Powering Gemba Walks with Artificial Intelligence | Follow for posts on Continuous Improvement and Innovation

Hi - I'm Ivan, an industrial engineer with 7+ years of experience in Operations Management and Kaizen.

I serve two main groups of people:

1. Executives tired of broken processes burning money - I show them how to fix it and recapture 15-30% in Muda

2. Founders in Continuous Improvement who know their stuff but can't crack LinkedIn - I show them how to turn it into a legit revenue channel

(send me a direct message for more info)

I started writing on LinkedIn in October 2023. Since then, I have been sharing actionable, educational, and entertaining content to support LinkedIn community members in their Kaizen journey. It helped me grow my audience from 9,000 to 100,000 followers in 2024.

I have been posting around:

	• Continuous Improvement
	• Lean Manufacturing
	• Growth Mindset
	• Innovation

Including insights on 5S, Value Stream Mapping, Leadership, Industry 4.0, and Problem Solving. 

Now I'm building Gemba Walk AI to make every Gemba Walk part of a learning system, where collective insights drive faster, better decisions than any single expert could achieve.

For free weekly tips, subscribe to The Kaizen Geek newsletter.

Ivan Carillo

You've got the organizational pyramid upside down.
 
Most organizations look like this:
 
-CEO 
-VPs
-Managers 
-Supervisors
-Frontline Workers
 
But successful Kaizen companies flip it:
 
+Frontline Workers
+Supervisors
+Managers
+VPs
+CEO
 
Why does this matter?
 
Traditional Thinking:
"Management knows best"
 
Kaizen Thinking:
"Those doing the work know best"
 
In the flipped pyramid:
 
+Decisions flow UP from the Gemba
+Leadership serves those who serve customers
+Managers become obstacle removers, not order givers

Powering Gemba Walks with Artificial Intelligence

If your processes are broken, stop blaming people.

(do this instead)

To solve a problem, 
you must first become aware of it.

Here's yours: your standardization sucks.

Taiichi Ohno once said:
"Without standards, there can be no Kaizen."

Yet most "standards" are..

→ 47-page documents nobody reads
→ Outdated procedures from 2019
→ Tribal knowledge in someone's head

Standardization is something different.

I learned this watching a subway crew in Asia last year:

→ 9 minutes to clean an entire train.
→ 50+ people doing it identically.
→ Zero supervision needed.

Their secret?

Visual standards everywhere.

→ Floor marks for equipment placement
→ Colour codes for cleaning sequences
→ Shadow boards for every tool

Not robots.
Empowered humans with solid methods.

When problems occur, they ask:

"How did the standard fail?"
Not "Who failed?"

P.S. Can a new employee follow your standards on day one?

If not, you don't have standards.

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Founder

Advisor

Writer

Amazon

Junior Research Assistant

Powering Gemba Walks with Artificial Intelligence  | Follow for posts on Continuous Improvement and Innovation

English

Italian

Don't overcomplicate things.
Choose Wisely.
Build Simple.
Think Lean.

Never invent rules from the Ivory Tower. 

Go to the Gemba instead.

When British colonizers faced a cobra problem in Delhi, they had a 'brilliant' idea: 

Pay people for every dead cobra.

It worked. At first.

Then someone realized: 
Why hunt cobras when you can farm them?

Cobra farms sprouted up. 
The government stopped the bounty. 

The farmers released their snakes. 
Delhi ended up with MORE cobras than before.

This is the Cobra Effect. And it happens in your plant too.

You create a metric. 
Your team hits the target. 
The real problem gets worse.

Why? 

People game bad metrics instead of solving problems.

I've seen it hundreds of times on the Gemba:

-operators hiding defects to hit quality targets
-teams rushing through audits to meet completion rates
-supervisors closing tickets without fixing root causes

PS: What's the worst metric gaming you've seen?

Kaizen vs. Innovation 

Both are essential, but they serve different purposes. 

Kaizen:  

+Incremental improvement  
+Low risk  
+High involvement  
+Low investment  
+Immediate results  
+Continuous process 

Innovation:  

+Breakthrough change  
+Higher risk  
+Specialized teams  
+Larger investment  
+Delayed results  
+Periodic events 

Best companies don't choose between them. 

They use Kaizen to optimize current operations  
and Innovation to create new value. 

Kaizen builds the foundation that makes Innovation possible. 
Innovation creates the leap that Kaizen then refines. 

Together, they form a powerful system for sustainable growth.

Do you wanna start your Continuous Improvement journey?

Learn to see the 3M's of Lean.

Most leaders can't see waste.
Because they don't know the 3M's:

The 3M's of Lean refer to  

+Muda
+Mura
+Muri

Three Japanese terms used in the Toyota Production System (TPS).

These concepts are key to identifying why your processes are broken:

1/ Muda → Waste

What customers won't pay for.

Muda can be further classified into:

→ Type I: Muda which cannot be eliminated immediately
→ Type II: Muda which can be eliminated quickly through Kaizen

Example: 

I watched a nurse walk 2.7 miles per shift.
Not caring for patients. Just fetching supplies.

That's Muda.

***
2/ Mura → Unevenness

Mura can be seen as variation in quality, cost, or delivery.

It often leads to Muri and Muda.

Example:

Monday: Skeleton crew drowning
Friday: Full staff standing idle

Creating both overtime costs AND wasted wages.
That's Mura.

***
3/ Muri → Overburden

Unreasonable stress or burden placed 
on workers and processes.

Muri often results in safety and quality issues.

Example:

Expecting 60 minutes of work
in 45-minute windows.

Guaranteeing mistakes and burnout.
That's Muri.

P.S. Which M is killing your operation?

Look closer. It's all three.

Companies waste millions on complex automation while ignoring 5S. 

(which could solve 80% of their efficiency problems) 

This doesn't mean automation is wrong. 
But it should build upon, not replace, solid 5S basics. 

5S is a systematic method for workplace organization. 
It uses 5 principles starting with 'S':  

1/ SEIRI (Sort) 
 ↳ Remove unnecessary items 
 ↳ Keep only what's needed 
 ↳ Eliminate clutter 

2/ SEITON (Set in Order) 
 ↳ Organize remaining items 
 ↳ "A place for everything" 
 ↳ Label and mark locations 

3/ SEISO (Shine) 
 ↳ Clean thoroughly 
 ↳ Regular maintenance 
 ↳ Inspect while cleaning 

4/ SEIKETSU (Standardize) 
 ↳ Create consistent procedures 
 ↳ Document best practices 
 ↳ Visual management 

5/ SHITSUKE (Sustain) 
 ↳ Maintain the system 
 ↳ Regular audits 
 ↳ Make it habitual 

Most teams stop at Shine.

Clean up. Celebrate. Move on.

But without standards, there's no way to maintain it. 
Without discipline, it's just another "program."

Programs come and go. 
5S should be daily practice.

Most people are standing in the wrong line.

Look at this image ↓

Where do you stand when change hits?

Five doors. 
Five lines.
Five responses to change.

Two are packed: resist and complain. 
These lines never get shorter.

Acceptance? A few people. 
Advocacy? Even fewer.
Leadership? Nearly empty.

This is about human nature.

We gather where it feels safe.
But impact lives in the empty lines.

Fast, Cheap, Good - Pick two.

(trade-offs are inevitable)

"We need it fast, under budget, and perfect."

Everyone knows it's impossible. Nobody says it.

Three months later: 

The project is late, over budget, or broken.

You can't have everything.

The worst project managers? 

They promise all three. 
Then they blame the team when it doesn't work.

The most common tendency? Falling into the blame trap. But Deming proved this decades ago:


85% of performance problems come from broken systems and processes. Only 15% stem from workers themselves.

Yet when something goes wrong, we immediately ask: "Who messed up?" Wrong question.

The right question: "What in our process allowed this to happen?"

When you blame people for system failures, you fix nothing. You destroy morale and ensure the same problem happens again.

Your people want to do good work. Give them a process that makes it possible.

PS. Gemba Walks make processes visible. 

I wrote Gemba Moonwalker, a 55-page ebook that can help you build your Kaizen culture (one walk at a time).

Download it here, it's free: https://lnkd.in/dj8wmpQS

Data already shows what is about to break, but you are too distracted to look elsewhere (and that's why same problems keep coming back)

Credit to Oleksandr Khimiak (give him a follow)

Problems keep coming back because your team members ignore what the data is already showing them.

Your machines send five signals before problems escalate:

1/ Sequence deviations

The cycle completes, but the order or timing shifts. This is your earliest warning of instability.

2/ Rising servo power draw

Load increases slowly. No alarm trips. Then suddenly you're firefighting.

3/ Micro-stops

60 seconds here, 30 seconds there. Over a shift, you've lost hours in performance loss.

4/ Parameters drifting inside tolerance

Everything stays "in spec." But quality gradually drops, or throughput falls.

5/ Manual interventions

Every workaround leaves a fingerprint in your process, even when operators don't write it down.

This data exists in your systems right now. But teams stay in reactive mode. 

They lack tools to turn signals into insights. So they rely on opinions in root-cause meetings. 

PS. What signals is your team missing?

47 times I walked past it. Third week at the plant. Same operator, same station same routine. Everything looked "normal." Then my mentor asked:


"What do you see?"

"An operator doing his job well."

He smiled. "Count the steps."

That's when it hit me:

Worker picking up part → 3 steps
Getting tool → 7 steps
Processing part → 0 steps (machine does the work)
Returning tool → 7 steps
Placing finished part → 5 steps

22 steps total. 
Only 1 activity added value.

So, obviously, this layout sucks.

PS. What waste are you walking past every day?

Think about this morning. How much time did you spend searching for your phone, a file, or a tool? That's Muda.

Looking for things adds no value. It wastes skills and creative potential. Every minute searching creates frustration and dissatisfaction.

Now multiply one person's search time by the number of people who search and how often they search. By every day of the year.

That's the real cost of disorganization.
Every minute searching: 
→ Adds zero value 
→ Wastes talent 
→ Creates frustration

And it's costing you more than you think.

Disorganization costs you money, talent, and opportunity every single day. Your team wastes hours that could solve real problems instead.

PS. What did you spend 10 minutes looking for today?

Everyone wants to jump straight to solutions. But you can't improve what you don't understand. Before building your continuous improvement culture, answer this:


Where exactly are you now?

Rate your organization (0-10) on:

→ "We" vs "Me" mindset
→ Accountability vs Blame
→ Continuous Learning vs Know-It-All
→ Standardization vs Chaos
→ Prevention vs Fire-Fighting
→ Data-Driven vs Gut-Feel

The gaps you find are your roadmap.

Innovation isn't a way to justify your salary. Listen to your customers. Identify their real pain points. Then solve their problems. Here's how:
  

Start with what your customers actually need. Don't innovate for the sake of novelty. Turn customer input into innovation instead. 

Here are the main steps I suggest you follow:

Listen first → Talk to customers before building anything new.

Solve real problems → Focus on what's broken or missing. 

Use what work → Don't rebuild from scratch when proven solutions exist.

Hire expertise → Bring in people who've already solved similar problems.

Innovation is about making things work better for the people who use them.

PS. You have another way besides Innovation to improve:

Kaizen →  Small improvements through ongoing human effort, teamwork, and training.

If you like Kaizen, you'll enjoy my weekly newsletter.

Join here: ivancarillo.com

KISS emphasizes simplicity over complexity. Here is the core idea: 


Simpler solutions are more robust, easier to understand, and less prone to errors.

Simplicity should be your key design goal. This means prioritizing essential features and avoiding over-engineering.

Use KISS in problem-solving, software engineering, product design, and beyond. 

Remember:

Straightforward approaches consistently outperform complex ones.

You can order sushi by menu
 
Or you can say “I trust you”.
 
Credit to Marco Zima Simonella (give him a follow)
 
Original post below:
 
My family loves sushi.
Even my kids scream “sushiii” every Friday.
It’s our little tradition.
 
This week we shifted it to yesterday.
You can skip a Friday.
But not a full week.
 
Especially after we spent the Christmas week in Sicily without sushi!
 
We ordered delivery and I picked the different sushi types for the whole family.
 
And it made me think of omakase.
The classic Japanese way to eat sushi.
 
It politely says:
I trust you.
 
That trust is not just handed out.
Sushi chefs spend 10s of years mastering the skills and earning it.
 
Promotions work the same way.
You can get the title but trust comes later.
You earn it by mastering the skills of leadership.
 
Until people can finally say:
I trust you.

Turning product managers into leaders in conflict and ambiguity | Global Product Leader

The future belongs to community builders who understand that value comes from real connections between people. Here are the communities I will be part of in 2026:
 

We're heading toward a world flooded with low-quality AI content. As more people spend time with synthetic chat that feels human (but isn't quite), the ability to be in a virtual space and in real life with other human beings is only getting more valuable. Especially people who are on the same path.
 
With every new person who joins a community of people on the same path, new stories emerge. Things they've tried, things they've done that could be incredibly valuable to you. That is only possible when human beings come together with human beings.
 
These are the communities I am betting on to strengthen my new identity in 2026:
 
Nomads.com → I travel a lot since I left my corporate career. I realised that I like to travel slowly so that I can establish new habits where I am and make local friends. They call it slowmading. Pieter Levels' community is interesting. The guy has a way of looking at life that I like, so I hope to find more people here who vibe the way I do.
 
Modern Maker → My friend Jacob Pegs excudes incredible energy, and the people who interact with him know it.  I have been part of his community for over a year now, but not very actively in 2025. When I went back to read their conversations, I was really impressed. I will be more present this year (https://lnkd.in/dDdTUa7Y)
 
MicroConf Connect → Rob Walling books are the best I have found on the subject of bootstrapped SaaS. It feels natural to me to become part of his community. I haven't signed up yet, but I'm sure I'll find some good vibes there.
 
Kaizen Community → I plan to build my community in 2026. I want to give leaders who are building a Kaizen culture the opportunity to share their experiences. I haven't set anything up yet, but you can express your interest in joining here: https://tally.so/r/VLGV5E
 
PS. You can still stand out with content, but you'll by being more human.

Kevin Kelly, founding executive editor of Wired magazine, distilled decades of wisdom into his book 'Excellent Advice for Living'. Here are my favourite pieces of advice from him:
 
1/ Prototype your life. Try stuff instead of making grand plans.
 
I walked away from my corporate life with no backup plan. I don't have all the answers to move forward, and that's ok. I am letting curiosity guide me. Every day, I do more of what I love and less of what drains me. Action beats planning. Start before you're ready. Build something real, even if it's messy. 
 
2/ Don't measure your life with someone else's ruler.
 
When I joined Amazon, I told myself: "senior manager in 7 years." I worked harder than anyone around me to hit that target. For a while, it worked. Then I realized I was following someone else's playbook. Your definition of success is the only one that matters. Stop comparing yourself to others. What brings them joy might bore you to tears. 
 
3/ A major part of travel is to leave stuff behind. The more you leave behind the further you will advance.
 
I'm minimalist, but I still struggle to let go—especially of relationships that no longer serve me. It's painful but necessary. Leave room in your bag for what you'll discover. The lighter you travel, the faster you move.
 
4/ Gratitude will unlock all other virtues and is something you can get better at.

I'll explore the science of gratitude ore in 2026, as I don't practise it enough. Most people practice gratitude wrong. Listing what you're grateful for produces weak results. The real power comes from receiving gratitude or witnessing others receive genuine thanks. Find one meaningful story where gratitude was genuinely given and received, then revisit it for 1-5 minutes regularly.
 
5/ Perhaps the most counterintuitive truth of the universe is that the more you give to others the more you’ll get. Understanding this is the beginning of wisdom.
 
I firmly believe in this. And I've experienced it directly on here. Sharing Kaizen tips created opportunities I couldn't have engineered through a conventional path. Reciprocity and contribution create returns, but often in unexpected forms and on longer timelines than pure transactions.

PLEASE
 
Stop providing vague or no feedback. 
 
That's hurting your team.

Image credit to Edoardo Pallaro (give him a follow)
 
Yeah, ‘you need to improve’ or ‘Great job’ isn't enough.
It never actually was.
 
According to Zippia, 72% of people find their work
more satisfying if their company have a feedback culture. 
 
What’s the difference?
 
Vague:
 
"You need to be more creative with your proposal."
 
Actionable Feedback:
 
"Try adding diagrams in your proposal. It will add more appeal."
 
Here are 5 ways you can give actionable feedback:
 
1/ Be Specific. And Clear
 
 ↳ Avoid vague statements 
 ↳ Use clear, and objective language 
 ↳ Clearly outline the actionable steps
 
2/ Focus on Behaviours
 
 ↳ Use non-judgemental language to make your point
 ↳ Separate the individual from the action
 
3/ Offer a Path Forward
 
↳ Encourage them to develop a growth mindset 
↳ Rather than being stuck on wrong, give them a way to move forward 
 
4/ Create a Safe Space
 
↳ Be transparent. And talk openly
↳ Demand the same from them 
 
5/ Keep It Regular
 
↳ Integrate actionable feedback into your people management style
↳ Schedule 1:1 meetings to address key concerns.
  
P.S: What’s your approach to feedback?

I’ve been partnering with CEOs, Board Members, and Senior Leaders to achieve transformational business results by aligning people strategies and operations with bold organizational goals.

I am an internationally experienced HR executive with a proven track record in leading HR strategy and implementation across complex, multinational organizations.
✔️ Strategic thinker who bridges big-picture vision with hands-on execution.
✔️ Trusted partner to C-suite leaders, known for influence, collaboration, and building lasting credibility.
✔️ Champion of innovation, continuous improvement, and delivering exceptional employee experiences that drive business success.

If you’re a CEO, Founder, or Senior Leader looking to:

- build a thriving culture that fuels performance,
- lead with confidence through uncertainty and change, or
- unlock the full potential of your people to drive business growth,

Let’s connect!.

Let's turn challenges into opportunities and ambition into achievement.

-------------------------------------------------------------------------------------------

A business thrives when its people thrive. Exceptional execution stems from cultures where employees are empowered to exceed expectations - and where leaders create environments that inspire.

I specialize in guiding leaders and organizations through times of uncertainty and rapid change. Whether as an advisor, coach, or mentor, my greatest impact happens where challenges are complex, stakes are high, and the path forward is unclear.

Transformations are never just technical processes. They’re deeply human. True success requires a delicate balance of employee engagement, leadership excellence, cultural alignment, systems thinking, and purposeful people development.

Throughout my career, I’ve built and led HR functions and teams of up to 50 people at global, regional, and country levels. I’ve spearheaded KPI-driven initiatives that accelerated business growth by focusing on what matters most: PEOPLE.

My international experience spans Germany, Switzerland, Rwanda, Ethiopia, Ghana, and South Africa. These diverse contexts have shaped my ability to navigate cultural nuances, drive impactful change, and deliver results across industries and geographies.

Simon Koerner

The most powerful career move isn’t 
what you say in the room -
it’s who fights for you when you’re not in it.

Most people think success is about
speaking louder, selling harder,
or being the smartest voice at the table.

They’re wrong.
Years ago, I watched a quiet professional
get promoted over the loudest ones.

Why?
Because when she wasn’t in the room,
others fought for her.
She built trust so deep
that people carried her name forward.
Not because she demanded it,
but because she deserved it.

It became clear to me:
It’s not just who you know.
It’s who is willing to put
their reputation on the line for you.

Here’s what I’ve learned:

1️⃣ Earn trust, not favors
- Do what you say.
- Deliver when it counts.

2️⃣ Build allies, not audiences
- Invest in 1:1 relationships.
- Show up for others first.

3️⃣ Add value, not noise
- Share solutions, not complaints.
- Simplify complex problems.

4️⃣ Share credit, not spotlight
- Name teammates in wins.
- Push recognition outward.

5️⃣ Defend others, not yourself
- Speak up for absent colleagues.
- Call out unfairness.

6️⃣ Show integrity, not politics
- Say the hard truth.
- Walk away from shortcuts.

7️⃣ Teach, not just tell
- Share lessons learned.
- Mentor without agenda.

8️⃣ Stay curious, not closed
- Ask questions first.
- Challenge ideas, not people.

9️⃣ Prioritize consistency, not drama
- Be the calm voice.
- Let actions speak louder.


Remember:
Success is most often built 
in rooms you don’t see.
Make people want to fight for you.
The strongest network is earned, not claimed.

‐---‐-------------------------------

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People Leader. Business Partner. Change Enthusiast.

Most careers are built on possession.
The ones that matter
are built on contribution.

No role belongs to you.
But how you help others grow
travels long after you move on.

We’re trained to defend our seat.
Protect scope. Guard relevance.
But roles are borrowed, not owned.

The uncomfortable truth:
you won’t be remembered for
what you held -
only for what you unlocked in others.

Here is how you do that:

1️⃣ Titles create distance. Trust closes it.
- Listen longer than you speak.
- Keep promises when it’s costly.

2️⃣ Power fades. Growth compounds
- Teach what you know
- Ask who needs this next

3️⃣ Control feels safe. It limits everyone.
- Let others run the room.
- Stay present, not dominant.

4️⃣ Your value isn’t scarcity. It’s impact.
- Share context freely.
- Teach how you decide.

5️⃣ Legacy isn’t loud. It’s steady.
- Show up consistently.
- Care when no one watches.

6️⃣ Credit builds courage.
- Name contributors often.
- Celebrate effort, not ego.

7️⃣ People remember confidence.
- Leave them stronger.
- Make belief transferable.

8️⃣ Let go without drama.
- Release the role.
- Stand proud on the sidelines.


Remember:

Your role will move on.
That’s guaranteed.
But the way you help people grow
travels with them.
That’s how legacy lasts
when the title doesn’t.

‐---‐-------------------------------

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Gossip is the cheapest currency of weak leaders.
If they gossip with you, they will gossip about you.

I once worked in a company where 
the most powerful room
wasn’t the boardroom.
It was the breakroom.

Titles didn’t matter there.
What mattered was who wasn’t present - 
because that was exactly who people were tearing apart.

At first, I stayed silent.
I told myself: “Just listen. Don’t get involved.”
But here’s the truth: silence makes you complicit.
The day you tolerate gossip, you tell the world you value fitting in over standing tall.

The turning point for me?
I walked away.
I realized: if they talk this way about others, I’m next the moment I leave.

And that decision changed everything.

Here are 8 shifts I made:

1. Instead of tolerating gossip, walk away.
❌️ Staying signals approval.
✅️ Leaving signals standards.

2. Instead of joining in, redirect.
❌️ Gossip drains energy.
✅️ Asking, “How can we solve it?” creates progress.

3. Instead of listening silently, set boundaries.
❌️ Saying nothing fuels toxicity.
✅️ Saying, “Let’s keep it professional,” sets the tone.

4. Instead of bonding over negativity, connect with integrity.
❌️ Cheap trust comes from shared secrets.
✅️ Real trust comes from shared respect.

5. Instead of protecting your image, protect your values.
❌️ Playing along makes you liked temporarily.
✅️ Standing firm makes you respected permanently.

6. Instead of waiting for culture to improve, be the change.
❌️ Gossip is contagious.
✅️ So is courage.

7. Instead of making people smaller, make them greater.
❌️ Tearing down is easy.
✅️ Lifting up is rare - and remembered.

8. Instead of fearing exclusion, embrace authenticity.
❌️ Fitting in requires masks.
✅️ Standing out requires character.

And the result?
The rooms I enter now are lighter.
The conversations sharper.
And the relationships deeper.
Because people know exactly where I stand.


Remember:
Silence is not neutral - it’s permission.
Walk away from gossip; 
your reputation will thank you.
True leaders aren’t in every room. 
They create better ones.


👉 Do you stay silent in gossip rooms - or do you get up?

‐---‐-------------------------------

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Most leaders aren’t destroyed by others. 
They’re destroyed by themselves. Here is why?

They think success is about being strategically brilliant... or experts in their field...

And then they fail due to missing self-awareness.

Years ago, I worked with a strong executive.
Sharp mind. Strong resume. Great results on paper.

But his team didn’t trust him.
They gave minimal input. They avoided him in meetings.

He thought it was all about them - laziness, lack of ambition, wrong culture fit.

He couldn’t see that the problem was him, with his dismissive, reactive, and self-centered behaviour.

That's when I saw how easily success blinds us.
How quickly ego blocks awareness.
And how fast people stop telling you the truth when you rise.

My learning until today:
Self-awareness is the foundation of leadership.
Without it, every other skill is wasted.

Here are 10 principles to build self-awareness:

1️⃣ Ask for brutal feedback
Don’t fish for praise, invite truth. Growth begins where comfort ends.

2️⃣ Watch your impact, not just intent
Good intentions can still hurt. Measure how others experience you.

3️⃣ Listen beyond words
What’s unsaid is often more important. Pay attention to body language and silence.

4️⃣ Spot your triggers
Stress exposes blind spots. Know what sets you off before it controls you.

5️⃣ Separate ego from role
You are not your title. People follow authenticity, not hierarchy.

6️⃣ Reflect daily
5 minutes of honest reflection beats 5 hours of excuses. Ask: “How did I show up today?”

7️⃣ Own mistakes fast
Excuses destroy trust. Admission builds it.

8️⃣ Notice recurring feedback
If three people tell you the same thing - it’s not coincidence. It’s your blind spot showing.

9️⃣ Test your assumptions
“I think they’re fine” is not a fact. Validate before acting.

🔟 Grow with humility
Leaders who think they’ve arrived stop learning. Stay curious, stay open.

When leaders master self-awareness, people stop working for you and start working with you.
Because self-awareness builds trust - and trust builds everything else.

Remember:

You can’t lead others if you can’t lead yourself.
The mirror is the hardest tool in leadership.
Self-awareness isn’t soft. It’s the sharpest edge you can have.

‐---‐-------------------------------

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