How can leaders learn to create ikigai in the workplace?
In this episode of the Ikigai Podcast, Nick sits down with Katie Anderson to share their experiences from the Japan Leadership Retreat, exploring how leaders can not only learn but also feel ikigai through immersive, transformative trips.
Podcast Highlights
- Cultivating meaningful relationships. Nick and Katie talk about how their friendship began.
- Why relationships matter in Japan. Nick and Katie dive into the cultural value of building and sustaining long-term connections.
- Conducting study trips. Katie discusses the foundation and inspiration behind her study trips in Japan.
- Offering an immersive experience. Katie explains how her Japan study trips have evolved into transformative, multi-layered learning journeys.
- Discovering role and purpose. Katie reflects on how leading study trips helps her uncover and live her true purpose.
- Cultural differences in motivation. Katie discusses the differences in motivation between Western and Eastern cultures.
- Sanpo Yoshi. Nick and Katie discuss how the concept of sanpo yoshi makes Japanese companies different from Western ones.
- Creating experiential programs. Nick and Katie discuss the value of creating experiential programs.
Katie Anderson
Katie Anderson is an internationally recognised consultant, leadership coach, bestselling author, speaker, and learning enthusiast dedicated to helping business leaders accelerate individual and organisational impact. Katie is the author of Learning to Lead, Lead to Learn Lessons from Toyota Leader ISAO YOSHINO on a Lifetime of Continuous Learning.
Katie has also shared her insights on learning through leadership on episode 87 of the podcast.
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Cultivating meaningful relationships
In June 2024, a conversation on a podcast planted the seed for what would eventually become a week of deep learning, cultural immersion, and shared reflection in Japan. That initial dialogue between Katie and Nick sparked a relationship grounded in curiosity and connection—two values that would continue to shape their experiences together throughout the year.
By November, they had met in Nagoya, and in early 2025, their paths crossed again during Katie’s eighth Japan Leadership Experience, where Nick and his co-author, Daiki Kato, joined the cohort to share insights on the concept of ‘rolefulness.’
Why relationships matter in Japan
Katie and Nick share more than an admiration for Japan—they share a lived understanding that meaningful work is built on deep, long-term relationships. Katie explains that one of the most rewarding aspects of leading her Japan leadership experiences is being able to share the special relationships she has built over many years.
These connections have opened unique doors—such as exclusive access to Ina Foods, where she is the only foreign guest welcomed for tours—thanks to her long-standing bonds with Japanese business leaders. She emphasizes that Japan isn’t a place where you can simply arrive and gain access; the most valuable experiences come from deeply cultivated relationships.
“One of the things that makes me so happy about being able to offer these Japan leadership experiences is to share really special relationships that I've nurtured and cultivated over years, and how those relationships have actually opened doors to so many more things.” - Katie Anderson
Conducting study trips
When Katie’s family moved to Japan in 2015, she was eager to immerse herself in Japanese culture and business, particularly learning from the birthplace of the Toyota Production System and the principles of Kaizen and continuous improvement. She began documenting her experiences through a blog, which evolved over time and allowed her to share her learnings with others. Katie emphasizes her natural inclination to connect people and experiences—her ikigai—which fuels her passion for learning and sharing.
Meeting Mr. Yoshino and other key connections, like Toshiko Kawanami, helped her build a network of relationships that became the foundation for her first tours and ultimately inspired the book Learning to Lead, Lead to Learn. Although she didn’t know where it would lead, Katie approached it as a deep, immersive learning experience, one that continues to bring her joy and purpose.Offering an immersive experience
Katie reflects on how her Japan leadership experience evolved from what she initially called a ‘study trip’ into a much broader, immersive journey focused on leadership, human connection, and personal growth. The experience extends beyond the week in Japan, including pre-trip learning, follow-ups, and ongoing reflection. Her ongoing collaboration with Mr. Yoshino, along with global workshops and lectures, helped her codify and synthesize lessons from Toyota and her own experiences.
Katie led her first program in 2018 and began interviews for her book simultaneously. Despite setbacks in 2020, she has continued to run these programs every six months since Japan reopened, finding the greatest value in the strong community and meaningful connections built among international participants.
On finding role and purpose
“I consider my purpose to be connecting the hearts and minds of people around the world so that, together, we can make it a better place. Being able to bring people together for learning, immersion, connection, and transformation is a role that is deeply fulfilling and meaningful, that I get joy from.” - Katie Anderson
Katie describes her purpose as connecting people globally through learning, immersion, and meaningful experiences, which brings her deep joy and fulfillment. Through her Japan study trips, she has built a global community of over 140 leaders from 20+ countries, fostering a ‘chain of learning.’ She highlights the Japanese Kaizen approach, emphasizing continuous improvement, clear roles, and employee-driven problem solving, noting that real transformation comes from the people on the ground rather than management alone.
Cultural differences in motivation
Katie explains that Japanese organizations tend to generate far more improvement ideas per person than Western ones, partly due to cultural differences in urgency. Western cultures, especially the U.S., often lean toward complacency, while Japanese and some Eastern cultures experience higher anxiety. The ideal ‘sweet spot’ is not anxiety or complacency, but a healthy sense of urgency created through intentional leadership, systems, and structures that encourage contribution.
She emphasizes that strong Kaizen cultures don’t happen automatically—even in Japan, leadership must actively foster them. What she admires most is the deep desire in Japanese culture to contribute, do work properly, and apply oneself fully.
Another key observation was how some workplaces intentionally build energy and inspiration into daily routines. For example, Tokyo Foods holds high-energy morning meetings focused on purpose, dreams, and aspirations—not just tasks. These sessions revitalize employees, connect them to meaning, and boost motivation. Even those who are initially resistant end up feeling energized, making the workday more exciting and impactful.
Sanpo Yoshi
Sanpo Yoshi is a centuries-old Japanese business philosophy meaning ‘three-way good’: good for the customer, the business, and the community. Rooted in early merchant practices, it reflects Japan’s collective mindset, prioritizing shared success, social responsibility, and consideration for others over individual profit or short-term gain.
Some companies have expanded this idea to Yonpo Yoshi, adding a fourth dimension—being good for the future and the environment—emphasizing long-term thinking and sustainability.
Creating experiential programs
“This work is our ikigai, bringing people together.” - Nicholas Kemp
Katie and Nick discuss the value of immersive experiential programs, such as leadership retreats, that allow participants to step away from their day-to-day roles. They emphasize that getting physical and mental distance from routine responsibilities creates space for deeper learning, reflection, and presence—where real transformation happens.
Nick shares how meaningful it was to participate without the usual pressures of his professional and personal roles, allowing him to fully engage, connect with others, and experience new perspectives. This yutori, ‘gap’ or space helps leaders quiet constant mental activity and be open to learning in ways that aren’t possible during normal work life.
They highlight that leaders especially need this kind of intentional break, as they often push through stress rather than step back. Experiential programs provide a temporary shift into the role of learner, exposing participants to different ways of thinking and working. The impact is often described as transformational and life-changing, both individually and collectively.
Katie also notes the added power of shared experiences within cohorts or leadership teams. Learning together strengthens reflection, alignment, and long-term impact when participants return to their organizations, making these programs consistently powerful and deeply rewarding.
Conclusion
Leadership can be overwhelming, but stepping back to reflect creates space for clarity and growth. This mindful approach not only boosts your effectiveness but also fosters meaningful connections, unlocking a leadership filled with ikigai.