically motivated. Everyone likes kudos, none more so than those who work hard and give their all. Rewarding individual accomplishments shows that you’re paying attention. Managers need to communicate with their people to find out what makes them feel good (for some, it’s a raise; for others, it’s public recognition) and then to reward them for a job well done. With top performers, this will happen often if you’re doing it right.

3. Hiring and promoting the wrong people. Good, hard-working employees want to work with like-minded professionals. When managers don’t do the hard work of hiring good people, it’s a major demotivator for those stuck working alongside them. Promoting the wrong people is even worse. When you work your tail off only to get passed over for a promotion that’s given to someone who glad-handed their way to the top­­­­­­­, it’s a massive insult. No wonder it makes good people leave.

4. Treating everyone equally. While this tactic works with school children, the workplace ought to function differently. Treating everyone equally shows your top performers that no matter how high they perform (and, typically, top performers are work horses), they will be treated the same as the bozo who does nothing more than punch the clock.

5. Tolerating poor performance. It’s said that in jazz bands, the band is only as good as the worst player; no matter how great some members may be, everyone hears the worst player. The same goes for a company. When you permit weak links to exist without consequence, they drag everyone else down, especially your top performers.

6. Going back on their commitments. Making promises to people places you on the fine line that lies between making them very happy and watching them walk out the door. When you uphold a commitment, you grow in the eyes of your employees because you prove yourself to be trustworthy and honorable (two very important qualities in a boss). But when you disregard your commitment, you come across as slimy, uncaring, and disrespectful. After all, if the boss doesn’t honor his or her commitments, why should everyone else?

7. Being apathetic. More than half of people who leave their jobs do so because of their relationship with their boss. Smart companies make certain their managers know how to balance being professional with being human. These are the bosses who celebrate an employee’s success, empathize with those going through hard times, and challenge people, even when it hurts. Bosses who fail to really care will always have high turnover rates. It’s impossible to work for someone eight-plus hours a day when they aren’t personally involved and don’t care about anything other than your productivity. 

8. Micromanaging and not empowering. It’s difficult to take ownership and focus on being productive with your boss leaning over you, monitoring your every move—like a babysitter. When managers demand to sign off on all work assignments, employees are often left waiting for approval on several projects at a time and find themselves scrambling to meet looming deadlines. Micromanaging kills creativity, chases away top talent, and results in average workers.

9. Not encouraging development and offer opportunities for growth. Repeating the same tasks and responsibilities, without new challenges, can negatively affect our attitudes, and this is no different in the work environment. Employees understand that continued learning is the best way to remain current and employable, so to ignore this will only hinder your employees, and your business. If a workplace feels stagnant, non-progressive and uninspired – your employees’ motivation levels will soon dwindle.

10. Poor leadership. Effective leadership is an essential factor in the motivation of your staff. If strong leadership is lacking or is negatively affecting the outlook of the team – certain employees may start to feel demoralized.  Leaders must have a flexible, inclusive approach to managing a team and be able to communicate clearly whilst instilling confidence and focus. If a particular team or individual is lacking motivation in your business, it may be due to a lack of good management.

Many companies treat employees as disposable. Employees generally receive inadequate recognition and reward. Many say management is much more likely to criticize them for poor performance than praise them for good work.

Management inadvertently makes it difficult for employees to do their jobs. Excessive levels of required approvals, endless paperwork, insufficient training, failure to communicate, infrequent delegation of authority, and a lack of a credible vision contribute to employees' frustration.
Most companies have it all wrong. They don't have to motivate their employees. They have to stop demotivating them.

Lean Quote: People Don't Resist Change So Much As They Resist Being Changed

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.

"People don't resist change. They resist being changed."   — Peter Senge

It’s often said that people don’t resist “change” so much as they resist “being changed.” 

Yes, it is true things cannot get better without changing. But even knowing this we generally dislike change. We fight it, delay it, and argue against it.

WHY is this so? I’d like to offer three reasons. I’m not suggesting these are the only reasons. But I suspect they cover the majority of reasons we resist change.

Change makes us uncomfortable. We resist the change that requires changing ourselves because changing ourselves is uncomfortable. We get used to the way we are. We become accustomed to the way we do things. We become entrenched in the way we think. Changing these things brings uncertainly and unpredictability. So we resist.

Change makes us fearful. Change implies that the future will be different than the present. And because unknowns create uncertainty, and because uncertainty creates fear—change makes us fearful. Fear does not sit well with us. We avoid it when we can. One way to avoid it is to resist change. So we do.

Change requires work. Even if we see that the change will be beneficial. Even if we know that the change is necessary. We still resist it because we don’t want to do the work required. We settle for not making the change because in the end it’s easier. We choose easy over hard. We choose neglect over resolve. We choose the easy and familiar path over the hard and unknown path.

We don’t really resist the change—we resist changing ourselves. Change makes us uncomfortable. Change makes us fearful. Change is hard work. The next time you’re faced with a change, it might be good to keep this in mind. It may help you plunge in. It may help you not only face the change, but actually embrace it.

Lean Tips Edition #155 (#2536 - 2550)

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 #2536 – Don’t Try a Solution before You Really Understand the Problem

You might start out believing you know where the problem is in your processes. You might already have a solution in mind. However, if you start out by changing processes without analyzing the problem, you may find that the problem isn’t what you thought it was. You may even make it worse.

Bring together people with different perspectives on the problem in your process. Talk about what everyone thinks is going wrong and listen to their ideas about solutions. It’s likely you’ll get insight you didn’t anticipate so you can make better solutions.

Lean Tip #2537 – Mapping Can Be an Effective Tool

Mapping your business processes is a formal way to bring together everyone’s insight on the problem. It creates a consensus view of what’s going on in your organization, and allows you to model the impact of solutions on the entire process, not just the problematic step or steps.

Lean Tip #2538 – Make Sure Technological Solutions Actually Solve the Problem

Technology has solved so many problems it’s easy to imagine that it can solve any problem. However, before you deploy any technological solution, make sure that it will actually address the shortcoming in your business process and not just give your team the tools to keep making the same mistakes faster and more frequently.

Lean Tip #2539 – Make the Smallest Effective Change

You want to make a change that will solve the problem, but try to make business process changes as minimal as possible. The more changes you make, the more time you will lose in retraining and transitioning from the old process to the new process.

The more changes you introduce, the greater the uncertainty about the effect of those changes. Making precise, targeted changes to your process reduces the risk that unintended consequences can make you worse off than you were before.

Lean Tip #2540 – Management Must Model the New Rules

This should go without saying, but nothing will undermine the effectiveness of but nothing will undermine a new business process faster than management not following the new rules. The rules are either there for everyone, or they’re there for no one.

Once management starts to “cheat” on the new process, people take it as a sign that the process is no good, and everyone will look for ways to cheat. Chaos will result as everyone is looking for shortcuts and doing things the way they want them done (often the way that sloughs the most work off their desk and onto someone else’s).

You have to stick to your new process long enough for everyone to learn it thoroughly and follow it smoothly before you can truly assess its impact.

Lean Tip #2541 – Don't Forget How Processes Interact -- Think Global While Acting Local

While many processes stand alone, the chances are good that every process is a part of a bigger whole. As your team begins to consider the process at hand, don't lose sight of how that process integrates with everything else. Plan for it. Make sure that you're not making something else worse in an effort to solve a different problem. This may mean attacking multiple processes at once in some cases. As you plan for improvements, step back and from a high level, try to determine what will happen once proposed changes are made.

Lean Tip #2542 – Look for Immediate Time Savings

In one project I led, in our very first meeting, we did a quick, high-level process mapping to ensure that we have all of the process stakeholders in the room. During that meeting, we discovered that one of the process owners was spending about two days per month creating reports for the next process owner in the chain and had been doing so for years. The catch? The reports were never used. The person received them and simply discarded them. Without a second thought, we nixed that step of the process before we made any other changes. So there was an immediate, tangible benefit resulting from the time we spent simply talking about the process.

You might not have to be too formal in your efforts. Sometimes, just a bit of communication can yield huge time savings.

Lean Tip #2543 – Make Sure the Right People are Involved

Make sure you include everyone who has a stake in the process. If you don't, your efforts will fail. Those excluded will know they've been excluded and will resist any proposed changes. Further, your efforts won't be as complete as they otherwise could be.

Just because someone is involved doesn't mean that that person will cooperate. I've been involved in process improvement efforts with people who were less than cooperative, and it really affects the possible outcomes. In every organization, I believe that people have a responsibility for improving the workplace, which should be included in annual performance reviews. If someone is truly combative just to resist the change, it should be reflected there. That said, if people have valid points and you simply don't agree, don't punish them! The goal here is inclusiveness, not divisiveness.

Lean Tip #2544 – Figure Out Your Measuring Stick

If you can't measure it, you can't fix it. You must identify the metrics by which you will gauge process improvement project success. The "pain" metric was probably determined when you figured out which processes to attack first, but the success metric should also be targeted. For example, are you trying to reduce customer on-hold time for support to two minutes or less? Whatever your metric is, define it and measure success against it.

Lean Tip #2545 – Don't Assume Automation

When people hear "business process improvement," they often just assume that is code for "IT is going to automate the process." That's certainly not always the case, although IT systems will often play a large role in these efforts. It's just as likely that non-IT-focused efforts will play as big a role as -- or a bigger role than -- IT-based systems.

Don't limit yourself. Think outside the system!

Lean Tip #2546 – Define the Change

Change is often not fully articulated at the beginning of a change management process. Due to the iterative nature of change, it may be necessary to not just define the change at the outset, but redefine the change at various steps along the way. Updates should be provided frequently to mitigate rumors, answer questions, and provide reassurance. The faster change is happening, or if it begins to accelerate, the more frequent updates should be.

Lean Tip #2547 – Celebrate the Old

All too often, old policies, programs, strategies, and work are dismissed out of hand as a new direction unfolds. For employees who worked hard on those items, this can be a major slap in the face, erode morale, and lead to more concern. During a period of change, leaders should recognize that such work happened, was important, and had meaning. Underappreciated employees will have a harder time embracing new initiatives.

Lean Tip #2548 – Articulate Challenges

All changes come with risk of the unknown, uncertainty, and other potential challenges. It is important that companies are upfront about the challenges that may be faced. Even if those challenges have not been fully identified and planned for, it is a good move to try and discuss the potential challenges, the range of those challenges, and what the company is doing or will do to address them.

Lean Tip #2549 – Find Key Influencers to Promote Change

Every organization has key players who have earned the respect of their coworkers, have longevity (and therefore perspective), and are influential. Getting key players on board and letting them act as a sounding board can help senior leaders better understand how change is being perceived, refer recurring issues, and become advocates for the change. Walking these influence-leaders through the change process and getting them on board can help with communication and confidence during the change period.

Lean Tip #2550 – Prepare for Roadblocks

No matter how thoroughly you prepare for change, everything is not always going to go according to plan. You need to be ready for a number of potential outcomes.

By doing your best to anticipate roadblocks, you can take some of the mystery out of the equation. Empower your employees to modify their behavior by removing the obstacles that prevent them from working toward change. Once those hindrances are identified, even the most complex problems can be addressed and corrected.

11 Years Blogging - Happy Anniversary A Lean Journey

I don't know why I do it but I enjoy celebrating the anniversary of this blog every year. Last week marked the eleventh year publishing articles on a A Lean Journey.

I’d like to think that I turned my naive endeavor to share learning along my own journey into a successful contribution in the Lean community. As I have said before this labor of love has been a tremendous learning process both from the great fans and other colleagues online that I exchange with and from the process of distilling my own learning with you.

Some may be asking how do you define success for a blog?  I think like most publications it is basically about audience.  Are you growing followers? Are people reading your posts? So like in previous years we can look at the number visitors, Facebook fan, tweeps on Twitter, and LinkedIn members as an indication of growth.

I love statistics, so with this milestone, here are some numbers from the blog:

Total Posts: 1921

Most read post:  The Six-Step Problem-Solving Process with over 34,370 views

followed by DOWNTIME and the Eight Wastes with over 31,900 views

and by What Do We Mean By True North? with over 28,440 views

Number of countries/territories who have visited this blog:  229

Top 5 Countries with the most views:

U.S.A. – 46%

United Kingdom – 8%

India – 6%
Canada – 5%

Australia – 3%

Total views:  Over 1,633,650 and climbing

Unique visits: Over 1,306,450

Total comments:  Over 1,500

Total Facebook Fans: Over 2,275

Total Twitter Followers: Over 3,675

LinkedIn Members: Over 1,200

Total Tips Shared: Over 2,550

Top 5 posts this past year:

20 (Lean) Things To Do In 2020 To Improve Your Business

The Role of Catchball in Lean and Strategic Planning

5 Ways to Cultivate a Problem Solving Culture

5 Myths of Standard Work

Leaders Need to Lead – Six Principles of Lean Leader

I would like to thank all the visitors and contributors to A Lean Journey Blog this year and every year.  It has been a successful journey. Please, share your feedback so that A Lean Journey can be even more successful in the future.