Watch the full video on YouTube - click here

No one would try to stream a 4K video on a '95 Windows computer—but in the auto industry, we're still trying to lead today's transformation with leadership models built decades ago.

That's the hard truth Jan puts on the table in this conversation with Terry Woychowski, President of Caresoft and former GM executive. Together, they unpack what's holding the industry back—and it's not a shortage of technology or talent. It's the culture. It's the leadership.

Terry walks through real examples of how legacy systems get in the way—from product specs that haven't been questioned in decades to organizational structures that reward risk avoidance over innovation. 

He compares that with how Chinese OEMs are approaching development differently. They make faster decisions, rely less on in-house development, and focus on speed and learning rather than perfection. They're not immune to fear, he says, but they don't let it dictate the pace of progress.

But this isn't just a teardown of bad habits. Terry zooms in on what good leadership looks like today. It's not command-and-control. It's mission-first, culturally aware, and brutally honest. It's being willing to get "dragged across the hone"—his metaphor for the painful but necessary growth process. Because leaders who avoid discomfort? They stay dull.

There's also accountability. Terry learned it early, growing up on a dairy farm, where cows—and their mess—don't wait for permission. You get the job done, period. 

That same mindset carried him through the plant floor at GM, where he once let loose in a way he thought would end his career, only to be welcomed with applause. Not because he lost his temper, but because he finally spoke the language of the plant.

Jan and Terry talk honestly about the cultural gaps that legacy auto still hasn't closed. Technology? Finance? Those are solvable. However, if the leadership culture stays frozen in time, no investment will be enough.

In the end, one thing is clear: you can't lead the future of automotive using the same culture that got you here. If the industry wants to survive the disruption ahead, it needs leaders willing to question everything, especially the way things have always been done.

Themes discussed in this episode:

• The need to replace outdated leadership models to compete in the EV era
• The culture gap between Chinese OEMs and traditional automakers
• Why true leaders embrace discomfort—and what happens when they don’t
• The cultural transformation needed to support EV and software-defined vehicle innovation
• The importance of fast decision-making in today’s global auto market
• Why cultural alignment matters more than strategy when leading change
• Why the auto industry needs focused leadership amid rising global competition

Featured guest: Terry Woychowski

What he does: Terry J. Woychowski is the President of Caresoft Global, a leading automotive engineering, benchmarking, and consulting firm. At Caresoft, he has played a pivotal role in driving strategic growth, developing next-generation solutions, and mentoring the global leadership team.

Terry brings over four decades of automotive experience, including a distinguished career at General Motors, where he held senior leadership roles such as Global Vice President of Program Management and Quality & Vehicle Launch. Notably, he served 12 years as Full-Size Truck Vehicle Chief Engineer. After retiring from GM, he joined American Axle and Manufacturing as SVP of Engineering and Quality.

He is a graduate of Michigan Technological University and serves on several boards, including MTU’s Board of Trustees and the Rackham Foundation, where he is a lifetime trustee.

On Leadership: “I would say, the foundation of my leadership hasn’t changed at all. I believe that leadership is based on a hunger—a hunger for things to be better than they are. A vision that this would be better. And I think a leader needs to be hungry. If you're not hungry and not making things change, you're not leading. And so, there's got to be that hunger to say, "Yeah, we're here. But this isn't good enough. This won't last. It should be like this." That hunger's been an element of my leadership, and wherever I've been,1 that's been true.”

Mentioned in this episode:

• A Monkey with a Dart Could Do Better?
• Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

Episode Highlights:

[03:10] Change Is the Job Description: Leadership isn’t just about keeping things running—it’s about driving bold, necessary change when the industry demands it.

[05:12] Comfort Doesn’t Build Leaders: Too many leaders are promoted for past performance, not future vision—and without the right mindset for change, they stall progress where bold leadership is needed most.

[10:09] No Ego, Just Execution: Unlike legacy automakers, Chinese OEMs decide quickly, skip the ego, and improve fast by learning from others instead of reinventing everything in-house.

[13:27] The Bracket Problem: Jan and Terry reflect on decades of missed opportunities in design—why we still can’t get integration right, and how extra parts are often just patches for poor collaboration.

[20:00] Own the Process: Terry shares why real innovation happens when teams break silos, work shoulder-to-shoulder, and take full ownership of the process—not just the paperwork.

[23:37] Change It or Lose: Terry explains why startups and Chinese OEMs move faster by ditching legacy thinking, embracing risk, and reworking cars even after launch.

[29:15] The Grind That Sharpens Leaders: Terry shares how great leadership demands relentless hunger, painful self-growth, and the courage to stay true to your word—even when the process drags you across the hone.

[32:20] Colorblind in the Paint Shop: Terry shares the wild story of being dropped into GM’s paint operations, the culture shock that followed, and the surprising leadership lesson he learned after losing his cool.

[37:07] Culture Is the Real Gap: Terry warns that the auto industry’s greatest threat isn’t tech or money—it’s the cultural gap, and only leaders can close it.

[39:01] Calm in the Storm: Terry urges leaders to face existential threats with calm resolve and unflinching honesty—because the truth, however hard, is the only thing that gives people a fighting chance to act, adapt, and survive.

[46:50] Cowboy Up and Lead: From existential threats to logging chains, Terry reflects on grit, urgency, and teaching the next generation that real leadership means figuring it out—no matter how heavy the load.

Top Quotes:

[03:39] Terry: “Things have to change. The auto industry is changing in radically diverse ways and extremely fast. Change is the arena of leadership. That's what leadership is. It's about change. If things aren't changing, quite frankly, I don't think you're leading. You may be managing day to day, just keeping the ball rolling, but leadership says there's a better way. There's something we need, and it doesn't look like this. It's going to look like that.”

[07:15] Terry: “The skills that you need to be a successful leader aren't the same skills that were required when you were an individual contributor and doing your job.”

[12:49] Terry: “The Chinese seem to seem more like, “they're doing it. They got some really smart people. They've made this decision. We're going to do it.” And then they simply trump that by saying, "And we're going to do it better." Because they put all the R&D and they iterate. We have the advantage of looking at it now, and we can see, we can polish it like this, we can do it like this, and we can make it even better and even faster and even cheaper and improve upon it. So I think if you can park the ego at the door, and say, "Can I learn? Who can I learn from and can I just leapfrog from that as opposed to reinventing everything myself?” If you have to reinvent the entire car yourself, it's going to take a long time.”

[30:08] Terry: “if you have a knife and if you want your knife to remain keen, sharp, dangerous, effective, it has to be drug against a hone. It has to be continually honed. It's anthropomorphic to think that the blade has feelings, but if it did, blade doesn't want to be drug against a hone—that would hurt, that scrapes, that burns. But a leader needs to be vulnerable. So, you need to be willing to be drug across the hone, and you need to be willing to learn. Always. There's always something to learn and to get better. Do you want to be sharp? Yeah. Do you want to be effective? Yeah. Do you want to be dangerous? Yeah. Then...]]>This episode is sponsored by Lockton, click here to learn more

Watch the full video on YouTube - click here

No one would try to stream a 4K video on a '95 Windows computer—but in the auto industry, we're still trying to lead today's transformation with leadership models built decades ago.

That's the hard truth Jan puts on the table in this conversation with Terry Woychowski, President of Caresoft and former GM executive. Together, they unpack what's holding the industry back—and it's not a shortage of technology or talent. It's the culture. It's the leadership.

Terry walks through real examples of how legacy systems get in the way—from product specs that haven't been questioned in decades to organizational structures that reward risk avoidance over innovation. 

He compares that with how Chinese OEMs are approaching development differently. They make faster decisions, rely less on in-house development, and focus on speed and learning rather than perfection. They're not immune to fear, he says, but they don't let it dictate the pace of progress.

But this isn't just a teardown of bad habits. Terry zooms in on what good leadership looks like today. It's not command-and-control. It's mission-first, culturally aware, and brutally honest. It's being willing to get "dragged across the hone"—his metaphor for the painful but necessary growth process. Because leaders who avoid discomfort? They stay dull.

There's also accountability. Terry learned it early, growing up on a dairy farm, where cows—and their mess—don't wait for permission. You get the job done, period. 

That same mindset carried him through the plant floor at GM, where he once let loose in a way he thought would end his career, only to be welcomed with applause. Not because he lost his temper, but because he finally spoke the language of the plant.

Jan and Terry talk honestly about the cultural gaps that legacy auto still hasn't closed. Technology? Finance? Those are solvable. However, if the leadership culture stays frozen in time, no investment will be enough.

In the end, one thing is clear: you can't lead the future of automotive using the same culture that got you here. If the industry wants to survive the disruption ahead, it needs leaders willing to question everything, especially the way things have always been done.

Themes discussed in this episode:

• The need to replace outdated leadership models to compete in the EV era
• The culture gap between Chinese OEMs and traditional automakers
• Why true leaders embrace discomfort—and what happens when they don’t
• The cultural transformation needed to support EV and software-defined vehicle innovation
• The importance of fast decision-making in today’s global auto market
• Why cultural alignment matters more than strategy when leading change
• Why the auto industry needs focused leadership amid rising global competition

Featured guest: Terry Woychowski

What he does: Terry J. Woychowski is the President of Caresoft Global, a leading automotive engineering, benchmarking, and consulting firm. At Caresoft, he has played a pivotal role in driving strategic growth, developing next-generation solutions, and mentoring the global leadership team.

Terry brings over four decades of automotive experience, including a distinguished career at General Motors, where he held senior leadership roles such as Global Vice President of Program Management and Quality & Vehicle Launch. Notably, he served 12 years as Full-Size Truck Vehicle Chief Engineer. After retiring from GM, he joined American Axle and Manufacturing as SVP of Engineering and Quality.

He is a graduate of Michigan Technological University and serves on several boards, including MTU’s Board of Trustees and the Rackham Foundation, where he is a lifetime trustee.

On Leadership: “I would say, the foundation of my leadership hasn’t changed at all. I believe that leadership is based on a hunger—a hunger for things to be better than they are. A vision that this would be better. And I think a leader needs to be hungry. If you're not hungry and not making things change, you're not leading. And so, there's got to be that hunger to say, "Yeah, we're here. But this isn't good enough. This won't last. It should be like this." That hunger's been an element of my leadership, and wherever I've been,1 that's been true.”

Mentioned in this episode:

• A Monkey with a Dart Could Do Better?
• Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

Episode Highlights:

[03:10] Change Is the Job Description: Leadership isn’t just about keeping things running—it’s about driving bold, necessary change when the industry demands it.

[05:12] Comfort Doesn’t Build Leaders: Too many leaders are promoted for past performance, not future vision—and without the right mindset for change, they stall progress where bold leadership is needed most.

[10:09] No Ego, Just Execution: Unlike legacy automakers, Chinese OEMs decide quickly, skip the ego, and improve fast by learning from others instead of reinventing everything in-house.

[13:27] The Bracket Problem: Jan and Terry reflect on decades of missed opportunities in design—why we still can’t get integration right, and how extra parts are often just patches for poor collaboration.

[20:00] Own the Process: Terry shares why real innovation happens when teams break silos, work shoulder-to-shoulder, and take full ownership of the process—not just the paperwork.

[23:37] Change It or Lose: Terry explains why startups and Chinese OEMs move faster by ditching legacy thinking, embracing risk, and reworking cars even after launch.

[29:15] The Grind That Sharpens Leaders: Terry shares how great leadership demands relentless hunger, painful self-growth, and the courage to stay true to your word—even when the process drags you across the hone.

[32:20] Colorblind in the Paint Shop: Terry shares the wild story of being dropped into GM’s paint operations, the culture shock that followed, and the surprising leadership lesson he learned after losing his cool.

[37:07] Culture Is the Real Gap: Terry warns that the auto industry’s greatest threat isn’t tech or money—it’s the cultural gap, and only leaders can close it.

[39:01] Calm in the Storm: Terry urges leaders to face existential threats with calm resolve and unflinching honesty—because the truth, however hard, is the only thing that gives people a fighting chance to act, adapt, and survive.

[46:50] Cowboy Up and Lead: From existential threats to logging chains, Terry reflects on grit, urgency, and teaching the next generation that real leadership means figuring it out—no matter how heavy the load.

Top Quotes:

[03:39] Terry: “Things have to change. The auto industry is changing in radically diverse ways and extremely fast. Change is the arena of leadership. That's what leadership is. It's about change. If things aren't changing, quite frankly, I don't think you're leading. You may be managing day to day, just keeping the ball rolling, but leadership says there's a better way. There's something we need, and it doesn't look like this. It's going to look like that.”

[07:15] Terry: “The skills that you need to be a successful leader aren't the same skills that were required when you were an individual contributor and doing your job.”

[12:49] Terry: “The Chinese seem to seem more like, “they're doing it. They got some really smart people. They've made this decision. We're going to do it.” And then they simply trump that by saying, "And we're going to do it better." Because they put all the R&D and they iterate. We have the advantage of looking at it now, and we can see, we can polish it like this, we can do it like this, and we can make it even better and even faster and even cheaper and improve upon it. So I think if you can park the ego at the door, and say, "Can I learn? Who can I learn from and can I just leapfrog from that as opposed to reinventing everything myself?” If you have to reinvent the entire car yourself, it's going to take a long time.”

[30:08] Terry: “if you have a knife and if you want your knife to remain keen, sharp, dangerous, effective, it has to be drug against a hone. It has to be continually honed. It's anthropomorphic to think that the blade has feelings, but if it did, blade doesn't want to be drug against a hone—that would hurt, that scrapes, that burns. But a leader needs to be vulnerable. So, you need to be willing to be drug across the hone, and you need to be willing to learn. Always. There's always something to learn and to get better. Do you want to be sharp? Yeah. Do you want to be effective? Yeah. Do you want to be dangerous? Yeah. Then be willing to be drug against the hone, 'cause it hurts, but you have to pay that to be a good leader.”

[39:37] Terry: “The greatest gift you can give to a person is the truth because if you are armed with the truth, at least you can make intelligent decisions. You can better your situation, and you can move in the right direction. It's when you don't have the truth that you are just kind of wandering. You need to be able to let people understand the truth.”

Watch the full video on YouTube - click here

Elon Musk did what most thought was impossible. He built a mission-driven brand that captured global attention, made electric vehicles desirable, and forced legacy automakers to rethink everything. But lately, his leadership has taken a turn—and it’s raising serious questions. The mission hasn’t changed, but the behavior around it has.

In this special solo episode, Jan Griffiths lays out five leadership lessons for Elon—not out of criticism, but from a deep respect for what he’s accomplished and a firm belief in what the industry still needs from him.

She starts with mission. Tesla’s purpose has united people around the world. But when Elon supports people who oppose that mission, it creates confusion. You can’t promote a cause while backing those who go against it.

Then comes culture. Elon’s ability to identify problems and push for solutions is extraordinary, but intensity without empathy creates fear, which kills creativity. If the goal is innovation, leaders must build environments where people feel safe to contribute and not scared to fail.

Jan then challenges the idea of leading by example. Sleeping on the factory floor shows commitment, but expecting others to follow that model isn’t sustainable. Real modeling means setting a standard not just in work ethic but also in behavior and how you show up in moments of crisis.

Micromanagement is next. Being able to solve problems doesn’t mean owning every decision. The more decisions a leader owns, the fewer their teams can make. Jan warns that this behavior ultimately traps leaders in a loop where nothing moves without them.

Finally: identity. Without knowing who you are as a leader, everything else starts to fall apart. Jan points to tools like the 21 Traits of Authentic Leadership and Doug Conant’s leadership blueprint to help any leader build that internal alignment.

Elon has done what few believed possible. But the chaos, political noise, and online disputes only adds friction at a time when the real threat is global. The industry doesn’t need noise. It needs the focused, driven leader who started it all.

Themes discussed in this episode:

• The disconnect between Tesla’s mission and Elon Musk’s public alignments
• The impact of fear-based leadership culture on innovation and employee engagement
• How micromanagement affects team performance and company growth
• The cultural transformation needed to support EV and software-defined vehicle innovation
• How a CEO’s behavior sets the tone for company culture
• The importance of psychological safety in building high-performing teams
• How public distractions and controversy weaken brand focus
• Why the auto industry needs focused leadership amid rising global competition

Your Host

Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at Jan@gravitasdetroit.com

Mentioned in this episode:

• Download the 21 Traits of Authentic Leadership PDF for FREE
• The Blueprint: 6 Practical Steps to Lift Your Leadership to New Heights
• Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

Watch the full video on YouTube - click here

As the auto industry faces a new wave of uncertainty—tariffs shifting daily, global instability, and mounting supply chain questions—leaders are under pressure to act fast. For many, that means retreating into old habits, tightening control, and centralizing decisions. But Jan challenges leaders to do the opposite.

She knows it's tempting. In a crisis, the structure feels safe. But Jan argues that the real power lies in authentic leadership—especially now. That means staying true to your values, trusting your people, and letting go of micromanagement.

Just look at General Motors. While the industry expected GM to return to its old ways during the crisis, it didn't. Instead, the company focused on stronger supplier relationships and open communication. It worked. GM earned its highest supplier trust score in 25 years.

Then there's Stellantis. After years under Carlos Tavares' top-down approach, leadership is shifting. Antonio Filosa is already building relationships—with suppliers, dealers, and unions. It's a clear sign that even the biggest players are moving toward people-first leadership.

Jan's message is clear: the future of leadership in this industry isn't about control—it's about connection. If you're leading a team right now, take this moment to ask yourself: Are you leading with fear or with trust?

Because in the end, how you lead through the crisis will define what kind of organization—and culture—you build coming out of it.

Themes discussed in this episode:

• Why crises often push leaders back into command-and-control—and why that’s a mistake
• Why command-and-control leadership is failing in today’s rapidly changing auto industry
• How authentic leadership creates faster, more sustainable results during uncertainty
• The importance of trusting your team instead of micromanaging them
• The hard truth about outdated leadership models and why they hold companies back
• How General Motors improved supplier relationships by leaning into empowerment and transparency
• How Stellantis is moving away from fear-based leadership with new CEO Antonio Filosa

Your Host

Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at Jan@gravitasdetroit.com

Mentioned in this episode:

• 2025 Working Relations Index® Study
• 2025 WRI Results: Toyota Soars, Honda and GM Improve, Others Decline
• Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

Watch the full video on YouTube - click here

Season 6 opens with a deep dive into the 2025 Working Relations Index (WRI)—and the numbers are telling. Toyota, Honda, and GM continue to rise, while Ford and Stellantis slide further down. The gap between the top and bottom OEMs? The largest since 2008.

Jan brings together Dave Andrea and Dr. Angela Johnson from Plante Moran, along with returning guest Sig Huber, to explain what’s behind the scores and what they mean for supplier relationships in today’s automotive world.

Toyota didn’t just maintain its lead; it widened it. The difference? Consistency, buyer accessibility, and a move to streamline supplier systems into a single platform. Suppliers asked for more visibility, and Toyota delivered.

GM, after several senior leadership changes, continues to show steady progress. A renewed focus on transparency, buyer empowerment, and cross-functional alignment is changing how suppliers experience the company. And it’s working.

On the other hand, Ford’s story is death by a thousand cuts. There was no single failure—just a build-up of delays, unclear communications, and internal silos that made it hard for suppliers to get what they needed.

Stellantis, still at the bottom, might be in the early stages of a turnaround. Leaders like Marlo Vitous and Antonio Filosa are more visible, engaged, and pushing for change, and suppliers are noticing. 

One of the biggest takeaways? Empowerment at the buyer level. Toyota’s edge comes from enabling people on the ground to make decisions. GM is starting to adopt that mindset. Ford and Stellantis are still catching up. Suppliers want faster answers, stronger advocacy, and relationships built on trust—not red tape.

And yes—getting buyers back in the office made a difference, too. Suppliers responded positively to buyers being on-site and re-engaging face-to-face. One team even linked their score improvement directly to getting buyers back in three days a week.

They end the episode with a reminder of why the WRI matters. Good supplier relationships lead to better outcomes. In the top 3 OEMs, there’s a same-year correlation between WRI scores and financial results. The message to OEMs is that relationships drive performance, and the numbers prove it.

Themes discussed in this episode:

• Understanding the significance of the Automotive OEM-Supplier Working Relations Index (WRI) Study as a tool for assessing industry performance and supplier relations
• The growing gap between top and bottom OEMs in supplier trust, with the widest WRI spread since 2008
• The influence of leadership changes, such as Vice Presidents of Purchasing, on supplier relations and organizational performance
• How unpredictability and organizational complexity continue to hurt Stellantis' supplier relations
• How Toyota’s long-term mindset and consistent buyer behavior keep it on top of supplier rankings
• The importance of trust and collaboration between OEMs and suppliers in navigating future challenges
• The direct impact of empowered buyers on supplier trust and decision-making speed
• The proven connection between high WRI scores and same-year OEM financial performance

Featured guest: Dave Andrea

What he does: Dave Andrea is a principal at Plante Moran and leads the firm’s Working Relations Index® (WRI) practice, helping OEMs and suppliers improve their relationships and performance. With over 30 years in the automotive industry, he supports clients with strategic insights into supply base management, mobility trends, and global trade planning. Known for his ability to connect the dots between public policy and business strategy, Dave provides research-backed guidance that empowers clients to navigate change and make informed decisions.

Featured guest: Dr. Angela Johnson

What she does: Dr. Angela Johnson leads supplier relations analytics at Plante Moran, where she manages the Working Relations Index® survey and helps OEMs and suppliers build stronger, more collaborative partnerships. With a Ph.D. focused on OEM-supplier dynamics and over 30 years of experience in engineering, purchasing, and data strategy, Angela bridges corporate practice with academic insight to deliver fresh, actionable solutions across the automotive supply chain.

Featured guests: Sig Huber

What he does: Sig Huber is the Chief Commercial Officer at Elm Analytics, where he leverages over 25 years of experience in supplier risk management to support the automotive industry. He previously led global supplier risk efforts at both Fiat Chrysler (now Stellantis) and Toyota, guiding teams across North America, China, Italy, and Brazil. Sig played a key role during Chrysler’s bankruptcy, working closely with the Obama Automotive Task Force and the US Treasury to stabilize the supply base. He also served as a turnaround and strategy advisor at Riveron and currently sits on the board of a major Tier 1 supplier. A licensed attorney, Sig brings legal and operational insight to his work and is a recognized voice in the media on supply chain disruptions.

Mentioned in this episode:

• Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

Episode Highlights:

[02:46] The Gap No One Can Ignore: The 2025 WRI reveals the biggest trust divide since 2008—Toyota, Honda, and GM pull ahead while the rest fall behind.

[05:20] Toyota’s Trust Formula: A jump in buyer behaviors, cultural consistency, and long-term thinking puts Toyota firmly back on top in the 2025 WRI.

[08:18] Predictability Cuts Both Ways: Suppliers trust Toyota’s consistency, but even the slightest slip now stands out, proving that strength can quickly become pressure.

[11:21] Toyota Raises the Bar: A 52-week calendar, streamlined systems, and better visibility prove Toyota’s listening, and suppliers are taking note.

[13:52] Power in the Buyer: Trust, speed, and supplier confidence all come down to one thing—empowered buyers who can actually make decisions.

[16:32] Where It Breaks Down: Empowered buyers and aligned goals separate top OEMs from the rest, especially when crisis hits and collaboration is put to the test.

[19:13] GM’s Culture Shift: With stronger communication, transparency, and leadership alignment, GM moved out of the bottom tier, and suppliers are starting to talk about them like Toyota.

[23:11] Visibility at the Top: When VPs show up, build trust, and stay accessible, it creates alignment across the organization—and Stellantis’ score jump proves it.

[28:10] Stellantis and the Swing: Despite stronger engagement, unpredictable costs and shaky program execution still weigh heavily on Stellantis’ supplier relationships.

[31:34] Death by a Thousand Cuts: Ford’s decline wasn’t driven by one big failure—just a steady pile-up of small frustrations that suppliers couldn’t ignore.

[35:13] Back to the Floor: Getting buyers back to the office and into supplier sites helped top OEMs rebuild trust the old-fashioned way—face to face.

[37:31] Trust Pays Off: OEMs with strong supplier relationships don’t just get better treatment—they get better performance, better teams, and better financial results.

[40:52] Scores Reflect Reality: Dr. Angela Johnson says it plainly—strong WRI scores drive strong financial results, and Toyota proves it.

Top Quotes:

[02:53] Dave: “We saw actually the widest gap between the highest rated vehicle manufacturer and the lowest vehicle manufacturer. So, there was a gap of 245 points. That was the largest gap since 2008. It really shows the disparity of the capabilities and the capacities of these vehicle manufacturers to deal with all of the issues that the industry is throwing at it. And also, the magnitude of these issues. So, the ranking remained the same: Toyota, Honda, General Motors, followed by Nissan, Ford, and then Stellantis. But the gap—the three really broke apart from the bottom three.”

[05:38] Dr. Angela: “They’re really doing the things that they do well—even better. That's...]]>This episode is sponsored by Lockton, click here to learn more

Watch the full video on YouTube - click here

Season 6 opens with a deep dive into the 2025 Working Relations Index (WRI)—and the numbers are telling. Toyota, Honda, and GM continue to rise, while Ford and Stellantis slide further down. The gap between the top and bottom OEMs? The largest since 2008.

Jan brings together Dave Andrea and Dr. Angela Johnson from Plante Moran, along with returning guest Sig Huber, to explain what’s behind the scores and what they mean for supplier relationships in today’s automotive world.

Toyota didn’t just maintain its lead; it widened it. The difference? Consistency, buyer accessibility, and a move to streamline supplier systems into a single platform. Suppliers asked for more visibility, and Toyota delivered.

GM, after several senior leadership changes, continues to show steady progress. A renewed focus on transparency, buyer empowerment, and cross-functional alignment is changing how suppliers experience the company. And it’s working.

On the other hand, Ford’s story is death by a thousand cuts. There was no single failure—just a build-up of delays, unclear communications, and internal silos that made it hard for suppliers to get what they needed.

Stellantis, still at the bottom, might be in the early stages of a turnaround. Leaders like Marlo Vitous and Antonio Filosa are more visible, engaged, and pushing for change, and suppliers are noticing. 

One of the biggest takeaways? Empowerment at the buyer level. Toyota’s edge comes from enabling people on the ground to make decisions. GM is starting to adopt that mindset. Ford and Stellantis are still catching up. Suppliers want faster answers, stronger advocacy, and relationships built on trust—not red tape.

And yes—getting buyers back in the office made a difference, too. Suppliers responded positively to buyers being on-site and re-engaging face-to-face. One team even linked their score improvement directly to getting buyers back in three days a week.

They end the episode with a reminder of why the WRI matters. Good supplier relationships lead to better outcomes. In the top 3 OEMs, there’s a same-year correlation between WRI scores and financial results. The message to OEMs is that relationships drive performance, and the numbers prove it.

Themes discussed in this episode:

• Understanding the significance of the Automotive OEM-Supplier Working Relations Index (WRI) Study as a tool for assessing industry performance and supplier relations
• The growing gap between top and bottom OEMs in supplier trust, with the widest WRI spread since 2008
• The influence of leadership changes, such as Vice Presidents of Purchasing, on supplier relations and organizational performance
• How unpredictability and organizational complexity continue to hurt Stellantis' supplier relations
• How Toyota’s long-term mindset and consistent buyer behavior keep it on top of supplier rankings
• The importance of trust and collaboration between OEMs and suppliers in navigating future challenges
• The direct impact of empowered buyers on supplier trust and decision-making speed
• The proven connection between high WRI scores and same-year OEM financial performance

Featured guest: Dave Andrea

What he does: Dave Andrea is a principal at Plante Moran and leads the firm’s Working Relations Index® (WRI) practice, helping OEMs and suppliers improve their relationships and performance. With over 30 years in the automotive industry, he supports clients with strategic insights into supply base management, mobility trends, and global trade planning. Known for his ability to connect the dots between public policy and business strategy, Dave provides research-backed guidance that empowers clients to navigate change and make informed decisions.

Featured guest: Dr. Angela Johnson

What she does: Dr. Angela Johnson leads supplier relations analytics at Plante Moran, where she manages the Working Relations Index® survey and helps OEMs and suppliers build stronger, more collaborative partnerships. With a Ph.D. focused on OEM-supplier dynamics and over 30 years of experience in engineering, purchasing, and data strategy, Angela bridges corporate practice with academic insight to deliver fresh, actionable solutions across the automotive supply chain.

Featured guests: Sig Huber

What he does: Sig Huber is the Chief Commercial Officer at Elm Analytics, where he leverages over 25 years of experience in supplier risk management to support the automotive industry. He previously led global supplier risk efforts at both Fiat Chrysler (now Stellantis) and Toyota, guiding teams across North America, China, Italy, and Brazil. Sig played a key role during Chrysler’s bankruptcy, working closely with the Obama Automotive Task Force and the US Treasury to stabilize the supply base. He also served as a turnaround and strategy advisor at Riveron and currently sits on the board of a major Tier 1 supplier. A licensed attorney, Sig brings legal and operational insight to his work and is a recognized voice in the media on supply chain disruptions.

Mentioned in this episode:

• Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

Episode Highlights:

[02:46] The Gap No One Can Ignore: The 2025 WRI reveals the biggest trust divide since 2008—Toyota, Honda, and GM pull ahead while the rest fall behind.

[05:20] Toyota’s Trust Formula: A jump in buyer behaviors, cultural consistency, and long-term thinking puts Toyota firmly back on top in the 2025 WRI.

[08:18] Predictability Cuts Both Ways: Suppliers trust Toyota’s consistency, but even the slightest slip now stands out, proving that strength can quickly become pressure.

[11:21] Toyota Raises the Bar: A 52-week calendar, streamlined systems, and better visibility prove Toyota’s listening, and suppliers are taking note.

[13:52] Power in the Buyer: Trust, speed, and supplier confidence all come down to one thing—empowered buyers who can actually make decisions.

[16:32] Where It Breaks Down: Empowered buyers and aligned goals separate top OEMs from the rest, especially when crisis hits and collaboration is put to the test.

[19:13] GM’s Culture Shift: With stronger communication, transparency, and leadership alignment, GM moved out of the bottom tier, and suppliers are starting to talk about them like Toyota.

[23:11] Visibility at the Top: When VPs show up, build trust, and stay accessible, it creates alignment across the organization—and Stellantis’ score jump proves it.

[28:10] Stellantis and the Swing: Despite stronger engagement, unpredictable costs and shaky program execution still weigh heavily on Stellantis’ supplier relationships.

[31:34] Death by a Thousand Cuts: Ford’s decline wasn’t driven by one big failure—just a steady pile-up of small frustrations that suppliers couldn’t ignore.

[35:13] Back to the Floor: Getting buyers back to the office and into supplier sites helped top OEMs rebuild trust the old-fashioned way—face to face.

[37:31] Trust Pays Off: OEMs with strong supplier relationships don’t just get better treatment—they get better performance, better teams, and better financial results.

[40:52] Scores Reflect Reality: Dr. Angela Johnson says it plainly—strong WRI scores drive strong financial results, and Toyota proves it.

Top Quotes:

[02:53] Dave: “We saw actually the widest gap between the highest rated vehicle manufacturer and the lowest vehicle manufacturer. So, there was a gap of 245 points. That was the largest gap since 2008. It really shows the disparity of the capabilities and the capacities of these vehicle manufacturers to deal with all of the issues that the industry is throwing at it. And also, the magnitude of these issues. So, the ranking remained the same: Toyota, Honda, General Motors, followed by Nissan, Ford, and then Stellantis. But the gap—the three really broke apart from the bottom three.”

[05:38] Dr. Angela: “They’re really doing the things that they do well—even better. That's making the difference in setting them apart. They increased all around. They particularly increased in their buyer characteristics—that’s those enabling behaviors. Things like accessibility, responsiveness, buyer knowledge, and helping the supplier resolve issues. That took a steep jump up for Toyota this year. Last year, they were behind Honda and GM, and this year they're back on top. And I believe those behaviors helped propel them to the top of the overall board. They were able to lean into the relationship they've established and better create win-win outcomes for their suppliers.”

[07:27] Sig: “Toyota is aligned with the Toyota Way and working in their day-to-day jobs with respect to consistency with the principles of the Toyota Way. And I think that is really an advantage when it comes to supplier relations, because it fosters the types of things that are measured in the survey. The other thing about Toyota is they have a very long-term perspective on things, and when it comes to their relationships, they're not always looking for a short-term solution. They're looking for what's best in the long term and what's best to continue to improve the organization as an extended enterprise, not just thinking of themselves as a company, and the suppliers are separate. They really view the supply base as an extension of their enterprise and act accordingly.”

[38:14] Sig: “When you have good relationships, you in fact are treated better, which makes the relationship easier to manage. And as a result of that, it's been discussed many, many times in the supplier relations surveys that when a company has good supplier relationships, they get the A teams from the suppliers, and they get better supplier performance. From my experience, what I've just seen is that over the past couple of years, those OEMs that are in the top tier for supplier relations have also been improving in their financial results. And those that are in the bottom tier have actually been on a downward trend.”

[40:28] Dave: “ If they have their act together in terms of how do they work with their suppliers, it's basically the same principles in terms of how do they work with their labor force, how do they work with their government relations people, how do they work with their dealers. It gets that kind of predictability and consistency that we've been talking about across all of those functions.”

[40:57] Dr. Angela: “Care because of the gap. Three went up, three went down. Those with better relationships get better results. Period. When we tested WRI scores against financial performance for the OEM, Toyota had a same-year correlation. By that, I mean this: scores come out in May 2025. If the trend continues, I would expect then for 2025, Toyota to post strong financial performance. When their scores are strong, their financial results are strong for that same year. To me, that says they're able to leverage the relationships to get the financial results.”

Season Five of the Automotive Leaders Podcast comes to a close, and with it, a year of powerful conversations that challenged the way we think about leadership in the automotive industry.

This season wasn’t just about bringing guests to the mic—it was about tackling real-world issues. From supplier risk and global tariffs to leadership challenges inside some of the industry’s biggest names, every episode added a new layer to understanding where the automotive world is headed.

Jan also took the podcast further than ever before, introducing translated episodes in Spanish and Ukrainian to reach a broader, more diverse audience. Live recordings from the Detroit Auto Show and the MEMA Annual Conference added fresh perspectives straight from the heart of the industry.

We even ventured into academia, with conversations featuring the president of Kettering University and students from Wayne State University, offering a glimpse into the future of the workforce.

With Season Six already in motion and a major episode on the Working Relations Index dropping on May 22nd, the journey continues. And if this season proved anything, it’s that authentic leadership starts with honest conversations—and those are far from over.

Themes discussed in this episode:

• The growing need for authentic leadership in the automotive industry
• Supplier risk and resilience in a challenging global market
• The impact of tariffs on suppliers and trade dynamics
• How OEM-supplier relationships shape the future of the industry
• Insights from academia on preparing the next generation of industry leaders
• How emerging platforms like TikTok are influencing the industry narrative.
• Leadership lessons shared by top executives across the automotive sector
• What to expect from the upcoming Working Relations Index data

Your Host

Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at Jan@gravitasdetroit.com

Mentioned in this episode:

• The Gap and The Gain: The High Achievers' Guide to Happiness, Confidence, and Success
• Why Automotive Leaders Need Emotional Intelligence with Daniel Goleman
• Inevitable EV Disruption: Mike Colias on Auto Industry’s Future
• The Leadership Formula for TE Connectivity's E-Mobility Success with Qiong Sun
• TikTok Meets Auto: Ahmed Iqbal's Inspiring Leadership Journey
• Meet the Leader Behind the Next Iconic Car Company
• Breaking Barriers: From Humble Beginnings to Industry Leader
• Driving Culture Change in the Automotive Industry with Jon Husby
• Hadi Awada's Journey to Transforming Workplace Culture
• Behind Martinrea’s Strength: Pat D’Eramo’s No-Fear, People-first Leadership
• Reviving an Icon: Leadership, Innovation, and the New Goodyear Mindset
• Liberation Day: The Day the US Tariff Bomb Hit the Auto Industry
• Auto Industry Under Pressure: Breaking Down the New Tariffs
• Customs vs. C-Suite: The Disconnect That’s Hurting Trade Compliance Strategy
• The Kettering Model: Bridging Academia and Industry for Automotive’s Next Leaders
• Gen Z Perspectives on Authentic Leadership in the Automotive Industry
• Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update
• Download the 21 Traits of Authentic Leadership PDF for FREE
• Get your copy of AutoCulture 2.0: Leading with Gravitas

Watch the full video on YouTube - click here

How do you transform a brand that's been part of American history for 125 years, without losing the DNA that made it legendary?

In this episode, Goodyear CEO and President Mark Stewart joins Jan Griffiths to share how he is breathing new life into one of the world's most iconic brands — and why the real transformation is not just about technology, but rather about leadership, culture, and people.

He reflects on his early days supervising third shifts in hot, unforgiving plants and how those moments shaped his belief that leadership isn't about barking orders—it's about building real accountability, setting clear targets, and creating an environment where people can do their best work without fear.

Inside Goodyear, the transformation touches everything: leadership behaviors, operational models, and even the story the brand tells the world. Mark talks about honoring Goodyear's pioneering legacy — like the iconic Goodyear Blimp, now celebrating 100 years — while recognizing that past success can breed conservatism if left unchecked.

At the core of all this change is a new way of thinking about partnerships. Mark discusses the shift from traditional supplier hierarchies to real, transparent collaborations — where information is shared, problems are solved together, and the success of one depends on the success of all.

Beyond strategy, Mark shows what leadership looks like at a human level. From walking factory floors to learn how tires are made firsthand to personally rallying 68,000 associates around a simple, bold vision — to be number one in tires and service — he demonstrates that leadership today isn't about commanding from the top. It's about committing yourself fully to the people you serve.

Mark shares glimpses of life outside the boardroom—from hiking with his Labradors in Akron's Metro Parks to binge-watching White Lotus to plotting a summer trip across Europe to see Robbie Williams live.

These moments aren't distractions from leadership; they're reminders that authenticity—showing up fully human—is part of what makes great leadership real.

Themes discussed in this episode:

• Why legacy companies must unlearn traditional business practices to survive industry disruption
• How EV tire technology and connected mobility are reshaping Goodyear’s product strategy
• Revitalizing a legacy automotive brand: How Goodyear is transforming after 125 years
• Building supplier collaboration models for the future of the automotive supply chain
• Making accountability and measurable KPIs the foundation of leadership transformation
• Embedding innovation across all departments, not just R&D, to stay competitive
• Why reconnecting leadership with shop floor operations drives meaningful cultural change
• How Goodyear is rallying 68,000 global employees around a bold new vision for growth

Featured guest: Mark Stewart

What he does: Mark is the Chief Executive Officer and President of The Goodyear Tire & Rubber Company, joining the company and its Board of Directors in January 2024. Previously, he held leadership roles at Stellantis, Amazon, and ZF TRW Automotive, overseeing global operations, EV transformations, and advanced technological innovations. Known for championing diversity and economic equality, Mark has been recognized with awards such as the COO of the Year by the National Minority Supplier Development Council. With a strong academic foundation in engineering and business, he has led initiatives across industries and geographies, earning a reputation as a transformative leader. Originally from Madison, Alabama, he is also a former board member of the Auto Alliance.

On Leadership: “I’m the same person day in and day out. What you see is what you get, right? And one of the things for me, I'm very much a participative leader, but very much about transparency, right? Overcommunication is my style, not just because I'm from the south and like to talk a lot, Jan, but it really is about us making sure that we've got very clear KPIs that we're marching to, that we're tracking ourselves to them, and holding ourselves accountable to them. And in the meantime, having a lot of fun with the people 'cause at the end of the day, it's all about our people.”

Mentioned in this episode:

• Goodyear And ZF Collaborate to Improve Vehicle Motion Control With Tire Intelligence
• Goodyear Tires-as-a-Service
• Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

Episode Highlights:

[02:29] Leading Loud and Clear: Clear goals, open communication, and a people-first spirit shape Mark Stewart’s leadership every step of the way.

[03:05] Breaking the Old Mold: Raised on command-and-control, Mark Stewart chose a different path: servant leadership and human connection.

[07:30] Legacy Isn’t Enough: Mark Stewart shares how Goodyear is preserving its iconic DNA while shedding old habits, speeding up its culture, and telling the world a new story.

[10:43] More Than a Donut: At Goodyear, innovation isn’t an R&D department—it’s a culture built into every tire, every breakthrough, and every bold step toward the future.

[14:08] Connecting 68,000 Strong: Mark Stewart shares how Goodyear is uniting a global workforce around a bold, focused vision: being number one in tires and service.

[17:35] The Leadership Trifecta: Mark Stewart shares the three leadership traits he believes every company needs to win: a clear purpose, real accountability, and radical transparency.

[20:08] Driving Innovation Together: Connected tires, predictive safety, and a service-first mindset: Mark Stewart explains how Goodyear’s new partnerships are reshaping the road ahead.

[24:25] Collaboration for Mutual Success: The future of supplier relationships isn’t about transactions—it’s about shared vision, transparency, and building breakthroughs together.

[26:26] Leading with 1,000%: Mark Stewart shares his personal commitment to Goodyear’s people: tackle every challenge, move fast, and build a legacy that lasts generations.

[27:50] Off the Clock: Mark Stewart opens up about his love for binge-worthy shows, hiking adventures, live music, and his mission to finally catch Robbie Williams live.

Top Quotes:

[04:19] Mark: “One of the first roles I took on was third shift supervision in a hot forging and valve and piston plant. And for me, it's really about servant leadership, it's about participative leadership, it's about getting the job done, right? And there's times when you have to command and control to get things done, but that should not be the norm, right? Because it really is about span of influence. It's about clear metrics and it's about getting things done together with the people. For me, that was always a recipe for success.”

[08:32] Mark: “Coming in here, what was important for me was to take those first two months within every bit of my power, filling my books up with learnings, with questions, understanding the culture, and observing the culture. Taking notes about, "Hey, this is a great practice. Hey, what's up with this one?" And revisiting that. It's an approach that I started actually, many moons ago when TRW and ZF merged together, and it's really served well for that.”

[09:38] Mark: “The legacy Litchfield left us in addition to protecting the allies in the war was as well to have an incredible icon that makes us still around the world in the top five brands that people know, right? And to have the honor and privilege to be able to lead Goodyear and to be able to make sure, you know, yep, we've got to transform, we need to do things faster, we need to be more speedy. Part of the legacy culture, right? You get more conservative over time. More, more, more of us are saying, "Hey, we've got incredible products. The last 10-15 years, we've been a little light on telling people that. We've been relying on the blimp and relying on our good slash great name of Goodyear." And so, we're reinventing ourselves in marketing, sharing the amazing things that the engineers and our folks in the plants are doing, right? It's a key part of that transformation.”

[13:45] Mark: “Mobility is still very important for us, and it’s what we're embedded in. But it really is about back to the basics — let's be number one in tires and number one in service. Where the folks are coming into our retail centers or our affiliate centers, or...]]>This episode is sponsored by Lockton, click here to learn more

Watch the full video on YouTube - click here

How do you transform a brand that's been part of American history for 125 years, without losing the DNA that made it legendary?

In this episode, Goodyear CEO and President Mark Stewart joins Jan Griffiths to share how he is breathing new life into one of the world's most iconic brands — and why the real transformation is not just about technology, but rather about leadership, culture, and people.

He reflects on his early days supervising third shifts in hot, unforgiving plants and how those moments shaped his belief that leadership isn't about barking orders—it's about building real accountability, setting clear targets, and creating an environment where people can do their best work without fear.

Inside Goodyear, the transformation touches everything: leadership behaviors, operational models, and even the story the brand tells the world. Mark talks about honoring Goodyear's pioneering legacy — like the iconic Goodyear Blimp, now celebrating 100 years — while recognizing that past success can breed conservatism if left unchecked.

At the core of all this change is a new way of thinking about partnerships. Mark discusses the shift from traditional supplier hierarchies to real, transparent collaborations — where information is shared, problems are solved together, and the success of one depends on the success of all.

Beyond strategy, Mark shows what leadership looks like at a human level. From walking factory floors to learn how tires are made firsthand to personally rallying 68,000 associates around a simple, bold vision — to be number one in tires and service — he demonstrates that leadership today isn't about commanding from the top. It's about committing yourself fully to the people you serve.

Mark shares glimpses of life outside the boardroom—from hiking with his Labradors in Akron's Metro Parks to binge-watching White Lotus to plotting a summer trip across Europe to see Robbie Williams live.

These moments aren't distractions from leadership; they're reminders that authenticity—showing up fully human—is part of what makes great leadership real.

Themes discussed in this episode:

• Why legacy companies must unlearn traditional business practices to survive industry disruption
• How EV tire technology and connected mobility are reshaping Goodyear’s product strategy
• Revitalizing a legacy automotive brand: How Goodyear is transforming after 125 years
• Building supplier collaboration models for the future of the automotive supply chain
• Making accountability and measurable KPIs the foundation of leadership transformation
• Embedding innovation across all departments, not just R&D, to stay competitive
• Why reconnecting leadership with shop floor operations drives meaningful cultural change
• How Goodyear is rallying 68,000 global employees around a bold new vision for growth

Featured guest: Mark Stewart

What he does: Mark is the Chief Executive Officer and President of The Goodyear Tire & Rubber Company, joining the company and its Board of Directors in January 2024. Previously, he held leadership roles at Stellantis, Amazon, and ZF TRW Automotive, overseeing global operations, EV transformations, and advanced technological innovations. Known for championing diversity and economic equality, Mark has been recognized with awards such as the COO of the Year by the National Minority Supplier Development Council. With a strong academic foundation in engineering and business, he has led initiatives across industries and geographies, earning a reputation as a transformative leader. Originally from Madison, Alabama, he is also a former board member of the Auto Alliance.

On Leadership: “I’m the same person day in and day out. What you see is what you get, right? And one of the things for me, I'm very much a participative leader, but very much about transparency, right? Overcommunication is my style, not just because I'm from the south and like to talk a lot, Jan, but it really is about us making sure that we've got very clear KPIs that we're marching to, that we're tracking ourselves to them, and holding ourselves accountable to them. And in the meantime, having a lot of fun with the people 'cause at the end of the day, it's all about our people.”

Mentioned in this episode:

• Goodyear And ZF Collaborate to Improve Vehicle Motion Control With Tire Intelligence
• Goodyear Tires-as-a-Service
• Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

Episode Highlights:

[02:29] Leading Loud and Clear: Clear goals, open communication, and a people-first spirit shape Mark Stewart’s leadership every step of the way.

[03:05] Breaking the Old Mold: Raised on command-and-control, Mark Stewart chose a different path: servant leadership and human connection.

[07:30] Legacy Isn’t Enough: Mark Stewart shares how Goodyear is preserving its iconic DNA while shedding old habits, speeding up its culture, and telling the world a new story.

[10:43] More Than a Donut: At Goodyear, innovation isn’t an R&D department—it’s a culture built into every tire, every breakthrough, and every bold step toward the future.

[14:08] Connecting 68,000 Strong: Mark Stewart shares how Goodyear is uniting a global workforce around a bold, focused vision: being number one in tires and service.

[17:35] The Leadership Trifecta: Mark Stewart shares the three leadership traits he believes every company needs to win: a clear purpose, real accountability, and radical transparency.

[20:08] Driving Innovation Together: Connected tires, predictive safety, and a service-first mindset: Mark Stewart explains how Goodyear’s new partnerships are reshaping the road ahead.

[24:25] Collaboration for Mutual Success: The future of supplier relationships isn’t about transactions—it’s about shared vision, transparency, and building breakthroughs together.

[26:26] Leading with 1,000%: Mark Stewart shares his personal commitment to Goodyear’s people: tackle every challenge, move fast, and build a legacy that lasts generations.

[27:50] Off the Clock: Mark Stewart opens up about his love for binge-worthy shows, hiking adventures, live music, and his mission to finally catch Robbie Williams live.

Top Quotes:

[04:19] Mark: “One of the first roles I took on was third shift supervision in a hot forging and valve and piston plant. And for me, it's really about servant leadership, it's about participative leadership, it's about getting the job done, right? And there's times when you have to command and control to get things done, but that should not be the norm, right? Because it really is about span of influence. It's about clear metrics and it's about getting things done together with the people. For me, that was always a recipe for success.”

[08:32] Mark: “Coming in here, what was important for me was to take those first two months within every bit of my power, filling my books up with learnings, with questions, understanding the culture, and observing the culture. Taking notes about, "Hey, this is a great practice. Hey, what's up with this one?" And revisiting that. It's an approach that I started actually, many moons ago when TRW and ZF merged together, and it's really served well for that.”

[09:38] Mark: “The legacy Litchfield left us in addition to protecting the allies in the war was as well to have an incredible icon that makes us still around the world in the top five brands that people know, right? And to have the honor and privilege to be able to lead Goodyear and to be able to make sure, you know, yep, we've got to transform, we need to do things faster, we need to be more speedy. Part of the legacy culture, right? You get more conservative over time. More, more, more of us are saying, "Hey, we've got incredible products. The last 10-15 years, we've been a little light on telling people that. We've been relying on the blimp and relying on our good slash great name of Goodyear." And so, we're reinventing ourselves in marketing, sharing the amazing things that the engineers and our folks in the plants are doing, right? It's a key part of that transformation.”

[13:45] Mark: “Mobility is still very important for us, and it’s what we're embedded in. But it really is about back to the basics — let's be number one in tires and number one in service. Where the folks are coming into our retail centers or our affiliate centers, or wherever they're coming in, we've got a tire for that consumer that's purposefully built with technology back that's going to keep folks safe and do what they're looking for as a customer.”

[27:12] Mark: “My commitment is making sure that we will tackle roadblocks together, that we will have a clear plan, that we will track and hold each other accountable to that. But you know, our mission, my mission, and for all of us — all 68,000 of us, right? Is to get Goodyear super healthy and get us in a position that we are there for the next 126 years. For the next generations of folks to come.”

Watch the full video on YouTube - click here

When Pat D'Eramo entered the auto industry four decades ago, leadership looked very different. Power meant control. Leaders gave orders, and people followed—or else. But even back then, Pat knew there had to be a better way.

That mindset was reinforced early in his career, thanks to a unique experience at Saturn. Unlike the traditional plants of the time, Saturn was built on collaboration. And it showed Pat what leadership could look like when people are trusted, not micromanaged. One mentor in particular left a mark—showing Pat the value of coaching, not commanding.

That experience shaped everything that followed.

Now CEO of Martinrea International, Pat leads with that same belief: give people room to grow, back them up when things go wrong, and never punish someone for trying to do the right thing. He talks openly in this episode about moments where he could've fired someone—but chose not to. Because if they've learned from it, they come back stronger. And strong people build strong companies.

That philosophy was put to the test during the toughest times: COVID shutdowns, supply chain breakdowns, EV delays, and now tariffs. Instead of reacting with fear, Pat leaned into the structure—clear goals, tight alignment, and regular check-ins across teams. That's how Martinrea stayed focused while the industry shifted around them.

But Pat isn't just focused on one company. He's looking at the industry as a whole—and doesn't sugarcoat it. China's ahead. North America isn't ready to build a car from scratch. And government policy? It's a mess. But he offers a way forward: unified action across the USMCA, strategic investment, and—above all—a culture that supports innovation—not fear.

But Pat isn't all business. Jan takes a moment to explore the personal side—his favorite bands, his go-to shows, and even his love for sci-fi audiobooks during long drives. It's a reminder that leadership isn't just what you do at work—it's how you carry yourself through everything.

Themes discussed in this episode:

• Why empathetic leadership drives long-term success in automotive
• Creating a culture where mistakes lead to growth, not termination
• Building a resilient culture through crises like COVID, EV delays, and tariffs
• Why treating people with respect is the foundation of organizational performance
• North America’s EV supply chain crisis and what’s fueling the breakdown
• Why North America can’t build a car alone—and what needs to change
• The leadership traits needed to lead through uncertainty and drive transformation in the auto industry.

Featured guest: Pat D’Eramo

What he does: Pat D’Eramo is the CEO of Martinrea International and a member of its Board of Directors. He brings over four decades of experience in the automotive industry, with deep expertise in metal forming and parts manufacturing. Before joining Martinrea, Pat served as President of Dana Corporation’s Commercial Vehicle Technology group, where he led global operations across the Americas, Europe, India, Australia, and China. Since 2014, he has overseen Martinrea’s global operations, including manufacturing, engineering, purchasing, logistics, sales, and business development—playing a key role in the company’s continued growth and performance.

Metioned in this episode:

• Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

Episode Highlights:

[01:55] How I Lead: Pat shares the kind of leadership that gets people to take risks, own the plan, and show up stronger—because they know you’ll stand with them.

[04:09] Built Different from Day One: Early in his career, Pat got a front-row seat to collaborative leadership at Saturn—an experience that shaped his people-first approach while the rest of the industry stuck to command and control.

[08:35] Building Strong Leaders: Pat shares why he doesn’t fire people for one mistake—and how those moments often lead to the strongest leaders in the company.

[15:01] More Than Just Posters: At Martinrea, values like respect and “leave it better” aren’t just words on a wall—they’re lived every day, from the shop floor to the boardroom.

[17:32] What China Got Right: Pat explains how Martinrea led through crisis after crisis—then calls out the uncomfortable truth: China’s winning because they plan long-term, and we don’t.

[28:22] Not the Boss, the Guide: After narrowing down 21 leadership traits, Pat lands on the one that defines his style—and it’s all about supporting others, not commanding them.

[30:25] Pat Off the Clock: From classic rock to sci-fi and action series, this quick dive into Pat’s personal side reminds us that even CEOs need great music, movies, and a good book on the road.

Top Quotes:

[03:05] Pat: “I always tell people a bad decision is better than no decision 'cause at least we learn something. I acknowledge, and to an extent, almost encourage some level of mistakes, because people learn from mistakes. Just don't sink the ship while you're at it. But if you don't have that environment, people won't take risks. And if you really wanna move ahead — in our business in particular, which is a very tough business — you have to have people who are willing to stick their necks out, and they'll do that if they know you have their back.”

[09:01] Pat: “Over my career, we've had some major issues that came up because some people make mistakes. Okay? There's a school of thought where — and I've been challenged — why don't you fire that person? They made this huge mistake that cost us dollars.  And I say, " Prior to this mistake, that person was a rock star. But suddenly they make a mistake, and that's what we're gonna do?" "That's what I would do," Somebody would say. And then I say, "Why would I take a person who's learned the most valuable lesson that they could possibly learn — know what not to do next time, and what to do next time correctly to never make a mistake like that again, and give them to a competitor? Why would I do that? We have a stronger person.”

[20:55] Pat: “No matter who you are, if you have any EV activity, you've been hurt. Okay? It just depends on what level. So now you've compounded that. And now the tariffs hit. So, what do you do to lead through that? It's getting everybody in a straight line. This is what we're going to do.  Talking about it every day.  Are we ahead? Are we behind?  Where's our weak point? Who's not on board? What do we have to do? Who do we have to escalate to? What do you need me, as the CEO, to do? Whatever it is.”

[23:40] Pat: “If you said, 'Okay, how do we catch up with China?" To me, it's three steps. First step is — and I know this is controversial — but you do have to inhibit their ability to come to North America initially to give you time. Yeah. Then the government has to participate.  That's how the Chinese did it. And I don't think we should do it like they did it, but our government needs to quit fighting about the border and tariffs and take the money that's being wasted and ask for investment.”

[25:40] Pat: “We need you to allow us to do what we know to do.  Because if you set targets in front of this industry, and you've seen it for years, you don't need to tell the OEMs what to build. You need to tell the OEMs what they need to do, what targets they need to reach, and they know what to build. Right now, they don't know what to build. They really don't know what to do in some ways. So, we're waiting on the new portfolio. The RFQs are slow because no one wants to invest in another vehicle until they know what it should be. It's a mess, and we need support, and we're not getting that. Yeah. And these tariffs are just making it worse.”

Watch the full video on YouTube - click here

It was 6 PM on April 2nd in Detroit, and the news just dropped—a sweeping new tariff announcement from Trump had thrown the automotive industry into chaos. In this episode, Jan Griffiths sits down with Sig Huber, Chief Commercial Officer at Elm Analytics, to understand what this moment means.

Sig, no stranger to disruption — from 9/11 to the Chrysler bankruptcy — doesn’t mince words: this isn’t a storm that will pass. This is a structural shift. One that reshapes global supply chains, tests the financial resilience of suppliers, and threatens the already fragile foundation of North American manufacturing. He calls it Liberation Day — a moment that might free the US from offshore dependencies but at a massive cost.

Together, they unpack how this announcement differs from past crises. This time, there’s no clear playbook. Unlike a chip shortage or a single-supplier failure, this change has tentacles across the globe — from engineering talent and manufacturing capacity to logistics infrastructure and even small businesses.

They talked about stacked tariffs and how they could make it nearly impossible for small—to mid-sized suppliers to survive. With supplier margins already in the red, the clock is ticking. Letters are flying from Tier 1s to OEMs. Some suppliers are refusing to ship without cost coverage. And production schedules are about to get very bumpy.

It’s a high-stakes moment for OEMs, too. While the UAW backs the move and underutilized plants offer some capacity, the timeline to bring new plants online spans 4–5 years. Trump might promise reshoring, but the reality is more complicated.

So, where do we go from here? Jan and Sig spotlight the one path forward: collaboration, trust, and transparency. Leaders must act now to understand their extended supply chains — not just their direct suppliers — and make the financial health of every tier a strategic priority.

This is the wake-up call. This is the moment when leadership—real leadership—will determine who survives and who doesn’t.

Themes discussed in this episode:

• The sudden impact of new U.S. tariffs on the entire auto supply chain
• Why this moment marks a structural shift—not just another industry crisis
• The risk of widespread production disruption if suppliers stop shipping parts
• Why trade policy decisions today could weaken the US auto industry tomorrow
• How stacked tariffs make it nearly impossible for small suppliers to survive
• Why collaboration, trust, and transparency are now non-negotiable
• The urgent need for OEMs and suppliers to understand their full supply chain
• Why this could be a defining moment for leadership across the auto industry

Featured guest: Sig Huber

What he does: Sig Huber is the Chief Commercial Officer at Elm Analytics, where he leverages over 25 years of experience in supplier risk management to support the automotive industry. He previously led global supplier risk efforts at both Fiat Chrysler (now Stellantis) and Toyota, guiding teams across North America, China, Italy, and Brazil. Sig played a key role during Chrysler’s bankruptcy, working closely with the Obama Automotive Task Force and the US Treasury to stabilize the supply base. He also served as a turnaround and strategy advisor at Riveron and currently sits on the board of a major Tier 1 supplier. A licensed attorney, Sig brings legal and operational insight to his work and is a recognized voice in the media on supply chain disruptions.

Mentioned in this episode:

• Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

Episode Highlights:

[02:14] This Is Bigger Than Bankruptcy: Sig’s seen a lot—9/11, COVID, and even Chrysler’s collapse. But this? It’s a structural shift with no clear path forward, and the auto industry isn’t ready.

[07:06 New Plant? Not So Fast: Some plants may have open capacity, but it's limited—and building a new plant is a long, complex process that won’t solve today’s problems.

[10:10] No Parts, No Cars: Suppliers can’t absorb the tariffs—and without OEM support, they’ll stop shipping, setting the stage for disrupted production and a spike in prices.

[11:28] The Supply Base Is on the Brink: Tier Ones are pushing back, red-rated suppliers are bleeding cash, and even a modest cost increase could trigger a wave of shutdowns.

[14:01] Stacked Tariffs, Sinking Suppliers: When steel, electronics, and EU parts all carry separate tariffs, small suppliers can’t absorb the cost—and many won’t be able to keep producing.

[15:53] Know Your Supply Chain: Many companies still don’t know where their parts really come from—and this moment is forcing them to find out.

[19:27] This One’s Different: Rising costs, volume drops, currency risks, credit pressure, and talent shortages—this isn’t just another crisis—it’s a complex, long-term shift that will test every part of the automotive supply chain.

Top Quotes:

[03:29] Sig: “I would say it's comparable to the environment that was around in 2008 and 2009. I was at Chrysler at the time and part of the team that worked on taking the company through its bankruptcy process, and there was chaos there for quite a long time. But there was a path, and there was a legal process to follow. Here, we're in completely unchartered waters because we're in the process of restructuring global supply chains. And the uncertainty, I think now, is even greater than it was then. There, the uncertainty was: What's the legal process? Are companies going to get paid, and is there a path to restructuring and getting out of it? Here, the problems that the industry has to deal with are massive because, as I said before, these are about structural changes — fundamental structural changes in the supply chain.”

[12:20] Sig: “Now, if you look at the current supply base, about 6% to 8% of the suppliers are what we would call "rated red." If there's only a 5% increase in the cost of goods sold—we've done a sensitivity Analysis—if there's only a 5% increase in the cost of goods sold, it will more than double the number of suppliers that are red. It's really going to be a problem. And if you look at those suppliers that are red right now or borderline red, their return on sales is negative right now. Meaning, they're losing money right now on, on every sale they make. And if you start adding extra costs for their sub-components and materials. They are very quickly going to run out of liquidity, being able to afford to even produce the parts. So, it's unfortunately not a great time for the supply base to have this hitting.”

[15:24] Sig: “Where it's really going to be a problem is at the Tier Two level and the Tier One level. That's where we're seeing the greatest chance of financial failure, unfortunately. I have spoken with several OEMs about this topic, and they are aware that the supply base is fragile right now. They just have to figure out how to protect themselves. At the same time, making sure that the suppliers are also stable and able to continue to stay in business and produce parts.”

[23:24] Sig: “There’s so many different angles that make this a really complex problem. It's not just a bankruptcy or some of the other things that we've dealt with over the past decades in the industry. This is really, in my view, unprecedented—at least in my lifetime—an unprecedented structural shift, which is going to challenge everybody in the industry to figure out how to get through it. Collaboration—building trust between the various pieces of the supply chain and the OEM customers—is going to be vital for ensuring that the industry can get through this in the best possible manner.”

[24:29] Sig: “It’s going to be a time when everyone needs to collaborate, and they're going to have to trust each other with the information they're providing, and they're going to have to be as transparent as they can. It's the only way the industry is going to be able to adjust because this is not just a storm that's going to pass. This is a structural shift which is going to take many years to accomplish.”

¿Qué acaba de suceder?

Esa es la pregunta que todos se hacen en la industria automotriz después del sorprendente anuncio de la nueva administración: un arrasador arancel del 25% sobre los vehículos importados y las autopartes clave. 

Para encontrarle más sentido a todo, Jan Griffiths le da la bienvenida a Glenn Stevens Jr., director ejecutivo de MichAuto. Juntos, desglosan las implicaciones para los fabricantes, el empleo en los Estados Unidos y la producción futura de vehículos en América.

Aunque las intenciones detrás de la política suenen bien, más empleos para los estadounidenses y fronteras más seguras, la realidad es un poco más complicada. Glenn explica que la industria automotriz previó que algunos cambios se aproximaban, pero no con tanta velocidad ni a esta magnitud. Y ahora, las compañías se están esforzando por comprender en qué aplica, en qué no aplica y cómo los afecta al final de cuentas.

Analizan uno por uno los detalles del cambio de política: el arancel ahora afecta no solo a los vehículos importados, sino también a partes clave como motores y componentes eléctricos. Glenn aclara cómo los productos que cumplen con los criterios USMCA podrían tener un respiro, pero solo por ahora.

Y no es solo una cuestión del costo, sino también del momento. Las estrategias de suministro y fabricación se han ido diseñando durante décadas y no se pueden rehacer de la noche a la mañana. Y aunque la idea de restablecimiento suena patriótica, Glenn y Jan advierten la necesidad de evitar que la nostalgia sea la que impulse las estrategias.

Profundizan en los riesgos de debilitar las colaboraciones en USMCA y lo que esto podría significar para la competencia a lo largo de la región, en especial con los fabricantes chinos como BYD, que están avanzando rápidamente, dominando el mercado.

Hablan sobre "el apilamiento de aranceles," la confusión sobre quién es el que paga y las tensiones que surgen entre los fabricantes OEM y los proveedores. Algunos OEM se están ofreciendo para colaborar mientras que otros, no mucho.

A pesar de todo, Glenn nos recuerda una verdad poderosa: la industria automotriz es resiliente. Desde la escasez de chips hasta las crisis financieras, ha pasado las pruebas y se ha fortalecido.

Este episodio no trata solamente sobre aranceles. Trata sobre cómo los líderes surgen en momentos de incertidumbre. Y es un recordatorio de que los que escuchan, colaboran y se adaptan serán los que abrirán el camino para salir adelante.

Los temas que se tratan en este episodio:

• El impacto real a nivel mundial de los repentinos aranceles en la industria automotriz en los Estados Unidos
• La idea errónea de que los aranceles crearán automáticamente más trabajos para los estadounidenses
• El impacto masivo de los nuevos aranceles sobre los vehículos importados y las autopartes
• Por qué las decisiones sobre políticas comerciales actuales podrían debilitar la industria automotriz en el futuro
• La necesidad urgente de transparencia a lo largo de la cadena de suministro y la toma de decisiones basada en datos
• Como la aplicación de aranceles podría incrementar significativamente el costo a lo largo de la cadena de suministro
• El riesgo de dañar las relaciones entre los fabricantes OEM y sus proveedores debido a la presión por los costos

Invitado Especial: Glenn Stevens

A qué se dedica: Glenn es el director ejecutivo de MichAuto y VP de las iniciativas Automotive and Mobility en la cámara regional de Detroit. En este rol, brinda dirección estratégica y liderazgo para promover, retener y desarrollar la industria automotriz y móvil de Michigan. Glenn también dirige esfuerzos estratégicos para recabar fondos y trabaja estrechamente con inversionistas para fortalecer la participación y retención. Con más de 30 años de experiencia en administración, estrategia y operaciones en varias industrias, incluyendo la automotriz, siderúrgica y equipamiento de capital, nos da una perspectiva amplia y una visión profunda de la industria.

Puntos Destacables del Episodio:

[02:12] No son “buenas” noticias— Son simplemente noticias: El nuevo arancel de 25% suena como una victoria, pero la manera cómo se está aplicando ha preocupado a la industria automotriz por la incertidumbre sobre qué sucederá ahora.

[03:38] No es solo para los carros: La tarifa del 25% no aplica únicamente a los vehículos, ahora también afecta a los motores, a las cadenas cinemáticas y más, a menos que acaten las reglas de USMCA.

[07:26] Los aranceles no se acaban en la frontera: Los altos costos de importación afligirán a toda la cadena de suministro ahogando a los proveedores pequeños, amenazando la producción de vehículos.

[09:36] No se hace en un día: Décadas de suministro global no pueden rehacerse de la noche a la mañana, en especial cuando la tecnología, el talento y la capacidad, sencillamente no están aquí.

[11:45] La nostalgia no es una estrategia: Desear que los buenos tiempos del pasado regresen no va a traer de vuelta la fabricación a Estados Unidos, en especial sin una estrategia clara y moderna que pueda competir a nivel global.

[13:56] El costo de hacerlo solos: Cuando los aranceles hagan que los costos se eleven a lo largo de los Estados Unidos, México y Canadá, la región entera perderá su ventaja competitiva en el mercado automotriz global.

[15:05] Mientras nos ponemos aranceles, BYD construye: Mientras el BYD de China evoluciona e innova rápidamente, la industria automotriz de Estados Unidos corre el riesgo de quedarse atrás, distraída por las políticas, en vez de concentrarse en reinventarse.

[17:13] Nadie está listo para el costo oculto: Con la mezcla de los aranceles aplicados al cobre, el arnés de cables y el costo de cruzar la aduana, los productos podrían verse afectados por varios impuestos, varias veces, y los que lo resentirán serán la base de suministros junto con el consumidor.

[19:47] Si se afecta el suministro, se afectan las relaciones: Conforme los costos aumenten, también aumentarán las tensiones entre los OEM y los proveedores, poniendo a prueba su frágil, pero crítica asociación.

[20:40] ¿Contrato o colaboración? Ante el aumento de tensiones, algunos fabricantes OEM redoblan sus esfuerzos en materia de contratos, mientras otros abren la puerta al diálogo: un camino conduce al progreso, el otro al cierre.

[22:24] La cadena de suministro se convierte en el centro de atención: El caos con los aranceles está obligando a las compañías a tomarse en serio la visibilidad a lo largo de la cadena de suministro, los datos y la disponibilidad, lo que convierte a esta crisis en una llamada de atención.

[25:47] Liderar al escuchar: ¿Cuál es el enfoque de liderazgo de Glenn? Sal a hacer visitas, escucha con atención y lleva las inquietudes de la industria a la acción, al nivel de políticas.

Mejores Citas:

[03:07] Glenn: “Sabíamos que iba a haber cambios comerciales. Pero esto es realmente algo inesperado para la industria, algo que anticipamos y con lo que ya estamos lidiando hoy. ¿Es bueno que haya más empleos en Estados Unidos y en Michigan? Sí. La seguridad fronteriza, que es una de las razones detrás de algunos de estos movimientos, ¿es una buena idea? Sí. Siento como si hubiera surgido hace un año, pero en realidad fue hace un par de meses. Pero nos preocupa la metodología que están usando para hacer estos cambios y el impacto a corto plazo y potencialmente a largo plazo.”

[12:37] Glenn: “Creo que nos estamos viendo un poco más aislacionistas de lo que hemos sido, pero eso no es algo que haya empezado con esta administración. Es algo que empezó hace un par de administraciones. ¿Y es eso lo correcto en una economía de comercio global? Probablemente no. ¿Hay fuerzas que tenemos que considerar ahora que no existían antes? Sí, la industria automotriz china no existía hace un año. Realmente, no existía como hoy, literalmente hace cinco años. Y esa es una fuerza que tenemos que considerar. Pero tiene que ser bien pensado. Y realmente, la industria y el gobierno tienen que hacer esto juntos.”

[14:19] Glenn: “Así que estamos absolutamente interconectados. Y esta región es competitiva y necesita ser más competitiva. Y la automatización jugará un papel importante, así como la tecnología y los avances, e incluso cosas como la inteligencia artificial. Y luego nos fijamos en la región USMCA. Tiene que ser competitiva a nivel mundial. Y existe la preocupación de que se debilite la fuerza de los tres países juntos como un bloque operativo de empresas comerciales, hablando solo de la automoción. Pero sin duda es para otros sectores de nuestra economía. ¿Qué nos hace eso en general? Si los costos de los insumos son todos más altos y el vehículo cuesta más, ¿Nos hace globalmente competitivos o menos competitivos? Nos hace menos competitivos. Y esa es la preocupación.”

[18:33] Glenn: “No creo que alguien esté en contra de los aranceles. Son herramientas estratégicas que pueden ser desplegadas]]>This episode is the Spanish version of episode #150

¿Qué acaba de suceder?

Esa es la pregunta que todos se hacen en la industria automotriz después del sorprendente anuncio de la nueva administración: un arrasador arancel del 25% sobre los vehículos importados y las autopartes clave. 

Para encontrarle más sentido a todo, Jan Griffiths le da la bienvenida a Glenn Stevens Jr., director ejecutivo de MichAuto. Juntos, desglosan las implicaciones para los fabricantes, el empleo en los Estados Unidos y la producción futura de vehículos en América.

Aunque las intenciones detrás de la política suenen bien, más empleos para los estadounidenses y fronteras más seguras, la realidad es un poco más complicada. Glenn explica que la industria automotriz previó que algunos cambios se aproximaban, pero no con tanta velocidad ni a esta magnitud. Y ahora, las compañías se están esforzando por comprender en qué aplica, en qué no aplica y cómo los afecta al final de cuentas.

Analizan uno por uno los detalles del cambio de política: el arancel ahora afecta no solo a los vehículos importados, sino también a partes clave como motores y componentes eléctricos. Glenn aclara cómo los productos que cumplen con los criterios USMCA podrían tener un respiro, pero solo por ahora.

Y no es solo una cuestión del costo, sino también del momento. Las estrategias de suministro y fabricación se han ido diseñando durante décadas y no se pueden rehacer de la noche a la mañana. Y aunque la idea de restablecimiento suena patriótica, Glenn y Jan advierten la necesidad de evitar que la nostalgia sea la que impulse las estrategias.

Profundizan en los riesgos de debilitar las colaboraciones en USMCA y lo que esto podría significar para la competencia a lo largo de la región, en especial con los fabricantes chinos como BYD, que están avanzando rápidamente, dominando el mercado.

Hablan sobre "el apilamiento de aranceles," la confusión sobre quién es el que paga y las tensiones que surgen entre los fabricantes OEM y los proveedores. Algunos OEM se están ofreciendo para colaborar mientras que otros, no mucho.

A pesar de todo, Glenn nos recuerda una verdad poderosa: la industria automotriz es resiliente. Desde la escasez de chips hasta las crisis financieras, ha pasado las pruebas y se ha fortalecido.

Este episodio no trata solamente sobre aranceles. Trata sobre cómo los líderes surgen en momentos de incertidumbre. Y es un recordatorio de que los que escuchan, colaboran y se adaptan serán los que abrirán el camino para salir adelante.

Los temas que se tratan en este episodio:

• El impacto real a nivel mundial de los repentinos aranceles en la industria automotriz en los Estados Unidos
• La idea errónea de que los aranceles crearán automáticamente más trabajos para los estadounidenses
• El impacto masivo de los nuevos aranceles sobre los vehículos importados y las autopartes
• Por qué las decisiones sobre políticas comerciales actuales podrían debilitar la industria automotriz en el futuro
• La necesidad urgente de transparencia a lo largo de la cadena de suministro y la toma de decisiones basada en datos
• Como la aplicación de aranceles podría incrementar significativamente el costo a lo largo de la cadena de suministro
• El riesgo de dañar las relaciones entre los fabricantes OEM y sus proveedores debido a la presión por los costos

Invitado Especial: Glenn Stevens

A qué se dedica: Glenn es el director ejecutivo de MichAuto y VP de las iniciativas Automotive and Mobility en la cámara regional de Detroit. En este rol, brinda dirección estratégica y liderazgo para promover, retener y desarrollar la industria automotriz y móvil de Michigan. Glenn también dirige esfuerzos estratégicos para recabar fondos y trabaja estrechamente con inversionistas para fortalecer la participación y retención. Con más de 30 años de experiencia en administración, estrategia y operaciones en varias industrias, incluyendo la automotriz, siderúrgica y equipamiento de capital, nos da una perspectiva amplia y una visión profunda de la industria.

Puntos Destacables del Episodio:

[02:12] No son “buenas” noticias— Son simplemente noticias: El nuevo arancel de 25% suena como una victoria, pero la manera cómo se está aplicando ha preocupado a la industria automotriz por la incertidumbre sobre qué sucederá ahora.

[03:38] No es solo para los carros: La tarifa del 25% no aplica únicamente a los vehículos, ahora también afecta a los motores, a las cadenas cinemáticas y más, a menos que acaten las reglas de USMCA.

[07:26] Los aranceles no se acaban en la frontera: Los altos costos de importación afligirán a toda la cadena de suministro ahogando a los proveedores pequeños, amenazando la producción de vehículos.

[09:36] No se hace en un día: Décadas de suministro global no pueden rehacerse de la noche a la mañana, en especial cuando la tecnología, el talento y la capacidad, sencillamente no están aquí.

[11:45] La nostalgia no es una estrategia: Desear que los buenos tiempos del pasado regresen no va a traer de vuelta la fabricación a Estados Unidos, en especial sin una estrategia clara y moderna que pueda competir a nivel global.

[13:56] El costo de hacerlo solos: Cuando los aranceles hagan que los costos se eleven a lo largo de los Estados Unidos, México y Canadá, la región entera perderá su ventaja competitiva en el mercado automotriz global.

[15:05] Mientras nos ponemos aranceles, BYD construye: Mientras el BYD de China evoluciona e innova rápidamente, la industria automotriz de Estados Unidos corre el riesgo de quedarse atrás, distraída por las políticas, en vez de concentrarse en reinventarse.

[17:13] Nadie está listo para el costo oculto: Con la mezcla de los aranceles aplicados al cobre, el arnés de cables y el costo de cruzar la aduana, los productos podrían verse afectados por varios impuestos, varias veces, y los que lo resentirán serán la base de suministros junto con el consumidor.

[19:47] Si se afecta el suministro, se afectan las relaciones: Conforme los costos aumenten, también aumentarán las tensiones entre los OEM y los proveedores, poniendo a prueba su frágil, pero crítica asociación.

[20:40] ¿Contrato o colaboración? Ante el aumento de tensiones, algunos fabricantes OEM redoblan sus esfuerzos en materia de contratos, mientras otros abren la puerta al diálogo: un camino conduce al progreso, el otro al cierre.

[22:24] La cadena de suministro se convierte en el centro de atención: El caos con los aranceles está obligando a las compañías a tomarse en serio la visibilidad a lo largo de la cadena de suministro, los datos y la disponibilidad, lo que convierte a esta crisis en una llamada de atención.

[25:47] Liderar al escuchar: ¿Cuál es el enfoque de liderazgo de Glenn? Sal a hacer visitas, escucha con atención y lleva las inquietudes de la industria a la acción, al nivel de políticas.

Mejores Citas:

[03:07] Glenn: “Sabíamos que iba a haber cambios comerciales. Pero esto es realmente algo inesperado para la industria, algo que anticipamos y con lo que ya estamos lidiando hoy. ¿Es bueno que haya más empleos en Estados Unidos y en Michigan? Sí. La seguridad fronteriza, que es una de las razones detrás de algunos de estos movimientos, ¿es una buena idea? Sí. Siento como si hubiera surgido hace un año, pero en realidad fue hace un par de meses. Pero nos preocupa la metodología que están usando para hacer estos cambios y el impacto a corto plazo y potencialmente a largo plazo.”

[12:37] Glenn: “Creo que nos estamos viendo un poco más aislacionistas de lo que hemos sido, pero eso no es algo que haya empezado con esta administración. Es algo que empezó hace un par de administraciones. ¿Y es eso lo correcto en una economía de comercio global? Probablemente no. ¿Hay fuerzas que tenemos que considerar ahora que no existían antes? Sí, la industria automotriz china no existía hace un año. Realmente, no existía como hoy, literalmente hace cinco años. Y esa es una fuerza que tenemos que considerar. Pero tiene que ser bien pensado. Y realmente, la industria y el gobierno tienen que hacer esto juntos.”

[14:19] Glenn: “Así que estamos absolutamente interconectados. Y esta región es competitiva y necesita ser más competitiva. Y la automatización jugará un papel importante, así como la tecnología y los avances, e incluso cosas como la inteligencia artificial. Y luego nos fijamos en la región USMCA. Tiene que ser competitiva a nivel mundial. Y existe la preocupación de que se debilite la fuerza de los tres países juntos como un bloque operativo de empresas comerciales, hablando solo de la automoción. Pero sin duda es para otros sectores de nuestra economía. ¿Qué nos hace eso en general? Si los costos de los insumos son todos más altos y el vehículo cuesta más, ¿Nos hace globalmente competitivos o menos competitivos? Nos hace menos competitivos. Y esa es la preocupación.”

[18:33] Glenn: “No creo que alguien esté en contra de los aranceles. Son herramientas estratégicas que pueden ser desplegadas y utilizadas. Pero ahora mismo son un paraguas muy grande para aumentar los ingresos del Tesoro de Estados Unidos y para impulsar el apuntalamiento de la noche a la mañana, por así decirlo. Y eso no es posible. Lo que realmente esperábamos y seguimos esperando es que se reabra el USMCA, que se estipuló en el acuerdo para el 2026, y que lo pongamos en marcha y trabajemos con nuestros socios comerciales para resolver las dificultades o los fallos. Y es necesario actualizarlo.”

[26:17] Glenn: “Tratamos de ser realmente esa voz, esa voz que luego se comunica con nuestros legisladores federales, con nuestros legisladores locales, con los que crean nuestras políticas y todo lo que podemos hacer para formar parte de esa voz colectiva. Trabajamos muy estrechamente con las demás asociaciones. Hacemos una visita mensual de sinergia a los fabricantes de Michigan, con MEMA, con CADIA y con la gente de desarrollo económico. El representante Dingell se nos une a esta visita. El representante Stevens también. Una vez al mes, nos reunimos durante cuarenta y cinco minutos para hablar colectivamente sobre en qué deberíamos trabajar juntos. Así que, la voz colectiva es mucho más fuerte. Eso es lo que hacemos, escuchar e intentar ser esa voz.”

Watch the full video on YouTube - click here

What just happened?

That's the question hanging over the automotive industry after the new administration's surprise announcement: a sweeping 25% tariff on imported vehicles and key auto parts. 

To help make sense of it all, Jan Griffiths welcomes Glenn Stevens Jr., Executive Director of MichAuto. Together, they break down what this means for manufacturers, U.S. jobs, and the future of vehicle production in America.

While the intent behind the policy might sound great—more American jobs, stronger borders—the reality is a bit messier. Glenn explains that the auto industry saw changes coming, but not this fast or this broadly. And now, companies are scrambling to make sense of what applies, what doesn't, and how it impacts the bottom line.

They walk through the details of the policy shift: the tariff now hits not just imported vehicles but key parts like engines and electrical components. Glenn clarifies how USMCA-compliant products might catch a break—but only for now.

It's not just about cost. It's about timing. Sourcing and manufacturing strategies built over decades can't be reworked overnight. And while the idea of reshoring sounds patriotic, Glenn and Jan warn against letting nostalgia drive strategy.

They dig into the risk of weakening USMCA partnerships and what that could mean for competitiveness across the region—especially with Chinese automakers like BYD moving fast and taking over the market.

There's talk of "tariff stacking," confusion about who pays, and rising tensions between OEMs and suppliers. Some OEMs are stepping up to collaborate. Others? Not so much.

Through it all, Glenn reminds us of one powerful truth: the auto industry is resilient. From chip shortages to financial meltdowns, it's been tested before and has come out stronger.

This episode isn't just about tariffs. It's about how leaders show up in moments of uncertainty. And it's a reminder that the ones who listen, collaborate, and adapt will be the ones who lead the way forward.

Themes discussed in this episode:

• The real-world impact of sudden tariffs on the U.S. auto industry
• The misconception that tariffs automatically lead to more American jobs
• The massive impact of new tariffs on imported vehicles and auto parts
• Why trade policy decisions today could weaken the US auto industry tomorrow
• The urgent need for supply chain transparency and data-driven decision-making
• How tariff stacking could significantly increase costs across the supply chain
• The risk of damaging OEM-supplier relationships under cost pressure

Featured guest: Glenn Stevens

What he does: Glenn is the Executive Director of MichAuto and VP of Automotive and Mobility Initiatives at the Detroit Regional Chamber. In this role, he provides strategic direction and leadership to promote, retain, and grow Michigan’s automotive and mobility industries. Glenn also leads strategic fundraising efforts and works closely with investors to strengthen engagement and retention. With over 30 years of experience in management, strategy, and operations across multiple industries—including automotive, steel, and capital equipment—he brings a broad perspective and deep industry insight to the role.

Mentioned in this episode:

• Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

Episode Highlights:

[02:12] It’s Not “Good” News—It’s Just News: Description: The new 25% tariff sounds like a win, but the way it’s being done has the auto industry worried about what comes next.

[03:38] It’s Not Just the Cars: The 25% tariff doesn’t stop at vehicles—it now hits engines, powertrains, and more unless you’re playing by USMCA rules.

[07:26] Tariffs Don’t Stop at the Border: Higher import costs are set to ripple through the supply chain, squeezing small suppliers and threatening vehicle production.

[09:36] Not Made in a Day: Decades of global sourcing can’t be undone overnight—especially when the tech, talent, and capacity just aren’t here.

[11:45] Nostalgia Isn’t a Strategy: Wishing for the good old days won’t bring back U.S. manufacturing—especially without a clear, modern strategy to compete globally.

[13:56] The Cost of Going It Alone: When tariffs raise costs across the US, Mexico, and Canada, the whole region loses its competitive edge in the global auto game.

[15:05] While We Tariff, BYD Builds: As China’s BYD scales fast and innovates even faster, the U.S. auto industry risks falling behind—distracted by politics instead of focused on reinvention.

[17:13] The Hidden Cost No One's Ready For: With copper, wire harnesses, and border crossings all in the mix, products may face multiple tariffs multiple times—and it’s the supply base and consumers who’ll feel it.

[19:47] Strained Supply, Strained Relationships: As costs climb, tensions between OEMs and suppliers could rise, too—putting a fragile but critical partnership to the test.

[20:40] Contract or Collaboration? With tensions rising, some OEMs double down on contracts while others open the door to dialogue—one path leads to progress, the other to shut down.

[22:24] Supply Chain Gets a Spotlight: Tariff chaos is forcing companies to get serious about supply chain visibility, data, and readiness—turning crisis into a much-needed wake-up call.

[25:47] Leading by Listening: Glenn’s approach to leadership? Hit the road, listen hard, and turn industry concerns into action at the policy level.

Top Quotes:

[03:07] Glenn: “We knew there were going to be trade changes, but this is really a curve ball for the industry — one that we anticipated but we're dealing with today. Are more jobs in America and more jobs in Michigan good? Yes. Is border security — which is one of the initial reasons for some of these moves, seems like a year ago now, but it was only a couple of months ago. Is that a good idea? Yes. But the methodology of making these changes, and what it means to the impact for the short term and potentially the long term, has us concerned.”

[12:37] Glenn: “I think we're looking a little bit more isolationist than we have been. But that's not something that just started with this administration. That is something that really started a couple of administrations ago. And is that the right thing to do in a global trade economy? Likely not. Are there forces that we have to reckon with that didn't exist before? Yes. The Chinese automotive industry did not exist 20 years ago. It didn't exist like it does today, five years ago. And so, that's a force we have to reckon with, but it needs to be well thought out. The industry and government have to do this together.”

[14:19] Glenn: “We're absolutely interconnected, and that region — this region — is competitive. It needs to be more competitive, and automation will play a role there, and technology, and advances in even things like AI. And then you look at the USMCA region — it has to be competitive globally. And there's a concern that if you weaken the strength of the three countries together as an operating block of trade companies — let's just talk about automotive, but it's certainly for other sectors of our economy — what does that do to us overall? If input costs are all higher and the vehicle costs more, does that make us globally competitive or less competitive? It makes us less competitive, and that's the concern.”

[18:33] Glenn: “I don't think anyone's anti-tariff. They're strategic tools that can be deployed and utilized, but right now, they are a very large umbrella to raise the revenues of the US Treasury and to drive onshoring overnight, so to speak, and that's not possible. What we really were hoping for — and still hold out hope for — is that there is a reopening of the USMCA, which was stipulated by the agreement in 2026, that we pull that up and work with our trading partners to work out the difficulties or the bugs — and it does need to be updated.

[26:17] Glenn: “We’re trying to really be that voice — that voice that communicates, again, to our federal legislators, to our local legislators, to our policymakers, and everything we can do to be part of that collective voice. We work very closely with the other associations. We have a synergy call that we do once a month with Michigan Manufacturers, MEMA, CADIA, the economic development people, and representatives. Dingell joins that call. Representative Stevens joins that call. Once a month, we get together for 45 minutes to collectively talk about what we should be working on together. So, the collective voice is much stronger. So, that's what we're doing—listening and trying to be that voice.”

Watch the full video on YouTube - click here

Trade compliance might not be the most thrilling topic—until it starts costing your company millions. That’s exactly what’s happening as tariffs shift overnight, companies scramble for answers, and supply chain leaders face an avalanche of confusion. 

Most executives don’t want to deal with customs and compliance, and they didn’t have to for years. But now, it’s no longer a back-office function—it’s a front-and-center leadership challenge.

That’s where Jenae Ciecko, President and CEO of Copper Hill, comes in. With over 20 years in trade management, Jenae has seen it all—the confusion, the panic, the miscommunication—and she joins Jan Griffiths to talk about it.

Who owns trade compliance—finance, legal, or supply chain? Turns out, there’s no clear answer. And that’s part of the problem. Many don’t fully understand how trade compliance works. The moment new policies take effect, it’s not just about paying up—it’s about strategy, communication, and risk management.

What if a company just refuses to pay the tariffs? The answer? Not an option. Unlike supplier disputes or delayed payments, customs will always collect their money. The real challenge is who absorbs the cost.

Leaders and compliance teams speak different languages. The C-suite demands quick, clear answers, while compliance teams live in details. The result? Misinformation, missed opportunities, and costly mistakes.

Jenae emphasizes the importance of bridging this gap, ensuring executives ask the right questions, and creating a culture where compliance isn’t just a burden—it’s a strategic advantage.

Through it all, one truth remains: leadership is tested in moments of uncertainty. Those who thrive in this unpredictable era will be the ones who stay calm, communicate clearly, and prepare in advance.

Because when tariffs hit, the best leaders don’t just react—they take control.

Themes discussed in this episode:

• The growing disconnect between C-suite leadership and trade compliance teams
• How sudden tariff changes disrupt automotive supply chains and financial planning
• The role of customs brokers in managing trade compliance and tariff administration
• How automotive leaders can proactively mitigate tariff impacts and compliance issues
• The challenge of adapting to ever-changing trade policies and government regulations
• Why communication gaps between executives and compliance teams lead to a costly mistake
• The impact of tariffs on cash flow, profitability, and long-term business strategy

Featured guest: Jenae Cieko

What she does: Jenae Cieko is the President and CEO of Copper Hill Inc., a company specializing in customs and trade management solutions. With over 20 years of experience, she helps businesses navigate complex trade regulations, mitigate risks, and optimize compliance strategies. A licensed Customs Broker, Jenae has a strong background in centralizing compliance efforts, a skill she honed as Customs Compliance Manager at Magna. Her leadership at Copper Hill is driven by a commitment to simplifying trade management and ensuring companies stay ahead in an ever-changing regulatory landscape.

Episode Highlights:

[03:34] Who Owns Trade Compliance? Trade compliance doesn’t sit neatly in one department—sometimes it's finance, sometimes it's legal, and sometimes it’s just a wild game of hot potato. With tariffs shaking up the industry, companies are scrambling to figure out who's really in charge.

[05:19] Tariffs at Lightning Speed: When a tariff change drops, there’s no grace period—customs brokers update the system instantly, and businesses are left scrambling to keep up. In the auto industry, where precision is everything, reacting overnight isn't just tough—it’s nearly impossible.

[09:02] C-Suite vs. Compliance: Executives want quick answers, compliance teams deal in details, and somewhere in between, critical information gets lost. Closing this communication gap isn’t just helpful—it’s the difference between strategic decisions and costly missteps.

[11:43] The Blind Spot You Can’t Afford: Tariffs aren’t just a financial hit—they’re exposing blind spots in supply chain visibility and trade compliance. Leaders need to ask the right questions, understand the full scope, and stop treating compliance as an afterthought.

[15:32] Dodging Tariffs? Not an Option: Skipping out on tariffs isn’t a choice—Customs always gets paid. The real challenge is navigating who absorbs the cost and how to track it without breaking contracts.

[16:53] Leading Through Disruption: The best leaders stay calm, communicate clearly, and bridge the gap between strategy and compliance—because panic won’t pay the tariffs.

Top Quotes:

[04:30] Jenae: “It's just getting a lot more focus. I mean 25% on anything; margins are tight in automotive; you know that as well as anyone. And so, there's certainly just a kind of hysteria, a little bit right now, and we're just working like listening to what the customers are saying, what the trade is saying, try not to overreact to it because we have to manage it for them. And we have to figure out how to administer it. How is it going to be administered? Some of these things have never happened before, right? So, not only just the impact and the size of the tariffs, but how they're like just literally from a systemic perspective going to be administered for our clients. It's challenging for sure.”

[10:48] Jenae: “I do see that there is definitely a gap in, like, how they're communicating. And also, just trying to solve before understanding the problem. We're kind of wired as trade people to try to mitigate tax. Just like accountants are mitigating IRS taxes. We're wired to mitigate custom taxes. The C-suite right now needs to know the worst-case scenario, maybe scenario, and best-case scenario. And I think that we really have to get our arms around those questions, how they're being asked, and the danger of misinformation if the communication is not correct.”

[13:13] Jenae: “Work with your compliance teams on how to mitigate those taxes because there are creative ways. And tariff engineering is something that people always bring up. Obviously, we work with our clients to make sure that you're compliant and doing the right thing, but using every opportunity. There are definitely things within the USMCA rules that clients maybe haven't needed to look at—to kind of scrape further into whether or not they can get things to qualify—that they're going to need to now. So, it's really getting the C-suite to ask the questions that get the compliance team to look at its full circle.”

[15:54] Jenae: “We have Tier Ones that are trying to push back on their customers to be responsible for it. There are long-term contracts negotiated here, but a 25% tariff on some of these companies could bury them. And it's who's going to bear the burden of that? And the answer is no, you can't. If it crosses that border Customs is going to get their money. That is just going to happen. It's, do companies hold back shipments? Do they say, "I'm not going to ship it to you until you say that you're going to take responsibility for this?" And then, the tracking of that—our customers, if those situations are coming up, they're asking us, "How do we track that and build them?  How do we pass that on logistically?" And all of these things are just unprecedented.”

[17:18] Jenae: “If I'm thinking about the Tier Ones, we have to stay calm. I think that this is a scary time, and there has always been in the automotive industry, a great sense of urgency. It's fast-paced, and everybody wants an answer right now. I think that the more we can stay calm and know that we just need to weather the storm and communicate what we know—so, really communicating the scope of things and what is happening and getting ahead of it to the degree that you can so you're not so reactionary—is really everything.”

The auto industry is holding its breath. A 25% tariff on goods from Mexico and Canada is about to take effect, and the ripple effects will be massive. Suppliers are drawing a hard line—either OEMs accept the costs, or shipments stop. The chaos is real. It’s a high-stakes moment, but Jan Griffiths knows this isn’t just about economics—it’s about leadership.

In this solo episode, Jan challenges leaders to ask themselves: How will you show up in the face of uncertainty? Will you default to command and control, tightening your grip out of fear? Or will you lead with authenticity, staying calm, and instilling confidence in your team? This moment will test leaders across the industry, and the choices they make now will define the road ahead.

But this episode isn’t just about leadership in crisis—it’s about transformation. One year ago, Jan launched AutoCulture 2.0, a book that champions the very leadership transformation the industry needs right now. 

To mark the occasion, she read its introduction and first two chapters, sharing a powerful message: the industry’s biggest shift isn’t just about EVs, software, or supply chains—it’s about culture.

She takes us back to her early days, from a farm in Wales to the factory floors of the U.S., where she learned firsthand how rigid hierarchies and outdated leadership styles hold companies back. Through stories of culture clashes, gender biases, and relentless perseverance, Jan lays the foundation for a new leadership model—one built on trust, inspiration, and the courage to break the mold.

Hold on tight. The road ahead is uncertain, but the auto industry will always find a way through. The real question is: what kind of leader will you be when it does?

Themes discussed in this episode:

• The impact of 25% tariffs on the automotive supply chain and how suppliers are responding
• Why command-and-control leadership is failing in today’s rapidly changing auto industry
• How trust and inspire leadership is the key to thriving in the modern automotive world
• The cultural transformation needed to support EV and software-defined vehicle innovation
• The hard truth about outdated leadership models and why they hold companies back
• Jan Griffiths’ journey from a Welsh farm to the automotive C-suite—and what leaders can learn from it
• Why authentic leadership, not just technological advancements, will define the future of the auto industry

Your Host

Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at Jan@gravitasdetroit.com

Mentioned in this episode:

• Auto Revolutions: John McElroy & Jason Stein on Shaping Industry Culture
• Trust & Inspire: How Truly Great Leaders Unleash Greatness in Others
• The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change
• The Determinants of Trust in Supplier-Automaker Relationships in the U.S., Japan, and Korea
• Download the 21 Traits of Authentic Leadership PDF for FREE
• Get your copy of AutoCulture 2.0: Leading with Gravitas

Episode Highlights:

[05:11] Autoculture 2.0 Introduction

[11:23] Chapter One

[26:06] Chapter Two

Watch the full video on YouTube - click here

Dr. Robert McMahan, President of Kettering University, started out as a kid with binoculars, staring up at the stars, fascinated by the unknown. Now, he's shaping the next generation of leaders who will drive innovation in the auto industry before they even step foot into the workforce. 

For Dr. McMahan, leadership isn't about power—it's about unlocking the potential of those around you. He believes a true leader creates an environment where people thrive, where great ideas don't just exist but move forward.

Too often, companies think they've built a culture of leadership because they've put values on a poster in a conference room, but when you ask employees what those values are, they can't tell you. Dr. McMahan is determined to change that. 

At Kettering, leadership is modeled, not just taught. Leaders must make tough decisions, but transparency matters—helping people understand why decisions happen so they feel connected to the bigger picture.

Kettering isn't your typical university. It operates on a co-op model, where students spend half their time in class and the other half working in the industry. This hands-on approach means graduates don't just have theoretical knowledge—they have actual experience solving problems inside organizations.

This model benefits students and keeps the university ahead of industry trends. Students rotate between school and work, bringing back insights about what's happening. That constant feedback loop helps Kettering adapt its curriculum to match the industry's ever-changing needs, making it one of the most future-focused universities in the country. 

But who is McMahan outside of work? He is a Joni Mitchell fan, an aerobatic pilot (not a great one, he admits), and a lifelong astrophysics nerd—he even had a poster of an astrophysicist on his wall in college. 

More importantly, he's the kind of university president who walks the halls, buys students coffee, and keeps the conversation going. Because leadership isn't just about decisions—it's about connection. 

Themes discussed in this episode:

• The role of education in shaping future automotive leaders
• Why the auto industry must shift from command-and-control to authentic leadership
• The key to building an organization with values that drive real cultural change
• How Kettering’s co-op model gives students real-world experience before graduation
• How future automotive careers will evolve and why students must adapt now
• The disconnect between academic learning and corporate expectations—and how to fix it
• The power of real-time industry feedback in keeping STEM education future-ready

Featured guest: Robert McMahan

What he does: Dr. Robert K. McMahan is the seventh President of Kettering University, where he has led a decade of transformation, strengthening its reputation as a leader in STEM and business education. With a background spanning academia, government, and venture capital, he has been instrumental in shaping innovation policy, technology investment, and engineering education. His career includes roles as a physics professor, science advisor to North Carolina’s governor, and senior strategist at In-Q-Tel. A recognized thought leader, he has contributed to groundbreaking astrophysics research and holds multiple patents, making a lasting impact on both education and technology development.

On Leadership: “I've always believed that leadership is really about facilitating the success of others. And you hear people say that sometimes it even sounds cliché, but it really is true. It's about unlocking the potential of the people that you work with because none of us is an island, and it's one of the things that we like to teach students here about leadership and about working in organizations. You can have the best idea in the world, and you can be the most inventive and creative person, but if you can't work with others if you don't know how to mobilize an organization and move an idea through that organization to create winners along the way to get ownership, you will be alone and you won't be successful no matter how good your ideas are.”

Episode Highlights:

[04:52] Leadership Isn’t About You: Forget the spotlight—real leadership is about creating the conditions for people to thrive. Dr. McMahan shares why the true mark of a leader is the success that follows them.

[07:20] Start with Actions, Not Words: Students see through empty talk—so if you want to teach leadership, you have to live it. Dr. McMahan explains why the best way to shape future leaders is by modeling the values you expect.

[09:36] Values That Stick, Not Collect Dust: If your values need a flowchart, you’re doing it wrong. Dr. McMahan explains why the best organizations boil their purpose down to a simple, undeniable driving force—one that people actually remember and live by.

[14:06] Lead Loud Enough for Them to Hear: Students don’t learn leadership through lectures—they learn by watching it in action. McMahan shares how modeling transparency, tough decision-making, and real accountability shapes the next generation of leaders.

[17:20] The Kettering Model: Fresh out of school, full of game-changing ideas… and then reality hits—corporate silos, endless processes, and a system that doesn’t care how smart you are. Kettering’s secret? Throwing students into the deep end before they graduate.

[24:02] The 12-Week Reality Check: Forget waiting years to update a curriculum—Kettering students bring real-world feedback straight from the field every 12 weeks, keeping the university ahead of the curve and the industry on its toes.

[29:39] Careers with No Map: Gone are the days of climbing the corporate ladder—now, the game is about navigating an ever-changing maze. Dr. McMahan lays out why the most valuable skill isn’t what you know, but how fast you can learn, adapt, and solve problems on the fly.

[32:27] Astrophysicists, Joni Mitchell, and Bad Aerobatics: Dr. McMahan opens up about his love for the cosmos, his not-so-perfect aerobatic flying skills, and the music that’s stuck with him since he was 18. Turns out, even university presidents have their obsessions.

Top Quotes:

[06:04] Robert: “To me, being a successful leader and what I really focus on is providing the framework, providing the support that allows the people that I work with to be successful because when they win, we all win.”

[10:55] Robert: “One of the ways that you motivate, that you really establish that vision for an organization like a university, is you bring everybody together and you guide them through that conversation. And you say, what is it about? What are we about?  And then, through that exercise, you develop a very concise and very small —with the emphasis on small—set of driving forces. You can call them strategic pillars, you can do whatever you want to, but something that everyone in the organization can articulate and say, "This is what we're about.””

[19:34] Robert: “All the soft skills we always talk about: communication, teamwork, all of these things, organizational behaviors. You can't teach those in a classroom. The university is actually not the right place. So, they built an educational model that said, "You're going to go to university, you're going to go to one of the top engineering schools in the country, but you're only going to spend half the time in the classroom. The other half of the time, you're going to be a professional—in an organization in a mentored way.”

[00:00] Robert: “When the entering class comes in as freshmen, we divide it into two groups. And because we're engineers, we call it the A section and the B section. These two groups enter a rotation. So, when the A section is here on campus, the B section is out in their professional placements in industry. And then, they rotate. And that rotation occurs about every 12 weeks. Now, one of the interesting things about this is students are not shy. They tell us. We're one of the few institutions, I think, that gets evaluated every 12 weeks as to whether or not we're being relevant. Because they'll come back and they'll say, "No, that's not what we're doing. That's not how it works." And so, we actually get that feedback every year, four times. It allows us to modify our facilities, the types of things we're teaching in the laboratories, the types of techniques as well as the curriculum, to suit the evolution of these industries.”

[30:32] Robert: “ In that older structure where you had kind of a long-term contract of "You join an organization, you stay with that organization, and you move up," you had very well-defined boundaries for skills and what you needed to do and how you would up-skill those as you move through the organization. It's no longer true. Students have to prepare for a different kind of professional reality. At the end of the day, what is the university really teaching them? Is it the...]]>This episode is sponsored by Lockton, click here to learn more

Watch the full video on YouTube - click here

Dr. Robert McMahan, President of Kettering University, started out as a kid with binoculars, staring up at the stars, fascinated by the unknown. Now, he's shaping the next generation of leaders who will drive innovation in the auto industry before they even step foot into the workforce. 

For Dr. McMahan, leadership isn't about power—it's about unlocking the potential of those around you. He believes a true leader creates an environment where people thrive, where great ideas don't just exist but move forward.

Too often, companies think they've built a culture of leadership because they've put values on a poster in a conference room, but when you ask employees what those values are, they can't tell you. Dr. McMahan is determined to change that. 

At Kettering, leadership is modeled, not just taught. Leaders must make tough decisions, but transparency matters—helping people understand why decisions happen so they feel connected to the bigger picture.

Kettering isn't your typical university. It operates on a co-op model, where students spend half their time in class and the other half working in the industry. This hands-on approach means graduates don't just have theoretical knowledge—they have actual experience solving problems inside organizations.

This model benefits students and keeps the university ahead of industry trends. Students rotate between school and work, bringing back insights about what's happening. That constant feedback loop helps Kettering adapt its curriculum to match the industry's ever-changing needs, making it one of the most future-focused universities in the country. 

But who is McMahan outside of work? He is a Joni Mitchell fan, an aerobatic pilot (not a great one, he admits), and a lifelong astrophysics nerd—he even had a poster of an astrophysicist on his wall in college. 

More importantly, he's the kind of university president who walks the halls, buys students coffee, and keeps the conversation going. Because leadership isn't just about decisions—it's about connection. 

Themes discussed in this episode:

• The role of education in shaping future automotive leaders
• Why the auto industry must shift from command-and-control to authentic leadership
• The key to building an organization with values that drive real cultural change
• How Kettering’s co-op model gives students real-world experience before graduation
• How future automotive careers will evolve and why students must adapt now
• The disconnect between academic learning and corporate expectations—and how to fix it
• The power of real-time industry feedback in keeping STEM education future-ready

Featured guest: Robert McMahan

What he does: Dr. Robert K. McMahan is the seventh President of Kettering University, where he has led a decade of transformation, strengthening its reputation as a leader in STEM and business education. With a background spanning academia, government, and venture capital, he has been instrumental in shaping innovation policy, technology investment, and engineering education. His career includes roles as a physics professor, science advisor to North Carolina’s governor, and senior strategist at In-Q-Tel. A recognized thought leader, he has contributed to groundbreaking astrophysics research and holds multiple patents, making a lasting impact on both education and technology development.

On Leadership: “I've always believed that leadership is really about facilitating the success of others. And you hear people say that sometimes it even sounds cliché, but it really is true. It's about unlocking the potential of the people that you work with because none of us is an island, and it's one of the things that we like to teach students here about leadership and about working in organizations. You can have the best idea in the world, and you can be the most inventive and creative person, but if you can't work with others if you don't know how to mobilize an organization and move an idea through that organization to create winners along the way to get ownership, you will be alone and you won't be successful no matter how good your ideas are.”

Episode Highlights:

[04:52] Leadership Isn’t About You: Forget the spotlight—real leadership is about creating the conditions for people to thrive. Dr. McMahan shares why the true mark of a leader is the success that follows them.

[07:20] Start with Actions, Not Words: Students see through empty talk—so if you want to teach leadership, you have to live it. Dr. McMahan explains why the best way to shape future leaders is by modeling the values you expect.

[09:36] Values That Stick, Not Collect Dust: If your values need a flowchart, you’re doing it wrong. Dr. McMahan explains why the best organizations boil their purpose down to a simple, undeniable driving force—one that people actually remember and live by.

[14:06] Lead Loud Enough for Them to Hear: Students don’t learn leadership through lectures—they learn by watching it in action. McMahan shares how modeling transparency, tough decision-making, and real accountability shapes the next generation of leaders.

[17:20] The Kettering Model: Fresh out of school, full of game-changing ideas… and then reality hits—corporate silos, endless processes, and a system that doesn’t care how smart you are. Kettering’s secret? Throwing students into the deep end before they graduate.

[24:02] The 12-Week Reality Check: Forget waiting years to update a curriculum—Kettering students bring real-world feedback straight from the field every 12 weeks, keeping the university ahead of the curve and the industry on its toes.

[29:39] Careers with No Map: Gone are the days of climbing the corporate ladder—now, the game is about navigating an ever-changing maze. Dr. McMahan lays out why the most valuable skill isn’t what you know, but how fast you can learn, adapt, and solve problems on the fly.

[32:27] Astrophysicists, Joni Mitchell, and Bad Aerobatics: Dr. McMahan opens up about his love for the cosmos, his not-so-perfect aerobatic flying skills, and the music that’s stuck with him since he was 18. Turns out, even university presidents have their obsessions.

Top Quotes:

[06:04] Robert: “To me, being a successful leader and what I really focus on is providing the framework, providing the support that allows the people that I work with to be successful because when they win, we all win.”

[10:55] Robert: “One of the ways that you motivate, that you really establish that vision for an organization like a university, is you bring everybody together and you guide them through that conversation. And you say, what is it about? What are we about?  And then, through that exercise, you develop a very concise and very small —with the emphasis on small—set of driving forces. You can call them strategic pillars, you can do whatever you want to, but something that everyone in the organization can articulate and say, "This is what we're about.””

[19:34] Robert: “All the soft skills we always talk about: communication, teamwork, all of these things, organizational behaviors. You can't teach those in a classroom. The university is actually not the right place. So, they built an educational model that said, "You're going to go to university, you're going to go to one of the top engineering schools in the country, but you're only going to spend half the time in the classroom. The other half of the time, you're going to be a professional—in an organization in a mentored way.”

[00:00] Robert: “When the entering class comes in as freshmen, we divide it into two groups. And because we're engineers, we call it the A section and the B section. These two groups enter a rotation. So, when the A section is here on campus, the B section is out in their professional placements in industry. And then, they rotate. And that rotation occurs about every 12 weeks. Now, one of the interesting things about this is students are not shy. They tell us. We're one of the few institutions, I think, that gets evaluated every 12 weeks as to whether or not we're being relevant. Because they'll come back and they'll say, "No, that's not what we're doing. That's not how it works." And so, we actually get that feedback every year, four times. It allows us to modify our facilities, the types of things we're teaching in the laboratories, the types of techniques as well as the curriculum, to suit the evolution of these industries.”

[30:32] Robert: “ In that older structure where you had kind of a long-term contract of "You join an organization, you stay with that organization, and you move up," you had very well-defined boundaries for skills and what you needed to do and how you would up-skill those as you move through the organization. It's no longer true. Students have to prepare for a different kind of professional reality. At the end of the day, what is the university really teaching them? Is it the factual knowledge that they get out of a book or in a lecture? No, no, it really isn't. We are teaching that, of course, but what we're really teaching is the habits of mind—the resiliency, and the flexibility, and the ability to decompose complexity. Take a very complicated system, break it apart into tractable pieces, solve those problems, and then put it together and have a solution.”

Watch the full video on YouTube - click here

The auto industry is at a crossroads. Legacy automakers have poured billions into electric vehicles but are still trying to catch up. Why? Because breaking free from the systems built for gas-powered cars isn't easy.

In this episode, Mike Colias, the Wall Street Journal's deputy bureau chief for autos, joins Jan Griffiths to talk about the messy reality of the EV transition. 

Drawing from his book Inevitable: Inside the Messy, Unstoppable Transition to Electric Vehicles, they dive into why legacy automakers continue to struggle, what's really slowing things down, and how culture—not just technology—is the real battle.

In 2022, Ford executives gathered in a nearly empty warehouse, staring at two cars: a Mustang Mach-E and a Tesla Model 3. It wasn't just a teardown—it was an autopsy. As they examined the differences, it became clear: Tesla was years ahead in design efficiency, cost-cutting, and scale, while Ford's EV was still burdened by old-school engineering.

This wasn't just a Ford problem—it was an industry-wide issue. GM had glimpses of an EV future with the Volt, but its rigid structure forced compromises. Meanwhile, Tesla and Chinese automakers moved fast, unburdened by legacy processes and cultures resistant to change.

But the real problem isn't just technology—it's culture. The systems that perfected combustion engine manufacturing are now roadblocks to innovation in the EV era, and the old ways of working simply don't translate to EV success.

So, what happens next? With China producing high-quality, affordable EVs at an unprecedented pace and global competition intensifying, automakers can't afford to cling to the past. The shift to EVs is inevitable—but will legacy automakers evolve fast enough to stay in the race?

Listen now to get the inside story on the biggest transformation in automotive history!

Themes discussed in this episode:

• The messy and expensive reality of the EV transition for legacy automakers
• Why the shift to EVs is inevitable, despite industry resistance
• Why traditional car companies struggle to match Tesla’s speed and efficiency
• How legacy automakers' old ways of working are slowing down EV progress
• How Chinese automakers are producing cheaper, high-quality EVs at scale
• The growing threat of Chinese EVs and what it means for U.S. automakers
• How leadership decisions at Ford, GM, and others shape the future of EVs

Featured guest: Mike Colias

What he does: Mike is the deputy bureau chief for autos at The Wall Street Journal, covering the auto industry’s shift to EVs, self-driving cars, and emerging technologies. Based in Detroit, he writes and edits stories on Ford, GM, and the challenges facing legacy automakers as they navigate change.

He’s also the author of Inevitable: Inside the Messy, Unstoppable Transition to Electric Vehicles (2025), a book that examines the EV transition and what it means for all of us.

Before WSJ, Mike covered GM at Automotive News and reported on healthcare at Crain’s Chicago Business and The Associated Press.

Mentioned in this episode:

• Inevitable: Inside the Messy, Unstoppable Transition to Electric Vehicles
• Meet Dr. Andy Palmer, former COO of Nissan and CEO of Aston Martin

Episode Highlights:

[03:20] Telling the EV Story No One Else Did: Industry news is often just scattered soundbites, but Mike saw the bigger picture—a once-in-a-century disruption that needed to be told as a story, not just headlines.

[05:11] Ford’s Wake-Up Call: When Jim Farley ordered a side-by-side teardown of Ford’s Mustang Mach-E and Tesla’s Model 3, the results were sobering—too many bolts, too much wiring, and a clear reminder that Tesla was playing a different game.

[08:18] Tesla Proved Them Wrong—Again and Again: Legacy automakers laughed at Tesla, doubted its ability to build cars, then dismissed its ability to scale—until it did both and left them scrambling to catch up.

[11:03] The Chevy Volt That Could Have Been: GM had the vision for an iconic EV, but corporate compromises turned a sleek prototype into just another car—while Tesla, unburdened by legacy systems, built a sleek, head-turning EV that redefined the market.

[13:00] Why Legacy Auto Struggles to Innovate: GM’s century-old playbook was built for gas cars, not EVs—forcing the Volt into a system designed for cost-cutting, while Tesla had the freedom to reinvent from scratch.

[14:57] Tech Won’t Fix What Culture Holds Back: Automakers love to talk about EVs and innovation, but real transformation depends on breaking old habits, not just building new tech—something even skunkworks teams struggle to escape.

[18:51] Can VW and Rivian Find the Right Balance? Volkswagen has scale, Rivian has the brand—if they can blend legacy expertise with startup agility, it might be exactly what’s needed to push through this messy EV transition.

[20:43] The Right Culture Isn’t One-Size-Fits-All: Dr. Andy Palmer believes leaders shouldn’t choose between legacy structure and startup agility—they should create their own culture. But as Stellantis and GM show, shifting an established culture is much harder than starting from scratch.

[24:04] NIO’s Cult-Like Brand Loyalty: While legacy automakers struggle to stay relevant, NIO has created a cult-like following with sleek design, premium experiences, and a brand loyalty Ford and GM can only dream of.

[32:11] The EV Future: Legacy automakers may resist, but global competition, consumer demand, and technology shifts make the EV transition less of a choice and more of an inevitability.

[35:22] The Threat You Can’t See Feels Less Real: Chinese automakers are making waves in Europe and Mexico, but in the U.S., complacency lingers because the competition isn’t visible—yet. Will Detroit be ready when it arrives?

Top Quotes:

[09:45] Mike: “GM’s a great example. I mean, going all the way back to the EV1 in the 1990s and Hydrogen Fuel Cells, and the Chevy Volt, and then the Bolt. I mean, it was like this dabbling in electrification. I don't know that it was a conscious decision that, "Oh, this program is not making money, so we're going to cut it." I mean, I think that happened, but I think there were plenty of people inside the company that probably believe today we could have been Tesla had we just followed through with this stuff. I just think it's a tough thing. This is like the innovator's dilemma, right? Can you give up the thing that you've been so successful with for decades to grasp onto this other thing that's going to be painful in the short to medium term? We're not going to make money on it, and it's not our sweet spot. And companies just have a subconscious hesitancy to go all in.”

[12:18] Mike: “Tesla was designing the Model S from scratch. It didn't have any of those constraints; they didn't have to figure out, "Okay, what platform are we going to put this on to really contain costs?" And so, the Chevy Volt came out, and it was considered like this breakthrough product, right? GM got a lot of accolades for that. It had a very cult following fan base, but it wasn't what Tesla ended up doing, which was, hey, look at this electric car that can look like a stunning car that you'd want to show your neighbor when you get it home from the showroom. It didn't have that "it" factor that Tesla was able to build its brand around and grow from there.”

[16:00] Mike: “They created a skunkworks team out in California of like a hundred engineers. And they've been trying to sort of work outside of the Ford machine, but I think in talking to people about where it's at now, eventually, you have to go back to the machine to get the thing, you know, built, inspect, and engineering manufacturing stuff. It's just that part's been hard. It sounds like they made a lot of progress in the skunk works, mirroring it back into the organization; you're kind of facing a lot of those same constraints. So, it's a universal problem in the auto industry. We need a clean sheet design to make these electric cars as optimized as possible. It's been hard for the legacy automakers.

[34:41] Mike: “People love EVs, the people who drive them—they're quick, they're quiet, they feel like you're driving the future. You know, Tesla has super high brand loyalty, that's for a reason… EVs just fit with what the car companies want to do in terms of more digitization and monetizing the data that comes from the car, autonomous...]]>This episode is sponsored by Lockton, click here to learn more

Watch the full video on YouTube - click here

The auto industry is at a crossroads. Legacy automakers have poured billions into electric vehicles but are still trying to catch up. Why? Because breaking free from the systems built for gas-powered cars isn't easy.

In this episode, Mike Colias, the Wall Street Journal's deputy bureau chief for autos, joins Jan Griffiths to talk about the messy reality of the EV transition. 

Drawing from his book Inevitable: Inside the Messy, Unstoppable Transition to Electric Vehicles, they dive into why legacy automakers continue to struggle, what's really slowing things down, and how culture—not just technology—is the real battle.

In 2022, Ford executives gathered in a nearly empty warehouse, staring at two cars: a Mustang Mach-E and a Tesla Model 3. It wasn't just a teardown—it was an autopsy. As they examined the differences, it became clear: Tesla was years ahead in design efficiency, cost-cutting, and scale, while Ford's EV was still burdened by old-school engineering.

This wasn't just a Ford problem—it was an industry-wide issue. GM had glimpses of an EV future with the Volt, but its rigid structure forced compromises. Meanwhile, Tesla and Chinese automakers moved fast, unburdened by legacy processes and cultures resistant to change.

But the real problem isn't just technology—it's culture. The systems that perfected combustion engine manufacturing are now roadblocks to innovation in the EV era, and the old ways of working simply don't translate to EV success.

So, what happens next? With China producing high-quality, affordable EVs at an unprecedented pace and global competition intensifying, automakers can't afford to cling to the past. The shift to EVs is inevitable—but will legacy automakers evolve fast enough to stay in the race?

Listen now to get the inside story on the biggest transformation in automotive history!

Themes discussed in this episode:

• The messy and expensive reality of the EV transition for legacy automakers
• Why the shift to EVs is inevitable, despite industry resistance
• Why traditional car companies struggle to match Tesla’s speed and efficiency
• How legacy automakers' old ways of working are slowing down EV progress
• How Chinese automakers are producing cheaper, high-quality EVs at scale
• The growing threat of Chinese EVs and what it means for U.S. automakers
• How leadership decisions at Ford, GM, and others shape the future of EVs

Featured guest: Mike Colias

What he does: Mike is the deputy bureau chief for autos at The Wall Street Journal, covering the auto industry’s shift to EVs, self-driving cars, and emerging technologies. Based in Detroit, he writes and edits stories on Ford, GM, and the challenges facing legacy automakers as they navigate change.

He’s also the author of Inevitable: Inside the Messy, Unstoppable Transition to Electric Vehicles (2025), a book that examines the EV transition and what it means for all of us.

Before WSJ, Mike covered GM at Automotive News and reported on healthcare at Crain’s Chicago Business and The Associated Press.

Mentioned in this episode:

• Inevitable: Inside the Messy, Unstoppable Transition to Electric Vehicles
• Meet Dr. Andy Palmer, former COO of Nissan and CEO of Aston Martin

Episode Highlights:

[03:20] Telling the EV Story No One Else Did: Industry news is often just scattered soundbites, but Mike saw the bigger picture—a once-in-a-century disruption that needed to be told as a story, not just headlines.

[05:11] Ford’s Wake-Up Call: When Jim Farley ordered a side-by-side teardown of Ford’s Mustang Mach-E and Tesla’s Model 3, the results were sobering—too many bolts, too much wiring, and a clear reminder that Tesla was playing a different game.

[08:18] Tesla Proved Them Wrong—Again and Again: Legacy automakers laughed at Tesla, doubted its ability to build cars, then dismissed its ability to scale—until it did both and left them scrambling to catch up.

[11:03] The Chevy Volt That Could Have Been: GM had the vision for an iconic EV, but corporate compromises turned a sleek prototype into just another car—while Tesla, unburdened by legacy systems, built a sleek, head-turning EV that redefined the market.

[13:00] Why Legacy Auto Struggles to Innovate: GM’s century-old playbook was built for gas cars, not EVs—forcing the Volt into a system designed for cost-cutting, while Tesla had the freedom to reinvent from scratch.

[14:57] Tech Won’t Fix What Culture Holds Back: Automakers love to talk about EVs and innovation, but real transformation depends on breaking old habits, not just building new tech—something even skunkworks teams struggle to escape.

[18:51] Can VW and Rivian Find the Right Balance? Volkswagen has scale, Rivian has the brand—if they can blend legacy expertise with startup agility, it might be exactly what’s needed to push through this messy EV transition.

[20:43] The Right Culture Isn’t One-Size-Fits-All: Dr. Andy Palmer believes leaders shouldn’t choose between legacy structure and startup agility—they should create their own culture. But as Stellantis and GM show, shifting an established culture is much harder than starting from scratch.

[24:04] NIO’s Cult-Like Brand Loyalty: While legacy automakers struggle to stay relevant, NIO has created a cult-like following with sleek design, premium experiences, and a brand loyalty Ford and GM can only dream of.

[32:11] The EV Future: Legacy automakers may resist, but global competition, consumer demand, and technology shifts make the EV transition less of a choice and more of an inevitability.

[35:22] The Threat You Can’t See Feels Less Real: Chinese automakers are making waves in Europe and Mexico, but in the U.S., complacency lingers because the competition isn’t visible—yet. Will Detroit be ready when it arrives?

Top Quotes:

[09:45] Mike: “GM’s a great example. I mean, going all the way back to the EV1 in the 1990s and Hydrogen Fuel Cells, and the Chevy Volt, and then the Bolt. I mean, it was like this dabbling in electrification. I don't know that it was a conscious decision that, "Oh, this program is not making money, so we're going to cut it." I mean, I think that happened, but I think there were plenty of people inside the company that probably believe today we could have been Tesla had we just followed through with this stuff. I just think it's a tough thing. This is like the innovator's dilemma, right? Can you give up the thing that you've been so successful with for decades to grasp onto this other thing that's going to be painful in the short to medium term? We're not going to make money on it, and it's not our sweet spot. And companies just have a subconscious hesitancy to go all in.”

[12:18] Mike: “Tesla was designing the Model S from scratch. It didn't have any of those constraints; they didn't have to figure out, "Okay, what platform are we going to put this on to really contain costs?" And so, the Chevy Volt came out, and it was considered like this breakthrough product, right? GM got a lot of accolades for that. It had a very cult following fan base, but it wasn't what Tesla ended up doing, which was, hey, look at this electric car that can look like a stunning car that you'd want to show your neighbor when you get it home from the showroom. It didn't have that "it" factor that Tesla was able to build its brand around and grow from there.”

[16:00] Mike: “They created a skunkworks team out in California of like a hundred engineers. And they've been trying to sort of work outside of the Ford machine, but I think in talking to people about where it's at now, eventually, you have to go back to the machine to get the thing, you know, built, inspect, and engineering manufacturing stuff. It's just that part's been hard. It sounds like they made a lot of progress in the skunk works, mirroring it back into the organization; you're kind of facing a lot of those same constraints. So, it's a universal problem in the auto industry. We need a clean sheet design to make these electric cars as optimized as possible. It's been hard for the legacy automakers.

[34:41] Mike: “People love EVs, the people who drive them—they're quick, they're quiet, they feel like you're driving the future. You know, Tesla has super high brand loyalty, that's for a reason… EVs just fit with what the car companies want to do in terms of more digitization and monetizing the data that comes from the car, autonomous driving, and assisted driving. You can do all that stuff in a gas car. It's easier to do in electric cars. And so, there's just a lot of reasons why. It's going to be ugly and painful for a while for a lot of these companies, but I think it's going to continue to move down that path.”

[37:16] Mike: “Consumers are eventually going to demand if you've got these quality cars that are affordable. We've already got a big affordability problem in the industry. I think the executives who I talked to realize that these tariffs aren't bulletproof. We've seen how government policy can change very quickly, especially, in this country, and they're gearing up, even though it's really hard right now, to eventually compete with China, but they're several years behind. And I think that's what the next few years is going to be about—how this market matures in the US and how the companies can go about shoring up some of these losses and actually getting to profitability because, obviously, that's going to be the name of the game for the companies.”

Watch the full video on YouTube - click here

In this episode of The Automotive Leaders Podcast, Jan Griffiths interviews Qiong Sun, Vice President and General Manager of TE Connectivity's Global Automotive E-Mobility business, to learn what it takes to lead a technology company during this transformative period in the automotive industry.

From the very start, you can see Qiong's passion for technology and leadership come through. She shares how her engineering background shaped her leadership style, which is rooted in problem-solving and optimization. 

For Qiong, leadership isn't just about managing teams; it's about building a shared vision, aligning strategies, and inspiring people with purpose—a must for engaging today's workforce.

Qiong explores the wave of innovation reshaping the automotive industry—from electrification to AI—and the challenges that come with it. She explains that collaboration is the key to staying ahead, whether it’s partnering with tech companies, governments, or consumers to create smarter, faster solutions.

Qiong also talks about how the relationship between suppliers and OEMs is changing. They're no longer just filling orders; they're stepping up as innovation partners, helping OEMs navigate the complexities of new technologies. She shares how TE Connectivity is here to support both traditional and up-and-coming automakers by offering solutions that fit their specific needs.

Resilience has been a big part of Qiong's leadership journey. She recalls the early days of her career when she tested safety systems in harsh conditions and earned the trust of her team through perseverance.

Now, she fosters that same resilience in her team, building a culture where mistakes are seen as opportunities for growth and innovation thrives without fear of failure.

Her advice for leaders? "Believe in what you're doing." She encourages everyone to embrace collaboration and tap into the industry's strengths—its talent, resources, and expertise. Whether working with established automakers or new players, the key to progress is pushing each other and working together.

Themes discussed in this episode:

• The rise of disruptive technologies like electrification, connectivity, and software-defined vehicles reshaping the auto industry
• Why speed and agility are the key to staying competitive in the automotive industry
• Why traditional automotive processes no longer work for today’s fast development cycles
• How collaboration is the key to managing fast-changing requirements and shorter product cycles
• The importance of building partnerships with non-traditional players, such as governments, tech companies, and infrastructure providers
• The evolving role of suppliers as innovation partners driving transformation
• How teamwork between legacy automakers and new players drives faster innovation and progress

Featured guest: Qiong Sun

What she does: Qiong Sun is the Vice President and General Manager of the Global Automotive E-Mobility Business at TE Connectivity, where she leads strategy, product management, technology development, and market delivery for high-voltage solutions in the electric vehicle market. With a passion for innovation, 30 years of experience in transportation, and a diverse industry consulting background, she drives the commercialization of cutting-edge technologies to advance vehicle electrification, energy storage, and active safety systems, making a significant impact on the industry.

On Leadership: “I always believe that you have to have a vision, you have to have a strategy that is clear to all the people working with you on your team, your customers, your suppliers. When you have a common goal, you can put the plan together. This is how you bring people along, especially with the nowadays generation, a newer generation. They do not just go to work for a job and get the pay. They also want to have a purpose. And this is the purpose that we need as a leader: bring everybody together.”

Mentioned in this episode:

• Collaborating with Giants: HAAS Alert's Successful Startup with Stellantis
• Combined Charging System (CCS) Standard
• North American Charging System
• The Infinite Game
• Get to know TE Connectivity

Episode Highlights:

[02:24] From Engineer to Leader: Qiong talks about how her engineering background shapes her leadership, using clear strategies and shared purpose to bring teams together and inspire a generation that values more than just a paycheck.

[00:00] Breaking Free from Legacy: The auto industry is merging traditional methods with software-driven agility by embracing collaboration, modular design, and parallel development to tackle rapid innovation cycles and meet fast-changing market demands.

[00:00] From Order Takers to Innovation Partners: Shifting from simply following OEM directives to actively helping them scale and simplify new technologies, suppliers are redefining their role in driving the future of the automotive industry.

[23:12] Got to Have Resilience: Resilience has shaped Qiong’s career, from earning her team’s trust in harsh testing conditions to driving progress in the EV space, proving that persistence is key to overcoming challenges and achieving success.

[28:06] Mistakes, Mindsets, and the Infinite Game: Innovation thrives where mistakes are seen as stepping stones, and Qiong highlights the power of embracing an infinite mindset to build a culture that values growth, sustainability, and long-term success over short-term wins.

[34:30] Advice for Leaders: Facing industry disruption, Qiong encourages leaders to believe in their mission, embrace resilience, and work together—traditional automakers and new players alike—to unlock the full potential of US talent and resources.

Top Quotes:

[07:24] Qiong: “Whenever you have so many new things happening at the same time, it comes with a lot of challenges, as you mentioned. One of the challenges that I see is how to manage this transition of the megatrends and respond to these fast-shifting requirements while maintaining profitability and competitiveness. I believe that in order to achieve it, you have to collaborate with the other players in the ecosystem. Collaboration is really the key to win because the ecosystem is really expanding from government, utility companies, infrastructure providers, and to the tech industries for electrification.”

[13:55] Qiong: “We help both sides. We help the ones that are coming from outside the auto industry who can be fast, but a lot of times, they might not always make sure they test out the two, every scenario, the quality. So, we helped them bridge this gap. Same thing with the traditional OEM; we also helped them because we know how to make things faster, and all OEMs want to be successful. So, when they see their suppliers work with them and provide them solutions, provide them with anything that they might not have thought about, they love it. So, this is how we actually work with them, and we have been very successful in this area.”

[15:51] Qiong: “What we do is we work with all OEMs, collect all the market needs, and then think through how to simplify. In the end, it's not always more complex is better. That's my philosophy and just really finding those solutions and how those can apply to their specific application. And so, hopefully, by the time we develop those platform products and then when they take it, they only need to apply 20-30 percent of the effort to do that. That will help them gain scalability because they can share even with the other OEMs what the tooling, manufacturing, capital investment, and things like that.”

[23:53] Qiong: “I was very fortunate to find a job working at the forefront of several key active safety technologies that today we take for granted to get our family home safe, such as the anti-lock braking system, traction control, vehicle stability control. But the development of those technologies usually involves a lot of test trips all year round to some very severe winter environments around the world. As a woman engineer in the entire department, I probably could have made a lot of excuses and avoided some of those trips, but I didn't. Because I went on every one of those trips, I not only learned but also worked on...]]>This episode is sponsored by Lockton, click here to learn more

Watch the full video on YouTube - click here

In this episode of The Automotive Leaders Podcast, Jan Griffiths interviews Qiong Sun, Vice President and General Manager of TE Connectivity's Global Automotive E-Mobility business, to learn what it takes to lead a technology company during this transformative period in the automotive industry.

From the very start, you can see Qiong's passion for technology and leadership come through. She shares how her engineering background shaped her leadership style, which is rooted in problem-solving and optimization. 

For Qiong, leadership isn't just about managing teams; it's about building a shared vision, aligning strategies, and inspiring people with purpose—a must for engaging today's workforce.

Qiong explores the wave of innovation reshaping the automotive industry—from electrification to AI—and the challenges that come with it. She explains that collaboration is the key to staying ahead, whether it’s partnering with tech companies, governments, or consumers to create smarter, faster solutions.

Qiong also talks about how the relationship between suppliers and OEMs is changing. They're no longer just filling orders; they're stepping up as innovation partners, helping OEMs navigate the complexities of new technologies. She shares how TE Connectivity is here to support both traditional and up-and-coming automakers by offering solutions that fit their specific needs.

Resilience has been a big part of Qiong's leadership journey. She recalls the early days of her career when she tested safety systems in harsh conditions and earned the trust of her team through perseverance.

Now, she fosters that same resilience in her team, building a culture where mistakes are seen as opportunities for growth and innovation thrives without fear of failure.

Her advice for leaders? "Believe in what you're doing." She encourages everyone to embrace collaboration and tap into the industry's strengths—its talent, resources, and expertise. Whether working with established automakers or new players, the key to progress is pushing each other and working together.

Themes discussed in this episode:

• The rise of disruptive technologies like electrification, connectivity, and software-defined vehicles reshaping the auto industry
• Why speed and agility are the key to staying competitive in the automotive industry
• Why traditional automotive processes no longer work for today’s fast development cycles
• How collaboration is the key to managing fast-changing requirements and shorter product cycles
• The importance of building partnerships with non-traditional players, such as governments, tech companies, and infrastructure providers
• The evolving role of suppliers as innovation partners driving transformation
• How teamwork between legacy automakers and new players drives faster innovation and progress

Featured guest: Qiong Sun

What she does: Qiong Sun is the Vice President and General Manager of the Global Automotive E-Mobility Business at TE Connectivity, where she leads strategy, product management, technology development, and market delivery for high-voltage solutions in the electric vehicle market. With a passion for innovation, 30 years of experience in transportation, and a diverse industry consulting background, she drives the commercialization of cutting-edge technologies to advance vehicle electrification, energy storage, and active safety systems, making a significant impact on the industry.

On Leadership: “I always believe that you have to have a vision, you have to have a strategy that is clear to all the people working with you on your team, your customers, your suppliers. When you have a common goal, you can put the plan together. This is how you bring people along, especially with the nowadays generation, a newer generation. They do not just go to work for a job and get the pay. They also want to have a purpose. And this is the purpose that we need as a leader: bring everybody together.”

Mentioned in this episode:

• Collaborating with Giants: HAAS Alert's Successful Startup with Stellantis
• Combined Charging System (CCS) Standard
• North American Charging System
• The Infinite Game
• Get to know TE Connectivity

Episode Highlights:

[02:24] From Engineer to Leader: Qiong talks about how her engineering background shapes her leadership, using clear strategies and shared purpose to bring teams together and inspire a generation that values more than just a paycheck.

[00:00] Breaking Free from Legacy: The auto industry is merging traditional methods with software-driven agility by embracing collaboration, modular design, and parallel development to tackle rapid innovation cycles and meet fast-changing market demands.

[00:00] From Order Takers to Innovation Partners: Shifting from simply following OEM directives to actively helping them scale and simplify new technologies, suppliers are redefining their role in driving the future of the automotive industry.

[23:12] Got to Have Resilience: Resilience has shaped Qiong’s career, from earning her team’s trust in harsh testing conditions to driving progress in the EV space, proving that persistence is key to overcoming challenges and achieving success.

[28:06] Mistakes, Mindsets, and the Infinite Game: Innovation thrives where mistakes are seen as stepping stones, and Qiong highlights the power of embracing an infinite mindset to build a culture that values growth, sustainability, and long-term success over short-term wins.

[34:30] Advice for Leaders: Facing industry disruption, Qiong encourages leaders to believe in their mission, embrace resilience, and work together—traditional automakers and new players alike—to unlock the full potential of US talent and resources.

Top Quotes:

[07:24] Qiong: “Whenever you have so many new things happening at the same time, it comes with a lot of challenges, as you mentioned. One of the challenges that I see is how to manage this transition of the megatrends and respond to these fast-shifting requirements while maintaining profitability and competitiveness. I believe that in order to achieve it, you have to collaborate with the other players in the ecosystem. Collaboration is really the key to win because the ecosystem is really expanding from government, utility companies, infrastructure providers, and to the tech industries for electrification.”

[13:55] Qiong: “We help both sides. We help the ones that are coming from outside the auto industry who can be fast, but a lot of times, they might not always make sure they test out the two, every scenario, the quality. So, we helped them bridge this gap. Same thing with the traditional OEM; we also helped them because we know how to make things faster, and all OEMs want to be successful. So, when they see their suppliers work with them and provide them solutions, provide them with anything that they might not have thought about, they love it. So, this is how we actually work with them, and we have been very successful in this area.”

[15:51] Qiong: “What we do is we work with all OEMs, collect all the market needs, and then think through how to simplify. In the end, it's not always more complex is better. That's my philosophy and just really finding those solutions and how those can apply to their specific application. And so, hopefully, by the time we develop those platform products and then when they take it, they only need to apply 20-30 percent of the effort to do that. That will help them gain scalability because they can share even with the other OEMs what the tooling, manufacturing, capital investment, and things like that.”

[23:53] Qiong: “I was very fortunate to find a job working at the forefront of several key active safety technologies that today we take for granted to get our family home safe, such as the anti-lock braking system, traction control, vehicle stability control. But the development of those technologies usually involves a lot of test trips all year round to some very severe winter environments around the world. As a woman engineer in the entire department, I probably could have made a lot of excuses and avoided some of those trips, but I didn't. Because I went on every one of those trips, I not only learned but also worked on this system so that I can really actually be an expert on them. But more importantly, you know, through this, I earned the respect and trust of my team.”

[29:51] Qiong: “If you think about whether it's about our business or our life, it is really an infinite game. There is really no winner or loser, and there is only what's ahead and what's behind. Especially in business, when we have leaders embracing the infinite mindset, we are more likely to build a strong, innovative, and inspiring organizational culture, as you said, the culture of innovation. And this is the same for life; all of us come and go; our lives are finite, but really life is infinite. We are just finite players in this infinite game of life. So, I really think about that a lot of those apply to me for business very much. And I don't think about it as a win or lose in my business. I think about it is how I perpetuate it, the business, how do I actually make sure this business always keeps going.”

It's day two of the Detroit Auto Show, and Jan is back at Kettering University's AutoMobili-D exhibit, diving into conversations with the people shaping the future of mobility.

Dr. Jacqueline El-Sayed, CEO of SAE International, set the stage with her thoughts on why hands-on learning is the best way to prepare engineering students for the challenges of the real world. 

Next, legal expert Jennifer Dukarski talks about the challenges and opportunities of AI in automotive. From national security concerns to ethical data use, her insights show why careful regulation and testing are essential. 

Dr. Huseyin Hiziroglu, a seasoned professor at Kettering, brings decades of expertise to the conversation as he dives deep into the challenges of energy storage and why solving these roadblocks is critical to advancing EV adoption.

In a fun twist, Kettering student Ian Gibson stepped in as guest host to interview Jose Flores, CEO of Ancor Automotive. Jose shared how he turned a decades-old company into a modern tech player, earning the trust of seasoned employees and embracing digital transformation.

Later, Alisyn Malek, co-founder of May Mobility, talks about her Changing Lanes program, which bridges Michigan's automotive and startup ecosystems. Her vision of empowering experienced professionals to explore new opportunities is reshaping career paths in the industry.

Matt Fortescue, Kettering’s Director of Enrollment, talks about what makes Kettering unique. From hands-on co-op programs to small class sizes, he explains how Kettering sets students up for success in ways that larger institutions often can't.

Ted Serbinski takes a different approach, focusing on the next generation of innovators. With his work in tech education, he ensures kids learn not just how to use technology but how to wield it for success, equipping them for a digital future.

Finally, Kettering senior David Glover shares his journey into AI and how the university's support has helped him take the following steps toward making an impact in the industry.

Your Host

Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at Jan@gravitasdetroit.com

Co-host

Ian Gibson is an undergraduate student at Kettering University, pursuing a degree in Electrical Engineering with a minor in Sustainability. As a Global Product Engineering Design Co-op at General Motors, he combines rigorous academic studies with hands-on, paid industry experience through Kettering's immersive Co-op program.

Featured guests:

Name: Jacqueline El-Sayed

Title: CEO, SAE International

Discussed: [01:27] With a career shaped by experiential learning and leadership, Dr. El-Sayed shares how her journey from Kettering to CEO of SAE International prepared her to drive innovation and quality across the mobility industry.

Name: Jennifer Dukarski

Title: Emerging Technology, Automotive, and Media Attorney at Butzel

Discussed: [04:45] AI’s potential in automotive innovation comes with critical challenges, from safety regulations to ethical considerations, and Jennifer shares how industry standards, diverse testing, and proactive compliance shape a safer, smarter future for mobility.

Name: Dr. Huseyin Hiziroglu

Title: Professor of Electrical Engineering, Kettering University

Discussed: [11:39] The future of mobility hinges on solving energy storage challenges, says Dr. Hiziroglu, as he discusses the evolution of EVs, the potential of hydrogen, and the breakthroughs driving progress.

Name: Alisyn Malek

Title: Founder and CEO, Middle Third

Discussed: [20:45] Alisyn shares how her Changing Lanes program bridges the gap between Michigan’s automotive and startup ecosystems, offering career coaching, networking, and opportunities for seasoned professionals to dive into the startup world.

Name: Jose L. Flores

Title: CEO, Ancor Automotive

Discussed: [24:20] Taking over as CEO of a 40-year-old company, Jose shares how he earned the trust of a seasoned team, pivoted to digital solutions, and offered advice to aspiring leaders on building passion and resilience.

Name: Matt Fortescue

Title: Director of Enrollment, Kettering University

Discussed: [28:34] Matt shares how Kettering University’s small class sizes, hands-on co-op programs, and dedicated support systems create a unique and supportive learning experience for students.

Name: Ted Serbinski

Title: Founder & Managing Partner, Stanson & Co

Discussed: [32:53] Ted shares how his journey from building Detroit’s startup ecosystem to creating tech solutions for schools is driven by a mission to prepare the next generation for a digital future.

Name: David Glover Jr

Title: Computer Science student at Kettering University

Discussed: [37:55] A passion for AI, meaningful connections, and unwavering support from Kettering University have helped David turn opportunities into career momentum in the automotive industry.

Mentioned in this episode:

• The Detroit Auto Show
• Mobility Global Forum
• Electromagnetic Field Theory Fundamentals and Electric Machinery and Transformers by Huseyin R. Hiziroglu and Bhag Singh Guru
• This episode is sponsored by Lockton, click here to learn more

  It's day two of the Detroit Auto Show, and Jan is back at Kettering University's AutoMobili-D exhibit, diving into conversations with the people shaping the future of mobility.

  Dr. Jacqueline El-Sayed, CEO of SAE International, set the stage with her thoughts on why hands-on learning is the best way to prepare engineering students for the challenges of the real world. 

  Next, legal expert Jennifer Dukarski talks about the challenges and opportunities of AI in automotive. From national security concerns to ethical data use, her insights show why careful regulation and testing are essential. 

  Dr. Huseyin Hiziroglu, a seasoned professor at Kettering, brings decades of expertise to the conversation as he dives deep into the challenges of energy storage and why solving these roadblocks is critical to advancing EV adoption.

  In a fun twist, Kettering student Ian Gibson stepped in as guest host to interview Jose Flores, CEO of Ancor Automotive. Jose shared how he turned a decades-old company into a modern tech player, earning the trust of seasoned employees and embracing digital transformation.

  Later, Alisyn Malek, co-founder of May Mobility, talks about her Changing Lanes program, which bridges Michigan's automotive and startup ecosystems. Her vision of empowering experienced professionals to explore new opportunities is reshaping career paths in the industry.

  Matt Fortescue, Kettering’s Director of Enrollment, talks about what makes Kettering unique. From hands-on co-op programs to small class sizes, he explains how Kettering sets students up for success in ways that larger institutions often can't.

  Ted Serbinski takes a different approach, focusing on the next generation of innovators. With his work in tech education, he ensures kids learn not just how to use technology but how to wield it for success, equipping them for a digital future.

  Finally, Kettering senior David Glover shares his journey into AI and how the university's support has helped him take the following steps toward making an impact in the industry.

  Your Host

  Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at Jan@gravitasdetroit.com

  
  

  Co-host

  Ian Gibson is an undergraduate student at Kettering University, pursuing a degree in Electrical Engineering with a minor in Sustainability. As a Global Product Engineering Design Co-op at General Motors, he combines rigorous academic studies with hands-on, paid industry experience through Kettering's immersive Co-op program.

  
  

  Featured guests:

  Name: Jacqueline El-Sayed

  Title: CEO, SAE International

  Discussed: [01:27] With a career shaped by experiential learning and leadership, Dr. El-Sayed shares how her journey from Kettering to CEO of SAE International prepared her to drive innovation and quality across the mobility industry.

  
  

  Name: Jennifer Dukarski

  Title: Emerging Technology, Automotive, and Media Attorney at Butzel

  Discussed: [04:45] AI’s potential in automotive innovation comes with critical challenges, from safety regulations to ethical considerations, and Jennifer shares how industry standards, diverse testing, and proactive compliance shape a safer, smarter future for mobility.

  
  

  Name: Dr. Huseyin Hiziroglu

  Title: Professor of Electrical Engineering, Kettering University

  Discussed: [11:39] The future of mobility hinges on solving energy storage challenges, says Dr. Hiziroglu, as he discusses the evolution of EVs, the potential of hydrogen, and the breakthroughs driving progress.

  
  

  Name: Alisyn Malek

  Title: Founder and CEO, Middle Third

  Discussed: [20:45] Alisyn shares how her Changing Lanes program bridges the gap between Michigan’s automotive and startup ecosystems, offering career coaching, networking, and opportunities for seasoned professionals to dive into the startup world.

  
  

  Name: Jose L. Flores

  Title: CEO, Ancor Automotive

  Discussed: [24:20] Taking over as CEO of a 40-year-old company, Jose shares how he earned the trust of a seasoned team, pivoted to digital solutions, and offered advice to aspiring leaders on building passion and resilience.

  
  

  Name: Matt Fortescue

  Title: Director of Enrollment, Kettering University

  Discussed: [28:34] Matt shares how Kettering University’s small class sizes, hands-on co-op programs, and dedicated support systems create a unique and supportive learning experience for students.

  
  

  Name: Ted Serbinski

  Title: Founder & Managing Partner, Stanson & Co

  Discussed: [32:53] Ted shares how his journey from building Detroit’s startup ecosystem to creating tech solutions for schools is driven by a mission to prepare the next generation for a digital future.

  
  

  Name: David Glover Jr

  Title: Computer Science student at Kettering University

  Discussed: [37:55] A passion for AI, meaningful connections, and unwavering support from Kettering University have helped David turn opportunities into career momentum in the automotive industry.

  
  

  Mentioned in this episode:

  • The Detroit Auto Show
  • Mobility Global Forum
  • Electromagnetic Field Theory Fundamentals and Electric Machinery and Transformers by Huseyin R. Hiziroglu and Bhag Singh Guru
  • The Changing Lanes program
  • Changing Lanes Fireside Chat with Founders: Building and Scaling Startups in Auburn Hills
  • Hackathon
  • Bulldog for a Day
  
  ]]>eab4de35-1643-4429-93b6-2454fc96db86Fri, 17 Jan 2025 09:00:00 -040042:01falsefull51441445Detroit Auto Show 2025 - Day 1 - Kettering UniversityThis episode is sponsored by Lockton, click here to learn more

  The Detroit Auto Show is coming to an end, but the conversations from day one at the Kettering University booth continue to inspire. Join host Jan Griffiths as she sits down with industry leaders and innovators shaping the future of automotive through fresh ideas, education, and collaboration.

  First up, Dan Stewart from Automation Alley explains how bridging academia, government, and industry is sparking real progress in digital manufacturing. Enza Sleva from Kettering explains how their co-op program sets students up for success from day one.

  Hajj Flemings talks about how AI is helping unlock creativity, while Ida Byrd-Hill shares her mission to make STEM education accessible to everyone. Scott Tobin breaks down the evolution of software-defined vehicles and what it means for the industry.

  Dr. Ping Ren talks about additive manufacturing and its role in speeding up innovation in automotive design. Tarek Abdel-Baset explains why hydrogen could play a key role in sustainable transportation, and Dr. Diane Peters reveals how autonomous vehicles are transforming mobility for people with disabilities.

  To close the day, Suzanne Petrusch passionately shares Kettering’s mission to fuel the industry with driven, problem-solving leaders ready to tackle the industry’s biggest challenges.

  From tech innovation to education and bold ideas for the future, day one had plenty of great conversations. Ready for more? Check out day two here for more amazing conversations from the Detroit Auto Show!

  Your Host

  Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at Jan@gravitasdetroit.com

  
  

  Featured guests:

  Name: Dan Stewart

  Title: Relationship Manager, Automation Alley

  Discussed: [03:20] Bringing together academia, industry, and government, Dan explains how they’re helping small manufacturers embrace digital tools and thrive in Michigan’s automotive ecosystem.

  
  

  Name: Enza Sleva

  Title: Director of Career Development and Cooperative Experience, Kettering University

  Discussed: [06:03] Kettering's unique co-op model, as explained by Enza, equips students with years of real-world experience, helping them hit the ground running in the fast-paced automotive industry.

  
  

  Name: Hajj Flemings

  Title: CEO & Founder, Rebrand Cities

  Discussed: [12:21] AI isn’t here to replace us—it’s here to help us thrive. Hajj shares how embracing technology can unlock human creativity, transform leadership, and prepare us for the future of work.

  
  

  Name:  Ida Byrd-Hill

  Title: CEO & Founder, Automation Workz

  Discussed: [17:11] Ida shares how her programs open doors to STEM careers by providing tech certifications and opportunities for students outside the traditional university path.

  
  

  Name:  Scott Tobin

  Title:  CEO, Envorso

  Discussed: [19:29] From managing millions of lines of code to over-the-air updates, Scott explains how the shift to software-defined vehicles is transforming the auto industry and the skills needed to keep up.

  
  

  Name: Ping Ren

  Title: Assistant Professor of Industrial Engineering, Kettering University

  Discussed: [24:14] Dr. Ping Ren explains how additive manufacturing is transforming automotive design, enabling lightweight, complex products and faster prototyping to meet the industry’s need for speed and innovation.

  
  

  Name:  Jonathan Smith

  Title: Senior Chief Deputy Director, Labor and Economic Opportunity

  Discussed: [28:41] Jonathan shares Michigan’s efforts to align its rich automotive legacy with modern challenges to ensure young talent stays inspired, connected, and ready to solve big problems.

  
  

  Name: Tarek Abdel-Baset

  Title: Hydrogen Storage Systems Chief Engineer, FORVIA

  Discussed: [33:10] Hydrogen is shaping the future of heavy-duty vehicles with faster refueling, lighter payloads, and seamless infrastructure—Tarek Abdel-Baset dives into how it complements EVs in the journey toward sustainable mobility.

  
  

  Name:  Diane Peters

  Title: Associate Professor of Mechanical Engineering, Kettering University

  Discussed: [39:38] Diane discusses her research on autonomous vehicles and how they can provide safe, tailored solutions to improve mobility and independence for people with epilepsy and other disabilities.

  
  

  Name:  Suzanne Petrusch

  Title: Interim Vice President, Enrollment and Co-operative Services, Kettering University

  Discussed: [44:47] Suzanne shares how Kettering University’s unique blend of academics and co-op experiences equips driven, curious students to become problem solvers ready to tackle the challenges of today and tomorrow.

  
  

  Mentioned in this episode:

  • The Detroit Auto Show
  • Mobility Global Forum
  • Michigan Department of Labor & Economic Opportunity
  • Kettering’s Co-op program
  • Start Your Admissions Process
  • Detroit Auto Show 2025 - Day 2 - Kettering University
  
  ]]>This episode is sponsored by Lockton, click here to learn more

  The Detroit Auto Show is coming to an end, but the conversations from day one at the Kettering University booth continue to inspire. Join host Jan Griffiths as she sits down with industry leaders and innovators shaping the future of automotive through fresh ideas, education, and collaboration.

  First up, Dan Stewart from Automation Alley explains how bridging academia, government, and industry is sparking real progress in digital manufacturing. Enza Sleva from Kettering explains how their co-op program sets students up for success from day one.

  Hajj Flemings talks about how AI is helping unlock creativity, while Ida Byrd-Hill shares her mission to make STEM education accessible to everyone. Scott Tobin breaks down the evolution of software-defined vehicles and what it means for the industry.

  Dr. Ping Ren talks about additive manufacturing and its role in speeding up innovation in automotive design. Tarek Abdel-Baset explains why hydrogen could play a key role in sustainable transportation, and Dr. Diane Peters reveals how autonomous vehicles are transforming mobility for people with disabilities.

  To close the day, Suzanne Petrusch passionately shares Kettering’s mission to fuel the industry with driven, problem-solving leaders ready to tackle the industry’s biggest challenges.

  From tech innovation to education and bold ideas for the future, day one had plenty of great conversations. Ready for more? Check out day two here for more amazing conversations from the Detroit Auto Show!

  Your Host

  Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at Jan@gravitasdetroit.com

  
  

  Featured guests:

  Name: Dan Stewart

  Title: Relationship Manager, Automation Alley

  Discussed: [03:20] Bringing together academia, industry, and government, Dan explains how they’re helping small manufacturers embrace digital tools and thrive in Michigan’s automotive ecosystem.

  
  

  Name: Enza Sleva

  Title: Director of Career Development and Cooperative Experience, Kettering University

  Discussed: [06:03] Kettering's unique co-op model, as explained by Enza, equips students with years of real-world experience, helping them hit the ground running in the fast-paced automotive industry.

  
  

  Name: Hajj Flemings

  Title: CEO & Founder, Rebrand Cities

  Discussed: [12:21] AI isn’t here to replace us—it’s here to help us thrive. Hajj shares how embracing technology can unlock human creativity, transform leadership, and prepare us for the future of work.

  
  

  Name:  Ida Byrd-Hill

  Title: CEO & Founder, Automation Workz

  Discussed: [17:11] Ida shares how her programs open doors to STEM careers by providing tech certifications and opportunities for students outside the traditional university path.

  
  

  Name:  Scott Tobin

  Title:  CEO, Envorso

  Discussed: [19:29] From managing millions of lines of code to over-the-air updates, Scott explains how the shift to software-defined vehicles is transforming the auto industry and the skills needed to keep up.

  
  

  Name: Ping Ren

  Title: Assistant Professor of Industrial Engineering, Kettering University

  Discussed: [24:14] Dr. Ping Ren explains how additive manufacturing is transforming automotive design, enabling lightweight, complex products and faster prototyping to meet the industry’s need for speed and innovation.

  
  

  Name:  Jonathan Smith

  Title: Senior Chief Deputy Director, Labor and Economic Opportunity

  Discussed: [28:41] Jonathan shares Michigan’s efforts to align its rich automotive legacy with modern challenges to ensure young talent stays inspired, connected, and ready to solve big problems.

  
  

  Name: Tarek Abdel-Baset

  Title: Hydrogen Storage Systems Chief Engineer, FORVIA

  Discussed: [33:10] Hydrogen is shaping the future of heavy-duty vehicles with faster refueling, lighter payloads, and seamless infrastructure—Tarek Abdel-Baset dives into how it complements EVs in the journey toward sustainable mobility.

  
  

  Name:  Diane Peters

  Title: Associate Professor of Mechanical Engineering, Kettering University

  Discussed: [39:38] Diane discusses her research on autonomous vehicles and how they can provide safe, tailored solutions to improve mobility and independence for people with epilepsy and other disabilities.

  
  

  Name:  Suzanne Petrusch

  Title: Interim Vice President, Enrollment and Co-operative Services, Kettering University

  Discussed: [44:47] Suzanne shares how Kettering University’s unique blend of academics and co-op experiences equips driven, curious students to become problem solvers ready to tackle the challenges of today and tomorrow.

  
  

  Mentioned in this episode:

  • The Detroit Auto Show
  • Mobility Global Forum
  • Michigan Department of Labor & Economic Opportunity
  • Kettering’s Co-op program
  • Start Your Admissions Process
  • Detroit Auto Show 2025 - Day 2 - Kettering University
  
  ]]>f5e6cc92-f71f-47e5-8379-006daaf4ec07Fri, 17 Jan 2025 08:00:00 -040050:49falsefull51431435Where Agility Meets Stability: Bridging Startups and Corporate CulturesThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode of The Automotive Leaders Podcast, Jan Griffiths teams up with co-host Alisyn Malek and guest André Weimerskirch to explore the dynamic world of startups and legacy auto. Together, they break down startup myths, explore the challenges of transitioning between the corporate and startup worlds, and highlight the immense potential of combining expertise from both worlds.

  André, who has experience in both startups and major companies like Bosch and Lear, shares his career journey. Starting with his cybersecurity startup, ESCRYPT, André reveals how he transitioned to corporate life, learned to scale systems, and returned to the fast-paced startup world with a fresh perspective. Along the way, he reflects on the value of structure from corporates and the creativity of startups, highlighting how combining these approaches can lead to innovation.

  Together, they uncover common fears holding people back from leaving the corporate world, such as financial stability and healthcare. Alisyn then introduces the “Changing Lanes” program. She shares how this initiative supports professionals in the auto industry by connecting them to resources that help turn ideas into scalable businesses. For anyone who’s ever thought, “Somebody should fix this,” Changing Lanes offers the tools and guidance to help you realize, “Why not me?”

  When asked which authentic leadership traits matter most for the auto industry’s future, André didn’t hesitate to choose honesty and integrity, and cognitive diversity. For André, these traits are not just leadership principles but the foundation for collaboration and progress in an evolving industry.

  This episode is a must-listen for those seeking to change lanes, challenge the status quo, and explore what’s possible when startup and corporate worlds collide.

  Themes discussed in this episode:

  • Breaking stereotypes about startup culture and founders
  • Challenges of transitioning from corporate to startup life
  • The mindset shift needed to bridge the corporate and startup worlds
  • Advice for professionals curious about exploring the startup world
  • The Changing Lanes program and how it helps career transitions
  • Why cognitive diversity makes teams stronger and more innovative
  • Leadership traits essential for navigating change in the auto industry
  
  

  Co-host: Alisyn Malek

  What she does: Alisyn Malek is an experienced automotive and startup professional who is currently leading the Changing Lanes project on behalf of the state of Michigan. With Changing Lanes, she aims to connect the state's automotive and startup professional ecosystems by bridging through storytelling, events, and programming.

  
  

  Featured guest: André Weimerskirch

  What he does: Dr. André Weimerskirch is the COO of Block Harbor Cybersecurity, where he leads efforts to develop innovative cybersecurity solutions for the automotive industry. With a rich background in both startup and corporate leadership, André has built and managed teams responsible for product security, functional safety, and advanced software systems. He co-founded ESCRYPT, a pioneering embedded systems security company, and played a key role in its growth before its acquisition by Bosch. André has also contributed extensively to transportation cybersecurity through research, advisory roles, and developing key systems like the American vehicle-to-vehicle (V2V) SCMS security framework.

  On Leadership: “All this idea that, hey, I'm this VP and I can just tell people what to do. That didn't fly. I learned fairly quickly that people don't care that I'm a VP if they don't report to me; they report to someone else. They need to meet deadlines. They need to get the product out. So, I learned to get people on the same page and do the right thing. To make sure that these products are safe and secure, I need to be honest, I need to be very clear, and have the people to trust me. My experience has been that what I achieve with honesty and integrity is to have people follow me. Since then, that's what I took with me, and that's really important to me.”

  
  

  Mentioned in this episode:

  • Click here for more information about The Changing Lanes program
  • Register for Upcoming Events: Changing Lanes Fireside Chat with Founders: Building and Scaling Startups in Detroit and the Changing Lanes Fireside Chat with Founders: Building and Scaling Startups in Detroit in Auburn Hills
  • Other Programs Mentioned by Alisyn: Ann Arbor SPARK and The Centrepolis Accelerator
  
  

  
  

  Episode Highlights:

  [03:35] From Startup to Corporate—and Back: André takes us through his career journey—from solving cybersecurity problems during his PhD in Germany to founding ESCRYPT, selling it to Bosch, and diving into corporate life at Lear. Now, he’s back in the startup world with Block Harbor, blending innovation with everything he’s learned along the way.

  [05:56] Startup Speed vs. Corporate Safety: For André, moving from a startup to a corporation was a mix of freedom and frustration. While access to endless resources was exciting, corporate processes slowed things down. It’s a trade-off between control and comfort, speed and security.

  [08:04] Lessons from Both Worlds: André shares how his corporate experience shaped his return to the startup world. From learning execution and leadership in a structured environment to applying those skills at Block Harbor, he’s blending corporate expertise with startup agility to move fast and innovate smarter.

  [15:30] Taking the Leap: Jan reflects on the fear and risks of leaving corporate for startup life, from healthcare worries to financial instability. For her, the trade-off was worth it—freedom and creativity over security. André agrees, highlighting how startup life requires conviction, drive, and a willingness to embrace uncertainty.

  [19:40] Ready to Change Lanes? Feeling stuck in the corporate world but itching to solve a real problem? The Changing Lanes program helps professionals explore startup opportunities without quitting their jobs. With resources like SmartZones and Vision Workshops, it’s all about going from “Somebody should fix this” to “I could do it.”

  [25:00] Traits That Truly Lead: Honesty, integrity, and cognitive diversity—André’s top leadership traits. He explains how building trust through honesty allowed him to lead effectively, even without direct authority, and how embracing different perspectives drives innovation. For André, the key isn’t avoiding challenges but growing through them.

  [25:00] Testing the Startup Waters: Joining a startup isn’t like corporate life—it’s a deeper commitment where you need to align with the team’s mindset and values. André shares how starting as an advisor at Block Harbor helped him transition smoothly, a strategy he recommends for others curious about startups. 

  
  

  Top Quotes:

  [06:10] André: “It is both rough and beautiful. You get handed all these resources suddenly. We wanted to open an office in any location; Bosch had an office there, no problem. It took us a week, and we had an office in Korea, Japan, and many other locations. But it's also rough because suddenly, you know, like you're used to moving very fast, you're used to making decisions yourself, and suddenly you need to follow all these processes, procedures, how to do business. So, it's not easy, to be fair.”

  [07:32] André: “That’s the beauty of the startup world; you have full control over what you do. You can check out things; you can do it much faster. You don't have the safety net that you have in a large corporation. You need to be very careful because everything you do if you fail, has a significant impact. It can be commercially or financially quite a problem for the company, but as I said, it has the beauty of being able to move so fast.”

  [08:49] André: “Large corporations have extremely experienced people. They know how to execute; they know how to get things done. They have 30 years of experience, they know all the tools,...]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode of The Automotive Leaders Podcast, Jan Griffiths teams up with co-host Alisyn Malek and guest André Weimerskirch to explore the dynamic world of startups and legacy auto. Together, they break down startup myths, explore the challenges of transitioning between the corporate and startup worlds, and highlight the immense potential of combining expertise from both worlds.

  André, who has experience in both startups and major companies like Bosch and Lear, shares his career journey. Starting with his cybersecurity startup, ESCRYPT, André reveals how he transitioned to corporate life, learned to scale systems, and returned to the fast-paced startup world with a fresh perspective. Along the way, he reflects on the value of structure from corporates and the creativity of startups, highlighting how combining these approaches can lead to innovation.

  Together, they uncover common fears holding people back from leaving the corporate world, such as financial stability and healthcare. Alisyn then introduces the “Changing Lanes” program. She shares how this initiative supports professionals in the auto industry by connecting them to resources that help turn ideas into scalable businesses. For anyone who’s ever thought, “Somebody should fix this,” Changing Lanes offers the tools and guidance to help you realize, “Why not me?”

  When asked which authentic leadership traits matter most for the auto industry’s future, André didn’t hesitate to choose honesty and integrity, and cognitive diversity. For André, these traits are not just leadership principles but the foundation for collaboration and progress in an evolving industry.

  This episode is a must-listen for those seeking to change lanes, challenge the status quo, and explore what’s possible when startup and corporate worlds collide.

  Themes discussed in this episode:

  • Breaking stereotypes about startup culture and founders
  • Challenges of transitioning from corporate to startup life
  • The mindset shift needed to bridge the corporate and startup worlds
  • Advice for professionals curious about exploring the startup world
  • The Changing Lanes program and how it helps career transitions
  • Why cognitive diversity makes teams stronger and more innovative
  • Leadership traits essential for navigating change in the auto industry
  
  

  Co-host: Alisyn Malek

  What she does: Alisyn Malek is an experienced automotive and startup professional who is currently leading the Changing Lanes project on behalf of the state of Michigan. With Changing Lanes, she aims to connect the state's automotive and startup professional ecosystems by bridging through storytelling, events, and programming.

  
  

  Featured guest: André Weimerskirch

  What he does: Dr. André Weimerskirch is the COO of Block Harbor Cybersecurity, where he leads efforts to develop innovative cybersecurity solutions for the automotive industry. With a rich background in both startup and corporate leadership, André has built and managed teams responsible for product security, functional safety, and advanced software systems. He co-founded ESCRYPT, a pioneering embedded systems security company, and played a key role in its growth before its acquisition by Bosch. André has also contributed extensively to transportation cybersecurity through research, advisory roles, and developing key systems like the American vehicle-to-vehicle (V2V) SCMS security framework.

  On Leadership: “All this idea that, hey, I'm this VP and I can just tell people what to do. That didn't fly. I learned fairly quickly that people don't care that I'm a VP if they don't report to me; they report to someone else. They need to meet deadlines. They need to get the product out. So, I learned to get people on the same page and do the right thing. To make sure that these products are safe and secure, I need to be honest, I need to be very clear, and have the people to trust me. My experience has been that what I achieve with honesty and integrity is to have people follow me. Since then, that's what I took with me, and that's really important to me.”

  
  

  Mentioned in this episode:

  • Click here for more information about The Changing Lanes program
  • Register for Upcoming Events: Changing Lanes Fireside Chat with Founders: Building and Scaling Startups in Detroit and the Changing Lanes Fireside Chat with Founders: Building and Scaling Startups in Detroit in Auburn Hills
  • Other Programs Mentioned by Alisyn: Ann Arbor SPARK and The Centrepolis Accelerator
  
  

  
  

  Episode Highlights:

  [03:35] From Startup to Corporate—and Back: André takes us through his career journey—from solving cybersecurity problems during his PhD in Germany to founding ESCRYPT, selling it to Bosch, and diving into corporate life at Lear. Now, he’s back in the startup world with Block Harbor, blending innovation with everything he’s learned along the way.

  [05:56] Startup Speed vs. Corporate Safety: For André, moving from a startup to a corporation was a mix of freedom and frustration. While access to endless resources was exciting, corporate processes slowed things down. It’s a trade-off between control and comfort, speed and security.

  [08:04] Lessons from Both Worlds: André shares how his corporate experience shaped his return to the startup world. From learning execution and leadership in a structured environment to applying those skills at Block Harbor, he’s blending corporate expertise with startup agility to move fast and innovate smarter.

  [15:30] Taking the Leap: Jan reflects on the fear and risks of leaving corporate for startup life, from healthcare worries to financial instability. For her, the trade-off was worth it—freedom and creativity over security. André agrees, highlighting how startup life requires conviction, drive, and a willingness to embrace uncertainty.

  [19:40] Ready to Change Lanes? Feeling stuck in the corporate world but itching to solve a real problem? The Changing Lanes program helps professionals explore startup opportunities without quitting their jobs. With resources like SmartZones and Vision Workshops, it’s all about going from “Somebody should fix this” to “I could do it.”

  [25:00] Traits That Truly Lead: Honesty, integrity, and cognitive diversity—André’s top leadership traits. He explains how building trust through honesty allowed him to lead effectively, even without direct authority, and how embracing different perspectives drives innovation. For André, the key isn’t avoiding challenges but growing through them.

  [25:00] Testing the Startup Waters: Joining a startup isn’t like corporate life—it’s a deeper commitment where you need to align with the team’s mindset and values. André shares how starting as an advisor at Block Harbor helped him transition smoothly, a strategy he recommends for others curious about startups. 

  
  

  Top Quotes:

  [06:10] André: “It is both rough and beautiful. You get handed all these resources suddenly. We wanted to open an office in any location; Bosch had an office there, no problem. It took us a week, and we had an office in Korea, Japan, and many other locations. But it's also rough because suddenly, you know, like you're used to moving very fast, you're used to making decisions yourself, and suddenly you need to follow all these processes, procedures, how to do business. So, it's not easy, to be fair.”

  [07:32] André: “That’s the beauty of the startup world; you have full control over what you do. You can check out things; you can do it much faster. You don't have the safety net that you have in a large corporation. You need to be very careful because everything you do if you fail, has a significant impact. It can be commercially or financially quite a problem for the company, but as I said, it has the beauty of being able to move so fast.”

  [08:49] André: “Large corporations have extremely experienced people. They know how to execute; they know how to get things done. They have 30 years of experience, they know all the tools, they received so much training, they're great mentors. So, I learned huge amounts of how to get stuff done, how to lead people, how to make sure that everyone is happy, and how to get everyone on the same page. And basically, that's why I find it so fascinating now to return to the startup world. I try to basically bring in all this expertise from eight years in a corporation into the startup world to move both really fast and be innovative, but do it in a clever way, like what I learned in a corporation.”

  [10:06] André: “The startup companies are not as organized as large corporations, and they shouldn't be; they can't be, right? I think the ability to move fast collides with having extremely solid structures and processes. But the startup world probably has a little bit too few structures and mechanisms. And I think experienced people, if they understand both worlds, can bring in the structure to the startup worlds to be eventually efficient. I'm thinking back about my own time and my first startup, I worked crazy hours as many people in the startup world now. You work long days, you work weekends, and I learned working for a corporation that's not the way to be successful. I truly believe that now the way to be successful is to think through problems, prioritize, and then do the things that really matter.”

  [18:36] André: “I do truly believe a startup isn't for everyone. You need to have that conviction that you really want this. You need to have the drive to be in control, to be innovative.”

  [19:10] André: “When I look back at my time in corporate, I think you climb the career ladder in corporate because you're great at executing. But corporate also pushes out people who are innovative and they need to change that mindset. They need to fully embrace it so that the people who don't want to take that step to move to the startup world can still be really successful in corporate and push innovation into corporations.”

  ]]>49165e9b-24f8-492b-8720-feb8a990c252Thu, 09 Jan 2025 06:30:00 -040035:27falsefull51421425A New Year, A New Approach to LeadershipThis episode is sponsored by Lockton, click here to learn more

  2024 is about to end, but the challenges in the automotive industry aren’t slowing down. From supply chain challenges and UAW strikes to the ongoing push for EV adoption, it’s been a wild ride. But as Jan Griffiths looks ahead to 2025, her message is clear: leaders must step up for what’s next.

  As John McElroy said in episode 100, the alarm bells for leadership and culture aren’t ringing loud enough. And he’s right. Culture isn’t just a “nice-to-have”—it’s the foundation of everything we do. It defines us as an industry, a company, and a leader. It influences not just our behaviors but also the processes we use. That’s why Jan challenges leaders to abandon the old “this is how it’s always been done” mentality and rethink their approach to leadership.

  Using real examples, Jan shares why leadership matters now more than ever, pointing to Martin Fischer’s success with the people-first approach at ZF compared to Stellantis’s struggles under Carlos Tavares. For Jan, this contrast underscores the urgent need for cultural evolution and authentic leadership to succeed in today’s rapidly transforming automotive landscape.

  This isn’t a look back; it’s a wake-up call for leaders ready to build the future. As we step into 2025, let’s focus on not only what we do but also how we lead—because the future of this industry depends on it.

  Your Host

  Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at Jan@gravitasdetroit.com

  
  

  Mentioned in this episode:

  • Auto Revolutions: John McElroy & Jason Stein on Shaping Industry Culture
  • Why Automotive Leaders Need Emotional Intelligence with Daniel Goleman
  • Driving Culture Change in the Automotive Industry with Jon Husby
  • Meet the Leader Behind the Next Iconic Car Company
  • Hadi Awada's Journey to Transforming Workplace Culture
  • Bridging Startup Culture and Traditional Auto with Ted Serbinski
  • Stellantis US Crisis: Leadership Failure Demands a New Strategy
  • Gen Z Perspectives on Authentic Leadership in the Automotive Industry
  • Martin Fischer on Shaping ZF's Automotive Leadership and Culture
  • 21 Traits of Authentic Leadership PDF
  • AutoCulture 2.0: Leading with Gravitas
  
  ]]>This episode is sponsored by Lockton, click here to learn more

  2024 is about to end, but the challenges in the automotive industry aren’t slowing down. From supply chain challenges and UAW strikes to the ongoing push for EV adoption, it’s been a wild ride. But as Jan Griffiths looks ahead to 2025, her message is clear: leaders must step up for what’s next.

  As John McElroy said in episode 100, the alarm bells for leadership and culture aren’t ringing loud enough. And he’s right. Culture isn’t just a “nice-to-have”—it’s the foundation of everything we do. It defines us as an industry, a company, and a leader. It influences not just our behaviors but also the processes we use. That’s why Jan challenges leaders to abandon the old “this is how it’s always been done” mentality and rethink their approach to leadership.

  Using real examples, Jan shares why leadership matters now more than ever, pointing to Martin Fischer’s success with the people-first approach at ZF compared to Stellantis’s struggles under Carlos Tavares. For Jan, this contrast underscores the urgent need for cultural evolution and authentic leadership to succeed in today’s rapidly transforming automotive landscape.

  This isn’t a look back; it’s a wake-up call for leaders ready to build the future. As we step into 2025, let’s focus on not only what we do but also how we lead—because the future of this industry depends on it.

  Your Host

  Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at Jan@gravitasdetroit.com

  
  

  Mentioned in this episode:

  • Auto Revolutions: John McElroy & Jason Stein on Shaping Industry Culture
  • Why Automotive Leaders Need Emotional Intelligence with Daniel Goleman
  • Driving Culture Change in the Automotive Industry with Jon Husby
  • Meet the Leader Behind the Next Iconic Car Company
  • Hadi Awada's Journey to Transforming Workplace Culture
  • Bridging Startup Culture and Traditional Auto with Ted Serbinski
  • Stellantis US Crisis: Leadership Failure Demands a New Strategy
  • Gen Z Perspectives on Authentic Leadership in the Automotive Industry
  • Martin Fischer on Shaping ZF's Automotive Leadership and Culture
  • 21 Traits of Authentic Leadership PDF
  • AutoCulture 2.0: Leading with Gravitas
  
  ]]>5cb12121-b878-4652-b18e-9f5e262a3ef5Thu, 26 Dec 2024 06:30:00 -040019:19falsefull51411415TikTok Meets Auto: Ahmed Iqbal's Inspiring Leadership JourneyThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  Ahmed Iqbal, Head of Industry for Automotive at TikTok, joins Jan Griffiths in our latest episode to share his unique journey from selling cars in college to leading innovative strategies that bridge legacy auto practices with modern digital platforms.

  Starting at Audi, Ahmed quickly rose through the ranks, learning the art of leadership, the power of listening, and the importance of human connection along the way. His path took an unexpected turn when he ventured into the tech world, where he blends innovative approaches with creative marketing.

  Now at TikTok, Ahmed leads a team that is transforming how the automotive world connects with consumers. TikTok is proving to be more than just an entertainment app—it’s a vital hub for car enthusiasts and commerce. Ahmed’s team helps brands make the most of this space, whether it’s launching new cars or reaching potential buyers through engaging authentic content.

  But the conversation doesn’t stop at marketing. Ahmed also explores the changing expectations of younger generations in the workforce, the need for a balance between legacy automotive practices and new technologies, and the traits leaders must embrace.

  Whether you’re curious about TikTok’s impact on the industry or want to learn how to lead during times of change, this episode is packed with insights that automotive leaders and marketers can’t afford to miss.

  Themes discussed in this episode:

  • What consumer behavior trends indicate about the future of automotive marketing on platforms like TikTok
  • The strategic role of TikTok’s automotive team in building partnerships and guiding brands through the platform’s unique opportunities
  • Why the auto industry must now adopt new strategies to address emerging challenges instead of relying on outdated tools
  • The challenge of integrating legacy automotive practices with the innovative approaches of new EV startups
  • The need to shift from traditional top-down leadership to a more empathetic and inclusive approach that resonates with younger generations
  • The importance of creating a company culture where every employee feels valued and has the opportunity to contribute to a larger vision
  
  

  Featured guest: Ahmed Iqbal

  What he does: Ahmed Iqbal is an accomplished leader with over a decade of experience at the intersection of automotive and media technology. At Audi, he led transformative initiatives, including launching electrification strategies, developing new revenue models, and bringing the retail experience into the digital era. As Twitter’s Global Head of Auto, he built a global partnership strategy across 13 markets, delivering value to automakers while driving growth. Now, as TikTok’s Head of Industry for Automotive, Ahmed leads efforts to connect automotive brands with TikTok's dynamic audience through innovative products and full-funnel marketing strategies

  On Leadership: “I didn't really realize until later in my career that the breadth of, let's say, passions and interests of a leader play a big role in how you can impact or make an impact with people, not just for business results, but how you connect with your team, how you inspire your team, how you show your team sides of you that are important to create that connection outside of just a manager-employee relationship.”

  Episode Highlights:

  [00:02:16] Ahmed’s Professional Journey: In an inspiring journey through the automotive industry, Ahmed reveals how his early sales experience and the power of listening shaped his leadership path from Sales Analyst to Chief of Staff at Audi.

  [00:11:18] Global Lead of Auto and What? Ahmed shares how a chance lunch conversation at Cannes led him to a role that transformed marketing strategies at Twitter.

  [00:15:31] TikTok Meets Automotive: Ahmed describes how TikTok uses its large audience to transform the automotive industry by creating genuine connections between consumers and brands

  [00:20:46] From Dance Moves to Data: Embracing TikTok's evolution, Ahmed reveals how the platform now attracts a diverse audience beyond Gen Z, making it a vibrant hub for entertainment, information, and commerce.

  [00:22:15] Rethinking Leadership for a New Generation: "Empathy is now an expectation," Ahmed states as he shares his views on what younger generations are looking for in workplace culture.

  [00:26:21] Bridging Legacy and Future: Ahmed shares the importance of actively listening to team interests and weaving the rich legacy of the automotive industry with modern innovation to inspire and engage the next generation.

  [00:29:25] Ahmed's Top Picks: Ahmed shares the authentic leadership traits that resonate with him the most. He believes leaders must listen, build trust, and know when to empower or support their team, all while keeping the bigger picture in sight to inspire meaningful contributions

  Top Quotes:

  [00:16:53] Ahmed: “We have a massive audience of over 170 million users. It's like more than half of the US, and one-third of those users have said they're in the market for a car, right? And so, we have the audience, and whenever you fear that you have a big chunk of the in-market audience as a car brand or as an OEM or dealer, you got to pay attention to that. And so therein lies building out a team that focuses on figuring out how to help. So, what our team does, is we figure out and pretty much build out the partnerships with the OEMs, with the retail marketplace companies, and as well as the dealer groups.”

  [00:18:11] Ahmed: “TikTok is a very young platform in comparison to the marketplace we're in, and what we know for sure is that consumer behavior is here very strongly. The consumer journey is here very strongly. What do I mean by that? People are coming here not just to be entertained by videos but they're coming here to find out information. They're coming here with the intention to search, they're coming here for discovery, and they're also coming here to engage with content that leads them to a path of sales conversion. They want to be consuming content to help get informed. And I think that's a big, big thing to keep in mind.”

  [00:25:42] Ahmed: “We're an industry that's led by engineers and led by that structure. That's honestly the way it should have been for a long time because the biggest challenge back then was quality and safety. And in order to create great quality and safety standards, you need a process you can repeat. And a lot of that is not up for debate. You got to kind of keep it very seamless and top down type of decision making. But we've solved those problems by and large. We've made huge strides as an industry on safety and quality. And so, now it's the challenges have started to change. So, we have to think about, do we want to use the same tools to solve new challenges, or do we want to start to rethink about how we approach these things?”

  [00:30:51] Ahmed: “The things we did to get us from zero to one or one to five are not going to be the things that get us from five to a hundred. So, we have to change as the business changes; we have to change as the dynamic of the team changes, people leave, and new people come in.”

  [00:32:15] Ahmed: “When I talk to my team at TikTok, it's an ad revenue company where we're focusing on, we always have quarterly goals, like every manufacturer, but I try to get them to think about the big picture and say, "Hey, we're at a really hot platform, a unique platform that is at the center of conversation everywhere. You're here, and we're building solutions and connecting with people. We're at the forefront right now of the ascendance of this company. So, you're going to be able to tell some really cool stories in a few years once we accomplish the goals that we've set out to do." So, I try to keep that big picture out there all the time so that people realize that their work is going into a bigger story for themselves and for the company, not just to hit some sales target.”

  ]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  Ahmed Iqbal, Head of Industry for Automotive at TikTok, joins Jan Griffiths in our latest episode to share his unique journey from selling cars in college to leading innovative strategies that bridge legacy auto practices with modern digital platforms.

  Starting at Audi, Ahmed quickly rose through the ranks, learning the art of leadership, the power of listening, and the importance of human connection along the way. His path took an unexpected turn when he ventured into the tech world, where he blends innovative approaches with creative marketing.

  Now at TikTok, Ahmed leads a team that is transforming how the automotive world connects with consumers. TikTok is proving to be more than just an entertainment app—it’s a vital hub for car enthusiasts and commerce. Ahmed’s team helps brands make the most of this space, whether it’s launching new cars or reaching potential buyers through engaging authentic content.

  But the conversation doesn’t stop at marketing. Ahmed also explores the changing expectations of younger generations in the workforce, the need for a balance between legacy automotive practices and new technologies, and the traits leaders must embrace.

  Whether you’re curious about TikTok’s impact on the industry or want to learn how to lead during times of change, this episode is packed with insights that automotive leaders and marketers can’t afford to miss.

  Themes discussed in this episode:

  • What consumer behavior trends indicate about the future of automotive marketing on platforms like TikTok
  • The strategic role of TikTok’s automotive team in building partnerships and guiding brands through the platform’s unique opportunities
  • Why the auto industry must now adopt new strategies to address emerging challenges instead of relying on outdated tools
  • The challenge of integrating legacy automotive practices with the innovative approaches of new EV startups
  • The need to shift from traditional top-down leadership to a more empathetic and inclusive approach that resonates with younger generations
  • The importance of creating a company culture where every employee feels valued and has the opportunity to contribute to a larger vision
  
  

  Featured guest: Ahmed Iqbal

  What he does: Ahmed Iqbal is an accomplished leader with over a decade of experience at the intersection of automotive and media technology. At Audi, he led transformative initiatives, including launching electrification strategies, developing new revenue models, and bringing the retail experience into the digital era. As Twitter’s Global Head of Auto, he built a global partnership strategy across 13 markets, delivering value to automakers while driving growth. Now, as TikTok’s Head of Industry for Automotive, Ahmed leads efforts to connect automotive brands with TikTok's dynamic audience through innovative products and full-funnel marketing strategies

  On Leadership: “I didn't really realize until later in my career that the breadth of, let's say, passions and interests of a leader play a big role in how you can impact or make an impact with people, not just for business results, but how you connect with your team, how you inspire your team, how you show your team sides of you that are important to create that connection outside of just a manager-employee relationship.”

  Episode Highlights:

  [00:02:16] Ahmed’s Professional Journey: In an inspiring journey through the automotive industry, Ahmed reveals how his early sales experience and the power of listening shaped his leadership path from Sales Analyst to Chief of Staff at Audi.

  [00:11:18] Global Lead of Auto and What? Ahmed shares how a chance lunch conversation at Cannes led him to a role that transformed marketing strategies at Twitter.

  [00:15:31] TikTok Meets Automotive: Ahmed describes how TikTok uses its large audience to transform the automotive industry by creating genuine connections between consumers and brands

  [00:20:46] From Dance Moves to Data: Embracing TikTok's evolution, Ahmed reveals how the platform now attracts a diverse audience beyond Gen Z, making it a vibrant hub for entertainment, information, and commerce.

  [00:22:15] Rethinking Leadership for a New Generation: "Empathy is now an expectation," Ahmed states as he shares his views on what younger generations are looking for in workplace culture.

  [00:26:21] Bridging Legacy and Future: Ahmed shares the importance of actively listening to team interests and weaving the rich legacy of the automotive industry with modern innovation to inspire and engage the next generation.

  [00:29:25] Ahmed's Top Picks: Ahmed shares the authentic leadership traits that resonate with him the most. He believes leaders must listen, build trust, and know when to empower or support their team, all while keeping the bigger picture in sight to inspire meaningful contributions

  Top Quotes:

  [00:16:53] Ahmed: “We have a massive audience of over 170 million users. It's like more than half of the US, and one-third of those users have said they're in the market for a car, right? And so, we have the audience, and whenever you fear that you have a big chunk of the in-market audience as a car brand or as an OEM or dealer, you got to pay attention to that. And so therein lies building out a team that focuses on figuring out how to help. So, what our team does, is we figure out and pretty much build out the partnerships with the OEMs, with the retail marketplace companies, and as well as the dealer groups.”

  [00:18:11] Ahmed: “TikTok is a very young platform in comparison to the marketplace we're in, and what we know for sure is that consumer behavior is here very strongly. The consumer journey is here very strongly. What do I mean by that? People are coming here not just to be entertained by videos but they're coming here to find out information. They're coming here with the intention to search, they're coming here for discovery, and they're also coming here to engage with content that leads them to a path of sales conversion. They want to be consuming content to help get informed. And I think that's a big, big thing to keep in mind.”

  [00:25:42] Ahmed: “We're an industry that's led by engineers and led by that structure. That's honestly the way it should have been for a long time because the biggest challenge back then was quality and safety. And in order to create great quality and safety standards, you need a process you can repeat. And a lot of that is not up for debate. You got to kind of keep it very seamless and top down type of decision making. But we've solved those problems by and large. We've made huge strides as an industry on safety and quality. And so, now it's the challenges have started to change. So, we have to think about, do we want to use the same tools to solve new challenges, or do we want to start to rethink about how we approach these things?”

  [00:30:51] Ahmed: “The things we did to get us from zero to one or one to five are not going to be the things that get us from five to a hundred. So, we have to change as the business changes; we have to change as the dynamic of the team changes, people leave, and new people come in.”

  [00:32:15] Ahmed: “When I talk to my team at TikTok, it's an ad revenue company where we're focusing on, we always have quarterly goals, like every manufacturer, but I try to get them to think about the big picture and say, "Hey, we're at a really hot platform, a unique platform that is at the center of conversation everywhere. You're here, and we're building solutions and connecting with people. We're at the forefront right now of the ascendance of this company. So, you're going to be able to tell some really cool stories in a few years once we accomplish the goals that we've set out to do." So, I try to keep that big picture out there all the time so that people realize that their work is going into a bigger story for themselves and for the company, not just to hit some sales target.”

  ]]>f84b7d20-28cf-43d3-9776-d7e85355f250Thu, 12 Dec 2024 06:30:00 -040034:36falsefull51401405Thanksgiving Thoughts: A Message for the Automotive IndustryThis episode is sponsored by Lockton, click here to learn more

  Thanksgiving is a time to celebrate our blessings and express gratitude, and in this special episode, Jan Griffiths makes it personal. She shares a heartfelt thank you to listeners, guests, and supporters who've been part of the journey to transform the culture of the automotive industry.

  Jan also presents a simple yet meaningful leadership challenge: Write a handwritten note to each of your team members. Skip the corporate language—just genuine appreciation for what they bring to the table. It's a small gesture that can make a significant impact.

  As a teaser for the next episode, she hints at an upcoming feature with TikTok's Head of Automotive—yes, TikTok and automotive in the same sentence! Get ready for something unexpected!

  Until then, enjoy the holiday, spend time with loved ones, and take a moment to show genuine appreciation to those around you.

  Your Host

  Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at Jan@gravitasdetroit.com

  
  

  Mentioned in this episode:

  • Check out our other podcast episodes here.
  • The 21 Traits of Authentic Leadership PDF
  • Email Jan Griffiths at jan@gravitasdetroit.com
  
  ]]>This episode is sponsored by Lockton, click here to learn more

  Thanksgiving is a time to celebrate our blessings and express gratitude, and in this special episode, Jan Griffiths makes it personal. She shares a heartfelt thank you to listeners, guests, and supporters who've been part of the journey to transform the culture of the automotive industry.

  Jan also presents a simple yet meaningful leadership challenge: Write a handwritten note to each of your team members. Skip the corporate language—just genuine appreciation for what they bring to the table. It's a small gesture that can make a significant impact.

  As a teaser for the next episode, she hints at an upcoming feature with TikTok's Head of Automotive—yes, TikTok and automotive in the same sentence! Get ready for something unexpected!

  Until then, enjoy the holiday, spend time with loved ones, and take a moment to show genuine appreciation to those around you.

  Your Host

  Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at Jan@gravitasdetroit.com

  
  

  Mentioned in this episode:

  • Check out our other podcast episodes here.
  • The 21 Traits of Authentic Leadership PDF
  • Email Jan Griffiths at jan@gravitasdetroit.com
  
  ]]>71a4c50b-3d36-4468-8978-3ea9e4cf8ce1Thu, 28 Nov 2024 06:30:00 -040004:57falsefull51391395Rethinking Automotive: Key Takeaways from the 2024 MEMA Annual ConferenceThis episode is sponsored by Lockton, click here to learn more

  MEMA, the Vehicle Suppliers Association, just concluded its 2024 Annual Conference, a premier gathering for automotive suppliers, thought leaders, and innovators committed to navigating the industry's toughest challenges and emerging trends. 

  Inside MEMA, discussions tackled the industry's biggest question: how to adapt and thrive amidst escalating tariffs, China's rapid advancements, and the growing influence of artificial intelligence. 

  Day one set a powerful tone as MEMA President Collin Shaw opened with a commitment to building high-performing, diverse teams—a pledge that resonated deeply with attendees. A spotlight session saw top leaders from Nissan, GM, and Toyota share how they're 'wargaming' future political and supply chain challenges. Their focus? Supporting suppliers and maintaining transparent communication.

  Then came a show-stopper: the BYD Seagull, a sleek EV priced under $10,000, which caught Jan's attention. Terry Woychowski from Caresoft explained that this low-cost model underscores China's competitive edge—its tight integration and simplicity. To stay competitive, he argued, the industry must embrace "quantum change," leaving incremental improvements behind.

  Day two continued with AI thought leader Noelle Russell, who urged companies to align AI innovations with core values and deploy them carefully. Her stance? AI isn't a job killer—it's a task killer, set to eliminate mundane tasks and boost workforce creativity. Then came Michael Dunne with a wake-up call about China's rising influence, urging the industry to pick up the pace before it's too late.

  The conference wrapped up with supplier CEOs Swamy Kotagiri and Ray Scott advocating a future based on aligned interests and transparency. 

  Jan left with MEMA's powerful message ringing in her ears: "Together, we are invincible." 

  Tune in for Jan's inside take on MEMA 2024—and discover why now is the time to rethink, unlearn, and move fast in automotive.

  Your Host

  Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at Jan@gravitasdetroit.com

  Mentioned in this episode:

  • MEMA Original Equipment Suppliers Annual Conference 2024
  • Why Automotive Leaders Need Emotional Intelligence with Daniel Goleman
  
  ]]>This episode is sponsored by Lockton, click here to learn more

  MEMA, the Vehicle Suppliers Association, just concluded its 2024 Annual Conference, a premier gathering for automotive suppliers, thought leaders, and innovators committed to navigating the industry's toughest challenges and emerging trends. 

  Inside MEMA, discussions tackled the industry's biggest question: how to adapt and thrive amidst escalating tariffs, China's rapid advancements, and the growing influence of artificial intelligence. 

  Day one set a powerful tone as MEMA President Collin Shaw opened with a commitment to building high-performing, diverse teams—a pledge that resonated deeply with attendees. A spotlight session saw top leaders from Nissan, GM, and Toyota share how they're 'wargaming' future political and supply chain challenges. Their focus? Supporting suppliers and maintaining transparent communication.

  Then came a show-stopper: the BYD Seagull, a sleek EV priced under $10,000, which caught Jan's attention. Terry Woychowski from Caresoft explained that this low-cost model underscores China's competitive edge—its tight integration and simplicity. To stay competitive, he argued, the industry must embrace "quantum change," leaving incremental improvements behind.

  Day two continued with AI thought leader Noelle Russell, who urged companies to align AI innovations with core values and deploy them carefully. Her stance? AI isn't a job killer—it's a task killer, set to eliminate mundane tasks and boost workforce creativity. Then came Michael Dunne with a wake-up call about China's rising influence, urging the industry to pick up the pace before it's too late.

  The conference wrapped up with supplier CEOs Swamy Kotagiri and Ray Scott advocating a future based on aligned interests and transparency. 

  Jan left with MEMA's powerful message ringing in her ears: "Together, we are invincible." 

  Tune in for Jan's inside take on MEMA 2024—and discover why now is the time to rethink, unlearn, and move fast in automotive.

  Your Host

  Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at Jan@gravitasdetroit.com

  Mentioned in this episode:

  • MEMA Original Equipment Suppliers Annual Conference 2024
  • Why Automotive Leaders Need Emotional Intelligence with Daniel Goleman
  
  ]]>9d30076b-0348-4a8a-b133-706d57b88aafThu, 14 Nov 2024 06:30:00 -040025:09falsefull51381385Why Automotive Leaders Need Emotional Intelligence with Daniel GolemanThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  Emotional intelligence—defined as the ability to recognize, understand, and manage our emotions and those of others—might sound like just another "soft skill." But what if it's the key to effective leadership, a strong workplace culture, and even a healthier bottom line?

  In this episode of the Automotive Leaders Podcast, we're talking about how emotional intelligence (EI) is reshaping leadership and culture within the rapidly changing automotive industry. To explore this topic, we bring in Daniel Goleman, a psychologist and bestselling author of Emotional Intelligence—a book that delves into why our emotional smarts matter as much as our IQs.

  Self-awareness, self-management, empathy, and social skills are the four fundamental pillars of emotional intelligence. But why do these skills matter? According to Daniel, in an evolving industry like automotive, leaders who embrace these skills do more than just improve morale; they create a culture that fosters innovation.

  Citing a Harvard study, Daniel explains that emotionally intelligent leaders create an “optimal state” for employees, leading to high engagement, low turnover, and true satisfaction. However, this requires a work culture where people feel safe to innovate, make suggestions, and take risks without fear—a rare find in industries still skeptical of prioritizing emotions at work.

  Adding a psychologist’s perspective, Dan says fear shuts down the brain’s ability to perform at its best. Instead of thriving, people just play it safe. He emphasizes the need for leaders to focus on what’s going right, motivating with encouragement rather than criticism. 

  Citing a powerful line from Daniel’s book, Jan emphasizes the call for a complete rethinking of the systems that have long defined the industry. Daniel’s advice to leaders? Start with openness. Listen first, ask questions, and avoid assuming you have all the answers. As Jan points out, transforming the industry isn’t just about new tech; it’s about reshaping the operating model and culture, with emotional intelligence as the driving force.

  Themes discussed in this episode:

  • Emotional intelligence and its positive impact on automotive leadership
  • Exploring the four pillars of emotional intelligence and why they’re essential for effective leadership
  • The challenges and limitations of traditional, hierarchical leadership models in the automotive industry
  • Why the automotive industry needs a cultural shift—from fear-based management to emotionally intelligent, people-centered leadership
  • How fostering a culture of trust and safety encourages team members to share ideas, take risks, and contribute to organizational innovation
  • Actions leaders can take to reach an optimal state for higher performance
  • Practical ways for leaders to develop and strengthen their emotional intelligence, boosting their effectiveness and organizational impact
  
  

  Featured guest: Daniel Goleman

  What he does: Daniel Goleman is a psychologist, science journalist, and pioneering author best known for his best-selling book Emotional Intelligence, which introduced the concept of EI and redefined leadership, education, and interpersonal relationships worldwide. Ranked among the world’s top business thinkers by The Wall Street Journal, Daniel has worked with global organizations to show how social and emotional competencies profoundly impact business success. His extensive work has earned him prestigious awards, including Harvard’s Centennial Medallion and the HBR McKinsey Award for best article of the year. Daniel’s research and teachings have evolved into an acclaimed online Emotional Intelligence Program, where he offers courses to build key EI skills such as self-awareness, self-management, empathy, and social skills. 

  On Leadership: “The best way to get performance out of people is to say what's positive about them, what's positive about what we're all doing together about our mission, and that is a very different way. Leaders, I think, should be more careful about how they give performance feedback because, very often, it's just like, "Oh, you really screwed that up,” which kills motivation. If you say, I know you're good at this, and you're good at that, and you're good at that, you could get better at this, and here's how. It's a much more positive way, and it has a very positive impact on the systems that operate inside us. I'm talking about neurotransmitter systems and brain chemicals that help us be at our best.”

  Mentioned in this episode:

  • Emotional Intelligence: Why It Can Matter More Than IQ
  • Optimal: How to Sustain Personal and Organizational Excellence
  • Flow: The Psychology of Optimal Experience
  • Emotional Intelligence: Leadership That Gets Results
  • Daniel Goleman Emotional Intelligence Courses
  • Goleman Consulting Group
  • Emotional & Social Competency Inventory (ESCI)
  
  

  
  

  Episode Highlights:

  [00:05:19] Why Emotional Intelligence Matters:  Leaders must recognize that emotions impact every decision—whether at work or home—and ignoring this connection affects performance. It's time to say goodbye to command-and-control leadership, as Daniel labels it the worst kind of leadership approach.

  [00:08:14] Four Pillars of Emotional Intelligence: Daniel breaks down the core pillars of emotional intelligence—from self-awareness to empathy—revealing how these skills build trust and create high-performing, cohesive teams.

  [00:12:43] We Need Emotionally Intelligent Leaders: "Leadership is the art of getting work done well through other people," says Daniel. If a leader does not cultivate a positive environment for their team, they are unlikely to motivate them to perform at their best.

  [00:17:21] Fear is Killing Performance: Fear is not an effective way to motivate your team, according to Daniel. He encourages leaders to replace threats with positive reinforcement to help their team perform at their best.

  [00:19:30] Optimal State: Ever wondered if you could feel at your best every day? Daniel shares how training our focus can unlock an 'optimal state'—a powerful level just shy of flow—where daily excellence feels natural.

  [00:24:10] The Key to Innovation: The key to driving innovation, Daniel explains, lies in emotionally intelligent leaders at every level of the organization who inspire and support their teams.

  [00:26:57] How Are You as A Leader? Instead of asking 'Who are you as a leader?' Daniel challenges us to consider 'How are you as a leader?'—a powerful shift that reveals if leaders truly connect with their teams or merely hold a title.

  [00:28:36] The Judgemental Culture: In a culture fixated on metrics, mistakes often go unadmitted—but Daniel reveals that actual progress begins when leaders embrace vulnerability and see errors as learning opportunities.

  [00:30:31] Advice to Auto Industry Leaders: "Don't assume you know," Daniel says, advising auto leaders listening to the podcast to be open to learning.

  
  

  Top Quotes:

  [00:06:53] Daniel: “In one study where we looked about at almost 4,000 executives and evaluated their leadership style or styles, and then ask the people that work for them confidentially, how do you feel? What kind of emotional climate does this leader create? They wouldn't necessarily say that to the leader face to face, but they happily said it to us. It turned out that the very worst style in terms of the climate it created was command and control. The best was a leader who could articulate a shared meaning or purpose in what we do, who inspires people because when you inspire someone, you get the best out of them. They're not just working for the salary or the promotion, they're working for the cause, for the mission. And people will go way beyond, you know, the job description.”

  [00:14:10] Daniel: “People who work...]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  Emotional intelligence—defined as the ability to recognize, understand, and manage our emotions and those of others—might sound like just another "soft skill." But what if it's the key to effective leadership, a strong workplace culture, and even a healthier bottom line?

  In this episode of the Automotive Leaders Podcast, we're talking about how emotional intelligence (EI) is reshaping leadership and culture within the rapidly changing automotive industry. To explore this topic, we bring in Daniel Goleman, a psychologist and bestselling author of Emotional Intelligence—a book that delves into why our emotional smarts matter as much as our IQs.

  Self-awareness, self-management, empathy, and social skills are the four fundamental pillars of emotional intelligence. But why do these skills matter? According to Daniel, in an evolving industry like automotive, leaders who embrace these skills do more than just improve morale; they create a culture that fosters innovation.

  Citing a Harvard study, Daniel explains that emotionally intelligent leaders create an “optimal state” for employees, leading to high engagement, low turnover, and true satisfaction. However, this requires a work culture where people feel safe to innovate, make suggestions, and take risks without fear—a rare find in industries still skeptical of prioritizing emotions at work.

  Adding a psychologist’s perspective, Dan says fear shuts down the brain’s ability to perform at its best. Instead of thriving, people just play it safe. He emphasizes the need for leaders to focus on what’s going right, motivating with encouragement rather than criticism. 

  Citing a powerful line from Daniel’s book, Jan emphasizes the call for a complete rethinking of the systems that have long defined the industry. Daniel’s advice to leaders? Start with openness. Listen first, ask questions, and avoid assuming you have all the answers. As Jan points out, transforming the industry isn’t just about new tech; it’s about reshaping the operating model and culture, with emotional intelligence as the driving force.

  Themes discussed in this episode:

  • Emotional intelligence and its positive impact on automotive leadership
  • Exploring the four pillars of emotional intelligence and why they’re essential for effective leadership
  • The challenges and limitations of traditional, hierarchical leadership models in the automotive industry
  • Why the automotive industry needs a cultural shift—from fear-based management to emotionally intelligent, people-centered leadership
  • How fostering a culture of trust and safety encourages team members to share ideas, take risks, and contribute to organizational innovation
  • Actions leaders can take to reach an optimal state for higher performance
  • Practical ways for leaders to develop and strengthen their emotional intelligence, boosting their effectiveness and organizational impact
  
  

  Featured guest: Daniel Goleman

  What he does: Daniel Goleman is a psychologist, science journalist, and pioneering author best known for his best-selling book Emotional Intelligence, which introduced the concept of EI and redefined leadership, education, and interpersonal relationships worldwide. Ranked among the world’s top business thinkers by The Wall Street Journal, Daniel has worked with global organizations to show how social and emotional competencies profoundly impact business success. His extensive work has earned him prestigious awards, including Harvard’s Centennial Medallion and the HBR McKinsey Award for best article of the year. Daniel’s research and teachings have evolved into an acclaimed online Emotional Intelligence Program, where he offers courses to build key EI skills such as self-awareness, self-management, empathy, and social skills. 

  On Leadership: “The best way to get performance out of people is to say what's positive about them, what's positive about what we're all doing together about our mission, and that is a very different way. Leaders, I think, should be more careful about how they give performance feedback because, very often, it's just like, "Oh, you really screwed that up,” which kills motivation. If you say, I know you're good at this, and you're good at that, and you're good at that, you could get better at this, and here's how. It's a much more positive way, and it has a very positive impact on the systems that operate inside us. I'm talking about neurotransmitter systems and brain chemicals that help us be at our best.”

  Mentioned in this episode:

  • Emotional Intelligence: Why It Can Matter More Than IQ
  • Optimal: How to Sustain Personal and Organizational Excellence
  • Flow: The Psychology of Optimal Experience
  • Emotional Intelligence: Leadership That Gets Results
  • Daniel Goleman Emotional Intelligence Courses
  • Goleman Consulting Group
  • Emotional & Social Competency Inventory (ESCI)
  
  

  
  

  Episode Highlights:

  [00:05:19] Why Emotional Intelligence Matters:  Leaders must recognize that emotions impact every decision—whether at work or home—and ignoring this connection affects performance. It's time to say goodbye to command-and-control leadership, as Daniel labels it the worst kind of leadership approach.

  [00:08:14] Four Pillars of Emotional Intelligence: Daniel breaks down the core pillars of emotional intelligence—from self-awareness to empathy—revealing how these skills build trust and create high-performing, cohesive teams.

  [00:12:43] We Need Emotionally Intelligent Leaders: "Leadership is the art of getting work done well through other people," says Daniel. If a leader does not cultivate a positive environment for their team, they are unlikely to motivate them to perform at their best.

  [00:17:21] Fear is Killing Performance: Fear is not an effective way to motivate your team, according to Daniel. He encourages leaders to replace threats with positive reinforcement to help their team perform at their best.

  [00:19:30] Optimal State: Ever wondered if you could feel at your best every day? Daniel shares how training our focus can unlock an 'optimal state'—a powerful level just shy of flow—where daily excellence feels natural.

  [00:24:10] The Key to Innovation: The key to driving innovation, Daniel explains, lies in emotionally intelligent leaders at every level of the organization who inspire and support their teams.

  [00:26:57] How Are You as A Leader? Instead of asking 'Who are you as a leader?' Daniel challenges us to consider 'How are you as a leader?'—a powerful shift that reveals if leaders truly connect with their teams or merely hold a title.

  [00:28:36] The Judgemental Culture: In a culture fixated on metrics, mistakes often go unadmitted—but Daniel reveals that actual progress begins when leaders embrace vulnerability and see errors as learning opportunities.

  [00:30:31] Advice to Auto Industry Leaders: "Don't assume you know," Daniel says, advising auto leaders listening to the podcast to be open to learning.

  
  

  Top Quotes:

  [00:06:53] Daniel: “In one study where we looked about at almost 4,000 executives and evaluated their leadership style or styles, and then ask the people that work for them confidentially, how do you feel? What kind of emotional climate does this leader create? They wouldn't necessarily say that to the leader face to face, but they happily said it to us. It turned out that the very worst style in terms of the climate it created was command and control. The best was a leader who could articulate a shared meaning or purpose in what we do, who inspires people because when you inspire someone, you get the best out of them. They're not just working for the salary or the promotion, they're working for the cause, for the mission. And people will go way beyond, you know, the job description.”

  [00:14:10] Daniel: “People who work for you, your direct reports, won't ever tell you that you're a bad boss. What they'll do is they'll leave, or they won't give their best. They'll do good enough to keep the job, but they won't go all out. So, basically, you're shooting yourself in the foot. Leadership is the art of getting work done well through other people. Think about that. Work done well through other people. Well, you have to motivate them. You have to inspire them. You have to create trust.”

  [00:22:15] Daniel: “In our culture, we don't bother training attention. We have a culture and an economy that is built on the constant new. Every season, there's a new fashion. Every year, there's a new model of a car. That is what we depend on to perk up the brain and make us pay attention. It turns out, though, that we're missing a huge opportunity, I think, for our kids and ourselves, which is to sharpen our ability to attend to what's going on in the moment. That is a skill that can be trained and trained and trained. And the more the better you get at it, the more likely you are to be in an optimal state, no matter what it is you're doing.”

  [00:25:34] Daniel: “If you want innovation everywhere, I would encourage you to have emotional intelligence everywhere and to help leaders develop it. And this is the good news, by the way: emotional intelligence can be developed or improved at any point in life. It's not like, oh, I had that kind of childhood, or my genes are such and such; I'll never have it. It's really a question of what I need to work on or improve. What habit is basically shooting me in the foot, and what could replace it?”

  [00:30:40] Daniel: “Be more open, listen, ask questions before saying what you think. Gather information. Don't assume you know.”

  ]]>34f5c4df-8f84-4cfd-91d5-ade9cc551506Thu, 31 Oct 2024 06:30:00 -040032:48falsefull51371375Stellantis US Crisis: Leadership Failure Demands a New StrategyThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  Stellantis is in a tight spot. With leadership shakeups, lawsuits, and strained relationships with suppliers, workers, and even shareholders, the company faces challenges from all directions. The once-powerful automaker is now reeling from significant internal and external turmoil. Yet, amid this crisis, a critical question remains: How can Stellantis turn things around and find a better way forward?

  In this episode of the Automotive Leaders podcast, Jan Griffiths brings on Kate Vitasek, a University of Tennessee faculty member and expert on collaborative relationships, to talk about how Stellantis can get through these tough times.

  Drawing on her work with major organizations, Kate discusses how Stellantis could benefit from a shift in strategy—away from adversarial tactics and towards collaborative contracting. She highlights the "Vested Methodology" — a method designed to build win-win relationships and foster cooperation rather than conflict.

  Jan worries that Stellantis' internal challenges are not only affecting its own stability but also sending ripples throughout the automotive world. Now, she calls for bold action: Tavares must step down immediately. Jan argues that Stellantis urgently requires a leader who understands collaboration, can mend these damaged relationships, and addresses the company's real issues.

  Kate agrees, saying, "Change the people or change the people." She urges Stellantis to rethink its leadership approach and points out that without a mindset shift from the top, the company may continue on its downward spiral.

  Towards the end, Kate Vitasek urges Stellantis to take swift, decisive action to break free from its crisis. Her advice? Gather the key leaders in a focused session, where they'd work together to craft a clear statement of intent—a roadmap to establish long-term goals and a unified direction. By confronting issues directly and with purpose, Kate believes Stellantis can realign itself for a stronger future.

  Themes discussed in this episode:

  • The key reasons leading to the Stellantis US crisis
  • Challenges in Stellantis’ supplier and union relationships
  • The ripple effect of Stellantis’ crisis on the automotive industry
  • The critical role of strong supplier and union partnerships for organizational stability
  • The impact of leadership decisions on organizational stability
  • The consequences of a win-lose mentality in business partnerships
  • Using formal relational contracting to promote win-win solutions
  • Transforming adversarial relationships into collaborative partnerships
  
  

  Featured Guest: Kate Visatek

  What she does: An accomplished author and educator, Kate is a leading authority in strategic partnerships. She also heads research at the University of Tennessee and specializes in the Vested® business model. With experience at major corporations like P&G and Microsoft, Kate provides executive training and coaching, empowering organizations to excel in strategic collaborations and foster innovation.

  On leadership: “Anytime you have uncertainty, it makes people even more anxious. And so, getting in and making some decisive decisions, just bringing calmness back. Long-term, saying, this is where we're committing to not the decision for tomorrow. Take a pause. Move quickly, but take a little pause, bring everybody together, and create the goals for the future.”

  Mentioned in this episode:

  • Past episode with Kate Vitasek: Transforming UAW Strike Negotiations for a Win-Win Outcome
  • Vested: How P&G, McDonald's, and Microsoft are Redefining Winning in Business Relationships.
  • How to build better long-term strategic partnerships by David Frydlinger, Oliver Hart, and Kate Vitasek
  • Stellantis, WTF? 10 steps backward
  • The 24th annual North American Automotive OEM-supplier Working Relations Index® (WRI®) Study
  • What Is Vested?
  • Vested Executive Education Course
  • Collaborative Contracting Course
  
  

  
  

  Episode Highlights

  [00:03:11] Meet Kate Vitasek: An introduction of our episode guest, Kate Vitasek, a faculty member at the University of Tennessee and an expert in building win-win relationships that transform how businesses work together.

  [00:04:11] Learning from Success Stories: Kates shares inspiring stories of industry giants who have transformed their power into partnerships, proving that collaboration can turn business challenges into groundbreaking successes.

  [00:06:46] The Stellantis Crisis: Jan unpacks the unfolding crisis at Stellantis, detailing a timeline of poor decisions, leadership changes, and the alarming decline in relationships with suppliers and stakeholders that have led the company to the brink of collapse.

  [00:13:53] The Win-Lose Mentality: Kate explores the destructive cycle of distrust between Stellantis and the UAW, emphasizing that their win-lose mentality hinders collaboration and ultimately leads to a race to the bottom, where everyone loses.

  [00:19:51] Trust & Vested Way: Rebuilding trust is crucial for Stellantis to move beyond its ongoing conflicts. Kate urges leaders to embrace the Vested Methodology and lock arms with all stakeholders to achieve shared success.

  [00:24:36] Change the People, or Change the People: In a bold call to action, Kate Vitasek argues that Stellantis must either transform its leadership mindset or replace those in power to address the crisis and rebuild trust with stakeholders.

  [00:28:28] A Call to Action for Stellantis: Jan and Kate a rallying cry for Stellantis’ leadership to act quickly, encouraging them to bring key stakeholders together for an alignment workshop that could reshape the company’s future.

  
  

  Top Quotes:

  [00:14:53] Kate: “What we teach people is how to flip from this Win-Lose game to a Win-Win game when they're negotiating and creating their contracts. And it really is about long-term thinking, right? So, we're very much about the short term, as you spelled out in that recent history lesson of Stellantis. And when we change, and we start to work together on solving real business problems, we think of it as creating value, and you share that value that's created. You really can all go home winners.”

  [00:17:21] Kate: “When someone has a power-based negative philosophy, and that gets rooted into the contracts, it opens the door for the other party to want to shade, to retaliate. And not necessarily in an all-out battle, but in gray zones; they can, contractual shading. And then, if that's still not working, then we get into hold up. And this is where the UAW and Stellantis are now; they've held each other up, and they feel like nothing on either side is being fair, so it results in disputes and lawsuits. But what we could do is change the nature of that from this power-based tit-for-tat that you clearly spelled out these bad behaviors among Stellantis.  You can change that and invite the other parties, his suppliers, and the UAW to think differently and to use our methodologies, our proven methodologies, to get people unstuck”

  [00:18:44] Kate: “This is the scary part because if we don't get our act together, we're not going to have the next-generation automaking industry. And so, we have to realize that ourselves, our suppliers, and our unions are not the enemy. They are our friends that are going to help us beat the competition. Instead of competing against our suppliers or at their expense, we need to compete with them against the real enemy.”

  [00:21:55] Kate: “It's this tit-for-tat behavior. When you do something, I don't think is trustful, or that is power-based, and I don't think is fair, you put me in a corner to retaliate. So, my behavior is a direct result of your behavior. You don't like my behavior, so then you take it to the next level. So, we were in this race to the bottom. And so, when you take a step back, you realize that our human behavior, the process that we use, got us...]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  Stellantis is in a tight spot. With leadership shakeups, lawsuits, and strained relationships with suppliers, workers, and even shareholders, the company faces challenges from all directions. The once-powerful automaker is now reeling from significant internal and external turmoil. Yet, amid this crisis, a critical question remains: How can Stellantis turn things around and find a better way forward?

  In this episode of the Automotive Leaders podcast, Jan Griffiths brings on Kate Vitasek, a University of Tennessee faculty member and expert on collaborative relationships, to talk about how Stellantis can get through these tough times.

  Drawing on her work with major organizations, Kate discusses how Stellantis could benefit from a shift in strategy—away from adversarial tactics and towards collaborative contracting. She highlights the "Vested Methodology" — a method designed to build win-win relationships and foster cooperation rather than conflict.

  Jan worries that Stellantis' internal challenges are not only affecting its own stability but also sending ripples throughout the automotive world. Now, she calls for bold action: Tavares must step down immediately. Jan argues that Stellantis urgently requires a leader who understands collaboration, can mend these damaged relationships, and addresses the company's real issues.

  Kate agrees, saying, "Change the people or change the people." She urges Stellantis to rethink its leadership approach and points out that without a mindset shift from the top, the company may continue on its downward spiral.

  Towards the end, Kate Vitasek urges Stellantis to take swift, decisive action to break free from its crisis. Her advice? Gather the key leaders in a focused session, where they'd work together to craft a clear statement of intent—a roadmap to establish long-term goals and a unified direction. By confronting issues directly and with purpose, Kate believes Stellantis can realign itself for a stronger future.

  Themes discussed in this episode:

  • The key reasons leading to the Stellantis US crisis
  • Challenges in Stellantis’ supplier and union relationships
  • The ripple effect of Stellantis’ crisis on the automotive industry
  • The critical role of strong supplier and union partnerships for organizational stability
  • The impact of leadership decisions on organizational stability
  • The consequences of a win-lose mentality in business partnerships
  • Using formal relational contracting to promote win-win solutions
  • Transforming adversarial relationships into collaborative partnerships
  
  

  Featured Guest: Kate Visatek

  What she does: An accomplished author and educator, Kate is a leading authority in strategic partnerships. She also heads research at the University of Tennessee and specializes in the Vested® business model. With experience at major corporations like P&G and Microsoft, Kate provides executive training and coaching, empowering organizations to excel in strategic collaborations and foster innovation.

  On leadership: “Anytime you have uncertainty, it makes people even more anxious. And so, getting in and making some decisive decisions, just bringing calmness back. Long-term, saying, this is where we're committing to not the decision for tomorrow. Take a pause. Move quickly, but take a little pause, bring everybody together, and create the goals for the future.”

  Mentioned in this episode:

  • Past episode with Kate Vitasek: Transforming UAW Strike Negotiations for a Win-Win Outcome
  • Vested: How P&G, McDonald's, and Microsoft are Redefining Winning in Business Relationships.
  • How to build better long-term strategic partnerships by David Frydlinger, Oliver Hart, and Kate Vitasek
  • Stellantis, WTF? 10 steps backward
  • The 24th annual North American Automotive OEM-supplier Working Relations Index® (WRI®) Study
  • What Is Vested?
  • Vested Executive Education Course
  • Collaborative Contracting Course
  
  

  
  

  Episode Highlights

  [00:03:11] Meet Kate Vitasek: An introduction of our episode guest, Kate Vitasek, a faculty member at the University of Tennessee and an expert in building win-win relationships that transform how businesses work together.

  [00:04:11] Learning from Success Stories: Kates shares inspiring stories of industry giants who have transformed their power into partnerships, proving that collaboration can turn business challenges into groundbreaking successes.

  [00:06:46] The Stellantis Crisis: Jan unpacks the unfolding crisis at Stellantis, detailing a timeline of poor decisions, leadership changes, and the alarming decline in relationships with suppliers and stakeholders that have led the company to the brink of collapse.

  [00:13:53] The Win-Lose Mentality: Kate explores the destructive cycle of distrust between Stellantis and the UAW, emphasizing that their win-lose mentality hinders collaboration and ultimately leads to a race to the bottom, where everyone loses.

  [00:19:51] Trust & Vested Way: Rebuilding trust is crucial for Stellantis to move beyond its ongoing conflicts. Kate urges leaders to embrace the Vested Methodology and lock arms with all stakeholders to achieve shared success.

  [00:24:36] Change the People, or Change the People: In a bold call to action, Kate Vitasek argues that Stellantis must either transform its leadership mindset or replace those in power to address the crisis and rebuild trust with stakeholders.

  [00:28:28] A Call to Action for Stellantis: Jan and Kate a rallying cry for Stellantis’ leadership to act quickly, encouraging them to bring key stakeholders together for an alignment workshop that could reshape the company’s future.

  
  

  Top Quotes:

  [00:14:53] Kate: “What we teach people is how to flip from this Win-Lose game to a Win-Win game when they're negotiating and creating their contracts. And it really is about long-term thinking, right? So, we're very much about the short term, as you spelled out in that recent history lesson of Stellantis. And when we change, and we start to work together on solving real business problems, we think of it as creating value, and you share that value that's created. You really can all go home winners.”

  [00:17:21] Kate: “When someone has a power-based negative philosophy, and that gets rooted into the contracts, it opens the door for the other party to want to shade, to retaliate. And not necessarily in an all-out battle, but in gray zones; they can, contractual shading. And then, if that's still not working, then we get into hold up. And this is where the UAW and Stellantis are now; they've held each other up, and they feel like nothing on either side is being fair, so it results in disputes and lawsuits. But what we could do is change the nature of that from this power-based tit-for-tat that you clearly spelled out these bad behaviors among Stellantis.  You can change that and invite the other parties, his suppliers, and the UAW to think differently and to use our methodologies, our proven methodologies, to get people unstuck”

  [00:18:44] Kate: “This is the scary part because if we don't get our act together, we're not going to have the next-generation automaking industry. And so, we have to realize that ourselves, our suppliers, and our unions are not the enemy. They are our friends that are going to help us beat the competition. Instead of competing against our suppliers or at their expense, we need to compete with them against the real enemy.”

  [00:21:55] Kate: “It's this tit-for-tat behavior. When you do something, I don't think is trustful, or that is power-based, and I don't think is fair, you put me in a corner to retaliate. So, my behavior is a direct result of your behavior. You don't like my behavior, so then you take it to the next level. So, we were in this race to the bottom. And so, when you take a step back, you realize that our human behavior, the process that we use, got us there. The process that we use can get us out of there. And that's what we've done at the University of Tennessee is: created a process we call the Vested Methodology. We call it vested because both parties should have a vested interest in each other's success. As you said, to lock arms, to beat the real competition, to beat our business problems, and when we do, that magic happens.”

  [00:23:47] Kate: “Their own dealers! These are people in the family! We're like turning on our own family. I would say think about a different process. I invite the Stellantis leaders and anyone. Come down; I'll give Carlos and Shawn a scholarship to come to our class to learn a different process. Now, if they don't want to use it, that's their problem, right? But if you aren't open to learning about Nobel Prize-winning research and a process like ours, that's winning awards. You're not at rock bottom yet, and maybe they just need to be at rock bottom, but maybe these lawsuits are what's causing them to be at rock bottom, and they're at wit's end, and they'll decide to change the game.”

  [00:27:27] Kate: I have hope that if they open their minds, they will learn a better way. But if you don't open your minds and you're not willing, then you're absolutely right. We need to change the leaders. Change the people, or change the people.”

  ]]>092a96d9-31af-416a-931e-373cc48b84c1Thu, 17 Oct 2024 06:30:00 -040031:28falsefull5136136521 Leadership Traits You Need to Lead Today's Automotive IndustryThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  What are the 21 Traits of Authentic Leadership, and why do they matter?

  In this episode of The Automotive Leaders Podcast, host Jan Griffiths takes us on a journey into the heart of authentic leadership, exploring the origins and importance of the "21 Traits of Authentic Leadership."

  Born out of Jan's desire to define authentic leadership, the idea for the 21 traits emerged when she founded her business. Drawing from her extensive experiences in the automotive industry, she identified the traits she admired in herself and others, ultimately crafting a set that captures the essence of being an authentic leader. This framework laid the groundwork for her online courses and workshops, providing a practical approach to developing effective leadership skills.

  Throughout the episode, Jan walks listeners through each of the 21 traits, explaining their importance in shaping a leadership style that is both genuine and impactful but also perfectly suited to the industry's evolving demands. Jan's passion for redefining leadership is evident as she discusses each trait, aiming to empower leaders to embrace their authentic selves and create a positive impact on their teams.

  Tune in to gain a deeper understanding of these traits and discover how to embrace them in your professional journey, equipping yourself to tackle today's challenges in the automotive industry.

  Themes discussed in this episode:

  • The traits you need to become an effective leader in today's automotive industry
  • What it means to be an authentic leader in a rapidly evolving environment
  • The need to shift from traditional leadership to a more people-centered approach
  • How to create a workplace where team members feel valued and supported
  • The importance of resilience and adaptability in navigating the complexities and uncertainties of the industry
  • Why we need to build genuine relationships with team members
  • Understanding that effective leadership involves continuous learning and personal development
  • What the new generation of authentic leaders needs to do to make their company a great place to work
  
  

  Your Host

  Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at Jan@gravitasdetroit.com

  Mentioned in this episode:

  • The 21 Traits of Authentic Leadership PDF
  • Gravitas Detroit Leadership Program
  • Grab a copy of Jan’s book AutoCulture 2.0: Leading with Gravitas
  • Email Jan Griffiths at jan@gravitasdetroit.com
  
  

  
  

  Episode Highlights:

  [00:01:27] The Beginning: Jan takes us behind the scenes of the 21 Traits of Authentic Leadership, breaking down how these traits came to life and why they matter for anyone who wants to lead with heart and authenticity.

  [00:04:11] Resilience: Resilient leaders don’t get stuck in the past; they bounce back, stay hopeful, and push ahead, showing that true strength means never giving up.

  [00:05:41] Cognitive Diversity: Authentic leaders know that different perspectives make a team stronger, bringing out ideas from everyone and building a culture where all voices matter.

  [00:07:07] Supportive Coaching Leadership Style: By swapping control for support, these leaders help their teams grow and thrive, creating a space where everyone has a chance to shine.

  [00:08:16] Focus on Long-Term Results: Great leaders juggle today’s tasks while keeping one eye on tomorrow, guiding their teams toward a future they can all believe in.

  [00:09:36] Energy: Leaders with contagious energy bring life to the room, lifting spirits and inspiring others to dive in with the same passion and enthusiasm.

  [00:11:03] Mindset: Growth-minded leaders see every challenge as a chance to grow, always aiming to be better and showing others that learning never stops.

  [00:12:59] Kindness: Kind leaders prove that caring isn’t a weakness; it’s the way to earn trust and show people they truly matter.

  [00:14:50] Trust: Leaders who build trust create a safe haven where their team feels respected, valued, and ready to give their best.

  [00:17:08] Vulnerability: By being open and real, vulnerable leaders inspire deeper connections, encouraging others to be their authentic selves, too.

  [00:18:37] Ownership, responsibility, and accountability: Owning up to responsibilities fosters a culture of trust, where everyone’s working together instead of pointing fingers.

  [00:22:45] Consistency: A consistent leader is like a rock; they provide the stability that helps their team feel grounded and secure, no matter what.

  [00:23:52] Empowerment: Empowerment means letting go and giving people the space to try, fail, and grow, showing that real leadership is about trust.

  [00:25:34] Transparency: Open leaders don’t keep secrets; they share the bigger picture, helping their teams feel informed and engaged in what’s happening.

  [00:26:46] Communication: Great leaders communicate clearly and openly, ensuring that everyone understands not just what needs to be done but why it matters.

  [00:28:06] Listening skills: By truly listening, leaders make space for others to be heard, showing respect and fostering a culture where ideas can flourish.

  [00:30:05] Honesty and integrity: Leaders with integrity stick to their values, choosing the right path over the easy one and setting an example that earns respect.

  [00:31:56] Heart First Leadership: These leaders lead with empathy and compassion, showing that effective leadership is about understanding and supporting people.

  [00:33:02] Self-awareness: Self-aware leaders know their strengths and limitations, continuously seeking to grow and make the best of their unique qualities.

  [00:34:51] Celebrating success: Leaders who celebrate wins, big or small, boost morale and motivate their teams, making people feel recognized and valued.

  [00:36:45] Vision and purpose: With a strong vision, leaders rally their teams around a shared purpose, making everyone feel like they’re part of something bigger.

  [00:39:05] Lead with Gravitas: Leaders with gravitas have a strong, relatable presence that naturally earns respect and inspires loyalty from their teams. They stay true to their values and lead authentically, creating an atmosphere where people feel supported and empowered rather than controlled.

  ]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  What are the 21 Traits of Authentic Leadership, and why do they matter?

  In this episode of The Automotive Leaders Podcast, host Jan Griffiths takes us on a journey into the heart of authentic leadership, exploring the origins and importance of the "21 Traits of Authentic Leadership."

  Born out of Jan's desire to define authentic leadership, the idea for the 21 traits emerged when she founded her business. Drawing from her extensive experiences in the automotive industry, she identified the traits she admired in herself and others, ultimately crafting a set that captures the essence of being an authentic leader. This framework laid the groundwork for her online courses and workshops, providing a practical approach to developing effective leadership skills.

  Throughout the episode, Jan walks listeners through each of the 21 traits, explaining their importance in shaping a leadership style that is both genuine and impactful but also perfectly suited to the industry's evolving demands. Jan's passion for redefining leadership is evident as she discusses each trait, aiming to empower leaders to embrace their authentic selves and create a positive impact on their teams.

  Tune in to gain a deeper understanding of these traits and discover how to embrace them in your professional journey, equipping yourself to tackle today's challenges in the automotive industry.

  Themes discussed in this episode:

  • The traits you need to become an effective leader in today's automotive industry
  • What it means to be an authentic leader in a rapidly evolving environment
  • The need to shift from traditional leadership to a more people-centered approach
  • How to create a workplace where team members feel valued and supported
  • The importance of resilience and adaptability in navigating the complexities and uncertainties of the industry
  • Why we need to build genuine relationships with team members
  • Understanding that effective leadership involves continuous learning and personal development
  • What the new generation of authentic leaders needs to do to make their company a great place to work
  
  

  Your Host

  Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at Jan@gravitasdetroit.com

  Mentioned in this episode:

  • The 21 Traits of Authentic Leadership PDF
  • Gravitas Detroit Leadership Program
  • Grab a copy of Jan’s book AutoCulture 2.0: Leading with Gravitas
  • Email Jan Griffiths at jan@gravitasdetroit.com
  
  

  
  

  Episode Highlights:

  [00:01:27] The Beginning: Jan takes us behind the scenes of the 21 Traits of Authentic Leadership, breaking down how these traits came to life and why they matter for anyone who wants to lead with heart and authenticity.

  [00:04:11] Resilience: Resilient leaders don’t get stuck in the past; they bounce back, stay hopeful, and push ahead, showing that true strength means never giving up.

  [00:05:41] Cognitive Diversity: Authentic leaders know that different perspectives make a team stronger, bringing out ideas from everyone and building a culture where all voices matter.

  [00:07:07] Supportive Coaching Leadership Style: By swapping control for support, these leaders help their teams grow and thrive, creating a space where everyone has a chance to shine.

  [00:08:16] Focus on Long-Term Results: Great leaders juggle today’s tasks while keeping one eye on tomorrow, guiding their teams toward a future they can all believe in.

  [00:09:36] Energy: Leaders with contagious energy bring life to the room, lifting spirits and inspiring others to dive in with the same passion and enthusiasm.

  [00:11:03] Mindset: Growth-minded leaders see every challenge as a chance to grow, always aiming to be better and showing others that learning never stops.

  [00:12:59] Kindness: Kind leaders prove that caring isn’t a weakness; it’s the way to earn trust and show people they truly matter.

  [00:14:50] Trust: Leaders who build trust create a safe haven where their team feels respected, valued, and ready to give their best.

  [00:17:08] Vulnerability: By being open and real, vulnerable leaders inspire deeper connections, encouraging others to be their authentic selves, too.

  [00:18:37] Ownership, responsibility, and accountability: Owning up to responsibilities fosters a culture of trust, where everyone’s working together instead of pointing fingers.

  [00:22:45] Consistency: A consistent leader is like a rock; they provide the stability that helps their team feel grounded and secure, no matter what.

  [00:23:52] Empowerment: Empowerment means letting go and giving people the space to try, fail, and grow, showing that real leadership is about trust.

  [00:25:34] Transparency: Open leaders don’t keep secrets; they share the bigger picture, helping their teams feel informed and engaged in what’s happening.

  [00:26:46] Communication: Great leaders communicate clearly and openly, ensuring that everyone understands not just what needs to be done but why it matters.

  [00:28:06] Listening skills: By truly listening, leaders make space for others to be heard, showing respect and fostering a culture where ideas can flourish.

  [00:30:05] Honesty and integrity: Leaders with integrity stick to their values, choosing the right path over the easy one and setting an example that earns respect.

  [00:31:56] Heart First Leadership: These leaders lead with empathy and compassion, showing that effective leadership is about understanding and supporting people.

  [00:33:02] Self-awareness: Self-aware leaders know their strengths and limitations, continuously seeking to grow and make the best of their unique qualities.

  [00:34:51] Celebrating success: Leaders who celebrate wins, big or small, boost morale and motivate their teams, making people feel recognized and valued.

  [00:36:45] Vision and purpose: With a strong vision, leaders rally their teams around a shared purpose, making everyone feel like they’re part of something bigger.

  [00:39:05] Lead with Gravitas: Leaders with gravitas have a strong, relatable presence that naturally earns respect and inspires loyalty from their teams. They stay true to their values and lead authentically, creating an atmosphere where people feel supported and empowered rather than controlled.

  ]]>64c026f2-d0be-4376-ae8d-e0cb8e97678cThu, 10 Oct 2024 06:30:00 -040041:06falsefull51351355Gen Z Perspectives on Authentic Leadership in the Automotive IndustryThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode of the Automotive Leaders Podcast, Jan Griffiths shifts the focus to the next generation of leaders—Gen Z. Joining her are Wayne State University students Victoria Shubelyak and Andrew Stocke, who share their perspectives on the future of leadership in the automotive industry.

  Jan's book, "AutoCulture 2.0," had a significant impact on Victoria and Andrew. Victoria reflects on her role in its creation and how being valued for her input shaped her understanding of authentic leadership. Andrew appreciates the book's focus on trust and empowerment, contrasting with his past micromanagement experiences. 

  A deep dive into their favorite sections of the book reveals Andrew's fascination with the Blockbuster vs. Netflix case study. He praises Netflix's resilience and innovation in the face of skepticism while pointing out Blockbuster's failure due to its arrogance. Victoria, on the other hand, finds inspiration in the chapter about Sandy Stojkovski, the CEO of Vitesco. She admires her honesty about overcoming imposter syndrome and the impact of a supportive manager on her leadership approach.

  Together, they dive into the leadership traits they believe are most important in today's workplace. They talk about how their generation is pushing back against outdated command-and-control management styles, advocating for a more inclusive and empowering approach.

  Jan ends the episode by offering valuable advice to the next generation, stressing the importance of personal accountability and the benefits of embracing the diverse range of perspectives that come from having multiple generations in the workforce.

  Tune in to get a clear and relatable view of how leadership is changing—and what it takes to truly connect with and inspire the next generation of automotive leaders.

  Themes discussed in this episode:

  • Gen Z's perspective on leadership
  • The negative impact of micromanagement on employees
  • Gen Z's desire for leaders who provide mentorship and guidance
  • The need to understand and respect different leadership styles across generations
  • How younger generations value trust, transparency, and mentorship over traditional leadership
  • Leadership traits that Gen Z values most in a leader
  • Jan’s advice for Gen Z and future leaders in the auto industry
  
  

  Featured guests: 

  Name: Victoria Shubelyak, Finance and Global Supply Chain Student at Wayne State University - Mike Ilitch School of Business

  Name: Andrew Stocke, Finance and Global Supply Chain Student at Wayne State University - Mike Ilitch School of Business

  Mentioned in this episode:

  • Meet Doug Conant, former CEO of Campbell Soup Company
  • Episode with Craig Keeys: Breaking Barriers: From Humble Beginnings to Industry Leader
  • Meet Sandy Stojkovski, CEO of Vitesco Technologies, North America
  
  

  
  

  Episode Highlights:

  [00:03:11] Creating AutoCulture 2.0: Victoria reflects on her role in creating Jan's leadership book. Together, they explore how involving fresh voices at all levels can shape the future of automotive leadership.

  [00:05:14] Trust is the Key: Reflecting on the importance of trust in authentic leadership, Andrew shares insights from his journey. He compares his current empowering role to a time when he was micromanaged, showing that for employees to thrive, leaders need to trust them.

  [00:10:52] Shifting from Traditional Leadership: Victoria dives into the generational shift in leadership styles and how Gen Z prefers mentorship over micromanagement. She points out that her generation values supportive leaders and a culture of trust and growth, and they are ready to leave if these are unmet.

  [00:14:34] Lessons from Rivalry: Andrew reflects on the striking lessons from the Blockbuster-Netflix rivalry, highlighting Netflix's resilience in the face of skepticism and Blockbuster's downfall due to arrogance. It's a powerful reminder that humility and adaptability are crucial for success.

  [00:16:12] Mentorship Matters: Victoria admires Sandy Stojkovski and talks about a part of her story that shows how Sandy overcame self-doubt despite her success. Victoria uses Sandy's experience to show how one person can change their leadership style and create a positive team environment with the help of a mentor.

  [00:19:10] Leadership Traits that Gen Z looks for: Andrew and Victoria outline the essential traits they seek in leaders. Andrew stresses the importance of leaders who roll up their sleeves and lead by example, while Victoria highlights trust and transparency as vital for fostering open communication.

  [00:23:37] Take Accountability, Future Leaders: Jan advises Andrew on the power of personal accountability as the cornerstone of effective leadership. She emphasizes that fulfilling commitments—big or small—builds trust and credibility, ultimately shaping a solid foundation for his future career.

  [00:27:00] Understand Differences: Jan advises Victoria about stepping into a diverse workforce, reminding her that each generation brings its values and experiences. She highlights how understanding different viewpoints can create stronger connections and foster teamwork as they embark on their career journeys.

  
  

  Top Quotes:

  [00:05:45] Andrew: “I liked that there were prompts at the end of each chapter, calls to action that you could actually apply in your everyday life. And I'm thinking if I was a leader in the automotive industry, I would probably take advantage of that. And you even say to discuss it with your team and that, it's such a simple detail, but it allows the words to kind of like make it off the page and you put into motion. You can actually use the concepts in practice. And I think that the main theme really was focused a lot on trust. It's impossible to be an authentic leader if you don't trust your employees. I mean, because otherwise, like, why are you hiring them? That kind of defeats the purpose. There was a quote from Steve Jobs in there that said, "It doesn't make sense to hire smart people and tell them what to do. They should be telling us what to do.”

  [00:11:21] Victoria: “I feel like the older generation, they're more used to this typical command and control leadership style; while we, as Gen Z and Gen Y, we're really wanting a different type of leadership style. We want to have a mentor, have guidance, and I feel like our generation, if we are not getting that, we're more comfortable of letting the person know, letting the manager know, and if we're continuously not getting that, we're less afraid to leave, I feel like, than the older generation. So, it'll be interesting. And I think for me, specifically, I feel like I really value a person who helps build me up, provides mentorship, and provides guidance on ways to improve. In that way, I'm learning from them, they're learning from me, and you're both in a mutually beneficial relationship compared to, like, when we have micromanagers or people who really nitpick things.”

  [00:14:50] Andrew: “There are lessons that can be learned from both sides. Netflix demonstrated great resilience in the sense that they were told time and time again that this would never work, but they didn't care; they kept pushing through. And, you know, look at them today. They're probably the biggest streaming service there is. And on Blockbuster's side, it’s more of a cautionary tale of arrogance and hubris, that they were almost too big to fail and that, I forgot the name of the CEO, but he basically held back laughter when discussing the Netflix acquisition. And so, I think that's kind of not only something that you can apply in leadership settings, but to your life in general, because I mean, who doesn't want to be resilient? Who doesn't want to push themselves to be the best that they can? And conversely, hubris kind of leads to being content, and at that point, you're never going to improve.”

  [00:26:09] Jan: “If you say you're going to call somebody tomorrow, you call them tomorrow. Don't try and convince yourself that it's okay. He or she won't mind. It's okay if I'm two days late with this. It is not; it is never okay. Unless you do need some more time for something,]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode of the Automotive Leaders Podcast, Jan Griffiths shifts the focus to the next generation of leaders—Gen Z. Joining her are Wayne State University students Victoria Shubelyak and Andrew Stocke, who share their perspectives on the future of leadership in the automotive industry.

  Jan's book, "AutoCulture 2.0," had a significant impact on Victoria and Andrew. Victoria reflects on her role in its creation and how being valued for her input shaped her understanding of authentic leadership. Andrew appreciates the book's focus on trust and empowerment, contrasting with his past micromanagement experiences. 

  A deep dive into their favorite sections of the book reveals Andrew's fascination with the Blockbuster vs. Netflix case study. He praises Netflix's resilience and innovation in the face of skepticism while pointing out Blockbuster's failure due to its arrogance. Victoria, on the other hand, finds inspiration in the chapter about Sandy Stojkovski, the CEO of Vitesco. She admires her honesty about overcoming imposter syndrome and the impact of a supportive manager on her leadership approach.

  Together, they dive into the leadership traits they believe are most important in today's workplace. They talk about how their generation is pushing back against outdated command-and-control management styles, advocating for a more inclusive and empowering approach.

  Jan ends the episode by offering valuable advice to the next generation, stressing the importance of personal accountability and the benefits of embracing the diverse range of perspectives that come from having multiple generations in the workforce.

  Tune in to get a clear and relatable view of how leadership is changing—and what it takes to truly connect with and inspire the next generation of automotive leaders.

  Themes discussed in this episode:

  • Gen Z's perspective on leadership
  • The negative impact of micromanagement on employees
  • Gen Z's desire for leaders who provide mentorship and guidance
  • The need to understand and respect different leadership styles across generations
  • How younger generations value trust, transparency, and mentorship over traditional leadership
  • Leadership traits that Gen Z values most in a leader
  • Jan’s advice for Gen Z and future leaders in the auto industry
  
  

  Featured guests: 

  Name: Victoria Shubelyak, Finance and Global Supply Chain Student at Wayne State University - Mike Ilitch School of Business

  Name: Andrew Stocke, Finance and Global Supply Chain Student at Wayne State University - Mike Ilitch School of Business

  Mentioned in this episode:

  • Meet Doug Conant, former CEO of Campbell Soup Company
  • Episode with Craig Keeys: Breaking Barriers: From Humble Beginnings to Industry Leader
  • Meet Sandy Stojkovski, CEO of Vitesco Technologies, North America
  
  

  
  

  Episode Highlights:

  [00:03:11] Creating AutoCulture 2.0: Victoria reflects on her role in creating Jan's leadership book. Together, they explore how involving fresh voices at all levels can shape the future of automotive leadership.

  [00:05:14] Trust is the Key: Reflecting on the importance of trust in authentic leadership, Andrew shares insights from his journey. He compares his current empowering role to a time when he was micromanaged, showing that for employees to thrive, leaders need to trust them.

  [00:10:52] Shifting from Traditional Leadership: Victoria dives into the generational shift in leadership styles and how Gen Z prefers mentorship over micromanagement. She points out that her generation values supportive leaders and a culture of trust and growth, and they are ready to leave if these are unmet.

  [00:14:34] Lessons from Rivalry: Andrew reflects on the striking lessons from the Blockbuster-Netflix rivalry, highlighting Netflix's resilience in the face of skepticism and Blockbuster's downfall due to arrogance. It's a powerful reminder that humility and adaptability are crucial for success.

  [00:16:12] Mentorship Matters: Victoria admires Sandy Stojkovski and talks about a part of her story that shows how Sandy overcame self-doubt despite her success. Victoria uses Sandy's experience to show how one person can change their leadership style and create a positive team environment with the help of a mentor.

  [00:19:10] Leadership Traits that Gen Z looks for: Andrew and Victoria outline the essential traits they seek in leaders. Andrew stresses the importance of leaders who roll up their sleeves and lead by example, while Victoria highlights trust and transparency as vital for fostering open communication.

  [00:23:37] Take Accountability, Future Leaders: Jan advises Andrew on the power of personal accountability as the cornerstone of effective leadership. She emphasizes that fulfilling commitments—big or small—builds trust and credibility, ultimately shaping a solid foundation for his future career.

  [00:27:00] Understand Differences: Jan advises Victoria about stepping into a diverse workforce, reminding her that each generation brings its values and experiences. She highlights how understanding different viewpoints can create stronger connections and foster teamwork as they embark on their career journeys.

  
  

  Top Quotes:

  [00:05:45] Andrew: “I liked that there were prompts at the end of each chapter, calls to action that you could actually apply in your everyday life. And I'm thinking if I was a leader in the automotive industry, I would probably take advantage of that. And you even say to discuss it with your team and that, it's such a simple detail, but it allows the words to kind of like make it off the page and you put into motion. You can actually use the concepts in practice. And I think that the main theme really was focused a lot on trust. It's impossible to be an authentic leader if you don't trust your employees. I mean, because otherwise, like, why are you hiring them? That kind of defeats the purpose. There was a quote from Steve Jobs in there that said, "It doesn't make sense to hire smart people and tell them what to do. They should be telling us what to do.”

  [00:11:21] Victoria: “I feel like the older generation, they're more used to this typical command and control leadership style; while we, as Gen Z and Gen Y, we're really wanting a different type of leadership style. We want to have a mentor, have guidance, and I feel like our generation, if we are not getting that, we're more comfortable of letting the person know, letting the manager know, and if we're continuously not getting that, we're less afraid to leave, I feel like, than the older generation. So, it'll be interesting. And I think for me, specifically, I feel like I really value a person who helps build me up, provides mentorship, and provides guidance on ways to improve. In that way, I'm learning from them, they're learning from me, and you're both in a mutually beneficial relationship compared to, like, when we have micromanagers or people who really nitpick things.”

  [00:14:50] Andrew: “There are lessons that can be learned from both sides. Netflix demonstrated great resilience in the sense that they were told time and time again that this would never work, but they didn't care; they kept pushing through. And, you know, look at them today. They're probably the biggest streaming service there is. And on Blockbuster's side, it’s more of a cautionary tale of arrogance and hubris, that they were almost too big to fail and that, I forgot the name of the CEO, but he basically held back laughter when discussing the Netflix acquisition. And so, I think that's kind of not only something that you can apply in leadership settings, but to your life in general, because I mean, who doesn't want to be resilient? Who doesn't want to push themselves to be the best that they can? And conversely, hubris kind of leads to being content, and at that point, you're never going to improve.”

  [00:26:09] Jan: “If you say you're going to call somebody tomorrow, you call them tomorrow. Don't try and convince yourself that it's okay. He or she won't mind. It's okay if I'm two days late with this. It is not; it is never okay. Unless you do need some more time for something, you go back to the person and say, "Hey, I can meet the deadline, but really, I'm having trouble getting some data or some information. I would like an extension of two days. Is that okay with you?" Before the due date. That's how you manage those situations. You build rapport, you build credibility, you build integrity. Thinking about how you follow through on your own personal commitments, no matter how small, I think is incredibly important to set the right foundation for a career.”

  [00:27:42] Jan: “Recognize that with five different generations in the workforce, there are five different answers. And they're not all wrong. They're just different. So, rather than judge people for their differences in the way that they think, take a moment to have some empathy… Take a moment to understand the other person's point of view. Don't think you have all the answers, and it should be a certain way. It's never black or white. It's always about taking time to understand the other person's view and perspective and then coming together to make the right decision.”

  ]]>34751786-3700-42b2-a795-1d9e4256c9dfThu, 26 Sep 2024 06:30:00 -040029:41falsefull51341345Breaking Barriers: From Humble Beginnings to Industry LeaderThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode of the Automotive Leaders Podcast, Jan Griffiths interviews Craig Keeys to talk about his leadership style, impressive career journey, and how he’s leading INFINITI through industry changes as their Group Vice President for the Americas.

  Starting in 1998 as a warehouse operator at Nissan, Craig’s early days were far from the glamorous start many imagine. Juggling afternoon shifts at Nissan’s parts distribution center while attending Rutgers University, he learned the true meaning of hard work. After graduation, Craig transitioned from a blue-collar role into sales and marketing, which sparked his passion for the industry and fueled his desire to explore its dynamic nature.

  Craig’s early mentor, Mark Grimm, played a pivotal role in shaping his career. Mark’s belief in Craig’s potential gave him the confidence to overcome self-doubt and pursue opportunities. Today, Craig is committed to empowering others, championing diversity, and driving change in the automotive industry—evident in his recognition as the 2023 Automotive News Champion of Diversity.

  He also dives into the industry’s shift toward electrification, sharing how INFINITI balances innovation with stability while maintaining an exceptional customer experience. He stresses the importance of maintaining stability for his team during such rapid change.

  In a personal twist, Craig shares how his family is the driving force behind everything he does and even gives a glimpse into his morning routine and passions outside of work. He also points out that younger generations prioritize a balanced, stress-free life over pursuing paychecks. Craig believes that if leaders don't adjust their mindset to this change, they will struggle to attract the next wave of talent.

  Tune in to hear insights into Craig’s journey to the top, the importance of authentic leadership, and how leaders can transform their organizations by embracing change and empowering others. If you want to make a real impact in the automotive world, this conversation is for you.

  Themes discussed in this episode:

  • The importance of staying true to one's values and being genuine in leadership roles
  • How Craig’s early experiences and the mentorship he received shaped his approach to leadership
  • The challenge of maintaining a consistent leadership style amidst varying top-down philosophies and industry changes
  • How leadership styles have changed over time, particularly from command-and-control leadership to more genuine, empowering approaches that resonate today
  • Infiniti’s approach to innovating both its products and its people strategies to lead industry change
  • The importance of giving people the freedom and support they need to reach their full potential
  • The role of self-reflection, especially through the lens of family, in understanding and adapting to the needs of younger generations
  
  

  Featured guest: Craig Keeys

  What he does: As Group Vice President for INFINITI Americas, Craig Keeys oversees the brand's operations across the U.S., Canada, Mexico, Latin America, the Caribbean, and Israel. Since his appointment in April 2022, Craig has been focused on relaunching the INFINITI brand, placing a strong emphasis on strategic planning, marketing, and strengthening the retail network. He also prioritizes employee engagement, ensuring a motivated and high-performing team.

  With over 24 years of experience at Nissan Group, Craig’s leadership spans sales, marketing, aftersales, and logistics. His dynamic approach drives growth and enhances client experiences. A firm believer in mentorship, he develops future leaders and fosters long-term relationships, demonstrating visionary leadership in highly competitive markets. 

  On Leadership: "I really think of myself as an authentic leader. I'm the same person when I'm with my family, when I'm with my team, when I'm engaging in moments like this. And so authenticity is important to me. And I think when we talk a little bit about my humble beginnings as a warehouse operator. I think the experiences that I've had in the various levels within the organization, as well as, just generally in life. I have afforded me that perspective of wanting to be an authentic leader.”

  
  

  Mentioned in this episode:

  • 2023 Champions of Diversity: Craig Keeys 
  • Four new models signal INFINITI product renaissance
  
  

  
  

  Episode Highlights:

  [00:02:22] Craig Keeys As Leader: Craig reveals his leadership philosophy: staying authentic. From his start as a warehouse operator to leading INFINITI, he values being the same genuine person in all areas of his life.

  [00:03:44] Humble Beginnings: Craig takes us on a journey from his start as a warehouse operator at Nissan in 1998 to his rise within the company. Born in Jamaica and growing up across the U.S., Craig’s path to Nissan was unconventional, sparked by a flyer in a counselor's office.

  [00:08:44] The Mentor's Impact: A conversation with the regional VP, who had a soft spot for underdogs, became a turning point for Craig. This mentor saw Craig’s potential and told him to use his curiosity and drive to the fullest, no matter his background or differences.

  [00:15:08] Leading Through Change: Navigating leadership in today's automotive industry means staying true to your values, even when faced with outdated command-and-control approaches. It’s all about being the bridge—balancing authenticity while influencing positive change both upward and within your team.

  [00:18:12] Empowering Others to Shine: Craig is all about empowerment—giving people the space to shine and break through barriers on their own. He values helping others reach their full potential without stepping in too much, believing it’s the key to great leadership.

  [00:21:14] Balancing Past and Future: Managing the shift to EVs feels like riding the line between clinging to the past and embracing the future. Infiniti is focused on creating an electrified lineup while maintaining its personal touch with customers—even as the industry rapidly transforms.

  [00:25:04] Craig’s Personal Side: What gets Craig out of bed in the morning? Family. A few deep breaths, some ESPN, and he’s ready to take on the day. Between binge-watching Shogun and rereading Essentialism, it’s all about finding balance in both life and work, especially in an industry that's always evolving.

  [00:29:06] The Future of Leadership: To truly connect with younger talent, Craig suggests that leaders look to their own families for insight into what younger generations really want. He believes that focusing on authenticity and quality of life—not just salary—is key to meeting the evolving needs of today’s workforce and attracting top talent.

  
  

  Top Quotes:

  [00:07:08] Craig: “There were so many different things that you could do within automotive. There were so many different facets to the business, and at the same time, it was ever-changing and it was always very dynamic. And that was a bit of a draw for me because, at that time, some of my close friends were in jobs that were monotonous. I can remember a close friend being in the insurance world, and they were literally falling asleep, managing spreadsheets all day as a young college grad. And so, I knew I didn't want that for myself. And the people that I was interacting with were engaging enough, it became a really good draw for me to want to investigate the industry much more. And because of that breath, it really attracted me to it.”

  [00:15:45] Craig: “What has been consistent for me is my love and appreciation of people. Anyone who knows me knows that I hold my team in very, very high regard. And no matter what the top-down philosophy is at the time because we do have turnover in our industry and people bring new ideas, thoughts, perspectives, and leadership styles, I have to be a filter to that message. Honestly, Jan, I've tried to be consistent in my leadership style because my reputation and my credibility are important to me. I don't want people to think that my style changes with the wind. And so, in spite of the challenging environment, in spite of that command-and-control leadership style that others may have had across the years, I've tried to be a filter to my organization wherever possible.”

  [00:18:26] Craig: “The leadership trait that resonated with me the most is empowerment because I'm a big believer in giving people the space and opportunity they need to meet their maximum potential, whatever that is. And with empowerment, you are helping to break down barriers. You are helping people understand the governance within an...]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode of the Automotive Leaders Podcast, Jan Griffiths interviews Craig Keeys to talk about his leadership style, impressive career journey, and how he’s leading INFINITI through industry changes as their Group Vice President for the Americas.

  Starting in 1998 as a warehouse operator at Nissan, Craig’s early days were far from the glamorous start many imagine. Juggling afternoon shifts at Nissan’s parts distribution center while attending Rutgers University, he learned the true meaning of hard work. After graduation, Craig transitioned from a blue-collar role into sales and marketing, which sparked his passion for the industry and fueled his desire to explore its dynamic nature.

  Craig’s early mentor, Mark Grimm, played a pivotal role in shaping his career. Mark’s belief in Craig’s potential gave him the confidence to overcome self-doubt and pursue opportunities. Today, Craig is committed to empowering others, championing diversity, and driving change in the automotive industry—evident in his recognition as the 2023 Automotive News Champion of Diversity.

  He also dives into the industry’s shift toward electrification, sharing how INFINITI balances innovation with stability while maintaining an exceptional customer experience. He stresses the importance of maintaining stability for his team during such rapid change.

  In a personal twist, Craig shares how his family is the driving force behind everything he does and even gives a glimpse into his morning routine and passions outside of work. He also points out that younger generations prioritize a balanced, stress-free life over pursuing paychecks. Craig believes that if leaders don't adjust their mindset to this change, they will struggle to attract the next wave of talent.

  Tune in to hear insights into Craig’s journey to the top, the importance of authentic leadership, and how leaders can transform their organizations by embracing change and empowering others. If you want to make a real impact in the automotive world, this conversation is for you.

  Themes discussed in this episode:

  • The importance of staying true to one's values and being genuine in leadership roles
  • How Craig’s early experiences and the mentorship he received shaped his approach to leadership
  • The challenge of maintaining a consistent leadership style amidst varying top-down philosophies and industry changes
  • How leadership styles have changed over time, particularly from command-and-control leadership to more genuine, empowering approaches that resonate today
  • Infiniti’s approach to innovating both its products and its people strategies to lead industry change
  • The importance of giving people the freedom and support they need to reach their full potential
  • The role of self-reflection, especially through the lens of family, in understanding and adapting to the needs of younger generations
  
  

  Featured guest: Craig Keeys

  What he does: As Group Vice President for INFINITI Americas, Craig Keeys oversees the brand's operations across the U.S., Canada, Mexico, Latin America, the Caribbean, and Israel. Since his appointment in April 2022, Craig has been focused on relaunching the INFINITI brand, placing a strong emphasis on strategic planning, marketing, and strengthening the retail network. He also prioritizes employee engagement, ensuring a motivated and high-performing team.

  With over 24 years of experience at Nissan Group, Craig’s leadership spans sales, marketing, aftersales, and logistics. His dynamic approach drives growth and enhances client experiences. A firm believer in mentorship, he develops future leaders and fosters long-term relationships, demonstrating visionary leadership in highly competitive markets. 

  On Leadership: "I really think of myself as an authentic leader. I'm the same person when I'm with my family, when I'm with my team, when I'm engaging in moments like this. And so authenticity is important to me. And I think when we talk a little bit about my humble beginnings as a warehouse operator. I think the experiences that I've had in the various levels within the organization, as well as, just generally in life. I have afforded me that perspective of wanting to be an authentic leader.”

  
  

  Mentioned in this episode:

  • 2023 Champions of Diversity: Craig Keeys 
  • Four new models signal INFINITI product renaissance
  
  

  
  

  Episode Highlights:

  [00:02:22] Craig Keeys As Leader: Craig reveals his leadership philosophy: staying authentic. From his start as a warehouse operator to leading INFINITI, he values being the same genuine person in all areas of his life.

  [00:03:44] Humble Beginnings: Craig takes us on a journey from his start as a warehouse operator at Nissan in 1998 to his rise within the company. Born in Jamaica and growing up across the U.S., Craig’s path to Nissan was unconventional, sparked by a flyer in a counselor's office.

  [00:08:44] The Mentor's Impact: A conversation with the regional VP, who had a soft spot for underdogs, became a turning point for Craig. This mentor saw Craig’s potential and told him to use his curiosity and drive to the fullest, no matter his background or differences.

  [00:15:08] Leading Through Change: Navigating leadership in today's automotive industry means staying true to your values, even when faced with outdated command-and-control approaches. It’s all about being the bridge—balancing authenticity while influencing positive change both upward and within your team.

  [00:18:12] Empowering Others to Shine: Craig is all about empowerment—giving people the space to shine and break through barriers on their own. He values helping others reach their full potential without stepping in too much, believing it’s the key to great leadership.

  [00:21:14] Balancing Past and Future: Managing the shift to EVs feels like riding the line between clinging to the past and embracing the future. Infiniti is focused on creating an electrified lineup while maintaining its personal touch with customers—even as the industry rapidly transforms.

  [00:25:04] Craig’s Personal Side: What gets Craig out of bed in the morning? Family. A few deep breaths, some ESPN, and he’s ready to take on the day. Between binge-watching Shogun and rereading Essentialism, it’s all about finding balance in both life and work, especially in an industry that's always evolving.

  [00:29:06] The Future of Leadership: To truly connect with younger talent, Craig suggests that leaders look to their own families for insight into what younger generations really want. He believes that focusing on authenticity and quality of life—not just salary—is key to meeting the evolving needs of today’s workforce and attracting top talent.

  
  

  Top Quotes:

  [00:07:08] Craig: “There were so many different things that you could do within automotive. There were so many different facets to the business, and at the same time, it was ever-changing and it was always very dynamic. And that was a bit of a draw for me because, at that time, some of my close friends were in jobs that were monotonous. I can remember a close friend being in the insurance world, and they were literally falling asleep, managing spreadsheets all day as a young college grad. And so, I knew I didn't want that for myself. And the people that I was interacting with were engaging enough, it became a really good draw for me to want to investigate the industry much more. And because of that breath, it really attracted me to it.”

  [00:15:45] Craig: “What has been consistent for me is my love and appreciation of people. Anyone who knows me knows that I hold my team in very, very high regard. And no matter what the top-down philosophy is at the time because we do have turnover in our industry and people bring new ideas, thoughts, perspectives, and leadership styles, I have to be a filter to that message. Honestly, Jan, I've tried to be consistent in my leadership style because my reputation and my credibility are important to me. I don't want people to think that my style changes with the wind. And so, in spite of the challenging environment, in spite of that command-and-control leadership style that others may have had across the years, I've tried to be a filter to my organization wherever possible.”

  [00:18:26] Craig: “The leadership trait that resonated with me the most is empowerment because I'm a big believer in giving people the space and opportunity they need to meet their maximum potential, whatever that is. And with empowerment, you are helping to break down barriers. You are helping people understand the governance within an organization and how to get things accomplished, all the while without micromanaging or being overbearing.”

  [00:19:56] Craig: “I've been micromanaged at various points in my career and I absolutely hated it, and it ultimately limited my performance and limited my potential because of the frustrating environment that it fostered. And so, I made a promise to myself to ultimately be different in those moments, but you're absolutely right. There are those times when I almost want to micromanage someone. If there's a looming deadline or there's a challenging process where we are risk-averse, or we're meeting deadlines, right? And so I just have to take a step back, take a breath, and remind myself that if those things are challenging, then let's talk to our team members. Let's set moments where we hash through any issues and provide good guidance, but let's not hover over someone's shoulder.”

  [00:30:22] Craig: “Kids today are not necessarily chasing a check. They're chasing a lifestyle. They're chasing quality of life. I read a stat the other day that said, essentially, Gen Z is more interested in a stress-free life than a salary. And so, if you want to attract the best talent, I would say reflection through the family to understand the needs of the younger generation is what you should be focused on because if not, if you're not shifting the mindset to AutoCulture 2.0, you will get left behind. It's as simple as that. You won't attract the talent that will be necessary to ultimately manage this business in the future.”

  ]]>b89c39fa-3c14-466d-b162-1ec4afc6c26fThu, 12 Sep 2024 06:30:00 -040031:58falsefull51331335Resting the Mic: Automotive Leaders Podcast UpdateThis episode is sponsored by Lockton, click here to learn more

  In this solo episode, Jan Griffiths opens up about something we all need but often ignore—a break. Reflecting on a conversation with Hadi Awada, President of Axalta Mobility Coatings, Jan explores the guilt and pressure many leaders feel to stay "always on" and why it's vital to step back and recharge.

  Jan also shares exciting professional developments, including two new projects: an innovative solution for creating multilingual internal podcasts using a combination of AI and human expertise and the upcoming "AutoCulture 2.0: Leading with Gravitas" online course centered around the 21 Traits of Authentic Leadership.

  On a personal note, Jan shares her experience of moving her daughter into a high-rise in Detroit, reflecting on how much the city has evolved over the past 30 years. She openly admits her need for a break and encourages listeners to embrace rest without guilt, leaving them with a teaser for an inspiring upcoming episode.

  Stay true to yourself, take that much-needed break, and prepare for more authentic leadership insights on the next episode.

  Host: 

  Name: Jan Griffiths

  Title: President and Founder, Gravitas Detroit 

  About: Jan is the architect of cultural change in the automotive industry. As the President and founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she hosts the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. 

  Connect: LinkedIn

  
  

  Mentioned in this episode:

  • Hadi Awada's Journey to Transforming Workplace Culture
  • Gravitas Detroit Podcast Services
  • Gravitas Detroit Leadership Workshop
  • What is AutoCulture 2.0?
  • The 21 Traits of Authentic Leadership PDF
  
  ]]>This episode is sponsored by Lockton, click here to learn more

  In this solo episode, Jan Griffiths opens up about something we all need but often ignore—a break. Reflecting on a conversation with Hadi Awada, President of Axalta Mobility Coatings, Jan explores the guilt and pressure many leaders feel to stay "always on" and why it's vital to step back and recharge.

  Jan also shares exciting professional developments, including two new projects: an innovative solution for creating multilingual internal podcasts using a combination of AI and human expertise and the upcoming "AutoCulture 2.0: Leading with Gravitas" online course centered around the 21 Traits of Authentic Leadership.

  On a personal note, Jan shares her experience of moving her daughter into a high-rise in Detroit, reflecting on how much the city has evolved over the past 30 years. She openly admits her need for a break and encourages listeners to embrace rest without guilt, leaving them with a teaser for an inspiring upcoming episode.

  Stay true to yourself, take that much-needed break, and prepare for more authentic leadership insights on the next episode.

  Host: 

  Name: Jan Griffiths

  Title: President and Founder, Gravitas Detroit 

  About: Jan is the architect of cultural change in the automotive industry. As the President and founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she hosts the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. 

  Connect: LinkedIn

  
  

  Mentioned in this episode:

  • Hadi Awada's Journey to Transforming Workplace Culture
  • Gravitas Detroit Podcast Services
  • Gravitas Detroit Leadership Workshop
  • What is AutoCulture 2.0?
  • The 21 Traits of Authentic Leadership PDF
  
  ]]>35ed32a5-ddd9-4ea2-960f-2cb330f57595Thu, 29 Aug 2024 06:30:00 -040011:09falsefull51321325Meet the Leader Behind the Next Iconic Car CompanyThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode of the Automotive Leaders Podcast, Jan Griffiths welcomes Marques McCammon, the president of Karma Automotive, to share his leadership philosophy and journey. 

  A proud graduate of North Carolina A&T State University and holding engineering and management roles in Detroit, including Chrysler, before leading Karma Automotive, Marques’ story highlights breaking conventional molds. He emphasizes authentic leadership, being comfortable with oneself, and leading according to one's values. 

  Having dared to dream big despite skepticism, he embodies the persistence in challenging the status quo and driving innovation. His leadership lesson focuses on serving the team, listening, making oneself available and vulnerable, and supporting the team to reach their full potential, a sharp contrast to the command-and-control leadership model commonly experienced in Detroit's automotive industry.

  Themes discussed in this episode:

  • Marques McCammon's approach to leading and transforming a company.
  • How Karma Automotive is pushing boundaries in vehicle design and technology.
  • Addressing the challenges faced by the company and how they are turning them into opportunities.
  • Why evolving leadership styles are crucial for the future of the automotive industry.
  • Strategies for developing leadership skills and approaches that will be effective in navigating the future of the automotive industry.
  • The critical role of software in driving innovation across various aspects of the automotive industry.
  • Marques McCammon’s vision for the future of Karma Automotive and the broader automotive industry.
  
  

  Featured guest: Marques McCammon

  What he does: Marques was named President of Karma Automotive, California’s first and only ultra-luxury automaker, in April 2023. His tasks at Karma Automotive are twofold, equally ambitious, and paramount: to reinvigorate the brand and to implement alternate paths to revenue. His career, which spanned nearly three decades before joining Karma Automotive, showcases his expansive expertise in general management, product development, manufacturing, brand leadership, marketing, and software-focused automotive innovations. His leadership and contributions to the automotive sector have been recognized by Detroit Business, which listed him among the top 40 Young Executives making an impact in Detroit.

  On Leadership: "For me, I think that as a leader, my job is to serve my team. And by that, what I mean is there's always a greater number of employees than there are leaders, and we often, as leaders or people in leadership roles, get preoccupied with our notion of the authority that we carry or the title that we carry, and we're supposed to drive the day. But the reality is the work gets done by the team. And our job is to connect with that team, help them to find their potential, and their overlap with the other team members so that the organization can see its fullest potential."

  Mentioned in this episode:

  • Interview with Kate Vitasek: Transforming UAW Strike Negotiations for a Win-Win Outcome
  • Meet Stefan Krause, A driving force in the world of EVs
  • Meet Doug Conant, former CEO of Campbell Soup Company
  
  

  Episode Highlights:

  [00:03:39] Who is Marques McCammon as a Leader?: Rather than focusing on authority, Marques believes leadership is about serving the team, connecting with them, and unlocking their potential.

  [00:04:51] The Birth of an Authentic Leader: Marques reflects on how mentors helped him see past traditional hierarchies. He learned to stop apologizing for his ideas and started seeing everyone as equals, no matter their title.

  [00:13:08] Karma Automotive: Karma stands apart as an ultra-luxury brand, distinct from Henrik Fisker's legacy. While others aim for mass markets, Karma focuses on exclusivity, staying clear of the crowded automotive field.

  [00:14:48] The Key to Success: Marques shares how a lifelong passion for the automotive industry fueled his journey from an East Coast dreamer to a leader shaping the next generation of vehicles. Despite doubters, he embraced the challenge, driven by a desire to help others find their place in the industry.

  [00:17:36] Marques’ Top Leadership Traits: Marques reflects on the power of authenticity and vulnerability in leadership. In a world often dominated by facades, he believes that real trust only forms when leaders show their true selves. For him, being open, even when it means admitting mistakes, fosters growth and builds deeper connections with those around him.

  [00:20:18] We’re All Humans: Leadership isn’t just about making tough decisions; it’s about understanding the humanity in every interaction. Marques shares how his bond with a colleague allowed them to navigate a difficult situation with mutual respect and empathy, proving that even in the harsh world of business, relationships matter.

  [00:25:06] Leading with Conviction: Jan and Marques discuss shifting from a mindset of strict rules and compliance to one of trust and passion. Instead of expecting the worst, they advocate leading with conviction to inspire and harness people's best qualities, turning challenges into opportunities for growth.

  [00:26:49] Focus on the Mission: Marques shares how he keeps his team focused and motivated by constantly reinforcing their mission. By consistently revisiting their vision and taking responsibility for any necessary changes, he ensures the team remains aligned and driven, even through challenges.

  [00:29:01] The Biggest Challenge: The auto industry faces its biggest challenge yet: adapting to the software revolution. Marques highlights how the rapid pace and different standards of software development are reshaping everything, from company culture to leadership.

  [00:34:18] Going Personal: Marques McCammon shares his passion for the HBO series Warrior and Steve Jobs' focus on product and purpose. He reveals how these inspirations drive his vision for Karma, blending innovation with a meaningful impact.

  Top Quotes:

  [00:08:27] Marques: “As a business community, we've created that notion that somehow, because I'm the president, chief executive, my workload is more important than the next person. It has different implications but is just as important as yours.”

  [00:15:29] Marques: “I want to be a contributor to the next generation. I don't need to prove that I'm smarter, try to be better, or beat someone else out. I definitely don't need to stand up on a stage and pound on my chest. What I want to do is I want to figure out how to help the industry transition into the next generation in a way that more people, frankly, like myself who admire the industry but don't know their role in it, can see themselves and can be positive contributors to it.”

  [00:22:50] Marques: “You could be a great operator. You can be someone who's driving for results and still have the understanding and the perspective that the other person sitting across the room from you is a human, that they're important, that they can be a part of your solution, even as you're changing, it doesn't have to be one or the other.”

  [00:28:39] Marques: “We hope the business is always going up into the right, but there's going to be some times where we have to change, or we have to pivot, or we have to pull back. We should own it. As a leader, we should be the first one in line to own it. And then also help the team to understand what am I doing differently today and tomorrow to ensure that the next change will be stronger and better than the one from the last.”

  [00:29:21] Marques: “The role that software plays and will play in the defining of the value of vehicles going into the future is something different than we've seen in the past 130 years of the industry we've had.”

  ]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode of the Automotive Leaders Podcast, Jan Griffiths welcomes Marques McCammon, the president of Karma Automotive, to share his leadership philosophy and journey. 

  A proud graduate of North Carolina A&T State University and holding engineering and management roles in Detroit, including Chrysler, before leading Karma Automotive, Marques’ story highlights breaking conventional molds. He emphasizes authentic leadership, being comfortable with oneself, and leading according to one's values. 

  Having dared to dream big despite skepticism, he embodies the persistence in challenging the status quo and driving innovation. His leadership lesson focuses on serving the team, listening, making oneself available and vulnerable, and supporting the team to reach their full potential, a sharp contrast to the command-and-control leadership model commonly experienced in Detroit's automotive industry.

  Themes discussed in this episode:

  • Marques McCammon's approach to leading and transforming a company.
  • How Karma Automotive is pushing boundaries in vehicle design and technology.
  • Addressing the challenges faced by the company and how they are turning them into opportunities.
  • Why evolving leadership styles are crucial for the future of the automotive industry.
  • Strategies for developing leadership skills and approaches that will be effective in navigating the future of the automotive industry.
  • The critical role of software in driving innovation across various aspects of the automotive industry.
  • Marques McCammon’s vision for the future of Karma Automotive and the broader automotive industry.
  
  

  Featured guest: Marques McCammon

  What he does: Marques was named President of Karma Automotive, California’s first and only ultra-luxury automaker, in April 2023. His tasks at Karma Automotive are twofold, equally ambitious, and paramount: to reinvigorate the brand and to implement alternate paths to revenue. His career, which spanned nearly three decades before joining Karma Automotive, showcases his expansive expertise in general management, product development, manufacturing, brand leadership, marketing, and software-focused automotive innovations. His leadership and contributions to the automotive sector have been recognized by Detroit Business, which listed him among the top 40 Young Executives making an impact in Detroit.

  On Leadership: "For me, I think that as a leader, my job is to serve my team. And by that, what I mean is there's always a greater number of employees than there are leaders, and we often, as leaders or people in leadership roles, get preoccupied with our notion of the authority that we carry or the title that we carry, and we're supposed to drive the day. But the reality is the work gets done by the team. And our job is to connect with that team, help them to find their potential, and their overlap with the other team members so that the organization can see its fullest potential."

  Mentioned in this episode:

  • Interview with Kate Vitasek: Transforming UAW Strike Negotiations for a Win-Win Outcome
  • Meet Stefan Krause, A driving force in the world of EVs
  • Meet Doug Conant, former CEO of Campbell Soup Company
  
  

  Episode Highlights:

  [00:03:39] Who is Marques McCammon as a Leader?: Rather than focusing on authority, Marques believes leadership is about serving the team, connecting with them, and unlocking their potential.

  [00:04:51] The Birth of an Authentic Leader: Marques reflects on how mentors helped him see past traditional hierarchies. He learned to stop apologizing for his ideas and started seeing everyone as equals, no matter their title.

  [00:13:08] Karma Automotive: Karma stands apart as an ultra-luxury brand, distinct from Henrik Fisker's legacy. While others aim for mass markets, Karma focuses on exclusivity, staying clear of the crowded automotive field.

  [00:14:48] The Key to Success: Marques shares how a lifelong passion for the automotive industry fueled his journey from an East Coast dreamer to a leader shaping the next generation of vehicles. Despite doubters, he embraced the challenge, driven by a desire to help others find their place in the industry.

  [00:17:36] Marques’ Top Leadership Traits: Marques reflects on the power of authenticity and vulnerability in leadership. In a world often dominated by facades, he believes that real trust only forms when leaders show their true selves. For him, being open, even when it means admitting mistakes, fosters growth and builds deeper connections with those around him.

  [00:20:18] We’re All Humans: Leadership isn’t just about making tough decisions; it’s about understanding the humanity in every interaction. Marques shares how his bond with a colleague allowed them to navigate a difficult situation with mutual respect and empathy, proving that even in the harsh world of business, relationships matter.

  [00:25:06] Leading with Conviction: Jan and Marques discuss shifting from a mindset of strict rules and compliance to one of trust and passion. Instead of expecting the worst, they advocate leading with conviction to inspire and harness people's best qualities, turning challenges into opportunities for growth.

  [00:26:49] Focus on the Mission: Marques shares how he keeps his team focused and motivated by constantly reinforcing their mission. By consistently revisiting their vision and taking responsibility for any necessary changes, he ensures the team remains aligned and driven, even through challenges.

  [00:29:01] The Biggest Challenge: The auto industry faces its biggest challenge yet: adapting to the software revolution. Marques highlights how the rapid pace and different standards of software development are reshaping everything, from company culture to leadership.

  [00:34:18] Going Personal: Marques McCammon shares his passion for the HBO series Warrior and Steve Jobs' focus on product and purpose. He reveals how these inspirations drive his vision for Karma, blending innovation with a meaningful impact.

  Top Quotes:

  [00:08:27] Marques: “As a business community, we've created that notion that somehow, because I'm the president, chief executive, my workload is more important than the next person. It has different implications but is just as important as yours.”

  [00:15:29] Marques: “I want to be a contributor to the next generation. I don't need to prove that I'm smarter, try to be better, or beat someone else out. I definitely don't need to stand up on a stage and pound on my chest. What I want to do is I want to figure out how to help the industry transition into the next generation in a way that more people, frankly, like myself who admire the industry but don't know their role in it, can see themselves and can be positive contributors to it.”

  [00:22:50] Marques: “You could be a great operator. You can be someone who's driving for results and still have the understanding and the perspective that the other person sitting across the room from you is a human, that they're important, that they can be a part of your solution, even as you're changing, it doesn't have to be one or the other.”

  [00:28:39] Marques: “We hope the business is always going up into the right, but there's going to be some times where we have to change, or we have to pivot, or we have to pull back. We should own it. As a leader, we should be the first one in line to own it. And then also help the team to understand what am I doing differently today and tomorrow to ensure that the next change will be stronger and better than the one from the last.”

  [00:29:21] Marques: “The role that software plays and will play in the defining of the value of vehicles going into the future is something different than we've seen in the past 130 years of the industry we've had.”

  ]]>0a925c6f-d318-4f73-83b8-7371615840a6Thu, 15 Aug 2024 06:30:00 -040037:47falsefull51311315CAR MBS 2024 UnpluggedThis episode is sponsored by Lockton, click here to learn more

  In the world of automotive innovation, it's not just about keeping up—it's about leading the charge. The Center for Automotive Research (CAR) is where those big ideas come to life, and at this year's CAR Management Briefing Seminars (MBS) in Traverse City, Michigan, the industry's top minds gathered to share their vision for the future. 

  This episode takes you inside CAR MBS 2024 like never before. We're not just talking about the event—we're diving into the conversations that are driving change, from the push toward electrification to the reshaping of how we view and acquire talent for the industry. 

  You'll hear the voices of leaders who are not only shaping mobility but also inspiring the next generation of automotive pioneers. Hear firsthand the strategies they're deploying, the trends they're watching, and the challenges they're overcoming. Whether you're driving leading in the automotive industry or simply passionate about its future, this episode is your access to the conversations that matter.

  

  Co-host: Carl Anthony

  What he does: Carl Anthony is the Managing Editor and Co-Founder of Automoblog and AutoVision News. He also hosts AutoVision News Radio and AutoSens Insights. Carl is a regular contributor on MotorMouth Radio on WHPC 90.3 FM and an active member of the Automotive Women's Alliance Foundation, supporting its mission to empower women in the automotive and mobility industries. He has collaborated with top automotive brands like Escort Radar, Cobra Electronics, Real Truck, and Meguiar's as a respected ambassador. Carl's previous roles include dealership and new vehicle launch trainer for Ford, Honda, Mercedes-Benz, and Volvo, as well as serving as a product specialist on Chevy's National Truck Team.

  

  Featured guests: 

  Name: Tara Andringa 

  Title: Executive Director of Partners for Automated Vehicle Education (PAVE)

  Discussed: [00:04:53] At CAR MBS 2024, Tara dives into the real-world impact of autonomous vehicles (AVs), stripping away the hype to reveal how the "last mile" could quietly revolutionize transportation. It’s not about flashy tech—it's about practical solutions that could redefine mobility if only the public can learn to trust and understand it.

  Name: Scott Tobin 

  Title: CEO of Envorso

  Discussed: [00:06:53] Scott talks about bridging the gap between legacy automotive engineering and cutting-edge software technology. He explains how Envorso combines the best of both worlds, overcoming the silos in traditional auto design to create Software Defined Vehicles (SDVs). With hundreds of modules and millions of lines of code, these vehicles redefine customer experience through updatable software, efficient electrical architecture, and data-driven insights.

  
  

  Name: Collin Shaw

  Title: President, MEMA

  Discussed: [00:08:51] The $160 billion invested in North America's EV sector is impressive, but what happens when that money doesn’t pay off? Collin Shaw tackles the industry's most pressing concern—stranded capital. He reveals how MEMA is working behind the scenes to ensure suppliers' voices are heard, securing grants, and helping the industry navigate the tricky transition to electrification.

  
  

  Names: Tharunika Vasudevan, Andrew Nodge, and Liuyan He.

  Title: Students of Wayne State University, Mike Ilitch School of Business. Part of the Students@MBS Program

  Discussed: [00:11:46] From the complexities of supply chain management to the impact of policies and data analytics, these future leaders explore how their studies connect with real-world challenges. Their experiences at CAR MBS are not just educational—they’re eye-opening glimpses into the future of mobility, where technology and innovation are driving change at every turn.

  
  

  Name: Bob Lee

  Title: Corporate Executive VP and Head of North America for LG Energy Solution

  Discussed: [00:14:57] Bob explains what makes EVs far more eco-friendly than traditional combustion engines. He also highlighted a surprising fact about charging infrastructure in the US: there are already 50,000-60,000 public charging stations, surpassing the number of McDonald's locations. With expectations for a tenfold increase in the next decade, the future of EV charging is looking bright.

  
  

  Name: Judd Herzer

  Title: Mobility Director at Michigan State University

  Discussed: [00:18:22] Judd explains his role in managing MSU's mobility research and infrastructure and emphasizes the need for more experiential learning opportunities to bridge classroom knowledge with real-world application. He also discusses MSU's innovative Tech-E program, designed to quickly adapt to industry needs and accelerate talent development, cutting the typical program update timeline from eight years to just two and a half.

  
  

  Name: Pamposh Zutshi

  Title: Vice President of Product Strategy and Planning at WiTricity

  Discussed: [00:22:19] Pamposh envisions a future where wireless charging becomes as routine as Wi-Fi. He challenges the notion that EVs need fast-charging stations like gas pumps, pointing out that most charging happens at home. With EV drivers averaging under 50 miles a day, Zutshi argues that wireless technology can eliminate range anxiety and streamline the charging process. His key takeaway? "Whatever can go wireless, does go wireless," a nod to the broader trend of moving away from cables and cords in technology.

  
  

  Name: Stefan Buerkle

  Title: Regional President, Cross-Domain Computing Solutions, Bosch North America

  Discussed: [00:24:52] Stefan sees a world where automakers and tech giants collaborate to create software-defined vehicles that are more than just cars—they’re part of a connected digital ecosystem. His message? The key to standing out in the automotive world lies in integrating technology effortlessly to enhance everyday experiences.

  
  

  Name: Joe McCabe

  Title: President and CEO of Auto Forecast Solutions

  Discussed: [00:27:26] Industry expert Joe McCabe highlights three crucial shifts ahead. Expect a gradual transition from traditional engines to electric vehicles, with a balanced mix of technologies needed for the near future. Watch for a wave of global competitors shaking up the market with affordable innovations. And, brace yourself for a post-pandemic auto landscape where the old rules no longer apply, as new players and evolving trends redefine the competitive playing field.

  
  

  Name: Dr. Robert K. McMahan

  Title: President of Kettering University

  Discussed: [00:30:08] Imagine a future where automotive talent is nurtured from a young age, not hunted like rare treasures. Dr. McMahan reveals how our current approach to talent development is outdated for a 21st-century industry. He advocates for a proactive strategy, treating talent like a long-term investment. He also calls for a shift in how we support diversity—focusing on inspiring students early in their educational journey to keep them engaged in STEM fields.

  
  

  Name: Kevin Gilleo

  Title: Vice President of Electronic Systems at Toyota Motor North America

  Discussed: [00:34:16] Explore the future of driving with Kevin Gilleo as he breaks down Software Defined Vehicles (SDVs). Picture a car that's not just a machine but a smart system that evolves with software updates, delivering new features and enhanced experiences. Kevin reveals how today’s tech-savvy drivers expect their cars to be as intuitive and smart as their phones and smart home devices.

  
  

  Mentioned in this...]]>This episode is sponsored by Lockton, click here to learn more

  In the world of automotive innovation, it's not just about keeping up—it's about leading the charge. The Center for Automotive Research (CAR) is where those big ideas come to life, and at this year's CAR Management Briefing Seminars (MBS) in Traverse City, Michigan, the industry's top minds gathered to share their vision for the future. 

  This episode takes you inside CAR MBS 2024 like never before. We're not just talking about the event—we're diving into the conversations that are driving change, from the push toward electrification to the reshaping of how we view and acquire talent for the industry. 

  You'll hear the voices of leaders who are not only shaping mobility but also inspiring the next generation of automotive pioneers. Hear firsthand the strategies they're deploying, the trends they're watching, and the challenges they're overcoming. Whether you're driving leading in the automotive industry or simply passionate about its future, this episode is your access to the conversations that matter.

  

  Co-host: Carl Anthony

  What he does: Carl Anthony is the Managing Editor and Co-Founder of Automoblog and AutoVision News. He also hosts AutoVision News Radio and AutoSens Insights. Carl is a regular contributor on MotorMouth Radio on WHPC 90.3 FM and an active member of the Automotive Women's Alliance Foundation, supporting its mission to empower women in the automotive and mobility industries. He has collaborated with top automotive brands like Escort Radar, Cobra Electronics, Real Truck, and Meguiar's as a respected ambassador. Carl's previous roles include dealership and new vehicle launch trainer for Ford, Honda, Mercedes-Benz, and Volvo, as well as serving as a product specialist on Chevy's National Truck Team.

  

  Featured guests: 

  Name: Tara Andringa 

  Title: Executive Director of Partners for Automated Vehicle Education (PAVE)

  Discussed: [00:04:53] At CAR MBS 2024, Tara dives into the real-world impact of autonomous vehicles (AVs), stripping away the hype to reveal how the "last mile" could quietly revolutionize transportation. It’s not about flashy tech—it's about practical solutions that could redefine mobility if only the public can learn to trust and understand it.

  Name: Scott Tobin 

  Title: CEO of Envorso

  Discussed: [00:06:53] Scott talks about bridging the gap between legacy automotive engineering and cutting-edge software technology. He explains how Envorso combines the best of both worlds, overcoming the silos in traditional auto design to create Software Defined Vehicles (SDVs). With hundreds of modules and millions of lines of code, these vehicles redefine customer experience through updatable software, efficient electrical architecture, and data-driven insights.

  
  

  Name: Collin Shaw

  Title: President, MEMA

  Discussed: [00:08:51] The $160 billion invested in North America's EV sector is impressive, but what happens when that money doesn’t pay off? Collin Shaw tackles the industry's most pressing concern—stranded capital. He reveals how MEMA is working behind the scenes to ensure suppliers' voices are heard, securing grants, and helping the industry navigate the tricky transition to electrification.

  
  

  Names: Tharunika Vasudevan, Andrew Nodge, and Liuyan He.

  Title: Students of Wayne State University, Mike Ilitch School of Business. Part of the Students@MBS Program

  Discussed: [00:11:46] From the complexities of supply chain management to the impact of policies and data analytics, these future leaders explore how their studies connect with real-world challenges. Their experiences at CAR MBS are not just educational—they’re eye-opening glimpses into the future of mobility, where technology and innovation are driving change at every turn.

  
  

  Name: Bob Lee

  Title: Corporate Executive VP and Head of North America for LG Energy Solution

  Discussed: [00:14:57] Bob explains what makes EVs far more eco-friendly than traditional combustion engines. He also highlighted a surprising fact about charging infrastructure in the US: there are already 50,000-60,000 public charging stations, surpassing the number of McDonald's locations. With expectations for a tenfold increase in the next decade, the future of EV charging is looking bright.

  
  

  Name: Judd Herzer

  Title: Mobility Director at Michigan State University

  Discussed: [00:18:22] Judd explains his role in managing MSU's mobility research and infrastructure and emphasizes the need for more experiential learning opportunities to bridge classroom knowledge with real-world application. He also discusses MSU's innovative Tech-E program, designed to quickly adapt to industry needs and accelerate talent development, cutting the typical program update timeline from eight years to just two and a half.

  
  

  Name: Pamposh Zutshi

  Title: Vice President of Product Strategy and Planning at WiTricity

  Discussed: [00:22:19] Pamposh envisions a future where wireless charging becomes as routine as Wi-Fi. He challenges the notion that EVs need fast-charging stations like gas pumps, pointing out that most charging happens at home. With EV drivers averaging under 50 miles a day, Zutshi argues that wireless technology can eliminate range anxiety and streamline the charging process. His key takeaway? "Whatever can go wireless, does go wireless," a nod to the broader trend of moving away from cables and cords in technology.

  
  

  Name: Stefan Buerkle

  Title: Regional President, Cross-Domain Computing Solutions, Bosch North America

  Discussed: [00:24:52] Stefan sees a world where automakers and tech giants collaborate to create software-defined vehicles that are more than just cars—they’re part of a connected digital ecosystem. His message? The key to standing out in the automotive world lies in integrating technology effortlessly to enhance everyday experiences.

  
  

  Name: Joe McCabe

  Title: President and CEO of Auto Forecast Solutions

  Discussed: [00:27:26] Industry expert Joe McCabe highlights three crucial shifts ahead. Expect a gradual transition from traditional engines to electric vehicles, with a balanced mix of technologies needed for the near future. Watch for a wave of global competitors shaking up the market with affordable innovations. And, brace yourself for a post-pandemic auto landscape where the old rules no longer apply, as new players and evolving trends redefine the competitive playing field.

  
  

  Name: Dr. Robert K. McMahan

  Title: President of Kettering University

  Discussed: [00:30:08] Imagine a future where automotive talent is nurtured from a young age, not hunted like rare treasures. Dr. McMahan reveals how our current approach to talent development is outdated for a 21st-century industry. He advocates for a proactive strategy, treating talent like a long-term investment. He also calls for a shift in how we support diversity—focusing on inspiring students early in their educational journey to keep them engaged in STEM fields.

  
  

  Name: Kevin Gilleo

  Title: Vice President of Electronic Systems at Toyota Motor North America

  Discussed: [00:34:16] Explore the future of driving with Kevin Gilleo as he breaks down Software Defined Vehicles (SDVs). Picture a car that's not just a machine but a smart system that evolves with software updates, delivering new features and enhanced experiences. Kevin reveals how today’s tech-savvy drivers expect their cars to be as intuitive and smart as their phones and smart home devices.

  
  

  Mentioned in this episode:

  • 59th Annual CAR MBS: Where we will ENGAGE, EMBRACE, and EMBARK
  • Episode with Alan Amici: Inside CAR: Pioneering the Future of the Automotive Industry
  • CAR’s Affiliates Program
  • CAR MBS 2024 Agenda
  • Students @ MBS Program
  
  ]]>15db60e0-7e48-4f0b-9264-4fdd4626cfa1Thu, 08 Aug 2024 06:28:00 -040039:04falsefull51301305Driving Culture Change in the Automotive Industry with Jon HusbyThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode of the Automotive Leaders Podcast, host Jan Griffiths interviews Jon Husby, president and CEO of ADAC Automotive, about the critical elements of leadership and culture in the automotive industry.

  Jon grew up as a shy child who was always worried about what other people thought. However, after taking on a leadership role, he discovered that he enjoys leading and getting things done.

  "I am imperfect. I'm learning as a leader," says Jon. Despite spending 30 years in the industry, Jon still believes every day is new for him. As a leader, Jon is unafraid to roll up his sleeves and get into the trenches to help his people. He embraces a transparent leadership style that empowers people to be better versions of themselves.

  Jon highlights a common issue where companies focus heavily on KPIs at the expense of culture. He says this unbalanced focus on metrics and people prevents companies from evolving their culture. At ADAC, they address this by putting concerted effort and commitment into the people aspect of the business.

  Jon shares a significant challenge ADAC faced—a cyber event that tested the company's strength. Despite the adversity, the incident showcased the power of strong leadership and teamwork. By understanding each other's strengths and placing the right people in the right roles, ADAC could respond swiftly and effectively, earning customer compliments for their quick recovery​.

  Transparency is a fundamental trait in Jon's leadership philosophy. By fostering an environment where employees feel comfortable asking questions and understanding the reasoning behind decisions, Jon believes transparency can significantly enhance trust and engagement within the company. ​

  Jon suggests that industry leaders should tackle their challenges with leadership and culture by being transparent and collaborative. He emphasizes the need for giving and receiving feedback to improve the industry. This is especially important during a time of major changes in the industry.

  Join Jon and host Jan Griffiths as they discuss his career journey, the importance of transparency and mindset in leadership, and how leaders can drive transformation within their organizations.

  Themes discussed in this episode:

  • Understanding how Jon Husby is driving transformation with ADAC Automotive
  • The importance of transparent and collaborative relationships with Original Equipment Manufacturers (OEMs)
  • Ensuring a focus on both organizational culture and key performance indicators for long-term success
  • The impact of understanding and effectively communicating with employees on leadership effectiveness
  • Creating an environment where employees feel valued and comfortable asking questions.
  • Strategies for leading a company through significant changes and challenges.
  • Encouraging a mindset that seeks to address issues before they become significant problems
  
  

  Featured guest: Jon Husby

  What he does: Jon Husby is the President and CEO of ADAC Automotive, a leading vehicle access and diversified solutions company. Joining ADAC in August 2022, he was appointed to its board of directors in January 2024. Before ADAC, Jon was the President and CEO of SEG Automotive North America, where he managed mechanical and e-machine technology from 2018 to 2022. He also served as SVP of Global Sales during his tenure. Jon's extensive career includes leadership roles at Harman International, TomTom, Tele Atlas, and DENSO Corporation, with expertise in sales, marketing, and advanced automotive technologies. He holds board positions with MEMA Original Equipment Suppliers and the Automotive Hall of Fame. Jon earned his Bachelor’s in Economics and Management from Albion College and an MBA from Wayne State.

  On leadership: “I am imperfect. I'm learning as a leader. Every day is new for me, but I embrace a style of empowerment. I embrace a style of trust and transparency in coaching. I fully, fully believe, and I've learned this through my well over 30 years of leading people in this idea of rolling up your sleeves, getting in the trenches, and not being afraid to help people and coach people, right? And I've seen so many different styles of leadership. And so, for me, personally, being able to grab onto that, being able to be that transparent type of leader that empowers people, but also holds them accountable in a fair way and helps people learn to be better versions of themselves where they can go. That's really who I am as a leader.”

  Mentioned in this episode:

  • Plante Moren 24th annual North American Automotive OEM-supplier Working Relations Index® (WRI®) Study
  • Meet Stefan Krause, A driving force in the world of EVs
  • Martin Fischer on Shaping ZF's Automotive Leadership and Culture
  • Getting to Know Collin Shaw, the next President of MEMA Original Equipment Suppliers Group
  
  

  

  Episode Highlights:

  [00:03:02] Jon Husby As A Leader: Jon describes his leadership style as one of empowerment, trust, and transparency, focused on coaching and helping people become better versions of themselves.

  [00:03:48] The Journey Towards Authentic Leadership: Jon's leadership journey was shaped by early leadership opportunities, mentorship, diverse professional roles, and a focus on learning and adapting his leadership style to different cultures and challenges.

  [00:12:33] Compliance vs Conviction: Effective leadership involves understanding and connecting with individuals on a personal level rather than adhering to a rigid, one-size-fits-all approach.

  [00:16:07] Balancing Accountability and Empathy: By retooling meeting structures to include a focus on people, culture, and strategy, Jon ensures that leadership consistently considers and addresses both business performance and employee well-being.

  [00:18:40] The 12 Variables of Success: Jon talks about ADAC's 12 Variables for Success, emphasizing its practical and relatable approach to leadership and cultural change and how these variables are actively integrated and promoted within the company.

  [00:23:06] Where are the KPIs for Culture? In a world obsessed with KPIs and urgent issues, Jon Husby highlights the critical need for a cultural KPI, stressing that many companies fail to evolve their culture due to their fixation on metrics.

  [00:27:45] Cyber Intrusion: Jon shares a significant challenge ADAC faced—a cyber event that tested the company's strength.

  [00:29:17] Key Leadership Traits: Understand the importance of transparency and mindset in leadership from Jon's perspective.

  [00:32:49] Advice for Industry Leaders: Jon believes it's important for Tier One suppliers in the auto industry to be transparent and communicate openly. He encourages them to engage with OEMs and industry peers to drive cultural and leadership change.

  [00:37:09] Going Personal with Jon Husby: Diving into the personal side, Jon shares his love for binge-watching history and business documentaries, his morning routine of walking and listening to podcasts, and his commitment to balancing work, family, and personal growth.

  Top Quotes:

  [00:04:38] Jon: “There was a part of my early leadership days that were a bit of that chasing the title, chasing the recognition. And what I started to learn eventually over time was it can't be about that; with great power comes responsibility, too. And you need to be able to be that more humble, vulnerable leader. Once I started to get that, the whole world of leadership changed for me. It became about working with others, empowering others, always trying to learn, et cetera.”

  [00:23:19] Jon: “There's always such a focus on KPI, but where's the KPI on culture?  And most companies don't have that KPI in culture. And frankly, I'm not going to proclaim that we have the exact math and science behind it, but we take the focus to make sure that we're going to talk about people. We're going to talk about what we need to do. We're going to talk about the messaging. And so, we make a just a really concerted effort and commitment to go do that. I just think there are so many companies that can't get out of their own way when it comes to KPIs. It stops them from being able to evolve the culture. And that's really...]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode of the Automotive Leaders Podcast, host Jan Griffiths interviews Jon Husby, president and CEO of ADAC Automotive, about the critical elements of leadership and culture in the automotive industry.

  Jon grew up as a shy child who was always worried about what other people thought. However, after taking on a leadership role, he discovered that he enjoys leading and getting things done.

  "I am imperfect. I'm learning as a leader," says Jon. Despite spending 30 years in the industry, Jon still believes every day is new for him. As a leader, Jon is unafraid to roll up his sleeves and get into the trenches to help his people. He embraces a transparent leadership style that empowers people to be better versions of themselves.

  Jon highlights a common issue where companies focus heavily on KPIs at the expense of culture. He says this unbalanced focus on metrics and people prevents companies from evolving their culture. At ADAC, they address this by putting concerted effort and commitment into the people aspect of the business.

  Jon shares a significant challenge ADAC faced—a cyber event that tested the company's strength. Despite the adversity, the incident showcased the power of strong leadership and teamwork. By understanding each other's strengths and placing the right people in the right roles, ADAC could respond swiftly and effectively, earning customer compliments for their quick recovery​.

  Transparency is a fundamental trait in Jon's leadership philosophy. By fostering an environment where employees feel comfortable asking questions and understanding the reasoning behind decisions, Jon believes transparency can significantly enhance trust and engagement within the company. ​

  Jon suggests that industry leaders should tackle their challenges with leadership and culture by being transparent and collaborative. He emphasizes the need for giving and receiving feedback to improve the industry. This is especially important during a time of major changes in the industry.

  Join Jon and host Jan Griffiths as they discuss his career journey, the importance of transparency and mindset in leadership, and how leaders can drive transformation within their organizations.

  Themes discussed in this episode:

  • Understanding how Jon Husby is driving transformation with ADAC Automotive
  • The importance of transparent and collaborative relationships with Original Equipment Manufacturers (OEMs)
  • Ensuring a focus on both organizational culture and key performance indicators for long-term success
  • The impact of understanding and effectively communicating with employees on leadership effectiveness
  • Creating an environment where employees feel valued and comfortable asking questions.
  • Strategies for leading a company through significant changes and challenges.
  • Encouraging a mindset that seeks to address issues before they become significant problems
  
  

  Featured guest: Jon Husby

  What he does: Jon Husby is the President and CEO of ADAC Automotive, a leading vehicle access and diversified solutions company. Joining ADAC in August 2022, he was appointed to its board of directors in January 2024. Before ADAC, Jon was the President and CEO of SEG Automotive North America, where he managed mechanical and e-machine technology from 2018 to 2022. He also served as SVP of Global Sales during his tenure. Jon's extensive career includes leadership roles at Harman International, TomTom, Tele Atlas, and DENSO Corporation, with expertise in sales, marketing, and advanced automotive technologies. He holds board positions with MEMA Original Equipment Suppliers and the Automotive Hall of Fame. Jon earned his Bachelor’s in Economics and Management from Albion College and an MBA from Wayne State.

  On leadership: “I am imperfect. I'm learning as a leader. Every day is new for me, but I embrace a style of empowerment. I embrace a style of trust and transparency in coaching. I fully, fully believe, and I've learned this through my well over 30 years of leading people in this idea of rolling up your sleeves, getting in the trenches, and not being afraid to help people and coach people, right? And I've seen so many different styles of leadership. And so, for me, personally, being able to grab onto that, being able to be that transparent type of leader that empowers people, but also holds them accountable in a fair way and helps people learn to be better versions of themselves where they can go. That's really who I am as a leader.”

  Mentioned in this episode:

  • Plante Moren 24th annual North American Automotive OEM-supplier Working Relations Index® (WRI®) Study
  • Meet Stefan Krause, A driving force in the world of EVs
  • Martin Fischer on Shaping ZF's Automotive Leadership and Culture
  • Getting to Know Collin Shaw, the next President of MEMA Original Equipment Suppliers Group
  
  

  

  Episode Highlights:

  [00:03:02] Jon Husby As A Leader: Jon describes his leadership style as one of empowerment, trust, and transparency, focused on coaching and helping people become better versions of themselves.

  [00:03:48] The Journey Towards Authentic Leadership: Jon's leadership journey was shaped by early leadership opportunities, mentorship, diverse professional roles, and a focus on learning and adapting his leadership style to different cultures and challenges.

  [00:12:33] Compliance vs Conviction: Effective leadership involves understanding and connecting with individuals on a personal level rather than adhering to a rigid, one-size-fits-all approach.

  [00:16:07] Balancing Accountability and Empathy: By retooling meeting structures to include a focus on people, culture, and strategy, Jon ensures that leadership consistently considers and addresses both business performance and employee well-being.

  [00:18:40] The 12 Variables of Success: Jon talks about ADAC's 12 Variables for Success, emphasizing its practical and relatable approach to leadership and cultural change and how these variables are actively integrated and promoted within the company.

  [00:23:06] Where are the KPIs for Culture? In a world obsessed with KPIs and urgent issues, Jon Husby highlights the critical need for a cultural KPI, stressing that many companies fail to evolve their culture due to their fixation on metrics.

  [00:27:45] Cyber Intrusion: Jon shares a significant challenge ADAC faced—a cyber event that tested the company's strength.

  [00:29:17] Key Leadership Traits: Understand the importance of transparency and mindset in leadership from Jon's perspective.

  [00:32:49] Advice for Industry Leaders: Jon believes it's important for Tier One suppliers in the auto industry to be transparent and communicate openly. He encourages them to engage with OEMs and industry peers to drive cultural and leadership change.

  [00:37:09] Going Personal with Jon Husby: Diving into the personal side, Jon shares his love for binge-watching history and business documentaries, his morning routine of walking and listening to podcasts, and his commitment to balancing work, family, and personal growth.

  Top Quotes:

  [00:04:38] Jon: “There was a part of my early leadership days that were a bit of that chasing the title, chasing the recognition. And what I started to learn eventually over time was it can't be about that; with great power comes responsibility, too. And you need to be able to be that more humble, vulnerable leader. Once I started to get that, the whole world of leadership changed for me. It became about working with others, empowering others, always trying to learn, et cetera.”

  [00:23:19] Jon: “There's always such a focus on KPI, but where's the KPI on culture?  And most companies don't have that KPI in culture. And frankly, I'm not going to proclaim that we have the exact math and science behind it, but we take the focus to make sure that we're going to talk about people. We're going to talk about what we need to do. We're going to talk about the messaging. And so, we make a just a really concerted effort and commitment to go do that. I just think there are so many companies that can't get out of their own way when it comes to KPIs. It stops them from being able to evolve the culture. And that's really dangerous.”

  [00:26:41] Jon: “One of the things we did was change the cadence of meetings the minute I walked in the door. And we went from just being a report out to being a strategy meeting and being an alignment meeting. And I promise you that when that senior leadership team walks out of that room, we all have the same message. We all have the same understanding. And some of those are tough discussions. We have a lot of very healthy debates, but those debates weren't happening before. And now, those debates are happening. And for me, that's awesome because that's starting to change the way we're going to advance the strategy and the culture because we're having those tough discussions now. We're not just going to launch something and hope it sticks.”

  [00:29:28] Jon: “If there's anything I've learned, and it doesn't matter if it's my career if it's in industry groups, it can be in nonprofit boards, it can be whatever. There's got to be that sense of transparency. There has to be that sense of help explaining the background. Just don't tell me something. Don't go to that command control; you will do this; here's our mission. Help people understand and talk through it.”

  [00:36:00] Jon: “Where we go as an industry is only going to be more transformational. Not in terms of, “Well, where are we going to be a decade from now?” It's where we're going to be 12 months from now, right? When we talk about the changes that are going on with EVs around the world, with China suppliers and automakers, and what's going to happen with tariffs and all these other things. The job of suppliers in this industry is only going to become more complex and harder. And this is it again: why do we have to be transparent and open? Trying to solve it all by yourself isn't going to work.”

  ]]>5813569d-e35a-4f22-b3ec-f9875b0e7471Thu, 01 Aug 2024 06:30:00 -040042:36falsefull51291295Hadi Awada's Journey to Transforming Workplace CultureThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode of the Automotive Leaders Podcast, Jan Griffiths welcomes Hadi Awada, President of Axalta Mobility Coatings. Known for his exceptional leadership and dedication to fostering a positive work culture, Hadi dives into his unique approach to leading with people and culture at the forefront.

  Hadi starts with his journey; he recounts his decision to leave the draining environment of a demanding corporate job. He then joined a $20 million startup, only to return to the corporate world with a new perspective and mission to change corporate culture from within.

  Hadi explains his role in keeping his team cohesive and operating smoothly. By fostering trust and maintaining a no-politics policy, he ensures that his team remains focused on their collective goals and stays out of the weeds.

  They discuss what makes a high-performance team: psychological safety and positive conflict, setting the stage for a discussion on fostering a healthy and creative work environment. Hadi points out that creativity thrives in an environment where fun and positive competition are encouraged, leading to a motivated and innovative team.

  Respect is central to Hadi's leadership approach. He believes in being firm but fair without resorting to disrespect. Hadi explains that true accountability involves anticipation and initiative—rewarding those who foresee and prevent problems rather than assigning blame when things go wrong. When issues arise, he looks at the systems and processes, not individuals, to find solutions and improve.

  Hadi points to transparency as a key leadership trait. He says transparency doesn't mean breaching confidentiality but being genuine and open with your team. He believes that when leaders show their true selves, they encourage others to do the same, fostering a culture free of fear and politics.

  Going personal, they explore Hadi's interests, such as his favorite binge-worthy shows, passion for music, and morning routine, which keep him grounded and effective as a leader.

  Themes discussed in this episode:

  • Why automotive leaders should prioritize culture and people
  • The positive impact of staying authentic in all aspects of life
  • How to foster a creative and collaborative environment for your company
  • The importance of transparency in automotive leadership
  • The impact of positive conflict and enjoyable competition
  • Nurturing a culture of respect and promoting proactive accountability
  • Understanding Hadi’s approach to transforming workplace culture
  
  

  Featured Guest: Hadi Awada

  What he does: Hadi Awada is the President of Global Mobility Coatings at Axalta. He leads Axalta’s Mobility Coatings business, supporting the evolving coatings needs of established and emerging automotive and commercial vehicle OEMs, fleet owners, and shared mobility providers. Hadi was previously President of Faurecia Clean Mobility – North America, where he also served as a member of Faurecia’s North American Board of Management and President of Faurecia Clean Mobility – Asia Pacific, serving on multiple boards with JV partners. He began his career after earning his BA from the University of Toledo, serving the Ford Motor Company in various roles within the Ford customer service division.

  On leadership: “I lead with culture and people. And I don't lead through them, I lead with them. I think culture is the first thing that I look at because it is the only thing that beats everything. The other thing is, as you look at people, the people that you put around you represent exactly who you are. And so, that culture has to manifest itself in what you're trying to bring into leadership.  There are three things I usually look at: it's the people, the org, and the governance. But as you look at the people, I hire people for situations, not for jobs.  I develop organizations that are created for empowerment, and I govern with that empowerment in mind. So, we keep things simple.”

  Mentioned in this episode:

  • Meet Warren Harris, CEO of Tata Technologies 
  • Meet Doug Conant, former CEO of Campbell Soup Company
  • The 21 Traits of Authentic Leadership 
  
  

  Episode Highlights:

  [00:03:08] People and Culture: Get to know Hadi Awada as a leader and learn about his leadership approach at Axalta.

  [00:04:01] Hadi’s Leadership Journey: Hadi reflects on his industry journey, leaving a corporate job, joining a startup, and returning to the corporate world to initiate his mission of transforming work culture from within.

  [00:08:20] Staying Up from the Weeds: Hadi’s job is to ensure his team works together like a family, each playing their unique role yet moving forward as one unit. That's how he keeps his team focused and maintains perspective.

  [00:12:54] Toxicity is NOT Allowed: How Hadi ensures that they maintain a positive environment within his team through positive conflicts and enjoyable competition. 

  [00:13:55] Creative Mode: “There are multiple things you can do for creativity, but you can't walk away from fun,” says Hadi as he shares his approach to fostering an environment where creativity thrives. 

  [00:16:42] No Reason for Disrespect: Sometimes, accountability is associated with blame, but for Hadi, it's not about who made you win or lose. It's about celebrating the journey and contributions of individuals.

  [00:19:37] Authentic Leadership: Hadi has no trouble choosing his favorite trait from the 21 Traits of Authentic Leadership — transparency. He explains how he arrived at this realization and highlights the positive impact of transparency.

  [00:22:16] Biggest Challenge: Hadi delves into the importance of authenticity and empathy in leadership, emphasizing how understanding and adapting to the values of multiple generations can foster a more inclusive and high-performing workplace.

  [00:27:05] Personal Side: Hadi shares with Jan the shows he binge-watches with his family, the most recent live performance he saw, and how he prepares for the day as he starts his leadership role.

  
  

  Top Quotes:

  [00:06:21] Hadi: “A lot of people have stumbled on culture beats everything for breakfast, lunch, and dinner. But you have to actually not say that, you have to live it, you have to really imagine yourself in a culture that you want to be. You want to walk into your job every day and make sure that that's the culture you want to be around you. You would need that to manifest within the other people.” 

  [00:13:00] Hadi: “Positive conflict is a really good way to lead, and creating enjoyable competition is a way to offset that. The way we set up our business is, more or less, we've got three general managers that run it. And we create a lot of positive competition between those three. We give out the Sandbagger Award. We do funny things that some people go up on stage when they present stuff, and they dress in AC/DC outfits. And we try to always compete through the creative side.”

  [00:17:30] Hadi: “Respect is at the center of everything we do…You can be firm and fair, but there's no reason for disrespect. And when I think about accountability, my mind goes more towards anticipate and initiative. People who have a strong sense of accountability tend to be people who anticipate things so that they can avoid problems, which also shows accountability. You've got to reward those characteristics, as well. Because accountability isn't just that we failed; who's accountable? We succeeded; who's accountable? It's what happened along the journey. What characteristics that people exhibit that got us to where we are?”

  [00:19:54] Hadi: “It takes so much energy to not be transparent.  Now I know there are certain things you're not allowed to tell people because they're confidential. I'm not saying to violate confidentiality. But be your authentic self, come transparent, and make sure you try to believe that everyone's trying to be their best person. And if you do that, they will also be transparent. Some people take a long time to warm up and to tell you things.  Sometimes people are afraid and so you've got to break that paradigm of fear, you know, have them want to be there and communicate and contribute.”

  [00:31:04]]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode of the Automotive Leaders Podcast, Jan Griffiths welcomes Hadi Awada, President of Axalta Mobility Coatings. Known for his exceptional leadership and dedication to fostering a positive work culture, Hadi dives into his unique approach to leading with people and culture at the forefront.

  Hadi starts with his journey; he recounts his decision to leave the draining environment of a demanding corporate job. He then joined a $20 million startup, only to return to the corporate world with a new perspective and mission to change corporate culture from within.

  Hadi explains his role in keeping his team cohesive and operating smoothly. By fostering trust and maintaining a no-politics policy, he ensures that his team remains focused on their collective goals and stays out of the weeds.

  They discuss what makes a high-performance team: psychological safety and positive conflict, setting the stage for a discussion on fostering a healthy and creative work environment. Hadi points out that creativity thrives in an environment where fun and positive competition are encouraged, leading to a motivated and innovative team.

  Respect is central to Hadi's leadership approach. He believes in being firm but fair without resorting to disrespect. Hadi explains that true accountability involves anticipation and initiative—rewarding those who foresee and prevent problems rather than assigning blame when things go wrong. When issues arise, he looks at the systems and processes, not individuals, to find solutions and improve.

  Hadi points to transparency as a key leadership trait. He says transparency doesn't mean breaching confidentiality but being genuine and open with your team. He believes that when leaders show their true selves, they encourage others to do the same, fostering a culture free of fear and politics.

  Going personal, they explore Hadi's interests, such as his favorite binge-worthy shows, passion for music, and morning routine, which keep him grounded and effective as a leader.

  Themes discussed in this episode:

  • Why automotive leaders should prioritize culture and people
  • The positive impact of staying authentic in all aspects of life
  • How to foster a creative and collaborative environment for your company
  • The importance of transparency in automotive leadership
  • The impact of positive conflict and enjoyable competition
  • Nurturing a culture of respect and promoting proactive accountability
  • Understanding Hadi’s approach to transforming workplace culture
  
  

  Featured Guest: Hadi Awada

  What he does: Hadi Awada is the President of Global Mobility Coatings at Axalta. He leads Axalta’s Mobility Coatings business, supporting the evolving coatings needs of established and emerging automotive and commercial vehicle OEMs, fleet owners, and shared mobility providers. Hadi was previously President of Faurecia Clean Mobility – North America, where he also served as a member of Faurecia’s North American Board of Management and President of Faurecia Clean Mobility – Asia Pacific, serving on multiple boards with JV partners. He began his career after earning his BA from the University of Toledo, serving the Ford Motor Company in various roles within the Ford customer service division.

  On leadership: “I lead with culture and people. And I don't lead through them, I lead with them. I think culture is the first thing that I look at because it is the only thing that beats everything. The other thing is, as you look at people, the people that you put around you represent exactly who you are. And so, that culture has to manifest itself in what you're trying to bring into leadership.  There are three things I usually look at: it's the people, the org, and the governance. But as you look at the people, I hire people for situations, not for jobs.  I develop organizations that are created for empowerment, and I govern with that empowerment in mind. So, we keep things simple.”

  Mentioned in this episode:

  • Meet Warren Harris, CEO of Tata Technologies 
  • Meet Doug Conant, former CEO of Campbell Soup Company
  • The 21 Traits of Authentic Leadership 
  
  

  Episode Highlights:

  [00:03:08] People and Culture: Get to know Hadi Awada as a leader and learn about his leadership approach at Axalta.

  [00:04:01] Hadi’s Leadership Journey: Hadi reflects on his industry journey, leaving a corporate job, joining a startup, and returning to the corporate world to initiate his mission of transforming work culture from within.

  [00:08:20] Staying Up from the Weeds: Hadi’s job is to ensure his team works together like a family, each playing their unique role yet moving forward as one unit. That's how he keeps his team focused and maintains perspective.

  [00:12:54] Toxicity is NOT Allowed: How Hadi ensures that they maintain a positive environment within his team through positive conflicts and enjoyable competition. 

  [00:13:55] Creative Mode: “There are multiple things you can do for creativity, but you can't walk away from fun,” says Hadi as he shares his approach to fostering an environment where creativity thrives. 

  [00:16:42] No Reason for Disrespect: Sometimes, accountability is associated with blame, but for Hadi, it's not about who made you win or lose. It's about celebrating the journey and contributions of individuals.

  [00:19:37] Authentic Leadership: Hadi has no trouble choosing his favorite trait from the 21 Traits of Authentic Leadership — transparency. He explains how he arrived at this realization and highlights the positive impact of transparency.

  [00:22:16] Biggest Challenge: Hadi delves into the importance of authenticity and empathy in leadership, emphasizing how understanding and adapting to the values of multiple generations can foster a more inclusive and high-performing workplace.

  [00:27:05] Personal Side: Hadi shares with Jan the shows he binge-watches with his family, the most recent live performance he saw, and how he prepares for the day as he starts his leadership role.

  
  

  Top Quotes:

  [00:06:21] Hadi: “A lot of people have stumbled on culture beats everything for breakfast, lunch, and dinner. But you have to actually not say that, you have to live it, you have to really imagine yourself in a culture that you want to be. You want to walk into your job every day and make sure that that's the culture you want to be around you. You would need that to manifest within the other people.” 

  [00:13:00] Hadi: “Positive conflict is a really good way to lead, and creating enjoyable competition is a way to offset that. The way we set up our business is, more or less, we've got three general managers that run it. And we create a lot of positive competition between those three. We give out the Sandbagger Award. We do funny things that some people go up on stage when they present stuff, and they dress in AC/DC outfits. And we try to always compete through the creative side.”

  [00:17:30] Hadi: “Respect is at the center of everything we do…You can be firm and fair, but there's no reason for disrespect. And when I think about accountability, my mind goes more towards anticipate and initiative. People who have a strong sense of accountability tend to be people who anticipate things so that they can avoid problems, which also shows accountability. You've got to reward those characteristics, as well. Because accountability isn't just that we failed; who's accountable? We succeeded; who's accountable? It's what happened along the journey. What characteristics that people exhibit that got us to where we are?”

  [00:19:54] Hadi: “It takes so much energy to not be transparent.  Now I know there are certain things you're not allowed to tell people because they're confidential. I'm not saying to violate confidentiality. But be your authentic self, come transparent, and make sure you try to believe that everyone's trying to be their best person. And if you do that, they will also be transparent. Some people take a long time to warm up and to tell you things.  Sometimes people are afraid and so you've got to break that paradigm of fear, you know, have them want to be there and communicate and contribute.”

  [00:31:04] Hadi: “I think the world is created around people who have their own agendas. And it's how you take everybody's agenda and see them, see what their agendas are, and make them all work together. I think that's the key. Otherwise, you're trying to change people, and you're not supposed to do that. My whole philosophy is to use their superpowers and get the whole team to succeed so that everybody's happy.”

  ]]>29e93476-f896-4fe7-8923-19e686aac384Thu, 18 Jul 2024 06:30:00 -040033:06falsefull51281285Inside CAR: Pioneering the Future of the Automotive IndustryThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this special episode of the Automotive Leaders Podcast, host Jan Griffiths teams up with co-host Carl Anthony, Managing Director and co-founder of Automoblog and AutoVision News, for an in-depth conversation with Alan Amici, the President and CEO of the Center for Automotive Research (CAR).

  Since assuming the position at CAR almost two years ago, Alan says the organization has been very active and is making exciting developments to strengthen it further.

  "CAR's mission is to inform and advise with the goal of making the automotive industry more viable and sustainable," says Alan. He explains that CAR achieves this mission through a three-pronged approach: conducting research, hosting events, and fostering partnerships with private and public entities.

  Discussing the need for a cultural shift in the automotive industry to match its technological advancements, Alan points out the strategies employed by General Motors and Ford to attract new talent. He also underscores the industry's need for more diversity, particularly women in leadership roles, to improve decision-making and better cater to market demands.

  Alan emphasizes how the traditional model of making car changes after assembly is changing with over-the-air updates; this allows for continuous improvement and risk-taking in development. He also talks about the increasing global competition, especially from China, and emphasizes the need to focus on speed and adaptability to remain competitive.

  The episode concludes with a look at the upcoming Management Briefing Seminar (MBS) conference in Traverse City, Michigan. Be sure to listen to the very end when Alan shares the names of their visionary guests and the new content they prepared for CAR's main event!

  Themes discussed in this episode:

  • Why we need to adapt culturally to support innovations such as software-defined vehicles and the development of electric vehicles
  • Understanding CAR’s role in the global automotive industry
  • The need to increase the representation of women in engineering and leadership roles to achieve workforce diversity
  • Understanding the importance of speed and adaptability in maintaining competitiveness amidst increasing global competition
  • How automakers are increasingly bringing software development capabilities in-house and the challenges they face in developing these competencies
  • The challenges and the requirements for transitioning from internal combustion engines to electric vehicles
  • What you can anticipate from the upcoming CAR-MBS and why you should attend
  
  

  Co-host: Carl Anthony

  What he does: Carl Anthony is the Managing Editor and Co-Founder of Automoblog and AutoVision News. He also hosts AutoVision News Radio and AutoSens Insights. Carl is a regular contributor on MotorMouth Radio on WHPC 90.3 FM and an active member of the Automotive Women's Alliance Foundation, supporting its mission to empower women in the automotive and mobility industries. He has collaborated with top automotive brands like Escort Radar, Cobra Electronics, Real Truck, and Meguiar's as a respected ambassador. Carl's previous roles include dealership and new vehicle launch trainer for Ford, Honda, Mercedes-Benz, and Volvo, as well as serving as a product specialist on Chevy's National Truck Team.

  Featured Guest: Alan Amici

  What he does: Alan Amici has over 35 years of experience as an automotive leader. Currently, he serves as the President and CEO of the Center for Automotive Research (CAR). Prior to this role, Alan held important leadership positions at Chrysler and TE Connectivity. At TE, he was the Vice President and Chief Technology Officer for Transportation Solutions and played a key role in launching the Global Uconnect platform at Chrysler. Alan's career spans various areas, including engineering, manufacturing, and service leadership across global locations. He holds two patents and has received the Walter P. Chrysler Technology Award. Alan has degrees in Electrical Engineering and an MBA from the University of Michigan. Additionally, he is actively involved in academia, serving on advisory boards at Penn State Harrisburg and Wayne State University.

  
  

  Mentioned in this episode:

  • 59th Annual CAR MBS: Where we will ENGAGE, EMBRACE, and EMBARK
  • What Is a 501(c)(3) Nonprofit Organization?
  • General Motors’ Mountain View tech hub
  • Michigan Central
  • National Electric Vehicle Infrastructure (NEVI) Program
  • Economic Development Corporation
  • Alliance for Automotive Innovation
  
  

  
  

  Episode Highlights:

  [00:03:08] 2 Years in Service: Since taking on the role at CAR nearly two years ago, Alan has stated that the organization has been highly active and is undergoing exciting developments to further strengthen it.

  [00:04:27] CAR’s Vision and Mission: "CAR's mission is to inform and advise," says Alan. He also explains CAR's three-pronged approach to achieving its goals.

  [00:06:57] The Tech Side of the Industry: Alan explores how technology and organizational culture intersect in the automotive industry. They highlight the importance of adjusting leadership and cultural frameworks to keep pace with the rapid technological advancements.

  [00:09:12] Women in Automotive: Alan believes women are underrepresented in automotive leadership positions. He acknowledges that while there has been significant progress on this matter, we still have a long way to go.

  [00:11:37] ICE to BEV: Transitioning to electric vehicles (EVs) in less than a decade and overhauling infrastructure for EV charging stations nationwide present immense challenges. The traditional supplier model is evolving as manufacturers seek more control over software development.

  [00:16:30] The Need for Speed: Alan discusses the major changes happening in the automotive industry. They believe it's crucial to focus on speed and adaptability to remain competitive in the face of increasing global competition, like China.

  [00:23:21] Engage, Embrace, and Embark: Alan talks about the upcoming CAR-MBS event in Traverse City, Michigan. With renowned speakers, fresh content, and the usual enjoyable experience, this year's MBS is not to be missed.

  
  

  Top Quotes:

  [00:04:29] Alan: “CAR's mission is to inform and advise, and we inform and advise with the goal of making the automotive industry more viable and more sustainable.’ 

  [00:09:12] Alan: “There are other issues that are really important to the automotive industry: women in engineering or women in leadership positions. The auto industry has made some significant progress in the past 15 or 20 years, but we still have a way to go. There are some examples like Mary Barra, who's leading general motors and has done a terrific job in that particular role, but there's still within the organizations, a lot of people won't find women in middle management or even senior management that they can emulate, or they can look up to, or they can seek a sponsor or a mentor. And so, there's some progress that has been made, but there's some improvements that can continue. And so, CAR definitely has a role in workforce development and DEI in that particular space as well.”

  [00:15:28] Alan: “You have these three changes that are occurring at the same time. I need different talent. I need different management styles and leadership styles to be able to make that work. I need different verification schemes. I need the ability to keep vehicles that...]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this special episode of the Automotive Leaders Podcast, host Jan Griffiths teams up with co-host Carl Anthony, Managing Director and co-founder of Automoblog and AutoVision News, for an in-depth conversation with Alan Amici, the President and CEO of the Center for Automotive Research (CAR).

  Since assuming the position at CAR almost two years ago, Alan says the organization has been very active and is making exciting developments to strengthen it further.

  "CAR's mission is to inform and advise with the goal of making the automotive industry more viable and sustainable," says Alan. He explains that CAR achieves this mission through a three-pronged approach: conducting research, hosting events, and fostering partnerships with private and public entities.

  Discussing the need for a cultural shift in the automotive industry to match its technological advancements, Alan points out the strategies employed by General Motors and Ford to attract new talent. He also underscores the industry's need for more diversity, particularly women in leadership roles, to improve decision-making and better cater to market demands.

  Alan emphasizes how the traditional model of making car changes after assembly is changing with over-the-air updates; this allows for continuous improvement and risk-taking in development. He also talks about the increasing global competition, especially from China, and emphasizes the need to focus on speed and adaptability to remain competitive.

  The episode concludes with a look at the upcoming Management Briefing Seminar (MBS) conference in Traverse City, Michigan. Be sure to listen to the very end when Alan shares the names of their visionary guests and the new content they prepared for CAR's main event!

  Themes discussed in this episode:

  • Why we need to adapt culturally to support innovations such as software-defined vehicles and the development of electric vehicles
  • Understanding CAR’s role in the global automotive industry
  • The need to increase the representation of women in engineering and leadership roles to achieve workforce diversity
  • Understanding the importance of speed and adaptability in maintaining competitiveness amidst increasing global competition
  • How automakers are increasingly bringing software development capabilities in-house and the challenges they face in developing these competencies
  • The challenges and the requirements for transitioning from internal combustion engines to electric vehicles
  • What you can anticipate from the upcoming CAR-MBS and why you should attend
  
  

  Co-host: Carl Anthony

  What he does: Carl Anthony is the Managing Editor and Co-Founder of Automoblog and AutoVision News. He also hosts AutoVision News Radio and AutoSens Insights. Carl is a regular contributor on MotorMouth Radio on WHPC 90.3 FM and an active member of the Automotive Women's Alliance Foundation, supporting its mission to empower women in the automotive and mobility industries. He has collaborated with top automotive brands like Escort Radar, Cobra Electronics, Real Truck, and Meguiar's as a respected ambassador. Carl's previous roles include dealership and new vehicle launch trainer for Ford, Honda, Mercedes-Benz, and Volvo, as well as serving as a product specialist on Chevy's National Truck Team.

  Featured Guest: Alan Amici

  What he does: Alan Amici has over 35 years of experience as an automotive leader. Currently, he serves as the President and CEO of the Center for Automotive Research (CAR). Prior to this role, Alan held important leadership positions at Chrysler and TE Connectivity. At TE, he was the Vice President and Chief Technology Officer for Transportation Solutions and played a key role in launching the Global Uconnect platform at Chrysler. Alan's career spans various areas, including engineering, manufacturing, and service leadership across global locations. He holds two patents and has received the Walter P. Chrysler Technology Award. Alan has degrees in Electrical Engineering and an MBA from the University of Michigan. Additionally, he is actively involved in academia, serving on advisory boards at Penn State Harrisburg and Wayne State University.

  
  

  Mentioned in this episode:

  • 59th Annual CAR MBS: Where we will ENGAGE, EMBRACE, and EMBARK
  • What Is a 501(c)(3) Nonprofit Organization?
  • General Motors’ Mountain View tech hub
  • Michigan Central
  • National Electric Vehicle Infrastructure (NEVI) Program
  • Economic Development Corporation
  • Alliance for Automotive Innovation
  
  

  
  

  Episode Highlights:

  [00:03:08] 2 Years in Service: Since taking on the role at CAR nearly two years ago, Alan has stated that the organization has been highly active and is undergoing exciting developments to further strengthen it.

  [00:04:27] CAR’s Vision and Mission: "CAR's mission is to inform and advise," says Alan. He also explains CAR's three-pronged approach to achieving its goals.

  [00:06:57] The Tech Side of the Industry: Alan explores how technology and organizational culture intersect in the automotive industry. They highlight the importance of adjusting leadership and cultural frameworks to keep pace with the rapid technological advancements.

  [00:09:12] Women in Automotive: Alan believes women are underrepresented in automotive leadership positions. He acknowledges that while there has been significant progress on this matter, we still have a long way to go.

  [00:11:37] ICE to BEV: Transitioning to electric vehicles (EVs) in less than a decade and overhauling infrastructure for EV charging stations nationwide present immense challenges. The traditional supplier model is evolving as manufacturers seek more control over software development.

  [00:16:30] The Need for Speed: Alan discusses the major changes happening in the automotive industry. They believe it's crucial to focus on speed and adaptability to remain competitive in the face of increasing global competition, like China.

  [00:23:21] Engage, Embrace, and Embark: Alan talks about the upcoming CAR-MBS event in Traverse City, Michigan. With renowned speakers, fresh content, and the usual enjoyable experience, this year's MBS is not to be missed.

  
  

  Top Quotes:

  [00:04:29] Alan: “CAR's mission is to inform and advise, and we inform and advise with the goal of making the automotive industry more viable and more sustainable.’ 

  [00:09:12] Alan: “There are other issues that are really important to the automotive industry: women in engineering or women in leadership positions. The auto industry has made some significant progress in the past 15 or 20 years, but we still have a way to go. There are some examples like Mary Barra, who's leading general motors and has done a terrific job in that particular role, but there's still within the organizations, a lot of people won't find women in middle management or even senior management that they can emulate, or they can look up to, or they can seek a sponsor or a mentor. And so, there's some progress that has been made, but there's some improvements that can continue. And so, CAR definitely has a role in workforce development and DEI in that particular space as well.”

  [00:15:28] Alan: “You have these three changes that are occurring at the same time. I need different talent. I need different management styles and leadership styles to be able to make that work. I need different verification schemes. I need the ability to keep vehicles that are out in the field updated and verified. So, it is a very complicated transformation that the auto industry is going through and they're trying to do it very quickly. So, any one of those three things would be a big challenge; doing all three at the same time is a daunting experience. Quite honestly, it's not the leader from 10 or 15 years ago; it's perhaps a new leadership style that can contemplate how should we be doing software differently.”

  [00:22:31] Alan: “Along with the European manufacturers and the Japanese manufacturers, you have China. And China has significantly improved the quality of its products. If you go back 30 years ago and look at some of the Chinese imports that you saw at the Detroit auto show, you're expecting they were kind of cheap knockoffs, and that's what it was. If you look at the cars now, the craftsmanship is there. It's interesting, and it's competitive. For the automaker’s writ large, whether you're talking about North America, or you talk about North America and Europe, there's big competition in China, and speed is part of the competition.”

  [00:23:22] Alan: “MBS will be August 5th through 8th in Traverse City, Michigan. This is at the Grand Traverse Resort. So, our theme is Engage, Embrace, and Embark. This is a bit of a refresh on MBS for us. So, with lots of support from the automotive OEMs. We have a lineup that's going to knock your socks off in terms of speakers.”

  ]]>aae430ae-25fc-4830-919b-119f774754d5Thu, 04 Jul 2024 06:30:00 -040028:28falsefull51271275Collaborating with Giants: HAAS Alert's Successful Startup with StellantisThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode of the Automotive Leaders Podcast, host Jan Griffiths interviews Cory Hohs, the CEO and co-founder of HAAS Alert. Cory takes us through the fascinating journey of HAAS Alert, a company dedicated to revolutionizing roadway safety through connected vehicle technology and V2X (vehicle-to-everything) communication.

  Cory shares his leadership philosophy, emphasizing the importance of trust and rallying his team around a shared mission. At HAAS Alert, that mission is clear and compelling: ensuring everyone gets home safely. He recounts the personal incident that inspired HAAS Alert—a near-collision with an ambulance—and the realization that vehicle-to-vehicle communication technology was overdue.

  Cory underscores the significance of being mission-driven throughout the discussion. He said that HAAS Alert is not just a tech company but a safety company first. This focus on safety over technology for its own sake has been crucial in motivating his team and the broader market.

  Cory highlights HAAS Alert's successful partnership with Stellantis. He praises Stellantis for its innovative mindset and willingness to adapt HAAS Alert's technology quickly, bypassing the usual bureaucratic obstacles that can slow down such integrations. This partnership exemplifies how forward-thinking OEMs can successfully work with startups to enhance vehicle safety.

  The episode shows how different tech startups and traditional automotive companies are. suggesting that legacy companies can learn much from startups' agile, mission-focused approach. Cory's insights offer a refreshing perspective on leadership and innovation in the auto industry, making this episode a must-listen for anyone interested in the future of automotive technology and safety.

  Themes discussed in this episode:

  • Leadership style of a tech startup CEO and co-founder
  • Cory’s views on building trust and focusing on a mission rather than just selling tech
  • HAAS Alert’s passion for saving lives through innovative tech solutions
  • Revolutionizing roadway safety through connected vehicle technology
  • How a personal near-miss with an ambulance inspired Cory to create HAAS Alert
  • Effective strategies for tech startups to collaborate with major automotive manufacturers
  • The story of a seamless integration with Stellantis showcases what’s possible when an OEM embraces innovation
  
  

  Featured Guest: Cory James Hohs

  What he does: Cory is the CEO and co-founder of HAAS Alert, a company dedicated to saving lives through connected vehicle safety and smart infrastructure solutions. He focuses on collision prevention technology for first responders and government fleets, ensuring safer roads with real-time alerts integrated into automotive systems. Cory's background includes over a decade in engineering and product management, with significant contributions to connected and autonomous vehicles. His leadership has positioned HAAS Alert as a key player in enhancing roadway safety, delivering nearly one billion alerts across over 240 cities and private fleets, including police, fire, EMS, and more.

  On leadership: “To be a leader within an organization, especially at a startup where you're asking people to do more, you're asking people to strive further, asking them to do things that have never been done before. I always remind everybody during all hands that everybody at a startup is an entrepreneur, not just the founders. We could all be at different jobs, cozier jobs, working less, getting paid more, but instead, we're all focused on a mission to get something done. It's really about keeping people rallied around that and us never forgetting, especially in our case, where it relates to safety, making sure that it's just constant reminding of folks, like why we do what we do every day, and reminding that we're not a tech company first, we're a safety company first.”

  Mentioned in this episode:

  • The 24th annual North American Automotive OEM-supplier Working Relations Index® (WRI®) Study
  • Vehicle-to-everything (V2X)
  • The 21 Traits of Authentic Leadership
  
  

  Episode Highlights:

  [00:03:43] Safety first, tech second: Leading HAAS Alert, Cory fosters trust and an entrepreneurial mindset among his team, emphasizing their mission to prioritize safety over mere technological advancement.

  [00:04:58] Realizing the Mission: Grounding his team in the real-world impact of their work, Cory starts meetings with sobering statistics on road fatalities and injuries, reinforcing HAAS Alert's commitment to saving lives through innovative safety solutions.

  [00:07:36] Let’s talk about HAAS Alert: Reflecting on how HAAS Alert started, Cory shares how a close call with an ambulance inspired the company's mission to integrate life-saving technology into automotive systems.

  [00:12:43] Collaborating with Giant: Cory talks about the road to a successful partnership with Stellantis and applauds the industry giant for swiftly embracing their technology's life-saving potential, which enhances vehicle safety and differentiates their brand in the market.

  [00:19:37] The Hard Part: Cory highlights the challenges startups encounter when negotiating lengthy and complex agreements with OEMs. He stresses the importance of having open, direct conversations and not letting bureaucracy slow down innovation and progress.

  [00:24:35] Creating the Path: When Stellantis decided to prioritize launching HAAS Alert's safety technology, they acted swiftly, driven by top-level commitment and a clear mission. This approach allowed them to quickly implement vehicle communication solutions and add new safety features to older models almost immediately.

  [00:27:55] Advice for OEMs and Tier Ones: Cory's advice is to break out of the strict corporate mindset when dealing with startups and smaller companies. He stresses the importance of having open, direct conversations and not letting bureaucracy slow down innovation and progress.

  [00:32:39] Command and Control: Cory emphasizes the importance of striking a balance between traditional top-down leadership in large manufacturing companies and the adaptability required in new businesses. He emphasizes the need for clear decision-making and deadlines while also adjusting quickly to changes.

  [00:35:48] Cory, on the 21 Traits of Authentic Leadership: Cory values vulnerability and transparency as critical traits of authentic leadership, which are essential for bridging gaps and driving innovation in startups or established OEMs.

  Top Quotes:

  [00:05:30] Cory: “When we start board meetings, we start with how many people were struck and killed, how many first responders were struck and killed. And we spotlight that. And it's a way that we're able to keep the focus of the company, not on the greatest, as I said, technology and all the great things we do on that side of the house, but that means nothing if it's not having an impact on the lives of people like you and me that are driving in our vehicles to keep us safe and if it's not having an impact on the first responders and the roadway workers that we serve on a day-to-day basis.”

  [00:11:57] Cory: “We're not doing this technology for technology's sake; we're doing this to bring us all back to the table around saving lives and being mission-driven to get our customers home safely.”

  [00:20:44] Cory: “As much as we fall to OEMs, I also think if you're a startup and you want to move quickly with an OEM, you're going to need to do a lot of work because they are not capable of moving that fast. If you're just going to say, here's a bunch of work that you'll need to do to get this product into the vehicle, that is not a success for anybody. And for the startups, we don't want to be another R&D project. We don't want to be a test case somewhere in the valley that does a dog and pony show; headquarters never hears about it at the OEM, and then you're just kind of tossed aside. Like you really got to fight your way through it, and you got to make sure that this isn't looked at as something that's just sort of a nice-to-have product.”

  [00:25:24] Cory: “If you ask anybody at Stellantis about why you did the integration with HAAS Alert, no one's going to say to create the largest North American V2X Vehicle Communication Network that the world has ever seen. That's not what they're going to say. They're going to say, 'We wanted to launch with a safety application.’ They actually had an internal employee program that asked for]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode of the Automotive Leaders Podcast, host Jan Griffiths interviews Cory Hohs, the CEO and co-founder of HAAS Alert. Cory takes us through the fascinating journey of HAAS Alert, a company dedicated to revolutionizing roadway safety through connected vehicle technology and V2X (vehicle-to-everything) communication.

  Cory shares his leadership philosophy, emphasizing the importance of trust and rallying his team around a shared mission. At HAAS Alert, that mission is clear and compelling: ensuring everyone gets home safely. He recounts the personal incident that inspired HAAS Alert—a near-collision with an ambulance—and the realization that vehicle-to-vehicle communication technology was overdue.

  Cory underscores the significance of being mission-driven throughout the discussion. He said that HAAS Alert is not just a tech company but a safety company first. This focus on safety over technology for its own sake has been crucial in motivating his team and the broader market.

  Cory highlights HAAS Alert's successful partnership with Stellantis. He praises Stellantis for its innovative mindset and willingness to adapt HAAS Alert's technology quickly, bypassing the usual bureaucratic obstacles that can slow down such integrations. This partnership exemplifies how forward-thinking OEMs can successfully work with startups to enhance vehicle safety.

  The episode shows how different tech startups and traditional automotive companies are. suggesting that legacy companies can learn much from startups' agile, mission-focused approach. Cory's insights offer a refreshing perspective on leadership and innovation in the auto industry, making this episode a must-listen for anyone interested in the future of automotive technology and safety.

  Themes discussed in this episode:

  • Leadership style of a tech startup CEO and co-founder
  • Cory’s views on building trust and focusing on a mission rather than just selling tech
  • HAAS Alert’s passion for saving lives through innovative tech solutions
  • Revolutionizing roadway safety through connected vehicle technology
  • How a personal near-miss with an ambulance inspired Cory to create HAAS Alert
  • Effective strategies for tech startups to collaborate with major automotive manufacturers
  • The story of a seamless integration with Stellantis showcases what’s possible when an OEM embraces innovation
  
  

  Featured Guest: Cory James Hohs

  What he does: Cory is the CEO and co-founder of HAAS Alert, a company dedicated to saving lives through connected vehicle safety and smart infrastructure solutions. He focuses on collision prevention technology for first responders and government fleets, ensuring safer roads with real-time alerts integrated into automotive systems. Cory's background includes over a decade in engineering and product management, with significant contributions to connected and autonomous vehicles. His leadership has positioned HAAS Alert as a key player in enhancing roadway safety, delivering nearly one billion alerts across over 240 cities and private fleets, including police, fire, EMS, and more.

  On leadership: “To be a leader within an organization, especially at a startup where you're asking people to do more, you're asking people to strive further, asking them to do things that have never been done before. I always remind everybody during all hands that everybody at a startup is an entrepreneur, not just the founders. We could all be at different jobs, cozier jobs, working less, getting paid more, but instead, we're all focused on a mission to get something done. It's really about keeping people rallied around that and us never forgetting, especially in our case, where it relates to safety, making sure that it's just constant reminding of folks, like why we do what we do every day, and reminding that we're not a tech company first, we're a safety company first.”

  Mentioned in this episode:

  • The 24th annual North American Automotive OEM-supplier Working Relations Index® (WRI®) Study
  • Vehicle-to-everything (V2X)
  • The 21 Traits of Authentic Leadership
  
  

  Episode Highlights:

  [00:03:43] Safety first, tech second: Leading HAAS Alert, Cory fosters trust and an entrepreneurial mindset among his team, emphasizing their mission to prioritize safety over mere technological advancement.

  [00:04:58] Realizing the Mission: Grounding his team in the real-world impact of their work, Cory starts meetings with sobering statistics on road fatalities and injuries, reinforcing HAAS Alert's commitment to saving lives through innovative safety solutions.

  [00:07:36] Let’s talk about HAAS Alert: Reflecting on how HAAS Alert started, Cory shares how a close call with an ambulance inspired the company's mission to integrate life-saving technology into automotive systems.

  [00:12:43] Collaborating with Giant: Cory talks about the road to a successful partnership with Stellantis and applauds the industry giant for swiftly embracing their technology's life-saving potential, which enhances vehicle safety and differentiates their brand in the market.

  [00:19:37] The Hard Part: Cory highlights the challenges startups encounter when negotiating lengthy and complex agreements with OEMs. He stresses the importance of having open, direct conversations and not letting bureaucracy slow down innovation and progress.

  [00:24:35] Creating the Path: When Stellantis decided to prioritize launching HAAS Alert's safety technology, they acted swiftly, driven by top-level commitment and a clear mission. This approach allowed them to quickly implement vehicle communication solutions and add new safety features to older models almost immediately.

  [00:27:55] Advice for OEMs and Tier Ones: Cory's advice is to break out of the strict corporate mindset when dealing with startups and smaller companies. He stresses the importance of having open, direct conversations and not letting bureaucracy slow down innovation and progress.

  [00:32:39] Command and Control: Cory emphasizes the importance of striking a balance between traditional top-down leadership in large manufacturing companies and the adaptability required in new businesses. He emphasizes the need for clear decision-making and deadlines while also adjusting quickly to changes.

  [00:35:48] Cory, on the 21 Traits of Authentic Leadership: Cory values vulnerability and transparency as critical traits of authentic leadership, which are essential for bridging gaps and driving innovation in startups or established OEMs.

  Top Quotes:

  [00:05:30] Cory: “When we start board meetings, we start with how many people were struck and killed, how many first responders were struck and killed. And we spotlight that. And it's a way that we're able to keep the focus of the company, not on the greatest, as I said, technology and all the great things we do on that side of the house, but that means nothing if it's not having an impact on the lives of people like you and me that are driving in our vehicles to keep us safe and if it's not having an impact on the first responders and the roadway workers that we serve on a day-to-day basis.”

  [00:11:57] Cory: “We're not doing this technology for technology's sake; we're doing this to bring us all back to the table around saving lives and being mission-driven to get our customers home safely.”

  [00:20:44] Cory: “As much as we fall to OEMs, I also think if you're a startup and you want to move quickly with an OEM, you're going to need to do a lot of work because they are not capable of moving that fast. If you're just going to say, here's a bunch of work that you'll need to do to get this product into the vehicle, that is not a success for anybody. And for the startups, we don't want to be another R&D project. We don't want to be a test case somewhere in the valley that does a dog and pony show; headquarters never hears about it at the OEM, and then you're just kind of tossed aside. Like you really got to fight your way through it, and you got to make sure that this isn't looked at as something that's just sort of a nice-to-have product.”

  [00:25:24] Cory: “If you ask anybody at Stellantis about why you did the integration with HAAS Alert, no one's going to say to create the largest North American V2X Vehicle Communication Network that the world has ever seen. That's not what they're going to say. They're going to say, 'We wanted to launch with a safety application.’ They actually had an internal employee program that asked for ideas. And one of them was emergency vehicles to communicate with their cars. There was just so much, 'We want to solve this problem.' And, of course, it gives them safer cars. It makes them look better for automotive awards. There are some other things in there, but when you talk to anybody who's worked on this project, they will go to this to help protect first responders. This helps protect our families when they're on the road.’ 

  [00:35:59] Cory: “You have to be comfortable being vulnerable, or you will never get out of your silo. Whether that's a startup, whether that's an OEM, no matter where you work or what you're doing in life, be okay to be vulnerable. Even in just personal relationships like you have to be okay to be vulnerable to kind of breakthrough things, talk things out, and then move forward like bigger, better and stronger.”

  ]]>6a5018c1-5bcb-4779-83c9-4da9f9063369Thu, 20 Jun 2024 06:30:00 -040040:14falsefull51261265Bridging Startup Culture and Traditional Auto with Ted SerbinskiThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode of the Automotive Leaders Podcast, host Jan Griffiths dives into the changing dynamics between traditional automotive companies and tech startups, featuring guest Ted Serbinski, a pioneering figure in Detroit's startup ecosystem.

  Ted opens up about his journey, shaped by a military upbringing and a rebellious spirit. He recounts his move to Detroit in 2011, where he played a crucial role in establishing Detroit Techstars and building a collaborative environment among automotive giants and tech startups.

  Offering advice to tier-one suppliers struggling to engage with startups, Ted highlights the importance of patience and a long-term vision. He notes that innovation takes time, and results aren't immediate. He advises against the tendency to reorganize frequently, which can disrupt the growth of innovative ideas.

  When asked about the most vital trait for automotive industry leaders, Ted emphasizes trustworthiness. He believes building authentic relationships is crucial for long-term collaboration and success in the startup world.

  Ted introduces his current venture, HAAS Alert, a startup in the connected vehicle space. The company, founded in 2015, aims to enhance road safety by sending digital alerts from emergency vehicles to nearby drivers. Ted shares the story of HAAS Alert's inception and its journey to becoming a production-ready solution in the automotive industry.

  Reflecting on the visionary approach of leaders like Dan Gilbert, who believed in Detroit's potential even during its downturn, Ted emphasizes the importance of believing in and trusting the innovation process rather than relying solely on measurable metrics.

  Ted's passion for innovation and deep understanding of the startup and automotive world make his insights important for anyone looking to thrive at this intersection.

  Themes discussed in this episode:

  • Bridging the gap between startup culture and traditional automotive practices
  • Fostering trust and long-term vision for successful collaborations between startups and established companies
  • Strategies for tier-one suppliers to connect with startups
  • The evolution and growth of Detroit's tech scene, particularly through initiatives like Techstars and the impact of community and collaboration in driving progress
  • The pivotal role of trust in successful leadership and partnerships
  • Navigating the differences and intersections between corporate and startup environments
  • Integrating innovative startup technology within traditional automotive frameworks
  • Embracing continuous learning and a growth mindset to tackle the challenges of the startup ecosystem and innovation.
  
  

  Featured: Ted Serbinski 

  What he does: Ted Serbinski is a tech entrepreneur and venture capitalist dedicated to investing in founders who are shaping the future of transportation. Currently, he serves as the Chief of Staff & Detroit General Manager of HAAS Alert, a company focused on advancing automotive safety through real-time alerts. After relocating from San Francisco to Detroit in 2011, Ted played a crucial role in catalyzing the Detroit startup scene. His work has significantly influenced Detroit's tech scene, earning him multiple recognitions for his contributions to economic growth and innovation.

  On leadership: “As a leader, I think of myself as a trailblazer, always trying new things to learn about the new paths, the new ways, and then share what I've learned with others to kind of follow. I'm not afraid to try new things, crazy things that people think aren't going to work, and I always come at it from an approach of learning and sharing, and we're all better off the more we can move forward together.”

  Mentioned in this episode:

  • Ted Serbinski's blog, where he shares his insights on innovation, startups, and the future of industry.
  • Episode with Kate Vitasek: Transforming UAW Strike Negotiations for a Win-Win Outcome
  • Detroit Venture Partners
  • Detroit Exits Bankruptcy, Techstars Comes to Detroit
  
  

  Episode Highlights:

  [00:02:31] Who Are You as a Leader? A trailblazer at heart, Ted Serbinski shares how his rebellious spirit and upbringing shaped his leadership style.

  [00:05:25] Moving to Detroit: From a spontaneous email to Dan Gilbert to founding Detroit Techstars, Ted’s unexpected journey to Detroit reveals his passion for the region and commitment to innovation.

  [00:08:35] Engaging with Startups: Struggling to connect with startups? Ted’s advice to tier-one suppliers: be patient, plant seeds, and give them time to grow amidst corporate pressures.

  [00:13:53] Importance of Trust: Ted identifies trustworthiness as the most crucial trait from the 21 Traits of Authentic Leadership. He stresses that authentic relationships and integrity are essential for long-term success and collaboration in the automotive industry.

  [00:18:17] Grow the Pie, Share the Pie: Embracing a collaborative mindset, Ted advocates for a nurturing and coaching approach, fostering mutual growth over competitive gain.

  [00:20:32] HAAS Alert Story: Discover the journey of HAAS Alert, a startup enhancing vehicle safety with digital alerts, from its inception to collaboration with Stellantis.

  [00:24:09] The Secret to Quick Production: Ted explains how Stellantis' internal desire for innovation and strong leadership support allowed HAAS Alert to quickly come into production, showcasing a successful model of integrating new technology.

  [00:26:05] Dan Gilbert's Mindset: Ted reflects on Dan Gilbert’s mindset, emphasizing the belief in the potential and the importance of investing in innovation without relying solely on measurable metrics.

  [00:31:37] Daily Learning: A day in Ted’s life revolves around continuous learning and reading, drawing inspiration from leaders like Warren Buffett. He shares how this practice helps him stay informed, enhancing his ability to guide startups.

  
  

  Top Quotes:

  [00:10:11] Ted: "I think the biggest thing that I noticed was, and we ran this program for over five years, there is this challenge of waiting for the results, and innovation takes a long time, and you plant the seeds, but then six months later you reorganize your company. You're pulling up those seeds, even though they're starting to sprout underneath the ground, and then you just don't give it enough time to really grow."

  [00:14:31] Ted: "I think the most important trait is trustworthiness. It kind of dovetails into honesty and integrity, and the reason I say that is startups can last a long time; that journey isn't a year or two; it's a decade or more. I think on average, a startup that raises money from venture capitalists will have a relationship with their venture capitalists longer than the average US marriage. You're married more to your investors than to someone that you actually have a personal relationship with, just statistically looking at it. And so, if you can imagine the trust issues in a marriage and in a relationship, a startup has those, and in times even more because it's even more complicated."

  [00:18:54] Ted: "There's more opportunity if we all win, rather than me taking your share and you not having yours anymore.”

  [00:19:17] Ted: "There was an analogy I give to founders because they have the same issues as tech founders when they're going to raise money or hire people, they're giving away equity. And so, that same power comes into it. It's like, do you want to own an entire grape, or do you want a piece of watermelon? And so, the whole thing got way bigger. Yes, you have a sliver of it, but your sliver is way bigger than the tiny little grape that you had to start with."

  [00:27:35] Ted: "Spreadsheets measure, they don't create. And so, auto companies, suppliers, it's all about the margins, the numbers, but innovation is really hard; you can't really measure it. But if you plant the seeds, you believe in it, and keep watering, like stuff will sprout and continue to sprout over time."

  ]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode of the Automotive Leaders Podcast, host Jan Griffiths dives into the changing dynamics between traditional automotive companies and tech startups, featuring guest Ted Serbinski, a pioneering figure in Detroit's startup ecosystem.

  Ted opens up about his journey, shaped by a military upbringing and a rebellious spirit. He recounts his move to Detroit in 2011, where he played a crucial role in establishing Detroit Techstars and building a collaborative environment among automotive giants and tech startups.

  Offering advice to tier-one suppliers struggling to engage with startups, Ted highlights the importance of patience and a long-term vision. He notes that innovation takes time, and results aren't immediate. He advises against the tendency to reorganize frequently, which can disrupt the growth of innovative ideas.

  When asked about the most vital trait for automotive industry leaders, Ted emphasizes trustworthiness. He believes building authentic relationships is crucial for long-term collaboration and success in the startup world.

  Ted introduces his current venture, HAAS Alert, a startup in the connected vehicle space. The company, founded in 2015, aims to enhance road safety by sending digital alerts from emergency vehicles to nearby drivers. Ted shares the story of HAAS Alert's inception and its journey to becoming a production-ready solution in the automotive industry.

  Reflecting on the visionary approach of leaders like Dan Gilbert, who believed in Detroit's potential even during its downturn, Ted emphasizes the importance of believing in and trusting the innovation process rather than relying solely on measurable metrics.

  Ted's passion for innovation and deep understanding of the startup and automotive world make his insights important for anyone looking to thrive at this intersection.

  Themes discussed in this episode:

  • Bridging the gap between startup culture and traditional automotive practices
  • Fostering trust and long-term vision for successful collaborations between startups and established companies
  • Strategies for tier-one suppliers to connect with startups
  • The evolution and growth of Detroit's tech scene, particularly through initiatives like Techstars and the impact of community and collaboration in driving progress
  • The pivotal role of trust in successful leadership and partnerships
  • Navigating the differences and intersections between corporate and startup environments
  • Integrating innovative startup technology within traditional automotive frameworks
  • Embracing continuous learning and a growth mindset to tackle the challenges of the startup ecosystem and innovation.
  
  

  Featured: Ted Serbinski 

  What he does: Ted Serbinski is a tech entrepreneur and venture capitalist dedicated to investing in founders who are shaping the future of transportation. Currently, he serves as the Chief of Staff & Detroit General Manager of HAAS Alert, a company focused on advancing automotive safety through real-time alerts. After relocating from San Francisco to Detroit in 2011, Ted played a crucial role in catalyzing the Detroit startup scene. His work has significantly influenced Detroit's tech scene, earning him multiple recognitions for his contributions to economic growth and innovation.

  On leadership: “As a leader, I think of myself as a trailblazer, always trying new things to learn about the new paths, the new ways, and then share what I've learned with others to kind of follow. I'm not afraid to try new things, crazy things that people think aren't going to work, and I always come at it from an approach of learning and sharing, and we're all better off the more we can move forward together.”

  Mentioned in this episode:

  • Ted Serbinski's blog, where he shares his insights on innovation, startups, and the future of industry.
  • Episode with Kate Vitasek: Transforming UAW Strike Negotiations for a Win-Win Outcome
  • Detroit Venture Partners
  • Detroit Exits Bankruptcy, Techstars Comes to Detroit
  
  

  Episode Highlights:

  [00:02:31] Who Are You as a Leader? A trailblazer at heart, Ted Serbinski shares how his rebellious spirit and upbringing shaped his leadership style.

  [00:05:25] Moving to Detroit: From a spontaneous email to Dan Gilbert to founding Detroit Techstars, Ted’s unexpected journey to Detroit reveals his passion for the region and commitment to innovation.

  [00:08:35] Engaging with Startups: Struggling to connect with startups? Ted’s advice to tier-one suppliers: be patient, plant seeds, and give them time to grow amidst corporate pressures.

  [00:13:53] Importance of Trust: Ted identifies trustworthiness as the most crucial trait from the 21 Traits of Authentic Leadership. He stresses that authentic relationships and integrity are essential for long-term success and collaboration in the automotive industry.

  [00:18:17] Grow the Pie, Share the Pie: Embracing a collaborative mindset, Ted advocates for a nurturing and coaching approach, fostering mutual growth over competitive gain.

  [00:20:32] HAAS Alert Story: Discover the journey of HAAS Alert, a startup enhancing vehicle safety with digital alerts, from its inception to collaboration with Stellantis.

  [00:24:09] The Secret to Quick Production: Ted explains how Stellantis' internal desire for innovation and strong leadership support allowed HAAS Alert to quickly come into production, showcasing a successful model of integrating new technology.

  [00:26:05] Dan Gilbert's Mindset: Ted reflects on Dan Gilbert’s mindset, emphasizing the belief in the potential and the importance of investing in innovation without relying solely on measurable metrics.

  [00:31:37] Daily Learning: A day in Ted’s life revolves around continuous learning and reading, drawing inspiration from leaders like Warren Buffett. He shares how this practice helps him stay informed, enhancing his ability to guide startups.

  
  

  Top Quotes:

  [00:10:11] Ted: "I think the biggest thing that I noticed was, and we ran this program for over five years, there is this challenge of waiting for the results, and innovation takes a long time, and you plant the seeds, but then six months later you reorganize your company. You're pulling up those seeds, even though they're starting to sprout underneath the ground, and then you just don't give it enough time to really grow."

  [00:14:31] Ted: "I think the most important trait is trustworthiness. It kind of dovetails into honesty and integrity, and the reason I say that is startups can last a long time; that journey isn't a year or two; it's a decade or more. I think on average, a startup that raises money from venture capitalists will have a relationship with their venture capitalists longer than the average US marriage. You're married more to your investors than to someone that you actually have a personal relationship with, just statistically looking at it. And so, if you can imagine the trust issues in a marriage and in a relationship, a startup has those, and in times even more because it's even more complicated."

  [00:18:54] Ted: "There's more opportunity if we all win, rather than me taking your share and you not having yours anymore.”

  [00:19:17] Ted: "There was an analogy I give to founders because they have the same issues as tech founders when they're going to raise money or hire people, they're giving away equity. And so, that same power comes into it. It's like, do you want to own an entire grape, or do you want a piece of watermelon? And so, the whole thing got way bigger. Yes, you have a sliver of it, but your sliver is way bigger than the tiny little grape that you had to start with."

  [00:27:35] Ted: "Spreadsheets measure, they don't create. And so, auto companies, suppliers, it's all about the margins, the numbers, but innovation is really hard; you can't really measure it. But if you plant the seeds, you believe in it, and keep watering, like stuff will sprout and continue to sprout over time."

  ]]>8cb5f315-9c47-487b-899c-2d5f02d3de34Thu, 06 Jun 2024 06:30:00 -040035:13falsefull51251255The WRI Study 2024: Toyota's Surge, Ford's DeclineThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode of the Automotive Leaders Podcast, host Jan Griffiths dives into the findings of the 24th Annual North American Automotive OEM and Supplier Working Relations Index (WRI) with guests Dave Andrea of Plante Moran, who led the study, and Sig Huber, Chief Commercial Officer for ELM Analytics.

  Dave starts by giving a macro-level overview of the industry's recent challenges, from electrification and new market competitors to supply chain disruptions and cost inflation. Despite these hurdles, Toyota, Nissan, Honda, and General Motors have emerged as top performers in the WRI. Toyota, in particular, saw another significant 30-point increase, reflecting their strong culture of continuous improvement and respect for people, known as The Toyota Way.

  They discuss General Motors, which has shown steady improvement despite leadership changes. Dave credits the company’s progress to the consistent focus on supplier relations by successive Vice Presidents of Purchasing. Sig emphasizes that GM's efforts under leaders like Steve Kiefer have embedded supplier relationship management deeply into the company’s culture.

  Jan and Dave then address the decline in Ford’s ratings, attributing it to organizational challenges and a more command-and-control purchasing style. Sig warns that Ford’s recent UAW negotiations and slower-than-expected EV adoption rates add to their struggles.

  On a brighter note, Stellantis shows signs of improvement under Marlo Vitous’s leadership despite a rocky past with supplier relations. However, Jan questions how much Stellantis's top executives value the WRI.

  In their closing comments, Dave and Sig reflect on the industry's future and the need for change. Dave emphasizes adapting business practices to navigate uncertain technology trends and regulatory issues. Sig highlights the industry's resilience, stressing that collaboration and trust with suppliers are crucial for overcoming challenges.

  Themes discussed in this episode:

  • Understanding the significance of the Automotive OEM-Supplier Working Relations Index (WRI) Study as a tool for assessing industry performance and supplier relations
  • Addressing electrification, supply chain disruptions, and cost inflation and their impact on OEM-supplier relationship
  • Analyzing the cultural and organizational elements that contribute to Toyota's enduring success, including continuous improvement, respect for people, and long-term relationship-building
  • The influence of leadership changes, such as Vice Presidents of Purchasing, on supplier relations and organizational performance
  • Ford's decline in WRI scores and the organizational issues contributing to challenges in supplier relations and performance
  • The role of effective communication in fostering strong relationships between OEMs and suppliers.
  • The importance of trust and collaboration between OEMs and suppliers in navigating future challenges.
  
  

  
  

  Featured guest: Dave Andrea

  What he does: Dave Andrea leads the Plante Moran NA Automotive OEM - Supplier Working Relations Index (WRI) study and its associated activities. With over 30 years of experience in the automotive industry, he specializes in supply chains, government relations, automotive economics, industry structure, market trends, and technology development. Dave is an accomplished facilitator and moderator for working groups, councils, and conference panels. Renowned for his integrity and strong team collaboration, he has earned trust across all industry sectors.

  
  

  Featured guest: Sig Huber  

  What he does: Sig Huber serves as the Chief Commercial Officer at ELM Analytics, bringing a wealth of expertise in supplier risk management spanning over 25 years. With a distinguished career at both FCA (now Stellantis) and Toyota, Sig has demonstrated exceptional leadership in guiding supplier risk management teams to success.

  Mentioned in this episode:

  • The 24th annual North American Automotive OEM-supplier Working Relations Index® (WRI®) Study
  • Past Episode with Sig Huber: UAW Strike and the Automotive Industry: Supply Chain Insights
  • The Toyota Way
  
  

  Episode Highlights:

  [00:03:22] Industry Challenges: The auto industry has faced challenges, including electrification, supply chain disruptions, and cost inflation. The WRI reflects how well vehicle manufacturers handle these pressures, with all six major OEMs facing similar issues.

  [00:05:19] Top Performers: Toyota, Honda, and General Motors are the top WRI performers. Toyota, in particular, saw a significant 30-point increase attributed to overcoming recent organizational expansions and focusing on continuous improvement.

  [00:10:17] General Motors' Leadership: Despite three different Vice Presidents of Purchasing over five years, GM maintained a strong focus on supplier relationships, resulting in positive WRI results.

  [00:20:57] Challenges for Ford: Ford faces difficulties. The need for quick improvement is emphasized, particularly under new leadership aiming to navigate rising labor rates and slower EV adoption.

  [00:25:16] Stellantis' Improvement: Stellantis has shown some positive trends after initially struggling with new supplier terms and conditions a few years ago. The discussion highlights the importance of improved communication and leadership in driving these changes.

  [00:33:02] Closing Comments: Both guests stress the need for cultural and organizational changes in the industry. This includes restructuring business practices to handle uncertain technology trends and regulatory issues better. Trust and collaboration between OEMs and suppliers are also highlighted as essential for navigating future challenges.

  
  

  Top Quotes:

  [00:08:18] Sig: “Toyota is a really interesting company due to the culture that they have and that they've fostered for decades. They have their internal processes, which they call The Toyota Way, built around two things: number one is continuous improvement, and number two is respect for people. And so, I think that the people who work there really understand that relationships between companies, and in other words between OEMs and their suppliers, are forged at the personal level. They maintain strong personal commitments to the people that they're working with on the other side of the table, and I think they view themselves as being accountable for things that they promise and vice versa.”

  [00:11:57] Dave: “With General Motors, one thing that I always point out is that they've had three Vice Presidents of Purchasing within the last five years. It was Steve Kiefer first, and he really took the WRI personally; he thought it was his scorecard. It's exactly what Sig is talking about; it starts at the top, and that sets the pace for the whole organization. Then Shilpan Amin came in for 18 months, and now Jeff Morrison, and they all took the WRI as a centerpiece of how they want to run the organization. And so, their numbers have continued to go up even with those leadership changes.”

  [00:14:40] Sig: “If you have a dedicated purchasing lead that really gets it and is empowered within their organization to try to instill cultural change. That's the secret to making this work, but it's not easy because it's a person-to-person issue, right? Each person in your company dealing with each person in the other company needs to treat each other with respect, and you need to deliver on things that you're saying you're going to promise to deliver, and that's why this is so hard because it requires a culture change led by one department but has to be embraced by individuals in other departments.”

  [00:33:04] Dave: “I think going forward for the industry we do have to change the way the industry does business and in the business practices.”

  [00:34:42] Sig:...]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode of the Automotive Leaders Podcast, host Jan Griffiths dives into the findings of the 24th Annual North American Automotive OEM and Supplier Working Relations Index (WRI) with guests Dave Andrea of Plante Moran, who led the study, and Sig Huber, Chief Commercial Officer for ELM Analytics.

  Dave starts by giving a macro-level overview of the industry's recent challenges, from electrification and new market competitors to supply chain disruptions and cost inflation. Despite these hurdles, Toyota, Nissan, Honda, and General Motors have emerged as top performers in the WRI. Toyota, in particular, saw another significant 30-point increase, reflecting their strong culture of continuous improvement and respect for people, known as The Toyota Way.

  They discuss General Motors, which has shown steady improvement despite leadership changes. Dave credits the company’s progress to the consistent focus on supplier relations by successive Vice Presidents of Purchasing. Sig emphasizes that GM's efforts under leaders like Steve Kiefer have embedded supplier relationship management deeply into the company’s culture.

  Jan and Dave then address the decline in Ford’s ratings, attributing it to organizational challenges and a more command-and-control purchasing style. Sig warns that Ford’s recent UAW negotiations and slower-than-expected EV adoption rates add to their struggles.

  On a brighter note, Stellantis shows signs of improvement under Marlo Vitous’s leadership despite a rocky past with supplier relations. However, Jan questions how much Stellantis's top executives value the WRI.

  In their closing comments, Dave and Sig reflect on the industry's future and the need for change. Dave emphasizes adapting business practices to navigate uncertain technology trends and regulatory issues. Sig highlights the industry's resilience, stressing that collaboration and trust with suppliers are crucial for overcoming challenges.

  Themes discussed in this episode:

  • Understanding the significance of the Automotive OEM-Supplier Working Relations Index (WRI) Study as a tool for assessing industry performance and supplier relations
  • Addressing electrification, supply chain disruptions, and cost inflation and their impact on OEM-supplier relationship
  • Analyzing the cultural and organizational elements that contribute to Toyota's enduring success, including continuous improvement, respect for people, and long-term relationship-building
  • The influence of leadership changes, such as Vice Presidents of Purchasing, on supplier relations and organizational performance
  • Ford's decline in WRI scores and the organizational issues contributing to challenges in supplier relations and performance
  • The role of effective communication in fostering strong relationships between OEMs and suppliers.
  • The importance of trust and collaboration between OEMs and suppliers in navigating future challenges.
  
  

  
  

  Featured guest: Dave Andrea

  What he does: Dave Andrea leads the Plante Moran NA Automotive OEM - Supplier Working Relations Index (WRI) study and its associated activities. With over 30 years of experience in the automotive industry, he specializes in supply chains, government relations, automotive economics, industry structure, market trends, and technology development. Dave is an accomplished facilitator and moderator for working groups, councils, and conference panels. Renowned for his integrity and strong team collaboration, he has earned trust across all industry sectors.

  
  

  Featured guest: Sig Huber  

  What he does: Sig Huber serves as the Chief Commercial Officer at ELM Analytics, bringing a wealth of expertise in supplier risk management spanning over 25 years. With a distinguished career at both FCA (now Stellantis) and Toyota, Sig has demonstrated exceptional leadership in guiding supplier risk management teams to success.

  Mentioned in this episode:

  • The 24th annual North American Automotive OEM-supplier Working Relations Index® (WRI®) Study
  • Past Episode with Sig Huber: UAW Strike and the Automotive Industry: Supply Chain Insights
  • The Toyota Way
  
  

  Episode Highlights:

  [00:03:22] Industry Challenges: The auto industry has faced challenges, including electrification, supply chain disruptions, and cost inflation. The WRI reflects how well vehicle manufacturers handle these pressures, with all six major OEMs facing similar issues.

  [00:05:19] Top Performers: Toyota, Honda, and General Motors are the top WRI performers. Toyota, in particular, saw a significant 30-point increase attributed to overcoming recent organizational expansions and focusing on continuous improvement.

  [00:10:17] General Motors' Leadership: Despite three different Vice Presidents of Purchasing over five years, GM maintained a strong focus on supplier relationships, resulting in positive WRI results.

  [00:20:57] Challenges for Ford: Ford faces difficulties. The need for quick improvement is emphasized, particularly under new leadership aiming to navigate rising labor rates and slower EV adoption.

  [00:25:16] Stellantis' Improvement: Stellantis has shown some positive trends after initially struggling with new supplier terms and conditions a few years ago. The discussion highlights the importance of improved communication and leadership in driving these changes.

  [00:33:02] Closing Comments: Both guests stress the need for cultural and organizational changes in the industry. This includes restructuring business practices to handle uncertain technology trends and regulatory issues better. Trust and collaboration between OEMs and suppliers are also highlighted as essential for navigating future challenges.

  
  

  Top Quotes:

  [00:08:18] Sig: “Toyota is a really interesting company due to the culture that they have and that they've fostered for decades. They have their internal processes, which they call The Toyota Way, built around two things: number one is continuous improvement, and number two is respect for people. And so, I think that the people who work there really understand that relationships between companies, and in other words between OEMs and their suppliers, are forged at the personal level. They maintain strong personal commitments to the people that they're working with on the other side of the table, and I think they view themselves as being accountable for things that they promise and vice versa.”

  [00:11:57] Dave: “With General Motors, one thing that I always point out is that they've had three Vice Presidents of Purchasing within the last five years. It was Steve Kiefer first, and he really took the WRI personally; he thought it was his scorecard. It's exactly what Sig is talking about; it starts at the top, and that sets the pace for the whole organization. Then Shilpan Amin came in for 18 months, and now Jeff Morrison, and they all took the WRI as a centerpiece of how they want to run the organization. And so, their numbers have continued to go up even with those leadership changes.”

  [00:14:40] Sig: “If you have a dedicated purchasing lead that really gets it and is empowered within their organization to try to instill cultural change. That's the secret to making this work, but it's not easy because it's a person-to-person issue, right? Each person in your company dealing with each person in the other company needs to treat each other with respect, and you need to deliver on things that you're saying you're going to promise to deliver, and that's why this is so hard because it requires a culture change led by one department but has to be embraced by individuals in other departments.”

  [00:33:04] Dave: “I think going forward for the industry we do have to change the way the industry does business and in the business practices.”

  [00:34:42] Sig: “There are problems that come up every day, every week, every year, and the industry find ways to solve those problems. The best way to solve those problems is through collaboration and trust, and I believe that the corporations that are able to get this right and create new ways to build cooperation and trust with their suppliers are going to be the ones that survive because even though the change is exciting, there are a lot of headwinds right now.”

  ]]>a7403b20-f69f-48a5-9d94-6bb342b809c2Thu, 23 May 2024 06:30:00 -040038:03falsefull51241245Taking a breakThis episode is sponsored by Lockton, click here to learn more

  In this episode, Jan Griffiths announces she is taking a well-deserved break to head back to her homeland, Wales. She reflects on this year, filled with unexpected achievements like becoming an author and launching AutoCulture 2.0. Amidst the highs of success, Jan opens up about the inevitable crash that followed, shedding light on the less glamorous side of achievement.

  Despite the challenges, the overwhelming support for her book on social media and its rapid rise to the top of Amazon's charts in the leadership category left Jan grateful for the dialogue it sparked on culture change in the automotive industry.

  With the audiobook and Kindle versions released and the paperback version still available, Jan eagerly invites feedback from listeners, encouraging them to engage in conversations with their teams about the book's insights. She shares her email, jan@gravitasdetroit.com, welcoming thoughts and questions.

  For now, Jan invites listeners to tune in to another podcast she co-hosts and produces, Auto Supply Chain Prophets, where recent guest Shiv Taylor, VP of Enterprise Technology at Volta Trucks, shares valuable insights on the company's revival after facing bankruptcy.

  Themes discussed in this episode:

  • The importance of taking breaks to recharge and reflect on both personal and professional aspects of life
  • Embracing both the highs and lows of achievement
  • Fostering dialogue and community engagement around topics like culture and leadership
  • The value of learning from experiences, both positive and challenging, for personal and professional growth
  
  

  Your Host

  Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at Jan@gravitasdetroit.com

  Mentioned in this episode:

  • Listen to the AutoCulture 2.0 Book Launch speech.
  • Grab a copy of AutoCulture 2.0: Leading with Gravitas
  • Volta Truck's Electrifying Comeback to EV Business
  
  ]]>This episode is sponsored by Lockton, click here to learn more

  In this episode, Jan Griffiths announces she is taking a well-deserved break to head back to her homeland, Wales. She reflects on this year, filled with unexpected achievements like becoming an author and launching AutoCulture 2.0. Amidst the highs of success, Jan opens up about the inevitable crash that followed, shedding light on the less glamorous side of achievement.

  Despite the challenges, the overwhelming support for her book on social media and its rapid rise to the top of Amazon's charts in the leadership category left Jan grateful for the dialogue it sparked on culture change in the automotive industry.

  With the audiobook and Kindle versions released and the paperback version still available, Jan eagerly invites feedback from listeners, encouraging them to engage in conversations with their teams about the book's insights. She shares her email, jan@gravitasdetroit.com, welcoming thoughts and questions.

  For now, Jan invites listeners to tune in to another podcast she co-hosts and produces, Auto Supply Chain Prophets, where recent guest Shiv Taylor, VP of Enterprise Technology at Volta Trucks, shares valuable insights on the company's revival after facing bankruptcy.

  Themes discussed in this episode:

  • The importance of taking breaks to recharge and reflect on both personal and professional aspects of life
  • Embracing both the highs and lows of achievement
  • Fostering dialogue and community engagement around topics like culture and leadership
  • The value of learning from experiences, both positive and challenging, for personal and professional growth
  
  

  Your Host

  Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at Jan@gravitasdetroit.com

  Mentioned in this episode:

  • Listen to the AutoCulture 2.0 Book Launch speech.
  • Grab a copy of AutoCulture 2.0: Leading with Gravitas
  • Volta Truck's Electrifying Comeback to EV Business
  
  ]]>ccdd91c5-025f-4650-a9dc-75d129a232cfThu, 09 May 2024 06:30:00 -040006:36falsefull51231235AutoCulture 2.0 Book LaunchThis episode is sponsored by Lockton, click here to learn more

  Watch the full book launch speech on YouTube - click here

  In this special episode, we'll take you through the electrifying launch event of the book AutoCulture 2.0: Leading with Gravitas, where Jan Griffiths, the visionary force behind Gravitas Detroit, takes center stage.

  Jan shares a heartfelt reflection on the significance of the book launch. Surrounded by industry veterans, friends, and supporters, she describes it as the best night of her life, where everything in her career and life converged. 

  Jan starts her speech by diving straight into the core issue: the automotive industry's transformation. She highlights the flurry of discussions around technological advancements but questions the neglect of culture in these conversations. Jan challenges the traditional leadership model and advocates for authentic leadership rooted in trust and inspiration, drawing from Stephen M. R. Covey's wisdom.

  Jan weaves in stories from influential figures like Sandy Stojkovski, Dr. Andy Palmer, Stefan Krause, and Jessica Robinson, illustrating the essence of authentic leadership. Through their experiences, Jan underscores the urgent need for a cultural revolution in the automotive industry.

  Jan reflects on Tesla and BYD's remarkable journeys from skepticism to success. She warns against the Blockbuster fate, urging a culture that nurtures innovation instead of stifling it with outdated practices.

  With unwavering determination, she calls on the audience to take action and become agents of change in an industry on the verge of a revolution.

  Themes discussed in this episode:

  • Revolutionizing leadership and workplace culture in the automotive industry
  • The essence of authentic leadership and its significance in driving positive change 
  • Learning from visionary leaders in the automotive sector
  • The importance of creating safe spaces where employees can freely express their ideas without fear of judgment or backlash
  • Confronting the common challenges entrenched in traditional corporate cultures
  • Transitioning from top-down management to a more people-centered approach
  • Cultivating an environment that nurtures innovation
  • Elevating the voices and contributions of every employee through inclusive communication and community-building efforts
  
  

  Your Host

  Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at Jan@gravitasdetroit.com

  Mentioned in this episode:

  • AutoCulture 2.0: Leading with Gravitas
  • Meet Stephen M. R. Covey, The New York Times and #1 Wall Street Journal bestselling author of The Speed of Trust and Trust & Inspire 
  • Meet Dr. Andy Palmer, former COO of Nissan and CEO of Aston Martin
  • Meet Stefan Krause, A driving force in the world of EVs
  • Meet Sandy Stojkovski, CEO of Vitesco Technologies, North America
  • Meet Jessica Robinson, committed to the future of mobility
  • Meet the Man Behind the EV Wireless Charging Revolution: HEVO Founder & CEO Jeremy McCool
  • Episode with Cheryl Thompson: DE&I Transformation: Insights from a CEO's Remarkable Rise
  
  

  Episode Highlights:

  [03:16] A Warm Introduction: Ashok kicks off the event with a lively introduction, setting the stage for Jan's speech.

  [06:22] Culture Matters: Jan starts her speech and talks about why culture is so important in the evolving automotive industry.

  [09:51] Following Her Heart: Jan recounts her journey—from feeling stuck in her dream job to daring to redefine automotive culture.

  [15:06] Building Gravitas: Jan takes the leap into entrepreneurship with Gravitas Detroit, realizing the need to amplify authentic leadership in the automotive industry.

  [24:01] Embracing Change: Tesla and BYD's journeys from skepticism to success and why we should create an environment for innovation to thrive.

  [28:25] Shout-out to Sponsors: A quick nod to the sponsors who helped make the event happen.

  [30:32] Call to Action: Jan concludes her speech with a powerful call to action, urging listeners to join the movement toward a cultural revolution in the automotive industry.

  
  

  Top Quotes:

  [07:12] Jan: “Every day, we're busy in this industry. We talk about EVs, right? We talk about the adoption rate. We talk about autonomous driving. We talk about software-defined vehicles. We talk about batteries. We talk about charging infrastructure and on and on and on. And technology and technology, right? What about culture? Does anybody in this room seriously think that the leadership model that we followed in this industry that got us to where we are today is going to take us into the future?”

  [08:31] Jan: “We have to move away from position and power and look to people and potential. We have to move away from this mindset of compliance because in our industry, oh my God, do we love compliance? We love rules and we want to make you follow those rules. And what happens when you don't follow those rules? Bad things happen, right?

  [13:10] Jan: “We have people in our organizations today who are full of great ideas. We have a responsibility as leaders to create an environment for them to grow, an environment for them to flourish, and to banish the fear that we're so known for in this organization. I can't tell you how many times, as direct as I am, that I was afraid to put my voice forward because I was afraid of judgment. I was afraid of being fired. And so, I didn't. I kept those ideas in. Now, how are we going to grow this industry and transform this industry at the rate that's needed if we don't create that environment? We all have a responsibility to do that.”

  [25:43] Jan: “We have to create an environment for innovation to thrive. We cannot talk about innovation as it relates to product and technology at one side of our mouth, and then have a culture that kills it on the other. That has to change.”

  [26:40] Jan: “We cannot continue with these small little bits of incremental improvement with our culture. We think we're doing some good things, but we're not doing enough and we're not doing it fast enough. We need to do more and we need to do it not only to make sure that we don't become the next Blockbuster, but for our legacy, for our children and for the people coming into this industry. We have to leave it in better shape than the day we walk in the door to walk into this industry.”

  ]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full book launch speech on YouTube - click here

  In this special episode, we'll take you through the electrifying launch event of the book AutoCulture 2.0: Leading with Gravitas, where Jan Griffiths, the visionary force behind Gravitas Detroit, takes center stage.

  Jan shares a heartfelt reflection on the significance of the book launch. Surrounded by industry veterans, friends, and supporters, she describes it as the best night of her life, where everything in her career and life converged. 

  Jan starts her speech by diving straight into the core issue: the automotive industry's transformation. She highlights the flurry of discussions around technological advancements but questions the neglect of culture in these conversations. Jan challenges the traditional leadership model and advocates for authentic leadership rooted in trust and inspiration, drawing from Stephen M. R. Covey's wisdom.

  Jan weaves in stories from influential figures like Sandy Stojkovski, Dr. Andy Palmer, Stefan Krause, and Jessica Robinson, illustrating the essence of authentic leadership. Through their experiences, Jan underscores the urgent need for a cultural revolution in the automotive industry.

  Jan reflects on Tesla and BYD's remarkable journeys from skepticism to success. She warns against the Blockbuster fate, urging a culture that nurtures innovation instead of stifling it with outdated practices.

  With unwavering determination, she calls on the audience to take action and become agents of change in an industry on the verge of a revolution.

  Themes discussed in this episode:

  • Revolutionizing leadership and workplace culture in the automotive industry
  • The essence of authentic leadership and its significance in driving positive change 
  • Learning from visionary leaders in the automotive sector
  • The importance of creating safe spaces where employees can freely express their ideas without fear of judgment or backlash
  • Confronting the common challenges entrenched in traditional corporate cultures
  • Transitioning from top-down management to a more people-centered approach
  • Cultivating an environment that nurtures innovation
  • Elevating the voices and contributions of every employee through inclusive communication and community-building efforts
  
  

  Your Host

  Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at Jan@gravitasdetroit.com

  Mentioned in this episode:

  • AutoCulture 2.0: Leading with Gravitas
  • Meet Stephen M. R. Covey, The New York Times and #1 Wall Street Journal bestselling author of The Speed of Trust and Trust & Inspire 
  • Meet Dr. Andy Palmer, former COO of Nissan and CEO of Aston Martin
  • Meet Stefan Krause, A driving force in the world of EVs
  • Meet Sandy Stojkovski, CEO of Vitesco Technologies, North America
  • Meet Jessica Robinson, committed to the future of mobility
  • Meet the Man Behind the EV Wireless Charging Revolution: HEVO Founder & CEO Jeremy McCool
  • Episode with Cheryl Thompson: DE&I Transformation: Insights from a CEO's Remarkable Rise
  
  

  Episode Highlights:

  [03:16] A Warm Introduction: Ashok kicks off the event with a lively introduction, setting the stage for Jan's speech.

  [06:22] Culture Matters: Jan starts her speech and talks about why culture is so important in the evolving automotive industry.

  [09:51] Following Her Heart: Jan recounts her journey—from feeling stuck in her dream job to daring to redefine automotive culture.

  [15:06] Building Gravitas: Jan takes the leap into entrepreneurship with Gravitas Detroit, realizing the need to amplify authentic leadership in the automotive industry.

  [24:01] Embracing Change: Tesla and BYD's journeys from skepticism to success and why we should create an environment for innovation to thrive.

  [28:25] Shout-out to Sponsors: A quick nod to the sponsors who helped make the event happen.

  [30:32] Call to Action: Jan concludes her speech with a powerful call to action, urging listeners to join the movement toward a cultural revolution in the automotive industry.

  
  

  Top Quotes:

  [07:12] Jan: “Every day, we're busy in this industry. We talk about EVs, right? We talk about the adoption rate. We talk about autonomous driving. We talk about software-defined vehicles. We talk about batteries. We talk about charging infrastructure and on and on and on. And technology and technology, right? What about culture? Does anybody in this room seriously think that the leadership model that we followed in this industry that got us to where we are today is going to take us into the future?”

  [08:31] Jan: “We have to move away from position and power and look to people and potential. We have to move away from this mindset of compliance because in our industry, oh my God, do we love compliance? We love rules and we want to make you follow those rules. And what happens when you don't follow those rules? Bad things happen, right?

  [13:10] Jan: “We have people in our organizations today who are full of great ideas. We have a responsibility as leaders to create an environment for them to grow, an environment for them to flourish, and to banish the fear that we're so known for in this organization. I can't tell you how many times, as direct as I am, that I was afraid to put my voice forward because I was afraid of judgment. I was afraid of being fired. And so, I didn't. I kept those ideas in. Now, how are we going to grow this industry and transform this industry at the rate that's needed if we don't create that environment? We all have a responsibility to do that.”

  [25:43] Jan: “We have to create an environment for innovation to thrive. We cannot talk about innovation as it relates to product and technology at one side of our mouth, and then have a culture that kills it on the other. That has to change.”

  [26:40] Jan: “We cannot continue with these small little bits of incremental improvement with our culture. We think we're doing some good things, but we're not doing enough and we're not doing it fast enough. We need to do more and we need to do it not only to make sure that we don't become the next Blockbuster, but for our legacy, for our children and for the people coming into this industry. We have to leave it in better shape than the day we walk in the door to walk into this industry.”

  ]]>8d805087-0a2a-472b-866f-ee54c5ad0dbcThu, 25 Apr 2024 06:30:00 -040033:21falsefull51221225Martin Fischer on Shaping ZF's Automotive Leadership and CultureThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  Meet Martin Fischer, a member of the ZF Group Board of Management and the President of ZF Group Americas. In this episode of the Automotive Leaders Podcast, we'll discuss his views on automotive leadership and culture and how they play a vital role in his position at ZF Group. 

  Martin talks about his leadership style and explains why aligning personal and professional values is essential to creating a consistent leadership identity. Reflecting on his intercultural experiences, Martin advises integrating the strengths of traditional German-style leadership and people-focused leadership styles for organizational success.

  Martin gives a glimpse into ZF's culture transformation journey, including their "culture pioneers" program, which empowers employees to drive cultural improvements from the ground up. Martin describes "The ZF Way" as ZF's framework for running the company and identifies its core principles as part of its roadmap for success.

  Discussing the emergence of EV startups in the automotive industry, Martin says ZF sees this change as an opportunity for learning and collaboration, sharing the approach they took with these startups and its positive impact on innovation.

  Martin's role as chairman of MEMA OES Group takes center stage. His explanation of his motivation to give back to the industry speaks volumes about his commitment to collective progress beyond the confines of ZF.

  Jan asks Martin, "What is the biggest challenge you see in this transformation?" Martin points out that uncertainty is affecting the entire industry. Martin said investing in new tech like EVs comes with risks, and solutions are needed to avoid supply chain collapse during the transition period.

  Going personal, Jan wants to know what gets Martin out of bed in the morning. It turns out he's all about office life—meeting people, fixing problems, and getting that adrenaline rush from solving crises.

  Stay until the end of the episode to hear Martin's advice for automotive businesses dealing with the industry's changes.

  Themes discussed in this episode:

  • Exploring a leadership style that is deeply rooted in values instilled by upbringing
  • Why we should create a safe space for innovation and growth within teams
  • Importance of collaboration in driving progress, both within ZF and across the automotive sector
  • Having initiatives that empower employees to contribute to cultural improvement.
  • Discussing the necessity of authenticity and the ability to connect with employees regardless of hierarchy
  • Understanding ZF's methodologies and strategies for realizing its corporate vision
  • Exploring collaborative opportunities presented by emerging EV startups in the automotive industry
  • Highlighting the importance of investing in education and innovation to drive industry electrification
  • The importance of comprehending industry transformation and setting a clear vision for organizational direction
  
  

  Featured: Martin Fischer 

  What he does: With extensive management experience at Siemens VDO Automotive, Hella, and Borg Warner, Martin Fischer provides valuable expertise in his role as the President of ZF Group Americas and a member of ZF Group Board of Management. He is responsible for overseeing Electronics and ADAS, Passive Safety Systems, and the Chassis Solutions divisions, as well as North and South America regions and Corporate Quality. He is also a supporter of diversity in the automotive sector. He received recognition as a 2023 Automotive News Notable Champion of Diversity. Fischer established the North America Diversity Advocacy Council and introduced comprehensive training initiatives for DE&I throughout ZF Americas. 

  On leadership: “I have to say, I am myself as leader, Martin Fischer. So, I prefer to have that one face, that one mindset, that one personality that shows in my private life and in my professional life, and what is it I'm made of?  I think that goes quite a long way back to the values that I have grown up with that my parents, in the end, gave me, and that makes me a person.  And my values that are really important and relate to that leadership are basically integrity; that's at the get-go. There was never any doubt about that at home, and I think that's a strong value to carry in. And then, it's probably most about performance and team.  So, I would say this is my values where I say it holds for the personal life and it holds for the leadership life.”

  Mentioned in this episode:

  • MEMA Original Equipment Suppliers Group
  • Dr. Martin Fischer of ZF named chairman of MEMA OE Suppliers
  • Meet Doug Conant, former CEO of Campbell Soup Company
  • The ZF Way
  
  

  Episode Highlights:

  [00:02:15] Martin as a leader: Jan asks Martin about his leadership style. Martin reflects on the values he thinks are crucial in both his personal and professional life: integrity, performance, and teamwork.

  [00:04:12] German leadership: Influenced by intercultural experiences, Martin advocates balancing German-style strategic planning and execution with a more people-focused, empowering leadership approach.

  [00:05:53] Leadership Evolution: Martin looks back on his early days of leading a team at Siemens, where they grew a new product line quickly through innovation and a shared desire to succeed.

  [00:07:59] Empowering people: Martin talks about the importance of establishing trust, clear expectations, and maintaining a balance between focusing on results and people in shaping organizational culture.

  [00:13:33] Culture pioneers: ZF defined its company culture using both top-down and bottom-up approaches, including programs like Culture Pioneer to find and make cultural improvements.

  [00:17:13] Authentic traits: Jan discusses the "21 Traits of Authentic Leadership," a document based on her experiences and podcast interviews, and asks Martin which traits resonate with him the most.

  [00:18:32] Personal side: Martin shares with Jan what motivates him in the morning. He explains that he enjoys facing challenges, meeting people, and improving the business. They then discuss his routine, which includes spending quality time with his family.

  [00:21:16] The ZF Way: Martin explains "The ZF Way" — a guiding principle that directs the operations, culture, and strategic decisions of the company.

  [00:23:17] Transformation: How the changing landscape of the auto industry, particularly with new EV startups, presents opportunities for collaboration and innovation.

  [00:26:34] Role at MEMA: Martin accepted the role as Chairman of MEMA Original Equipment Suppliers Group because he wanted to give back to the organization for the help he received.

  [00:28:45] Biggest challenge: The biggest challenge faced by the industry, according to Martin, is the uncertainty around the switch to electric vehicles.

  [00:30:13] Martin’s Advice: Martin urges automotive industry leaders to set a clear vision, be intentional about cultural shifts, and integrate new cultures without stifling innovation.

  Top Quotes:

  [00:06:22] Martin: “I was put in charge of a new product coming up. We were a team of five that I could head up, and we were to conquer the market with these tire pressure monitoring systems. I mean, me right out of school with two years of a bit of experience in Siemens, and then those four others. It felt like a startup. And we had to innovate. We had to create. And the market opened up for that system. Within three years, we grew that to a 100-person business and acquired 200 million in sales.”

  [00:09:08] Martin: “I believe a key point of motivating them is to give that trust and to let them have their playground…but at the same time, it's not only empowerment, it's also accountability. So, of course, I want to see results from it. And in order to have that trust that I always give and sustain that trust. It's also clear we agree on clear deliverables. So, with the empowerment comes also the obligation to deliver. I think that's a way to play...]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  Meet Martin Fischer, a member of the ZF Group Board of Management and the President of ZF Group Americas. In this episode of the Automotive Leaders Podcast, we'll discuss his views on automotive leadership and culture and how they play a vital role in his position at ZF Group. 

  Martin talks about his leadership style and explains why aligning personal and professional values is essential to creating a consistent leadership identity. Reflecting on his intercultural experiences, Martin advises integrating the strengths of traditional German-style leadership and people-focused leadership styles for organizational success.

  Martin gives a glimpse into ZF's culture transformation journey, including their "culture pioneers" program, which empowers employees to drive cultural improvements from the ground up. Martin describes "The ZF Way" as ZF's framework for running the company and identifies its core principles as part of its roadmap for success.

  Discussing the emergence of EV startups in the automotive industry, Martin says ZF sees this change as an opportunity for learning and collaboration, sharing the approach they took with these startups and its positive impact on innovation.

  Martin's role as chairman of MEMA OES Group takes center stage. His explanation of his motivation to give back to the industry speaks volumes about his commitment to collective progress beyond the confines of ZF.

  Jan asks Martin, "What is the biggest challenge you see in this transformation?" Martin points out that uncertainty is affecting the entire industry. Martin said investing in new tech like EVs comes with risks, and solutions are needed to avoid supply chain collapse during the transition period.

  Going personal, Jan wants to know what gets Martin out of bed in the morning. It turns out he's all about office life—meeting people, fixing problems, and getting that adrenaline rush from solving crises.

  Stay until the end of the episode to hear Martin's advice for automotive businesses dealing with the industry's changes.

  Themes discussed in this episode:

  • Exploring a leadership style that is deeply rooted in values instilled by upbringing
  • Why we should create a safe space for innovation and growth within teams
  • Importance of collaboration in driving progress, both within ZF and across the automotive sector
  • Having initiatives that empower employees to contribute to cultural improvement.
  • Discussing the necessity of authenticity and the ability to connect with employees regardless of hierarchy
  • Understanding ZF's methodologies and strategies for realizing its corporate vision
  • Exploring collaborative opportunities presented by emerging EV startups in the automotive industry
  • Highlighting the importance of investing in education and innovation to drive industry electrification
  • The importance of comprehending industry transformation and setting a clear vision for organizational direction
  
  

  Featured: Martin Fischer 

  What he does: With extensive management experience at Siemens VDO Automotive, Hella, and Borg Warner, Martin Fischer provides valuable expertise in his role as the President of ZF Group Americas and a member of ZF Group Board of Management. He is responsible for overseeing Electronics and ADAS, Passive Safety Systems, and the Chassis Solutions divisions, as well as North and South America regions and Corporate Quality. He is also a supporter of diversity in the automotive sector. He received recognition as a 2023 Automotive News Notable Champion of Diversity. Fischer established the North America Diversity Advocacy Council and introduced comprehensive training initiatives for DE&I throughout ZF Americas. 

  On leadership: “I have to say, I am myself as leader, Martin Fischer. So, I prefer to have that one face, that one mindset, that one personality that shows in my private life and in my professional life, and what is it I'm made of?  I think that goes quite a long way back to the values that I have grown up with that my parents, in the end, gave me, and that makes me a person.  And my values that are really important and relate to that leadership are basically integrity; that's at the get-go. There was never any doubt about that at home, and I think that's a strong value to carry in. And then, it's probably most about performance and team.  So, I would say this is my values where I say it holds for the personal life and it holds for the leadership life.”

  Mentioned in this episode:

  • MEMA Original Equipment Suppliers Group
  • Dr. Martin Fischer of ZF named chairman of MEMA OE Suppliers
  • Meet Doug Conant, former CEO of Campbell Soup Company
  • The ZF Way
  
  

  Episode Highlights:

  [00:02:15] Martin as a leader: Jan asks Martin about his leadership style. Martin reflects on the values he thinks are crucial in both his personal and professional life: integrity, performance, and teamwork.

  [00:04:12] German leadership: Influenced by intercultural experiences, Martin advocates balancing German-style strategic planning and execution with a more people-focused, empowering leadership approach.

  [00:05:53] Leadership Evolution: Martin looks back on his early days of leading a team at Siemens, where they grew a new product line quickly through innovation and a shared desire to succeed.

  [00:07:59] Empowering people: Martin talks about the importance of establishing trust, clear expectations, and maintaining a balance between focusing on results and people in shaping organizational culture.

  [00:13:33] Culture pioneers: ZF defined its company culture using both top-down and bottom-up approaches, including programs like Culture Pioneer to find and make cultural improvements.

  [00:17:13] Authentic traits: Jan discusses the "21 Traits of Authentic Leadership," a document based on her experiences and podcast interviews, and asks Martin which traits resonate with him the most.

  [00:18:32] Personal side: Martin shares with Jan what motivates him in the morning. He explains that he enjoys facing challenges, meeting people, and improving the business. They then discuss his routine, which includes spending quality time with his family.

  [00:21:16] The ZF Way: Martin explains "The ZF Way" — a guiding principle that directs the operations, culture, and strategic decisions of the company.

  [00:23:17] Transformation: How the changing landscape of the auto industry, particularly with new EV startups, presents opportunities for collaboration and innovation.

  [00:26:34] Role at MEMA: Martin accepted the role as Chairman of MEMA Original Equipment Suppliers Group because he wanted to give back to the organization for the help he received.

  [00:28:45] Biggest challenge: The biggest challenge faced by the industry, according to Martin, is the uncertainty around the switch to electric vehicles.

  [00:30:13] Martin’s Advice: Martin urges automotive industry leaders to set a clear vision, be intentional about cultural shifts, and integrate new cultures without stifling innovation.

  Top Quotes:

  [00:06:22] Martin: “I was put in charge of a new product coming up. We were a team of five that I could head up, and we were to conquer the market with these tire pressure monitoring systems. I mean, me right out of school with two years of a bit of experience in Siemens, and then those four others. It felt like a startup. And we had to innovate. We had to create. And the market opened up for that system. Within three years, we grew that to a 100-person business and acquired 200 million in sales.”

  [00:09:08] Martin: “I believe a key point of motivating them is to give that trust and to let them have their playground…but at the same time, it's not only empowerment, it's also accountability. So, of course, I want to see results from it. And in order to have that trust that I always give and sustain that trust. It's also clear we agree on clear deliverables. So, with the empowerment comes also the obligation to deliver. I think that's a way to play it.”

  [00:17:37] Martin: “I really come from the authenticity field quite a bit and also from a place of humility as a leader always.  So, I find it extremely powerful to really merge with the teams to work on challenges to create results.  Sure. Ultimately, I'm accountable and responsible, and the very difficult decisions I'm certainly going to make, but I find it really very empowering and motivating to the teams to see a leader who is able to merge in.”

  [00:23:44] Martin: “We love that change. Because when you really reflect on our vision as being a tech company, that's what we need. What we see from these companies is really a high level of agility, its risk-taking, its speed, in the end, to bring ideas to product and to production. So, it's a rich source of opportunity for us to say we can chime in, right? We can learn as that hundred-plus year organization, really from our new automotive customers.”

  [00:31:29] Martin: “Set the vision out, be clear about what it entails, and then be very considerate, very intentional on what route you take through that change, and don't let loose on it, right? It's going to be a risk. And as you say, what is now with that uncertainty of electrification, but chart up the course and stick to it for a while.”

  ]]>540bf1b1-c90c-464f-84f1-fd63941d9029Thu, 11 Apr 2024 06:30:00 -040036:08falsefull51211215Getting to Know Collin Shaw, the next President of MEMA Original Equipment Suppliers GroupThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode of the Automotive Leaders Podcast, Jan Griffiths interviews Collin Shaw, the incoming President of MEMA Original Equipment Suppliers Group. They talk about leadership, transformation, and culture in the automotive industry.

  Collin shares his leadership philosophy: enjoying work, showing empathy, and building a solid team. He tells us how his early leadership role taught him the importance of guiding others toward success and how leadership isn't just about the leader but about empowering others to thrive.

  Collin identifies focus as the biggest challenge in the auto industry as we wrestle with electrification, software-defined vehicles, and supply chain disruptions. He stresses the need for leaders to provide a clear vision for the future and rally their teams around it to foster unity and direction.

  Discussing his new role in MEMA, Collin highlights the stability and strong leadership already in place. He emphasizes the need to understand current trends and member needs without " blowing things up." He aims to adapt and enhance existing foundations to serve members better and foster community engagement.

  Collin identifies vulnerability and empathy as crucial authentic leadership traits, especially in a multi-generational workforce. He underscores the importance of leaders admitting their limitations and fostering connections across diverse teams.

  On a personal note, Collin shares his passion for music and how it takes him off the stress of business life. Discussing the importance of mindset in setting the tone for the day, he stresses the importance of starting the day with meaningful connections and a sense of purpose, setting the stage for productivity and fulfillment in both personal and professional endeavors.

  Themes discussed in this episode:

  • The ongoing transformation in the automotive industry
  • Leadership philosophy that focuses on enjoying work, empathy towards employees, and team-building
  • Personal stories and experiences that shaped ideas of leadership
  • Identifying focus as the primary challenge facing the automotive industry amidst various disruptions 
  • Building a community within organizations and associations like MEMA 
  • How Vulnerability and Accountability contribute to effective leadership 
  • The importance of starting the day with a positive mindset, fueled by meaningful interactions with family and a sense of purpose in work
  
  

  Featured: Collin Shaw 

  What he does: Incoming President of the MEMA Original Equipment Suppliers group. He initially joined MEMA as president of the Heavy Duty Manufacturers Association (HDMA) in early 2022. 

  On leadership: “The very first thing that I find to be important as a leader is: let's have fun, let's laugh. Now, second to that, I think it's important that you have empathy for those around you; you know, we all bring things to the table when it comes to leadership. We all have baggage, good or bad, and making sure that you're empathetic as a leader is vitally important to the success of your team.”

  Mentioned in this episode:

  • Julie Fream to Depart MEMA, Collin Shaw Named as Her Successor, Effective April 1, 2024
  • Heavy Duty Aftermarket Week 
  • Emerging Leadership Council - 2023/2024
  
  

  Episode Highlights:

  [00:02:26] Leadership identity: Collin reveals himself as a leader who prioritizes fun, empathy, and team building, finding joy in guiding others to success.

  [00:04:05] Shaping leadership: Collin shared some experiences that helped him shape his view on leadership.          

  [00:11:01] Two types of stress: Collin shares his wisdom on stress, distinguishing between negative and positive stress and how it can affect leadership.

  [00:12:27] Industry challenge: Discussing the biggest challenge facing the auto industry today, sparking a conversation on the need for focus amidst transformation.

  [00:16:00] Organizational approach: How Collin plans to approach his new role at MEMA, igniting a discussion on adaptability and community building.

  [00:19:54] Authentic traits: Collin reveals his chosen traits of authentic leadership: vulnerability, fostering trust across generations, and accountability, crucial for team success.

  [00:25:30] Personal touch: Collin offers a glimpse into his personal life, sharing his passion for music and his desire to relearn guitar playing.

  [00:28:24] Family & purpose: How the incoming president of MEMA set himself up for a good day.

  
  

  Top Quotes:

  [00:03:29] Collin: "We all bring things to the table when it comes to leadership. We all have baggage, good or bad, and making sure you're empathetic as a leader is vitally important to your team's success. And then taking that lesson of being empathetic in building a team."

  [00:09:22] Collin: "To get to this point, I've screwed up plenty, and I appreciate that people have allowed me to screw up and to make some of those mistakes. And so, you must learn how to sit back and allow people to do that themselves."

  [00:13:39] Collin: "If we don't create focus, it's going to create confusion. It's going to create doubt. And so, I think a big part of a leader's role is to create focus in the organization around where you're going and what you're working on because it gets distracted if you're doing too many things. And so, I think that is one of the biggest challenges we have as an organization is to be focused on where you're going."

  [00:12:37] Collin: "The great thing about this is there's not things to blow up. There are no wholesale changes that need to happen. There's an evolution of where we want to go. There are our mech trends, both when it comes to the auto industry and trade associations, that we need to make sure that we invest in properly for the future, but also build a foundation and how we do things. There will be things we look into and maybe new areas we go into, but I think that's a natural evolution of what we need to do as a trade association to meet members where they are."

  [00:19:28] Collin: "We create an atmosphere of trust, peer-to-peer networking, business development, you know, those are the things that build the community. And that's what's important for us at MEMA: to remember that the content is important; that's how we bring people, but that's not the end result. The end goal is to build a great community and to do that. And really advance the business interests of our members. And that's part of the way that we do."

  ]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode of the Automotive Leaders Podcast, Jan Griffiths interviews Collin Shaw, the incoming President of MEMA Original Equipment Suppliers Group. They talk about leadership, transformation, and culture in the automotive industry.

  Collin shares his leadership philosophy: enjoying work, showing empathy, and building a solid team. He tells us how his early leadership role taught him the importance of guiding others toward success and how leadership isn't just about the leader but about empowering others to thrive.

  Collin identifies focus as the biggest challenge in the auto industry as we wrestle with electrification, software-defined vehicles, and supply chain disruptions. He stresses the need for leaders to provide a clear vision for the future and rally their teams around it to foster unity and direction.

  Discussing his new role in MEMA, Collin highlights the stability and strong leadership already in place. He emphasizes the need to understand current trends and member needs without " blowing things up." He aims to adapt and enhance existing foundations to serve members better and foster community engagement.

  Collin identifies vulnerability and empathy as crucial authentic leadership traits, especially in a multi-generational workforce. He underscores the importance of leaders admitting their limitations and fostering connections across diverse teams.

  On a personal note, Collin shares his passion for music and how it takes him off the stress of business life. Discussing the importance of mindset in setting the tone for the day, he stresses the importance of starting the day with meaningful connections and a sense of purpose, setting the stage for productivity and fulfillment in both personal and professional endeavors.

  Themes discussed in this episode:

  • The ongoing transformation in the automotive industry
  • Leadership philosophy that focuses on enjoying work, empathy towards employees, and team-building
  • Personal stories and experiences that shaped ideas of leadership
  • Identifying focus as the primary challenge facing the automotive industry amidst various disruptions 
  • Building a community within organizations and associations like MEMA 
  • How Vulnerability and Accountability contribute to effective leadership 
  • The importance of starting the day with a positive mindset, fueled by meaningful interactions with family and a sense of purpose in work
  
  

  Featured: Collin Shaw 

  What he does: Incoming President of the MEMA Original Equipment Suppliers group. He initially joined MEMA as president of the Heavy Duty Manufacturers Association (HDMA) in early 2022. 

  On leadership: “The very first thing that I find to be important as a leader is: let's have fun, let's laugh. Now, second to that, I think it's important that you have empathy for those around you; you know, we all bring things to the table when it comes to leadership. We all have baggage, good or bad, and making sure that you're empathetic as a leader is vitally important to the success of your team.”

  Mentioned in this episode:

  • Julie Fream to Depart MEMA, Collin Shaw Named as Her Successor, Effective April 1, 2024
  • Heavy Duty Aftermarket Week 
  • Emerging Leadership Council - 2023/2024
  
  

  Episode Highlights:

  [00:02:26] Leadership identity: Collin reveals himself as a leader who prioritizes fun, empathy, and team building, finding joy in guiding others to success.

  [00:04:05] Shaping leadership: Collin shared some experiences that helped him shape his view on leadership.          

  [00:11:01] Two types of stress: Collin shares his wisdom on stress, distinguishing between negative and positive stress and how it can affect leadership.

  [00:12:27] Industry challenge: Discussing the biggest challenge facing the auto industry today, sparking a conversation on the need for focus amidst transformation.

  [00:16:00] Organizational approach: How Collin plans to approach his new role at MEMA, igniting a discussion on adaptability and community building.

  [00:19:54] Authentic traits: Collin reveals his chosen traits of authentic leadership: vulnerability, fostering trust across generations, and accountability, crucial for team success.

  [00:25:30] Personal touch: Collin offers a glimpse into his personal life, sharing his passion for music and his desire to relearn guitar playing.

  [00:28:24] Family & purpose: How the incoming president of MEMA set himself up for a good day.

  
  

  Top Quotes:

  [00:03:29] Collin: "We all bring things to the table when it comes to leadership. We all have baggage, good or bad, and making sure you're empathetic as a leader is vitally important to your team's success. And then taking that lesson of being empathetic in building a team."

  [00:09:22] Collin: "To get to this point, I've screwed up plenty, and I appreciate that people have allowed me to screw up and to make some of those mistakes. And so, you must learn how to sit back and allow people to do that themselves."

  [00:13:39] Collin: "If we don't create focus, it's going to create confusion. It's going to create doubt. And so, I think a big part of a leader's role is to create focus in the organization around where you're going and what you're working on because it gets distracted if you're doing too many things. And so, I think that is one of the biggest challenges we have as an organization is to be focused on where you're going."

  [00:12:37] Collin: "The great thing about this is there's not things to blow up. There are no wholesale changes that need to happen. There's an evolution of where we want to go. There are our mech trends, both when it comes to the auto industry and trade associations, that we need to make sure that we invest in properly for the future, but also build a foundation and how we do things. There will be things we look into and maybe new areas we go into, but I think that's a natural evolution of what we need to do as a trade association to meet members where they are."

  [00:19:28] Collin: "We create an atmosphere of trust, peer-to-peer networking, business development, you know, those are the things that build the community. And that's what's important for us at MEMA: to remember that the content is important; that's how we bring people, but that's not the end result. The end goal is to build a great community and to do that. And really advance the business interests of our members. And that's part of the way that we do."

  ]]>052e08d1-2a1d-489c-9089-cde1e762746aThu, 28 Mar 2024 06:30:00 -040032:45falsefull51201205Leading Diversity: A Discussion on CADIA's DE&I Industry StudyThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode, Jan Griffiths is joined by Cheryl Thompson, the CEO of CADIA (Center for Automotive Diversity, Inclusion & Advancement), to discuss "Driving Diversity: Unlocking the Power of Diverse Workforces for the Future of the Transportation Industry," a Diversity, Equity & Inclusion (DE&I) industry study that CADIA conducted in 2023.

  Cheryl highlights progress and areas that need improvement, citing statistics on women's representation in the transportation industry and the disparities in racial and ethnic representation, especially at senior executive levels.

  They explore the misconception of hiring "the best person for the job" as an excuse for the lack of diversity and the importance of providing equal opportunities for all candidates. Cheryl highlights the need for transparency in promoting diversity while discussing the challenges of collecting demographic data. Additionally, she underscores the importance of attracting early talent by dispelling outdated industry perceptions.

  Jan and Cheryl also discuss the importance of connecting with the workforce to create a sense of belonging and inclusivity. They highlight the importance of retention strategies, including stay interviews, especially in a multi-generational workforce. They discuss innovative approaches like reverse mentorship and shadow boards to bridge the generational gap and leverage diverse perspectives for organizational growth and success.

  Lastly, they talk about the key findings and best practices of CADIA’s 2023 Industry Study. Cheryl emphasizes the significance of collecting data, incorporating DEI into core business goals, and mentoring and sponsorship initiatives for career advancement.

  Jan stresses the significance of investing time and effort in promoting diversity and inclusion, as emphasized in the study. She encourages listeners to explore the study for the lessons leaders can learn.

  Themes discussed in this episode:

  • The significance of diversity, equity, and inclusion (DE&I) in the automotive industry 
  • The need for cultural transformation in the auto industry
  • The importance of cultural, racial, and generational diversity
  • Challenges in achieving representation for women and minorities, particularly in leadership roles
  • Importance of providing equal opportunities for all candidates
  • The urgency of dispelling industry stereotypes to attract diverse talent
  • Challenges in collecting accurate demographic data
  • Debunking the notion of hiring based solely on merit
  • Integrating DEI into core business goals and practices
  
  

  Featured: Cheryl Thompson 

  What she does: In her role as the founder and CEO of the Center for Automotive Diversity, Inclusion & Advancement (CADIA), Cheryl Thompson champions diversity, equity, and inclusion within the automotive industry. With over 30 years of experience in various leadership roles at Ford Motor Company and American Axle, Cheryl brings expertise in manufacturing, operations, and global leadership to her work. 

  On leadership: “DE&I is all about good leadership, taking care of our people, making sure they have what they need to contribute to their highest potential and to really thrive at work.”

  Mentioned in this episode:

  • DE&I Transformation: Insights from a CEO's Remarkable Rise
  • DEI Industry Study in 2023: Driving Diversity
  • CADIA Accelerator DEI Certification Program for ​Automotive Industry Professionals
  • Rev Up 2030 - DEI Summit 2024
  • 2023 High-Tech Talent Initiative Perception Study
  
  

  Episode Highlights:

  [00:01:33] The Study:  Jan sets the stage for a discussion on driving change in the automotive industry with Cheryl, focusing on the progress and challenges highlighted in her recent study "Driving Diversity."

  [00:04:47] "The Best Person for the Job": Jan challenges excuses for lack of diversity. Cheryl discusses the study's motivation and the data collection challenges; they highlight transparency and leadership alignment with DE&I efforts.

  [00:09:51] Plant & Manufacturing: Cheryl discusses the study's findings on manufacturing representation and the need for talent development pathways, emphasizing the importance of dispelling industry stereotypes to attract diverse early talent.

  [00:12:56] Sense of Connection: A discussion on the importance of storytelling to foster community and inclusivity; Cheryl reflects on the sense of connection and camaraderie experienced in manufacturing roles.

  [00:15:34] Promotion & Attrition: Cheryl discusses promotion and attrition rates. Jan promotes the value of stay interviews in understanding retention factors despite industry hesitation.

  [00:18:25] New Generation: Cheryl notes the rise of millennial and Gen Z leaders, highlighting the need for companies to understand their values for better retention. Jan suggests embracing generational diversity through initiatives like reverse mentorship and shadow boards.

  [00:23:44] Best Practices: Cheryl identifies key best practices, including comprehensive data collection, prioritizing DEI as a business objective, analyzing talent attraction, and emphasizing deliberate focus and time investment on DE&I. 

  
  

  Top Quotes:

  [00:06:44] Cheryl: “You should always pick the best person for the job. However, everyone needs to have a chance to compete. We need to open up that field of play so that we're giving women and ethnic and racial minorities, even people with disability, veteran status, all of that beautiful diversity. We need to be able to make sure everyone's getting their fair shot at the game.”

  [00:20:10] Cheryl: “Bringing in people from different generations and discussing differences, strengths, and opportunities. And I think that's really cool. I love learning from millennials and Gen Zs, and can't wait to learn from the Alpha generation. It keeps me young, but also it helps me stay relevant. And if I were a leader inside of a plant right now, I would definitely want to do that to stay relevant and to evolve and learn as an individual.”

  [00:22:12] Cheryl: “I think that sometimes there's too much ego, and it gets in the way. Sometimes, mentors don't realize that there is an opportunity for them to learn. It's not all about them. It is about the other person and what can be learned from that.”

  ]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this episode, Jan Griffiths is joined by Cheryl Thompson, the CEO of CADIA (Center for Automotive Diversity, Inclusion & Advancement), to discuss "Driving Diversity: Unlocking the Power of Diverse Workforces for the Future of the Transportation Industry," a Diversity, Equity & Inclusion (DE&I) industry study that CADIA conducted in 2023.

  Cheryl highlights progress and areas that need improvement, citing statistics on women's representation in the transportation industry and the disparities in racial and ethnic representation, especially at senior executive levels.

  They explore the misconception of hiring "the best person for the job" as an excuse for the lack of diversity and the importance of providing equal opportunities for all candidates. Cheryl highlights the need for transparency in promoting diversity while discussing the challenges of collecting demographic data. Additionally, she underscores the importance of attracting early talent by dispelling outdated industry perceptions.

  Jan and Cheryl also discuss the importance of connecting with the workforce to create a sense of belonging and inclusivity. They highlight the importance of retention strategies, including stay interviews, especially in a multi-generational workforce. They discuss innovative approaches like reverse mentorship and shadow boards to bridge the generational gap and leverage diverse perspectives for organizational growth and success.

  Lastly, they talk about the key findings and best practices of CADIA’s 2023 Industry Study. Cheryl emphasizes the significance of collecting data, incorporating DEI into core business goals, and mentoring and sponsorship initiatives for career advancement.

  Jan stresses the significance of investing time and effort in promoting diversity and inclusion, as emphasized in the study. She encourages listeners to explore the study for the lessons leaders can learn.

  Themes discussed in this episode:

  • The significance of diversity, equity, and inclusion (DE&I) in the automotive industry 
  • The need for cultural transformation in the auto industry
  • The importance of cultural, racial, and generational diversity
  • Challenges in achieving representation for women and minorities, particularly in leadership roles
  • Importance of providing equal opportunities for all candidates
  • The urgency of dispelling industry stereotypes to attract diverse talent
  • Challenges in collecting accurate demographic data
  • Debunking the notion of hiring based solely on merit
  • Integrating DEI into core business goals and practices
  
  

  Featured: Cheryl Thompson 

  What she does: In her role as the founder and CEO of the Center for Automotive Diversity, Inclusion & Advancement (CADIA), Cheryl Thompson champions diversity, equity, and inclusion within the automotive industry. With over 30 years of experience in various leadership roles at Ford Motor Company and American Axle, Cheryl brings expertise in manufacturing, operations, and global leadership to her work. 

  On leadership: “DE&I is all about good leadership, taking care of our people, making sure they have what they need to contribute to their highest potential and to really thrive at work.”

  Mentioned in this episode:

  • DE&I Transformation: Insights from a CEO's Remarkable Rise
  • DEI Industry Study in 2023: Driving Diversity
  • CADIA Accelerator DEI Certification Program for ​Automotive Industry Professionals
  • Rev Up 2030 - DEI Summit 2024
  • 2023 High-Tech Talent Initiative Perception Study
  
  

  Episode Highlights:

  [00:01:33] The Study:  Jan sets the stage for a discussion on driving change in the automotive industry with Cheryl, focusing on the progress and challenges highlighted in her recent study "Driving Diversity."

  [00:04:47] "The Best Person for the Job": Jan challenges excuses for lack of diversity. Cheryl discusses the study's motivation and the data collection challenges; they highlight transparency and leadership alignment with DE&I efforts.

  [00:09:51] Plant & Manufacturing: Cheryl discusses the study's findings on manufacturing representation and the need for talent development pathways, emphasizing the importance of dispelling industry stereotypes to attract diverse early talent.

  [00:12:56] Sense of Connection: A discussion on the importance of storytelling to foster community and inclusivity; Cheryl reflects on the sense of connection and camaraderie experienced in manufacturing roles.

  [00:15:34] Promotion & Attrition: Cheryl discusses promotion and attrition rates. Jan promotes the value of stay interviews in understanding retention factors despite industry hesitation.

  [00:18:25] New Generation: Cheryl notes the rise of millennial and Gen Z leaders, highlighting the need for companies to understand their values for better retention. Jan suggests embracing generational diversity through initiatives like reverse mentorship and shadow boards.

  [00:23:44] Best Practices: Cheryl identifies key best practices, including comprehensive data collection, prioritizing DEI as a business objective, analyzing talent attraction, and emphasizing deliberate focus and time investment on DE&I. 

  
  

  Top Quotes:

  [00:06:44] Cheryl: “You should always pick the best person for the job. However, everyone needs to have a chance to compete. We need to open up that field of play so that we're giving women and ethnic and racial minorities, even people with disability, veteran status, all of that beautiful diversity. We need to be able to make sure everyone's getting their fair shot at the game.”

  [00:20:10] Cheryl: “Bringing in people from different generations and discussing differences, strengths, and opportunities. And I think that's really cool. I love learning from millennials and Gen Zs, and can't wait to learn from the Alpha generation. It keeps me young, but also it helps me stay relevant. And if I were a leader inside of a plant right now, I would definitely want to do that to stay relevant and to evolve and learn as an individual.”

  [00:22:12] Cheryl: “I think that sometimes there's too much ego, and it gets in the way. Sometimes, mentors don't realize that there is an opportunity for them to learn. It's not all about them. It is about the other person and what can be learned from that.”

  ]]>8ef0e240-2bd4-444b-a3d4-1c5adbcb08cbThu, 14 Mar 2024 06:30:00 -040030:08falsefull51191195AutoCulture 2.0: Leading with GravitasThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on Youtube - click here

  Jan Griffiths is thrilled to share the news about her upcoming book, "AutoCulture 2.0," which is set to be published on March 7th, 2024. 

  In this episode, Jan talks about the book's inspiration and commitment to transforming the leadership model and culture in the auto industry.

  Jan dives into the book's contents, which include her personal story, industry experiences, and vision for authentic leadership. The book also features podcast interviews with visionary leaders in the auto industry, each providing a unique perspective on leadership and drawing from diverse backgrounds and experiences within the automotive sector.

  Jan reveals three crucial leadership lessons she learned during the book's writing process. These include playing to one's strengths, prioritizing brevity and clarity, and embracing progress over perfection. 

  With the release of "AutoCulture 2.0" just around the corner, Jan encourages listeners to get the book and embrace authentic leadership.

  Themes discussed in this episode:

  • Transforming leadership and culture in the auto industry
  • The essence of authentic leadership and its significance in driving positive change 
  • Learning from visionary leaders in the automotive sector
  • Getting vital leadership lessons from a personal journey
  • Recognizing and embracing your strengths
  • Brevity and clarity
  • Embracing progress over perfection
  
  

  Your Host

  Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of The Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries, and is the author of AutoCulture 2.0. With her extensive experience and commitment to fostering positive change, Jan Griffiths is at the forefront of revolutionizing the automotive landscape.

  Email: Jan@gravitasdetroit.com

  Mentioned in this episode:

  • Meet Stephen M. R. Covey, The New York Times and #1 Wall Street Journal bestselling author of The Speed of Trust and Trust & Inspire 
  • Meet Dr. Andy Palmer, former COO of Nissan and CEO of Aston Martin
  • Meet Stefan Krause, A driving force in the world of EVs
  • Meet Sandy Stojkovski, CEO of Vitesco Technologies, North America
  • Meet Warren Harris, CEO of Tata Technologies
  • Meet the Man Behind the EV Wireless Charging Revolution: HEVO Founder & CEO Jeremy McCool
  • Meet Doug Conant, former CEO of Campbell Soup Company
  • Who Not How: The Formula to Achieve Bigger Goals Through Accelerating Teamwork
  
  

  
  

  Episode Highlights:

  [02:06] Book Journey: Hear Jan's journey, why she decided to write the book, and what the book is all about.

  [06:14] Leaders on Focus: Get to know the industry leaders individually as Jan talks about each featured leader, giving you a glimpse into their take on automotive leadership.

  [10:10] Jan's Key Lessons: Join Jan in discussing three vital leadership takeaways from her writing journey, emphasizing the importance of strengths, clarity, and progress.

  ]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on Youtube - click here

  Jan Griffiths is thrilled to share the news about her upcoming book, "AutoCulture 2.0," which is set to be published on March 7th, 2024. 

  In this episode, Jan talks about the book's inspiration and commitment to transforming the leadership model and culture in the auto industry.

  Jan dives into the book's contents, which include her personal story, industry experiences, and vision for authentic leadership. The book also features podcast interviews with visionary leaders in the auto industry, each providing a unique perspective on leadership and drawing from diverse backgrounds and experiences within the automotive sector.

  Jan reveals three crucial leadership lessons she learned during the book's writing process. These include playing to one's strengths, prioritizing brevity and clarity, and embracing progress over perfection. 

  With the release of "AutoCulture 2.0" just around the corner, Jan encourages listeners to get the book and embrace authentic leadership.

  Themes discussed in this episode:

  • Transforming leadership and culture in the auto industry
  • The essence of authentic leadership and its significance in driving positive change 
  • Learning from visionary leaders in the automotive sector
  • Getting vital leadership lessons from a personal journey
  • Recognizing and embracing your strengths
  • Brevity and clarity
  • Embracing progress over perfection
  
  

  Your Host

  Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of The Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries, and is the author of AutoCulture 2.0. With her extensive experience and commitment to fostering positive change, Jan Griffiths is at the forefront of revolutionizing the automotive landscape.

  Email: Jan@gravitasdetroit.com

  Mentioned in this episode:

  • Meet Stephen M. R. Covey, The New York Times and #1 Wall Street Journal bestselling author of The Speed of Trust and Trust & Inspire 
  • Meet Dr. Andy Palmer, former COO of Nissan and CEO of Aston Martin
  • Meet Stefan Krause, A driving force in the world of EVs
  • Meet Sandy Stojkovski, CEO of Vitesco Technologies, North America
  • Meet Warren Harris, CEO of Tata Technologies
  • Meet the Man Behind the EV Wireless Charging Revolution: HEVO Founder & CEO Jeremy McCool
  • Meet Doug Conant, former CEO of Campbell Soup Company
  • Who Not How: The Formula to Achieve Bigger Goals Through Accelerating Teamwork
  
  

  
  

  Episode Highlights:

  [02:06] Book Journey: Hear Jan's journey, why she decided to write the book, and what the book is all about.

  [06:14] Leaders on Focus: Get to know the industry leaders individually as Jan talks about each featured leader, giving you a glimpse into their take on automotive leadership.

  [10:10] Jan's Key Lessons: Join Jan in discussing three vital leadership takeaways from her writing journey, emphasizing the importance of strengths, clarity, and progress.

  ]]>d3b26785-57e9-4215-bdad-b815b67d4961Thu, 29 Feb 2024 06:30:00 -040021:46falsefull51181185Understanding EV Startups & Industry Dynamics with Larry BurnsThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  Meet Larry Burns, a leading voice in the world of mobility. From serving as Corporate VP of R&D for General Motors to consulting for tech companies like Waymo, Larry bridges the gap between legacy OEM and tech-startup worlds. 

  During this episode of the Automotive Leaders podcast, Larry addresses critical questions about the EV startup DNA, what enables its success, and the challenges traditional automotive culture poses. He revealed why traditional OEMs struggled with EV innovation and discussed how leadership played into the success of tech companies like BYD and Tesla in the EV market. He highlights the need for empowerment and a culture that embraces failure as a learning opportunity.

  Discussing the kind of leadership the auto industry needs, Larry advocates for the "power of and," suggesting that effective leadership encompasses multiple traits rather than a single characteristic, emphasizing empathy, teamwork, and setting the proper examples in leadership behavior.

  Furthermore, Larry highlights the evolving nature of leadership in today's world, where personal and professional lives are intertwined. He stresses maintaining personal values while balancing work and family life.

  As the podcast wrapped up, Larry said that moving from ICE to BEV marks only the beginning. He stressed how technology is reshaping travel habits and urged leaders to adapt. Larry emphasized how crucial it is for companies to grasp these changes in mobility and encouraged them to grab onto the new tech opportunities coming their way.

  Themes discussed in this episode:

  • The importance of authentic leadership traits in fostering innovative learning environments.
  • Challenges in maintaining a healthy work-life balance, especially in demanding industries.
  • The transition from Internal Combustion Engine (ICE) vehicles to Battery Electric Vehicles (BEVs)
  • The success of EV startups and their unique approach to technology.
  • The impact of traditional automotive culture on hindering innovation.
  • The transformative potential of communication and information technology in shaping the future of mobility.
  • Difference between traditional OEM and EV startups
  
  

  Featured: Larry Burns 

  What he does: Larry is a prominent advisor in mobility, logistics, manufacturing, energy, and innovation. With a distinguished background as General Motors’ Corporate Vice President of Research & Development and Planning, Larry now consults for various organizations, including Kitson & Partners, Niron Magnetics, and Securing America’s Future Energy (SAFE). His expertise lies in autonomous electric vehicles and their transformative impact on transportation services, a topic he explores in his book “Autonomy: The Quest to Build the Driverless Car―And How It Will Reshape Our World.”

  On leadership: “There’s not one magic pill a person can take to be a great leader. You must be very sensitive to the people you’re leading. If you don’t set the right examples in your behavior, whether it’s integrity or treating people with dignity and respect, if you overreact to someone who had a failure, that’ll spread throughout the organization instantly.”

  Mentioned in this episode:

  • Autonomy: The Quest to Build the Driverless Car―And How It Will Reshape Our World
  • Reinventing the Automobile: Personal Urban Mobility for the 21st Century
  • Episode with Alisyn Malek: How Alisyn Malek is shaping the future of mobility through collaboration, innovation, and leadership
  • Tesla Model S and BYD Seagull
  • Advanced Driver Assistance Systems (ADAS)
  • Google X and Project Waymo
  • The GM AUTOnomy
  • The Opposable Mind: How Successful Leaders Win Through Integrative Thinking by Roger Martin
  • They Made America: From the Steam Engine to the Search Engine: Two Centuries of Innovators by Harold Evans
  
  

  Episode Highlights:

  [00:03:07] EV Challenges: Jan poses the common question to Larry: Why do traditional automakers struggle with EV innovation? 

  [00:06:35] Tesla and BYD’s DNA: Larry discusses Tesla and BYD's success in the electric vehicle market, crediting visionary leadership and iterative learning cycles. He stresses the importance of adaptable strategies and market-driven value propositions over rigid forecasts.

  [00:14:25] Fostering Innovation: Larry and Jan discuss the necessity for the automotive industry to break free from past constraints and embrace innovation without fear of failure. Larry stresses leadership commitment to innovation and empowerment for fostering innovation.

  [00:24:59] Leadership Traits: Larry discusses integrative thinking and the importance of empathy, teamwork, and setting the proper examples in behavior for effective leadership.

  [00:29:26] Work-Life Balance: Larry shares personal experiences and advice on maintaining a work-life balance and prioritizing family time and integrity amidst career demands.

  [00:36:21] Larry on Reimagining Mobility: Larry advises leaders to anticipate the impact of technology on their businesses, consider how technology is altering the reasons for travel, and identify the opportunities for value creation in this evolving landscape.

  Top Quotes:

  [00:12:37] Larry: “I think electrically driven vehicles are inevitable because Einstein taught us that the best design is the simplest one that works.  And these are very simple products once you get the supply chain and everything right. So, if that's an inevitability, you got to get in front of it, but you don't do that by betting the farm. You've got to do that by learning.

  [00:24:28] Larry: “Everybody around the world has the same motivations that Americans have. They want to improve their lives for their kids, their families, and future generations. And they want to have a chance to realize their full potential as an individual. That's not unique to the United States. So, we've got to look at these challenges globally, and what's going on right now outside the US with these technologies is something that we really have to pay attention to.”

  [00:25:58] Larry: “Really great CEOs have an integrative mind.  They connect the dots. They're not willing to accept the least bad of a set of bad options. They keep working for a better solution.”

  [00:33:05] Larry: “The world's going to throw you curveballs. You have to be resilient. You have to bounce back from those. And you got to find time to have fun. You have to communicate with your family. But if you're in a big job in a big industry, you've got to make that a way of life and do that jointly with the people who are near and dear to you and understand that.”

  [00:38:26] Larry: “I think the industry transformation will be even more profound than anyone could imagine, from simply switching from combustion to electric and human driving to autonomous driving. I think the big, most strategically important question for communications, information, transportation, and entertainment companies is: how will this come together and shape the way people live in the future?”

  ]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  Meet Larry Burns, a leading voice in the world of mobility. From serving as Corporate VP of R&D for General Motors to consulting for tech companies like Waymo, Larry bridges the gap between legacy OEM and tech-startup worlds. 

  During this episode of the Automotive Leaders podcast, Larry addresses critical questions about the EV startup DNA, what enables its success, and the challenges traditional automotive culture poses. He revealed why traditional OEMs struggled with EV innovation and discussed how leadership played into the success of tech companies like BYD and Tesla in the EV market. He highlights the need for empowerment and a culture that embraces failure as a learning opportunity.

  Discussing the kind of leadership the auto industry needs, Larry advocates for the "power of and," suggesting that effective leadership encompasses multiple traits rather than a single characteristic, emphasizing empathy, teamwork, and setting the proper examples in leadership behavior.

  Furthermore, Larry highlights the evolving nature of leadership in today's world, where personal and professional lives are intertwined. He stresses maintaining personal values while balancing work and family life.

  As the podcast wrapped up, Larry said that moving from ICE to BEV marks only the beginning. He stressed how technology is reshaping travel habits and urged leaders to adapt. Larry emphasized how crucial it is for companies to grasp these changes in mobility and encouraged them to grab onto the new tech opportunities coming their way.

  Themes discussed in this episode:

  • The importance of authentic leadership traits in fostering innovative learning environments.
  • Challenges in maintaining a healthy work-life balance, especially in demanding industries.
  • The transition from Internal Combustion Engine (ICE) vehicles to Battery Electric Vehicles (BEVs)
  • The success of EV startups and their unique approach to technology.
  • The impact of traditional automotive culture on hindering innovation.
  • The transformative potential of communication and information technology in shaping the future of mobility.
  • Difference between traditional OEM and EV startups
  
  

  Featured: Larry Burns 

  What he does: Larry is a prominent advisor in mobility, logistics, manufacturing, energy, and innovation. With a distinguished background as General Motors’ Corporate Vice President of Research & Development and Planning, Larry now consults for various organizations, including Kitson & Partners, Niron Magnetics, and Securing America’s Future Energy (SAFE). His expertise lies in autonomous electric vehicles and their transformative impact on transportation services, a topic he explores in his book “Autonomy: The Quest to Build the Driverless Car―And How It Will Reshape Our World.”

  On leadership: “There’s not one magic pill a person can take to be a great leader. You must be very sensitive to the people you’re leading. If you don’t set the right examples in your behavior, whether it’s integrity or treating people with dignity and respect, if you overreact to someone who had a failure, that’ll spread throughout the organization instantly.”

  Mentioned in this episode:

  • Autonomy: The Quest to Build the Driverless Car―And How It Will Reshape Our World
  • Reinventing the Automobile: Personal Urban Mobility for the 21st Century
  • Episode with Alisyn Malek: How Alisyn Malek is shaping the future of mobility through collaboration, innovation, and leadership
  • Tesla Model S and BYD Seagull
  • Advanced Driver Assistance Systems (ADAS)
  • Google X and Project Waymo
  • The GM AUTOnomy
  • The Opposable Mind: How Successful Leaders Win Through Integrative Thinking by Roger Martin
  • They Made America: From the Steam Engine to the Search Engine: Two Centuries of Innovators by Harold Evans
  
  

  Episode Highlights:

  [00:03:07] EV Challenges: Jan poses the common question to Larry: Why do traditional automakers struggle with EV innovation? 

  [00:06:35] Tesla and BYD’s DNA: Larry discusses Tesla and BYD's success in the electric vehicle market, crediting visionary leadership and iterative learning cycles. He stresses the importance of adaptable strategies and market-driven value propositions over rigid forecasts.

  [00:14:25] Fostering Innovation: Larry and Jan discuss the necessity for the automotive industry to break free from past constraints and embrace innovation without fear of failure. Larry stresses leadership commitment to innovation and empowerment for fostering innovation.

  [00:24:59] Leadership Traits: Larry discusses integrative thinking and the importance of empathy, teamwork, and setting the proper examples in behavior for effective leadership.

  [00:29:26] Work-Life Balance: Larry shares personal experiences and advice on maintaining a work-life balance and prioritizing family time and integrity amidst career demands.

  [00:36:21] Larry on Reimagining Mobility: Larry advises leaders to anticipate the impact of technology on their businesses, consider how technology is altering the reasons for travel, and identify the opportunities for value creation in this evolving landscape.

  Top Quotes:

  [00:12:37] Larry: “I think electrically driven vehicles are inevitable because Einstein taught us that the best design is the simplest one that works.  And these are very simple products once you get the supply chain and everything right. So, if that's an inevitability, you got to get in front of it, but you don't do that by betting the farm. You've got to do that by learning.

  [00:24:28] Larry: “Everybody around the world has the same motivations that Americans have. They want to improve their lives for their kids, their families, and future generations. And they want to have a chance to realize their full potential as an individual. That's not unique to the United States. So, we've got to look at these challenges globally, and what's going on right now outside the US with these technologies is something that we really have to pay attention to.”

  [00:25:58] Larry: “Really great CEOs have an integrative mind.  They connect the dots. They're not willing to accept the least bad of a set of bad options. They keep working for a better solution.”

  [00:33:05] Larry: “The world's going to throw you curveballs. You have to be resilient. You have to bounce back from those. And you got to find time to have fun. You have to communicate with your family. But if you're in a big job in a big industry, you've got to make that a way of life and do that jointly with the people who are near and dear to you and understand that.”

  [00:38:26] Larry: “I think the industry transformation will be even more profound than anyone could imagine, from simply switching from combustion to electric and human driving to autonomous driving. I think the big, most strategically important question for communications, information, transportation, and entertainment companies is: how will this come together and shape the way people live in the future?”

  ]]>0c62abc4-5e9c-40d8-b2c5-cb1590e0e6b6Thu, 15 Feb 2024 06:30:00 -040039:55falsefull51171175The Chinese Challenge: BYD vs Legacy AutomakersThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this podcast episode, Jan Griffiths tackles a crucial question: Are Chinese OEMs ready to take over the global automotive stage, possibly replacing legacy automakers? 

  In the quest for answers, Jan sits down with Tu Le, Founder of Sino Auto Insights. He brings his experience as a seasoned tech and auto professional with a rich background spanning Ford, General Motors, and Apple.

  The conversation started with the current state of the automotive market in China — China's electric vehicle boom and the rise of Chinese automakers globally, with BYD surpassing a legacy OEM in sales. The talk then extends to the worldwide impact of China's EV exports and BYD's strategies for the US and Europe, with Tu identifying key factors contributing to the success of Chinese OEMs— visionary leadership, vertical integration, and a focus on innovation and scale. He also revealed the challenges for legacy automakers facing the evolving auto scene, emphasizing the necessity of cultural change for digital transformation.

  Talking about traits leaders need in major OEMs, Tu advocates for decisiveness, a willingness to hire more competent individuals, and having a global perspective. He urges leaders to be visionaries who consider the evolving needs of consumers worldwide. The conversation concludes with Tu advising leaders to right-size their businesses, reduce dependency on legacy OEMs, and invest heavily in talent and future opportunities, especially in software-driven aspects. The advice also extends to exploring global markets, understanding regional driving trends, and considering the growing EV revolution.

  Themes discussed in this episode:

  • Auto industry dynamics and global market perspectives
  • Chinese dominance in the worldwide market
  • Cultural transformation in the auto industry
  • Automotive transformation, OEM challenges, and disruptions
  • ICE (Internal combustion engine) to BEV (Battery electric vehicle) 
  • The role of software in the automotive future
  • Diversification for Tier One Suppliers
  • The importance of customer experience and being customer-focused
  
  

  Featured: Tu Le 

  What he does: Tu Le, Founder and Managing Director of Sino Auto Insights, is a driven entrepreneur dedicated to transforming transportation. He's led the firm to impressive growth, specializing in mobility and transportation consultancy. Tu is a recognized expert, often featured in major media, and co-organizer of the MOBILIT/E Conference, a key event in the global mobility space. His goal is to simplify and enhance how people and goods move, emphasizing innovation and accessibility. 

  On leadership: “Leadership traits [OEMs for the future] I think that they are decisive. They also hire people on their teams that are smarter than they are. So, they don't have that typical ego of a CEO. I think it's important to be very confident and decisive because the automotive sector is not going to be a high-tech space.  It'll become this individually distinct new sector that has elements of manufacturing and elements of customer engagement service. You have to have a really diverse understanding of how the world works.”

  Mentioned in this episode:

  • NEV (New Energy Vehicle)
  • Wang Chuanfu, Founder and CEO of BYD 
  • Episode with Alisyn Malek: How Alisyn Malek is shaping the future of mobility through collaboration, innovation, and leadership
  • Driverless Duel
  • eVTOL or Electric Vertical Take-off and Landing, and Autonomous Robo-taxis
  • Episode with Wendy Bauer: When Amazon Meets Automotive Leadership: Insights from Wendy Bauer
  • CARIAD – Automotive Software for Volkswagen
  • The Automotive Leaders Podcast’s 100th podcast episode with John McElroy & Jason Stein
  • Magna Steyr – Vehicle Contract Manufacturer
  • Tu Le shares his outlook on China’s competitive electric vehicle industry in an interview on CNBC
  • China EVs and more podcast
  
  

  Episode Highlights:

  [00:02:58] The Big Question: Jan sets the stage by raising the crucial question of whether Chinese OEMs will dominate the automotive landscape, sparking a conversation about the future of legacy automakers and what sets BYD apart regarding leadership and culture.

  [00:09:47] Innovating Faster than Giants: Jan questions the astounding pace of BYD's success compared to legacy automakers like GM, revealing the factors behind BYD's global dominance.

  [00:14:53] Chinese Auto Export Strategy: Jan and Tu delve into China's plans to lead the global auto market, discussing timing, long-term visions, and the shake-up in global manufacturing involving Tesla, MG, Volkswagen, Nissan, and Ford.

  [00:31:46] Speeding Up Transformation: The conversation stresses the auto industry's need to break free from traditional mindsets, speed up decision-making, and embrace the necessary cultural and operational changes.

  [00:35:17] Tier One Leaders' Survival Guide: Tu shifts attention from OEMs to Tier Ones, providing crucial advice for leaders in the EV revolution, emphasizing the importance for Tier Ones to move away from relying solely on traditional OEMs, urging them to diversify products, explore new startups, and explore a broader automotive mobility landscape.

  Top Quotes:

  [00:07:42] Tu: “If you're cutting your teeth on supplying Apple, the automotive sector, I'm sorry. It is very cutthroat, but if you have scars from the high-tech sector, you will do okay in the automotive space.”

  [00:08:49] Tu: “I visited BYD in April of last year, right after the Shanghai Auto Show, drove six, seven cars, and they could compete today with the best of what German legacy has, Italian legacy has, United States and Japan legacy and Korea legacy.”

  [00:11:12] Tu: “The challenge for legacy auto, and you slot in GM, slot in Ford, is that we live in a digital world. It's transitioning over from analog to digital. And up until this point, even if you look at the OTM or the F-150 Lightning, the legacies are bringing analog toys to a digital party.”

  [00:14:37] Tu: “As a leader, you got to get everybody rowing in the same direction, and I think those are some of the challenges.  And one of the reasons I started the consultancy was because the tech guys were talking their language, and the car guys were talking their language, and there was no translator.”

  [00:34:28] Tu: “China's faster than Silicon Valley. Very simply, we need to stop and get out of our heads that China is this copycat country once and for all. If you don't believe me, believe Elon. He said nine of the top 10 automakers will probably be Chinese in the future.”

  [00:34:58] Tu: “So, the reality is, things will change because they have to. If GM and Ford want to remain competitive, that's the reality.”

  [00:40:00] Tu: “What Tier One leaders need is to assess how small they have to get while also investing heavily in the talent and the opportunities they see in the future. It's going to be driven by software.”

  ]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  In this podcast episode, Jan Griffiths tackles a crucial question: Are Chinese OEMs ready to take over the global automotive stage, possibly replacing legacy automakers? 

  In the quest for answers, Jan sits down with Tu Le, Founder of Sino Auto Insights. He brings his experience as a seasoned tech and auto professional with a rich background spanning Ford, General Motors, and Apple.

  The conversation started with the current state of the automotive market in China — China's electric vehicle boom and the rise of Chinese automakers globally, with BYD surpassing a legacy OEM in sales. The talk then extends to the worldwide impact of China's EV exports and BYD's strategies for the US and Europe, with Tu identifying key factors contributing to the success of Chinese OEMs— visionary leadership, vertical integration, and a focus on innovation and scale. He also revealed the challenges for legacy automakers facing the evolving auto scene, emphasizing the necessity of cultural change for digital transformation.

  Talking about traits leaders need in major OEMs, Tu advocates for decisiveness, a willingness to hire more competent individuals, and having a global perspective. He urges leaders to be visionaries who consider the evolving needs of consumers worldwide. The conversation concludes with Tu advising leaders to right-size their businesses, reduce dependency on legacy OEMs, and invest heavily in talent and future opportunities, especially in software-driven aspects. The advice also extends to exploring global markets, understanding regional driving trends, and considering the growing EV revolution.

  Themes discussed in this episode:

  • Auto industry dynamics and global market perspectives
  • Chinese dominance in the worldwide market
  • Cultural transformation in the auto industry
  • Automotive transformation, OEM challenges, and disruptions
  • ICE (Internal combustion engine) to BEV (Battery electric vehicle) 
  • The role of software in the automotive future
  • Diversification for Tier One Suppliers
  • The importance of customer experience and being customer-focused
  
  

  Featured: Tu Le 

  What he does: Tu Le, Founder and Managing Director of Sino Auto Insights, is a driven entrepreneur dedicated to transforming transportation. He's led the firm to impressive growth, specializing in mobility and transportation consultancy. Tu is a recognized expert, often featured in major media, and co-organizer of the MOBILIT/E Conference, a key event in the global mobility space. His goal is to simplify and enhance how people and goods move, emphasizing innovation and accessibility. 

  On leadership: “Leadership traits [OEMs for the future] I think that they are decisive. They also hire people on their teams that are smarter than they are. So, they don't have that typical ego of a CEO. I think it's important to be very confident and decisive because the automotive sector is not going to be a high-tech space.  It'll become this individually distinct new sector that has elements of manufacturing and elements of customer engagement service. You have to have a really diverse understanding of how the world works.”

  Mentioned in this episode:

  • NEV (New Energy Vehicle)
  • Wang Chuanfu, Founder and CEO of BYD 
  • Episode with Alisyn Malek: How Alisyn Malek is shaping the future of mobility through collaboration, innovation, and leadership
  • Driverless Duel
  • eVTOL or Electric Vertical Take-off and Landing, and Autonomous Robo-taxis
  • Episode with Wendy Bauer: When Amazon Meets Automotive Leadership: Insights from Wendy Bauer
  • CARIAD – Automotive Software for Volkswagen
  • The Automotive Leaders Podcast’s 100th podcast episode with John McElroy & Jason Stein
  • Magna Steyr – Vehicle Contract Manufacturer
  • Tu Le shares his outlook on China’s competitive electric vehicle industry in an interview on CNBC
  • China EVs and more podcast
  
  

  Episode Highlights:

  [00:02:58] The Big Question: Jan sets the stage by raising the crucial question of whether Chinese OEMs will dominate the automotive landscape, sparking a conversation about the future of legacy automakers and what sets BYD apart regarding leadership and culture.

  [00:09:47] Innovating Faster than Giants: Jan questions the astounding pace of BYD's success compared to legacy automakers like GM, revealing the factors behind BYD's global dominance.

  [00:14:53] Chinese Auto Export Strategy: Jan and Tu delve into China's plans to lead the global auto market, discussing timing, long-term visions, and the shake-up in global manufacturing involving Tesla, MG, Volkswagen, Nissan, and Ford.

  [00:31:46] Speeding Up Transformation: The conversation stresses the auto industry's need to break free from traditional mindsets, speed up decision-making, and embrace the necessary cultural and operational changes.

  [00:35:17] Tier One Leaders' Survival Guide: Tu shifts attention from OEMs to Tier Ones, providing crucial advice for leaders in the EV revolution, emphasizing the importance for Tier Ones to move away from relying solely on traditional OEMs, urging them to diversify products, explore new startups, and explore a broader automotive mobility landscape.

  Top Quotes:

  [00:07:42] Tu: “If you're cutting your teeth on supplying Apple, the automotive sector, I'm sorry. It is very cutthroat, but if you have scars from the high-tech sector, you will do okay in the automotive space.”

  [00:08:49] Tu: “I visited BYD in April of last year, right after the Shanghai Auto Show, drove six, seven cars, and they could compete today with the best of what German legacy has, Italian legacy has, United States and Japan legacy and Korea legacy.”

  [00:11:12] Tu: “The challenge for legacy auto, and you slot in GM, slot in Ford, is that we live in a digital world. It's transitioning over from analog to digital. And up until this point, even if you look at the OTM or the F-150 Lightning, the legacies are bringing analog toys to a digital party.”

  [00:14:37] Tu: “As a leader, you got to get everybody rowing in the same direction, and I think those are some of the challenges.  And one of the reasons I started the consultancy was because the tech guys were talking their language, and the car guys were talking their language, and there was no translator.”

  [00:34:28] Tu: “China's faster than Silicon Valley. Very simply, we need to stop and get out of our heads that China is this copycat country once and for all. If you don't believe me, believe Elon. He said nine of the top 10 automakers will probably be Chinese in the future.”

  [00:34:58] Tu: “So, the reality is, things will change because they have to. If GM and Ford want to remain competitive, that's the reality.”

  [00:40:00] Tu: “What Tier One leaders need is to assess how small they have to get while also investing heavily in the talent and the opportunities they see in the future. It's going to be driven by software.”

  ]]>b43da2b7-d508-4d43-b340-065059317561Thu, 01 Feb 2024 06:30:00 -040042:10falsefull51161165Bridging Gaps: Lean Manufacturing Meets TechSign up for The Automotive Leaders Letter

  Watch the full video on YouTube - click here

  Embark on an automotive innovation journey with Ashok Sivanand, Founder and CEO of Integral, as we explore how he actively shapes the future of product design, technology, and leadership in the automotive industry.

  In this episode, Ashok shares his insights on:

  👉What's happening in the world of automotive technology and product design

  👉Bridging the gap between Lean manufacturing principles and the field of software and technology

  👉The challenges faced by OEMs in adopting cross-functional design processes and understanding how silos impact innovation

  👉The shortcomings of traditional customer surveys

  👉Power of in-depth interviews and qualitative data for effective problem-solving

  👉Essential leadership qualities for fostering innovation in automotive companies

  👉Why leaders should foster an environment that encourages experimentation and learning

  👉The transition to a more innovative mindset within traditional organizations

  Join us to explore the challenges, rewards, and transformative approaches shaping the future of the automotive industry. Whether you’re an industry professional or simply love innovation, this episode is a must-listen. 

  Themes discussed in this episode:

  • Understanding Customer Pain Points
  • Challenges in Traditional Approaches
  • Innovating Automotive Culture
  • Designing Products in the Industry
  • Making Bets for Innovation
  • Transitioning to an Innovative Mindset
  • Integral Way of Problem-Solving
  • Essential qualities for fostering innovation in companies
  • Managing Transitions in Companies
  
  

  Featured: Ashok Sivanand

  What he does: Ashok is the driving force behind Integral, a digital transformation firm. As the CEO, Ashok is on a mission to make mobility a universal right. His passion lies in collaborating to build delightful products and high-performing teams, fostering a tech community that's not just inclusive but diverse. With leadership roles at Pivotal Labs and a track record in product development, he's now leading Integral to reshape how businesses integrate technology into their core.

  On leadership: “I think that a combination of vulnerability and resilience is something that is hard to find. It's hard to find within oneself, let alone within an organization”

  
  

  Mentioned in this episode:

  • IoT Company, Shoplogix
  • Toyota Production System & The Theory of Constraints
  • Ford Labs
  • Steve Blank’s Investment Readiness Checklist
  • The Four Steps to the Epiphany: Successful Strategies for Products that Win 
  • The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses
  • Ford Pro
  
  

  
  

  Episode Highlights:

  [00:03:38] Ashok’s journey in automotive: Explore Ashok’s impactful career journey and how it led him to become a transformative force in the automotive industry.    

  [00:08:54] The genesis for Integral: The factors that inspired Ashok to start his own business and sparked his commitment to reshaping traditional automotive practices.       

  [00:12:13] Transforming automotive product design: The changes brewing in automotive product design and understanding Ashok’s take on how the industry is adjusting to meet the ever-changing market demands.      

  [00:15:48] Breaking silos, building innovation: The challenges OEMs face when trying to ditch the silo mentality to focus on cross-collaboration and fostering innovation.

  [00:18:20] Ashok’s advice for leaders: Ashok’s advice for innovation leaders: Understand your role, recognize your strengths, transition from mere order-taking to value creation, and adopt a holistic approach.

  [00:24:38] The right way: The Integral way of truly understanding customer pain and prioritizing customer value through in-depth interviews, qualitative data, and a missionary approach to problem-solving.

  [00:32:51] Leadership guide for innovation: Ashok’s take on the 21 traits of authentic leadership and the qualities he thinks are essential for fostering innovation.

  [00:40:53] Lessons from Ford Labs: Learn from Ashok’s experiences at Ford Labs, understanding how companies can effectively manage transitions and adopt innovative practices.

  [00:49:08] Personal side of Ashok: In a more personal segment, Ashok shares his favorite Detroit spots and music preferences, offering a glimpse into the life of a leader shaping the auto industry’s future.

  
  

  Top Quotes:

  [00:13:46] Ashok: “I think anytime you use the word product, you want to be very clear as to who's it for and what's it for.”

  [00:14:19] Ashok: “When you get all the cross-functional components together, or the constituents together, they're able to make decisions relatively more autonomously and be given the authority to go solve that problem. You're going way faster. And you're able to combine hardware and software very quickly to make these decisions.”

  [00:15:31] Ashok: “Digital transformation is not just the use of technology, but it's thinking in a different way and being enabled by technology and then using it to solve problems either for your customer or your internal operations and sometimes even just taking the risk out of the decisions that you make.”

  [00:21:15] Ashok: “You're thinking about being more technology-enabled or doing well at serving software. I think there are a few things to consider. Number one is adding business value where you are not just taking the orders that come from the sales team and make sure that it gets done on time and on budget.”

  [00:32:10] Ashok: “There's nothing that can convert someone from mercenaries to missionaries, where my job isn't just coming in and getting a paycheck. It's something that I feel purpose around. There's nothing that's going to make that change in your team than helping them understand how bad something is today and how the work they're doing today is going to lead to that being much better for that person.”

  [00:47:06] Ashok: “I've seen a lot more efficacy around proving it out in a small area, going real deep with it, and then spreading that context and confidence to the broader enterprise versus trying to do a little bit of it but spreading it across.”

  ]]>Sign up for The Automotive Leaders Letter

  Watch the full video on YouTube - click here

  Embark on an automotive innovation journey with Ashok Sivanand, Founder and CEO of Integral, as we explore how he actively shapes the future of product design, technology, and leadership in the automotive industry.

  In this episode, Ashok shares his insights on:

  👉What's happening in the world of automotive technology and product design

  👉Bridging the gap between Lean manufacturing principles and the field of software and technology

  👉The challenges faced by OEMs in adopting cross-functional design processes and understanding how silos impact innovation

  👉The shortcomings of traditional customer surveys

  👉Power of in-depth interviews and qualitative data for effective problem-solving

  👉Essential leadership qualities for fostering innovation in automotive companies

  👉Why leaders should foster an environment that encourages experimentation and learning

  👉The transition to a more innovative mindset within traditional organizations

  Join us to explore the challenges, rewards, and transformative approaches shaping the future of the automotive industry. Whether you’re an industry professional or simply love innovation, this episode is a must-listen. 

  Themes discussed in this episode:

  • Understanding Customer Pain Points
  • Challenges in Traditional Approaches
  • Innovating Automotive Culture
  • Designing Products in the Industry
  • Making Bets for Innovation
  • Transitioning to an Innovative Mindset
  • Integral Way of Problem-Solving
  • Essential qualities for fostering innovation in companies
  • Managing Transitions in Companies
  
  

  Featured: Ashok Sivanand

  What he does: Ashok is the driving force behind Integral, a digital transformation firm. As the CEO, Ashok is on a mission to make mobility a universal right. His passion lies in collaborating to build delightful products and high-performing teams, fostering a tech community that's not just inclusive but diverse. With leadership roles at Pivotal Labs and a track record in product development, he's now leading Integral to reshape how businesses integrate technology into their core.

  On leadership: “I think that a combination of vulnerability and resilience is something that is hard to find. It's hard to find within oneself, let alone within an organization”

  
  

  Mentioned in this episode:

  • IoT Company, Shoplogix
  • Toyota Production System & The Theory of Constraints
  • Ford Labs
  • Steve Blank’s Investment Readiness Checklist
  • The Four Steps to the Epiphany: Successful Strategies for Products that Win 
  • The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses
  • Ford Pro
  
  

  
  

  Episode Highlights:

  [00:03:38] Ashok’s journey in automotive: Explore Ashok’s impactful career journey and how it led him to become a transformative force in the automotive industry.    

  [00:08:54] The genesis for Integral: The factors that inspired Ashok to start his own business and sparked his commitment to reshaping traditional automotive practices.       

  [00:12:13] Transforming automotive product design: The changes brewing in automotive product design and understanding Ashok’s take on how the industry is adjusting to meet the ever-changing market demands.      

  [00:15:48] Breaking silos, building innovation: The challenges OEMs face when trying to ditch the silo mentality to focus on cross-collaboration and fostering innovation.

  [00:18:20] Ashok’s advice for leaders: Ashok’s advice for innovation leaders: Understand your role, recognize your strengths, transition from mere order-taking to value creation, and adopt a holistic approach.

  [00:24:38] The right way: The Integral way of truly understanding customer pain and prioritizing customer value through in-depth interviews, qualitative data, and a missionary approach to problem-solving.

  [00:32:51] Leadership guide for innovation: Ashok’s take on the 21 traits of authentic leadership and the qualities he thinks are essential for fostering innovation.

  [00:40:53] Lessons from Ford Labs: Learn from Ashok’s experiences at Ford Labs, understanding how companies can effectively manage transitions and adopt innovative practices.

  [00:49:08] Personal side of Ashok: In a more personal segment, Ashok shares his favorite Detroit spots and music preferences, offering a glimpse into the life of a leader shaping the auto industry’s future.

  
  

  Top Quotes:

  [00:13:46] Ashok: “I think anytime you use the word product, you want to be very clear as to who's it for and what's it for.”

  [00:14:19] Ashok: “When you get all the cross-functional components together, or the constituents together, they're able to make decisions relatively more autonomously and be given the authority to go solve that problem. You're going way faster. And you're able to combine hardware and software very quickly to make these decisions.”

  [00:15:31] Ashok: “Digital transformation is not just the use of technology, but it's thinking in a different way and being enabled by technology and then using it to solve problems either for your customer or your internal operations and sometimes even just taking the risk out of the decisions that you make.”

  [00:21:15] Ashok: “You're thinking about being more technology-enabled or doing well at serving software. I think there are a few things to consider. Number one is adding business value where you are not just taking the orders that come from the sales team and make sure that it gets done on time and on budget.”

  [00:32:10] Ashok: “There's nothing that can convert someone from mercenaries to missionaries, where my job isn't just coming in and getting a paycheck. It's something that I feel purpose around. There's nothing that's going to make that change in your team than helping them understand how bad something is today and how the work they're doing today is going to lead to that being much better for that person.”

  [00:47:06] Ashok: “I've seen a lot more efficacy around proving it out in a small area, going real deep with it, and then spreading that context and confidence to the broader enterprise versus trying to do a little bit of it but spreading it across.”

  ]]>17ecc82e-da60-4ac2-9d4d-c2874b4b5ea8Thu, 18 Jan 2024 06:30:00 -040052:30falsefull51151155The journey through 2023 and the vision for 2024Sign up for The Automotive Leaders Letter

  Watch the full video on YouTube - click here

  As we step into 2024 with a fresh episode of the Automotive Leaders Podcast, Jan Griffiths sets the tone by highlighting the power of a restart. Drawing on the significance of the new year, Jan emphasizes the opportunity for a clean slate and renewed energy. Building on this, Jan delves into the philosophy of "The Gap and the Gain," urging listeners to shift their focus from unmet goals to acknowledging achievements and progress. This mindset, she emphasizes, is the key to success as we embark on a new year.

  The episode unfolds with a broad overview of Jan's experiences in 2023, featuring milestones like her five-year journey at Gravitas Detroit, hitting the 100th episode milestone for the podcast, and engaging in thought-provoking discussions with automotive industry leaders. Throughout the recap, the episode subtly includes the ups and downs, highlighting Jan's role in dealing with challenges like the UAW strike and emphasizing her dedication to tackling crucial industry issues.

  Looking ahead to 2024, Jan shares exciting plans, the upcoming release of her book, 'Roadmap to rEVolution,' and a commitment to 'swift execution,' where getting things done is the focus, but not at the expense of quality. The episode concludes with Jan expressing gratitude to loyal supporters, urging them to spread the word and invite others to join the movement towards authentic leadership and cultural transformation in the auto industry.

  Themes discussed in this episode:

  • The transformative potential of a fresh start
  • Measuring success through progress
  • 2023 Recap - milestones and highlights
  • Prospects for the year 2024
  • Automotive transformation, OEM challenges, and disruptions
  • The importance of quality and ease in driving successful outcomes
  • Cultural transformation in the auto industry
  • Fostering a new mindset for success in 2024
  
  

  Featured: Jan Griffiths 

  What she does: Jan is the founder and CEO of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast.

  Mentioned in this episode:

  • The Fresh Start Effect: Temporal Landmarks Motivate Aspirational Behavior
  • The Gap and The Gain by Dan Sullivan and Dr. Benjamin Hardy
  • Wayne State University’s Global Supply Chain Management Advisory Board
  • Tor Hough, CEO  of ELM Analytics
  • GlobalWelsh USA Hub
  • The Automotive Leaders Podcast’s 100th podcast episode with John McElroy & Jason Stein
  • Next-Gen Automotive Leadership with Volkswagen CSMO, Andrew Savvas
  • The Authentic Leadership Course
  • The podcast that Jan co-hosts and produces for QAD and Quistem: Auto Supply Chain Prophets
  • Marques McCammon, President of Karma Automotive
  • Meet Stephen M. R. Covey, global authority on trust, leadership, and culture. New York Times best-selling author of Trust & Inspire
  • The Unicorn Within, written by Mach49 CEO Linda Yates
  • UAW strike episodes: Leadership in Crisis: Navigating the UAW Strike & My Love-Hate Relationship with Shawn Fain
  • Dave Kinchen from Fox 2 News
  
  
  

  Episode Highlights:

  [00:01:02] The power of the restart: Jan explores the profound impact of restarting, encouraging listeners to harness the transformative energy of fresh beginnings.

  [00:02:49] The Gap and the Gain: Jan discusses the importance of measuring progress and achievements, shifting the focus from unmet goals to recognizing personal and professional gains.

  [00:05:44] Recap of 2023: The key moments that shaped Jan's 2023 experience and a highlight of the podcast's achievements, celebrating milestones such as the 5-year mark at Gravitas Detroit and reaching the 100th episode milestone. 

  [00:30:22] Plans for 2024: Looking ahead, Jan shares exciting plans for the upcoming year, including the eagerly anticipated release of her book.

  ]]>Sign up for The Automotive Leaders Letter

  Watch the full video on YouTube - click here

  As we step into 2024 with a fresh episode of the Automotive Leaders Podcast, Jan Griffiths sets the tone by highlighting the power of a restart. Drawing on the significance of the new year, Jan emphasizes the opportunity for a clean slate and renewed energy. Building on this, Jan delves into the philosophy of "The Gap and the Gain," urging listeners to shift their focus from unmet goals to acknowledging achievements and progress. This mindset, she emphasizes, is the key to success as we embark on a new year.

  The episode unfolds with a broad overview of Jan's experiences in 2023, featuring milestones like her five-year journey at Gravitas Detroit, hitting the 100th episode milestone for the podcast, and engaging in thought-provoking discussions with automotive industry leaders. Throughout the recap, the episode subtly includes the ups and downs, highlighting Jan's role in dealing with challenges like the UAW strike and emphasizing her dedication to tackling crucial industry issues.

  Looking ahead to 2024, Jan shares exciting plans, the upcoming release of her book, 'Roadmap to rEVolution,' and a commitment to 'swift execution,' where getting things done is the focus, but not at the expense of quality. The episode concludes with Jan expressing gratitude to loyal supporters, urging them to spread the word and invite others to join the movement towards authentic leadership and cultural transformation in the auto industry.

  Themes discussed in this episode:

  • The transformative potential of a fresh start
  • Measuring success through progress
  • 2023 Recap - milestones and highlights
  • Prospects for the year 2024
  • Automotive transformation, OEM challenges, and disruptions
  • The importance of quality and ease in driving successful outcomes
  • Cultural transformation in the auto industry
  • Fostering a new mindset for success in 2024
  
  

  Featured: Jan Griffiths 

  What she does: Jan is the founder and CEO of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast.

  Mentioned in this episode:

  • The Fresh Start Effect: Temporal Landmarks Motivate Aspirational Behavior
  • The Gap and The Gain by Dan Sullivan and Dr. Benjamin Hardy
  • Wayne State University’s Global Supply Chain Management Advisory Board
  • Tor Hough, CEO  of ELM Analytics
  • GlobalWelsh USA Hub
  • The Automotive Leaders Podcast’s 100th podcast episode with John McElroy & Jason Stein
  • Next-Gen Automotive Leadership with Volkswagen CSMO, Andrew Savvas
  • The Authentic Leadership Course
  • The podcast that Jan co-hosts and produces for QAD and Quistem: Auto Supply Chain Prophets
  • Marques McCammon, President of Karma Automotive
  • Meet Stephen M. R. Covey, global authority on trust, leadership, and culture. New York Times best-selling author of Trust & Inspire
  • The Unicorn Within, written by Mach49 CEO Linda Yates
  • UAW strike episodes: Leadership in Crisis: Navigating the UAW Strike & My Love-Hate Relationship with Shawn Fain
  • Dave Kinchen from Fox 2 News
  
  
  

  Episode Highlights:

  [00:01:02] The power of the restart: Jan explores the profound impact of restarting, encouraging listeners to harness the transformative energy of fresh beginnings.

  [00:02:49] The Gap and the Gain: Jan discusses the importance of measuring progress and achievements, shifting the focus from unmet goals to recognizing personal and professional gains.

  [00:05:44] Recap of 2023: The key moments that shaped Jan's 2023 experience and a highlight of the podcast's achievements, celebrating milestones such as the 5-year mark at Gravitas Detroit and reaching the 100th episode milestone. 

  [00:30:22] Plans for 2024: Looking ahead, Jan shares exciting plans for the upcoming year, including the eagerly anticipated release of her book.

  ]]>bcdab428-314f-4a40-a0b3-47aaef2e8fcdThu, 04 Jan 2024 06:30:00 -040033:40falsefull51141145How Alisyn Malek is shaping the future of mobility through collaboration, innovation, and leadershipSign up for The Automotive Leaders Letter

  Watch the full video on YouTube - click here

  In this podcast episode, Alisyn Malek, a seasoned leader in the automotive and mobility industry, shares her extraordinary journey from working on an OEM electric vehicle project to pioneering startups that influence the future of mobility. Alisyn addresses the challenges confronting traditional automotive manufacturers in adapting to rapid innovation, highlighting the necessity for a mindset shift and a focus on solving tangible customer problems through data-driven decision-making. 

  As she discusses her role at May Mobility and establishing SkillFusion, Alisyn emphasizes the crucial intersection where policy, infrastructure, automation, leadership, and technology converge. The podcast explores her experience developing a software platform to address the pressing issues with EV charging infrastructure, showcasing how her leadership and expertise bridge the gap between established OEMs and the burgeoning startup landscape. Alisyn's commitment to shaping the future of mobility through collaboration, innovation, and an unwavering growth mindset shines through, making this episode a must-listen for those intrigued by the transformative dynamics of the automotive industry.

  Themes discussed in this episode:

  • Automotive transformation and OEM challenges
  • Challenges and opportunities in the automotive industry's transition to automation
  • Cross-functional design approach in the automotive industry
  • Data-driven decision-making
  • Startup ecosystem and innovation
  • The human element in EV charging infrastructure
  • Leadership traits for innovation
  
  

  Featured: Alisyn Malek

  What she does: Alisyn is a dynamic leader in the mobility and automotive sectors, having played key roles at General Motors, driving EV product development and corporate strategy. As the co-founder and COO of May Mobility, she pioneered autonomous vehicle transportation solutions. Currently, she's driving innovation as the force behind SkillFusion, a platform focused on enhancing EV charging infrastructure through workforce development.

  On leadership: “The open mindset helps because you've created a dialogue back and forth. But you also have to demonstrate back that you trust them. That only goes so far, so if they keep messing up, you have to show people there are consequences. But it has to be a two-way street because that, again, really creates the strength of the team that's going to allow you to achieve things you otherwise never would have thought imaginable.”

  
  

  Mentioned in this episode:

  • Ed Olson, CEO and Co-Founder of May Mobility
  • SAFE, Coalition for Reimagined Mobility
  • Alisyn Malek’s book, Intersection: Reimagining Mobility Across Traditional Boundaries
  • Newlab
  
  

  
  

  Episode Highlights:

  [00:03:25] Alisyn's professional journey: Embark on Alisyn's dynamic career, spanning GM's automation endeavors to co-founding May Mobility and venturing into the realm of startups.

  [00:11:53] A blueprint for innovation: Exploring the multifaceted dimensions of mobility and transportation, Alisyn discusses her book's mission to capture diverse perspectives on the future of mobility.

  [00:20:01] Get comfortable with being uncomfortable: Dive into Alisyn's perspective on embracing discomfort and cultivating a growth mindset for innovation within the automotive realm.

  [00:33:26] Nurturing mobility ecosystem: A dynamic startup ecosystem that Alisyn played a pivotal role in launching in Detroit. Newlab focuses on empowering founders to scale their businesses, particularly in hard tech areas such as mobility, energy, and materials.

  [00:36:31] Explore SkillFusion: Alisyn's recent venture addressing the shortage of skilled technicians in maintaining EV charging infrastructure, ensuring a seamless experience for electric vehicle users.

  [00:40:51] Alisyn on authentic leadership: Learn about the key traits that fuel Alisyn’s dynamic approach to navigating the fast-paced world of innovation and mobility.

  [00:43:59] Personal side of Alisyn: Peek into Alisyn Malek's personal side, from favorite spots in Detroit to literary preferences, offering a glimpse into the life of a leader shaping the future of mobility.

  
  

  Top quotes:

  [00:07:02] Alisyn: “Why would we do the same thing when we knew the same thing was actually having worse outcomes for people getting where they needed to go?”

  [00:11:17] Alisyn: “Our entire economy is underpinned by mobility. Our health and life outcomes are underpinned by our access to mobility.”

  [00:19:38] Alisyn: “We need to be able to ask questions, and we need to know that sometimes, at the very start, we won't have all the answers, but we'll get them along the way. And that requires a culture that needs that open mindset.”

  [00:22:44] Alisyn: “To write something off because it didn't work once is terrible product planning because other people are working to evolve it… Instead of just telling me it doesn't work. Why don't you tell me why it didn't work then? What part of it failed?”

  [00:27:15] Alisyn: “The number of decisions that are made within automotive, because an executive has a gut feel or a passion, not because there was data taken or there was an ill-structured customer study done early on, I think fundamentally is what is wrong.”

  [00:27:57] Alisyn: “I think the biggest problem that the OEMs are going to be tackling is how do you actually make sure you're solving the right problem. Because each problem is going to take resources, it's going to take capital, it's going to take people, it's going to take expertise.”

  [00:30:52] Alisyn: “Stop trying to pretend to be a tech company and actually be a tech company. The whole idea of a tech company from a startup perspective is that you solve a problem that people have and are willing to pay.”

  [00:42:03] Alisyn: “Being able to create that learning culture, that open mindset, is going to help your team gel and be able to rally together to be able to do more faster.”

  ]]>Sign up for The Automotive Leaders Letter

  Watch the full video on YouTube - click here

  In this podcast episode, Alisyn Malek, a seasoned leader in the automotive and mobility industry, shares her extraordinary journey from working on an OEM electric vehicle project to pioneering startups that influence the future of mobility. Alisyn addresses the challenges confronting traditional automotive manufacturers in adapting to rapid innovation, highlighting the necessity for a mindset shift and a focus on solving tangible customer problems through data-driven decision-making. 

  As she discusses her role at May Mobility and establishing SkillFusion, Alisyn emphasizes the crucial intersection where policy, infrastructure, automation, leadership, and technology converge. The podcast explores her experience developing a software platform to address the pressing issues with EV charging infrastructure, showcasing how her leadership and expertise bridge the gap between established OEMs and the burgeoning startup landscape. Alisyn's commitment to shaping the future of mobility through collaboration, innovation, and an unwavering growth mindset shines through, making this episode a must-listen for those intrigued by the transformative dynamics of the automotive industry.

  Themes discussed in this episode:

  • Automotive transformation and OEM challenges
  • Challenges and opportunities in the automotive industry's transition to automation
  • Cross-functional design approach in the automotive industry
  • Data-driven decision-making
  • Startup ecosystem and innovation
  • The human element in EV charging infrastructure
  • Leadership traits for innovation
  
  

  Featured: Alisyn Malek

  What she does: Alisyn is a dynamic leader in the mobility and automotive sectors, having played key roles at General Motors, driving EV product development and corporate strategy. As the co-founder and COO of May Mobility, she pioneered autonomous vehicle transportation solutions. Currently, she's driving innovation as the force behind SkillFusion, a platform focused on enhancing EV charging infrastructure through workforce development.

  On leadership: “The open mindset helps because you've created a dialogue back and forth. But you also have to demonstrate back that you trust them. That only goes so far, so if they keep messing up, you have to show people there are consequences. But it has to be a two-way street because that, again, really creates the strength of the team that's going to allow you to achieve things you otherwise never would have thought imaginable.”

  
  

  Mentioned in this episode:

  • Ed Olson, CEO and Co-Founder of May Mobility
  • SAFE, Coalition for Reimagined Mobility
  • Alisyn Malek’s book, Intersection: Reimagining Mobility Across Traditional Boundaries
  • Newlab
  
  

  
  

  Episode Highlights:

  [00:03:25] Alisyn's professional journey: Embark on Alisyn's dynamic career, spanning GM's automation endeavors to co-founding May Mobility and venturing into the realm of startups.

  [00:11:53] A blueprint for innovation: Exploring the multifaceted dimensions of mobility and transportation, Alisyn discusses her book's mission to capture diverse perspectives on the future of mobility.

  [00:20:01] Get comfortable with being uncomfortable: Dive into Alisyn's perspective on embracing discomfort and cultivating a growth mindset for innovation within the automotive realm.

  [00:33:26] Nurturing mobility ecosystem: A dynamic startup ecosystem that Alisyn played a pivotal role in launching in Detroit. Newlab focuses on empowering founders to scale their businesses, particularly in hard tech areas such as mobility, energy, and materials.

  [00:36:31] Explore SkillFusion: Alisyn's recent venture addressing the shortage of skilled technicians in maintaining EV charging infrastructure, ensuring a seamless experience for electric vehicle users.

  [00:40:51] Alisyn on authentic leadership: Learn about the key traits that fuel Alisyn’s dynamic approach to navigating the fast-paced world of innovation and mobility.

  [00:43:59] Personal side of Alisyn: Peek into Alisyn Malek's personal side, from favorite spots in Detroit to literary preferences, offering a glimpse into the life of a leader shaping the future of mobility.

  
  

  Top quotes:

  [00:07:02] Alisyn: “Why would we do the same thing when we knew the same thing was actually having worse outcomes for people getting where they needed to go?”

  [00:11:17] Alisyn: “Our entire economy is underpinned by mobility. Our health and life outcomes are underpinned by our access to mobility.”

  [00:19:38] Alisyn: “We need to be able to ask questions, and we need to know that sometimes, at the very start, we won't have all the answers, but we'll get them along the way. And that requires a culture that needs that open mindset.”

  [00:22:44] Alisyn: “To write something off because it didn't work once is terrible product planning because other people are working to evolve it… Instead of just telling me it doesn't work. Why don't you tell me why it didn't work then? What part of it failed?”

  [00:27:15] Alisyn: “The number of decisions that are made within automotive, because an executive has a gut feel or a passion, not because there was data taken or there was an ill-structured customer study done early on, I think fundamentally is what is wrong.”

  [00:27:57] Alisyn: “I think the biggest problem that the OEMs are going to be tackling is how do you actually make sure you're solving the right problem. Because each problem is going to take resources, it's going to take capital, it's going to take people, it's going to take expertise.”

  [00:30:52] Alisyn: “Stop trying to pretend to be a tech company and actually be a tech company. The whole idea of a tech company from a startup perspective is that you solve a problem that people have and are willing to pay.”

  [00:42:03] Alisyn: “Being able to create that learning culture, that open mindset, is going to help your team gel and be able to rally together to be able to do more faster.”

  ]]>00c46b10-52d6-455a-84ed-acee8dba03d0Thu, 21 Dec 2023 06:30:00 -040046:56falsefull51131135Exploring Nissan's path to workplace excellence with Michael ColleranSign up for The Automotive Leaders Letter

  Watch the full video on YouTube - click here

  Welcome to the first episode of Season 5 of the Automotive Leaders Podcast. In this season opener, Jan Griffiths interviews Michael Colleran, Senior Vice President and Corporate Officer at Nissan North America. Michael started his professional journey as a US Marine Corps Captain and later worked at General Motors and Saab before joining Nissan. This diverse experience gives him a unique perspective on the shifts in the auto industry.

  The conversation starts with a study from Great Place to Work, revealing that 77 percent of Nissan’s employees deem it a great place to work. Mike shares what factors contribute to this recognition, exploring the essential elements that shape Nissan’s exceptional workplace culture.

  Michael highlights the changing dynamics of customer interactions, emphasizing the shift from transactional to experiential relationships. Essential leadership qualities, accountability, and the significance of setting examples within leadership teams are discussed, and challenging norms by acknowledging past success behaviors may not ensure future achievements. These perspectives not only give a glimpse into how leadership operates at Nissan but also offer valuable lessons for adapting to the ever-changing world of the automotive industry.

  Themes discussed in this episode:

  • Nissan's journey and transformation.
  • The necessity for behavioral and cultural changes to drive success.
  • Adapting to changing customer expectations from transactional to experiential.
  • Evolving dynamics of leadership in the automotive industry.
  • Balancing innovation with a strong sense of accountability in leadership.
  • The influential role of leadership teams in setting positive examples.
  
  

  Featured: Michael Colleran

  What he does: Michael is Corporate Vice President at Nissan Motor Co., Ltd., and Senior Vice President for all sales and marketing activities for the Nissan and INFINITI brands in the US. A former Captain in the United States Marine Corps, Michael brings a dynamic blend of strategic vision and operational excellence to the automotive industry.

  On leadership: “When leaders replicate good behaviors, people will follow. They want to follow; they want that example out there... Leaders can get out there, set an example, and use their experience.”

  Mentioned in this episode:

  • Podcast interview with Navy SEALs: 
  • Episode with Clint Bruce - Former Navy Special Warfare Officer
  • Episode with Nick Norris - Former Navy SEAL
  • Book Extreme Ownership by Jocko Willink
  • Podcast episode with Stefan Krause
  • Podcast episode with Doug Conant, former CEO of Campbell Soup Company
  
  

  Episode Highlights:

  [00:02:53] Michael's corporate odyssey: Follow Michael’s journey as he transitions from a US Marine Corps Captain through roles at GM and Saab to his impactful position at Nissan, revealing the changes in leadership dynamics along the way.

  [00:08:36] Cultural transformation at Nissan: Exploring the essential cultural shifts and behavioral changes that positioned the company as a great workplace amidst the rapid transformations in the automotive industry.

  [00:20:01] Innovation through accountability: Jan and Michael tackle the fear of failure that is prevalent in leadership. Michael advises leaders to encourage risk-taking, emphasizing the importance of learning from failures and swiftly moving forward. They also discussed accountability dynamics, steering away from blame and fostering a culture that encourages positive accountability.

  [00:33:29] Authentic leadership traits: Discussing the 21 Traits of Authentic Leadership, Michael emphasizes the essence of being a leader with Gravitas, summarizing the comprehensive qualities required for authentic leadership.

  [00:35:54] Executive beyond the boardroom: Explore the personal side of an auto industry executive as Michael Colleran shares insights into his life outside the corporate world, uncovering exciting details such as his music preferences and hobbies.

  [00:40:37] Michael’s advice: In an industry where stability once prevailed, Michael urges leaders to stay attentive to the shifting ground, continuously questioning and adapting while acknowledging the influx of new competitors.

  
  

  Top Quotes:

  [00:04:17] Michael: “Where to place your trust, how to earn trust, and how to make sure that your people and the teams around you trust each other are crucial… That's true in our business today. Employees want that level of trust and transparency. It was probably one of the key things I learned from my days in the Marine Corps.”

  [00:09:55] Michael: “Most would say the big challenges in the industry are ICE to EV, autonomous drive, or connected cars. At Nissan, we reject that. Big change is coming, no question. But the biggest change is the battle for the customer. At the ultimate decision point, the customer has to make a decision for your brand.”

  [00:11:16] Michael: “We're going to make the best ecosystem possible, one that people just don't want to leave. They truly love the brand. Right now, we're reinventing our team into a very customer-focused team, moving the business from transactional to experiential.”

  [00:14:30] Michael: I truly believe that really great leadership is forged in the furnace of experience.

  [00:14:54] Michael: “I'm a big believer in looking for curiosity in people; curiosity to me means you're still growing, and I can't coach and mentor someone who stopped learning.”

  [00:32:13] Michael: “Leaders, focus will set you free, and it also allows you to be true to your core values. When you're focused, and you know what you're trying to accomplish, and you never lose sight of that goal.”

  [00:34:11] Michael: “If a leader sees the business as their own, they're going to make better decisions for the company, for their people, for their partners, and for their customers.”

  [00:41:15] Michael: “I would say, keep your head on a swivel. You need always just to be looking around and asking yourself, why?”

  ]]>Sign up for The Automotive Leaders Letter

  Watch the full video on YouTube - click here

  Welcome to the first episode of Season 5 of the Automotive Leaders Podcast. In this season opener, Jan Griffiths interviews Michael Colleran, Senior Vice President and Corporate Officer at Nissan North America. Michael started his professional journey as a US Marine Corps Captain and later worked at General Motors and Saab before joining Nissan. This diverse experience gives him a unique perspective on the shifts in the auto industry.

  The conversation starts with a study from Great Place to Work, revealing that 77 percent of Nissan’s employees deem it a great place to work. Mike shares what factors contribute to this recognition, exploring the essential elements that shape Nissan’s exceptional workplace culture.

  Michael highlights the changing dynamics of customer interactions, emphasizing the shift from transactional to experiential relationships. Essential leadership qualities, accountability, and the significance of setting examples within leadership teams are discussed, and challenging norms by acknowledging past success behaviors may not ensure future achievements. These perspectives not only give a glimpse into how leadership operates at Nissan but also offer valuable lessons for adapting to the ever-changing world of the automotive industry.

  Themes discussed in this episode:

  • Nissan's journey and transformation.
  • The necessity for behavioral and cultural changes to drive success.
  • Adapting to changing customer expectations from transactional to experiential.
  • Evolving dynamics of leadership in the automotive industry.
  • Balancing innovation with a strong sense of accountability in leadership.
  • The influential role of leadership teams in setting positive examples.
  
  

  Featured: Michael Colleran

  What he does: Michael is Corporate Vice President at Nissan Motor Co., Ltd., and Senior Vice President for all sales and marketing activities for the Nissan and INFINITI brands in the US. A former Captain in the United States Marine Corps, Michael brings a dynamic blend of strategic vision and operational excellence to the automotive industry.

  On leadership: “When leaders replicate good behaviors, people will follow. They want to follow; they want that example out there... Leaders can get out there, set an example, and use their experience.”

  Mentioned in this episode:

  • Podcast interview with Navy SEALs: 
  • Episode with Clint Bruce - Former Navy Special Warfare Officer
  • Episode with Nick Norris - Former Navy SEAL
  • Book Extreme Ownership by Jocko Willink
  • Podcast episode with Stefan Krause
  • Podcast episode with Doug Conant, former CEO of Campbell Soup Company
  
  

  Episode Highlights:

  [00:02:53] Michael's corporate odyssey: Follow Michael’s journey as he transitions from a US Marine Corps Captain through roles at GM and Saab to his impactful position at Nissan, revealing the changes in leadership dynamics along the way.

  [00:08:36] Cultural transformation at Nissan: Exploring the essential cultural shifts and behavioral changes that positioned the company as a great workplace amidst the rapid transformations in the automotive industry.

  [00:20:01] Innovation through accountability: Jan and Michael tackle the fear of failure that is prevalent in leadership. Michael advises leaders to encourage risk-taking, emphasizing the importance of learning from failures and swiftly moving forward. They also discussed accountability dynamics, steering away from blame and fostering a culture that encourages positive accountability.

  [00:33:29] Authentic leadership traits: Discussing the 21 Traits of Authentic Leadership, Michael emphasizes the essence of being a leader with Gravitas, summarizing the comprehensive qualities required for authentic leadership.

  [00:35:54] Executive beyond the boardroom: Explore the personal side of an auto industry executive as Michael Colleran shares insights into his life outside the corporate world, uncovering exciting details such as his music preferences and hobbies.

  [00:40:37] Michael’s advice: In an industry where stability once prevailed, Michael urges leaders to stay attentive to the shifting ground, continuously questioning and adapting while acknowledging the influx of new competitors.

  
  

  Top Quotes:

  [00:04:17] Michael: “Where to place your trust, how to earn trust, and how to make sure that your people and the teams around you trust each other are crucial… That's true in our business today. Employees want that level of trust and transparency. It was probably one of the key things I learned from my days in the Marine Corps.”

  [00:09:55] Michael: “Most would say the big challenges in the industry are ICE to EV, autonomous drive, or connected cars. At Nissan, we reject that. Big change is coming, no question. But the biggest change is the battle for the customer. At the ultimate decision point, the customer has to make a decision for your brand.”

  [00:11:16] Michael: “We're going to make the best ecosystem possible, one that people just don't want to leave. They truly love the brand. Right now, we're reinventing our team into a very customer-focused team, moving the business from transactional to experiential.”

  [00:14:30] Michael: I truly believe that really great leadership is forged in the furnace of experience.

  [00:14:54] Michael: “I'm a big believer in looking for curiosity in people; curiosity to me means you're still growing, and I can't coach and mentor someone who stopped learning.”

  [00:32:13] Michael: “Leaders, focus will set you free, and it also allows you to be true to your core values. When you're focused, and you know what you're trying to accomplish, and you never lose sight of that goal.”

  [00:34:11] Michael: “If a leader sees the business as their own, they're going to make better decisions for the company, for their people, for their partners, and for their customers.”

  [00:41:15] Michael: “I would say, keep your head on a swivel. You need always just to be looking around and asking yourself, why?”

  ]]>c6bf6533-1f7d-4896-ae80-d183c3ed7567Thu, 07 Dec 2023 06:30:00 -040042:42falsefull51121125Season 4 finale and the road to industry transformationSign up for The Automotive Leaders Letter

  Watch the full video on YouTube - click here

  In this solo episode, Jan Griffiths reflects on the recent developments in the automotive industry and takes a moment to revisit a series of episodes dedicated to strike-related content, featuring key providers and experts offering insights on risk management, operational perspectives, collaborative agreements, and the legal aspects of the automotive landscape.

  Transitioning to her experience at the MEMA conference, Jan shares her personal growth in aligning with her values and embodying authentic leadership. The highlight of the conference was an interaction with Stephen Covey. Jan also recaps her participation in the Reuters conference, where she introduced Marques McCammon, President of Karma Automotive. Impressed by Karma's mission-driven approach and authentic leadership, Jan expresses enthusiasm for the company's future in the luxury EV market.

  As season four concludes, Jan sheds light on the evolution of Gravitas Detroit, providing details about the company's development and direction. Jan announces the upcoming website revision, the release of her book, and the podcast's sponsorship opportunities in 2024. Jan looks forward to returning for season five in December, continuing to promote authentic leadership in the automotive industry.

  Themes discussed in this episode:

  • End of the UAW strike
  • Insights from key providers and experts
  • Personal experiences and growth
  • Diversity, Equity, and Inclusion
  • Updates on the business 
  • End of season
  • Plans and preparation for the future
  
  

  Featured: Jan Griffiths

  What she does: Jan is the founder and CEO of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast.

  Mentioned in this episode:

  • Podcast episode with Tor Hough and Sig Huber of ELM Analytics
  • Podcast episode with Thomas Kowal, President of Seraph North America
  • Podcast episode with Kate Vitasek, Expert in collaborative negotiations
  • Podcast episode with Daniel Rustmann, Co-Chair of the Global Automotive Practice at Butzel Long
  • Solo episode, “My Love Hate Relationship with Shawn Fain.”
  • MEMA Conference
  • Podcast episode with Stephen Covey, Global authority on trust, leadership, and culture. Author of “Trust and Inspire: How Truly Great Leaders Unleash Greatness in Others.”
  • Marques McCammon, President of Karma Automotive
  • Michelle Christensen, Vice President, Global Design at Karma Automotive
  • Karma Automotive Launch Event last November 11
  • ALP’s 100th episode with John McElroy and Jason Stein
  • Podcast that Jan co-host and produce, Auto Supply Chain Prophets
  • ASCP podcast episode with Anthony Emery, Supply Chain and Logistics Director for PHINIA
  • ASCP podcast episode with Thomas Kull, Professor of Supply Chain Management at Arizona State University
  
  

  Episode Highlights:

  [00:01:18] Reflection on season four and previous episodes: Jan Griffiths reflects on the themes and highlights of Season Four, offering insights into the past episodes and the overarching narrative.

  [00:03:28] Experience at the MEMA Conference: Sharing her experience at the MEMA Conference, Jan provides a personal perspective on the growth and evolution of her involvement in the automotive industry.

  [00:07:30] Introduction to Karma Automotive: Jan introduces Karma Automotive, highlighting the mission-driven approach and the impressive leadership of Marques McCammon.

  [00:10:08] Closing season four and updates on future plans: As Season Four concludes, Jan shares updates on future plans, including a book release, website revisions, and the launch of Season Five, teasing exciting developments.

  [00:20:18] Sponsorship: Discussing sponsorship, Jan opens the door for potential partners aligned with the mission of preparing the automotive industry for the future through authentic leadership.

  ]]>Sign up for The Automotive Leaders Letter

  Watch the full video on YouTube - click here

  In this solo episode, Jan Griffiths reflects on the recent developments in the automotive industry and takes a moment to revisit a series of episodes dedicated to strike-related content, featuring key providers and experts offering insights on risk management, operational perspectives, collaborative agreements, and the legal aspects of the automotive landscape.

  Transitioning to her experience at the MEMA conference, Jan shares her personal growth in aligning with her values and embodying authentic leadership. The highlight of the conference was an interaction with Stephen Covey. Jan also recaps her participation in the Reuters conference, where she introduced Marques McCammon, President of Karma Automotive. Impressed by Karma's mission-driven approach and authentic leadership, Jan expresses enthusiasm for the company's future in the luxury EV market.

  As season four concludes, Jan sheds light on the evolution of Gravitas Detroit, providing details about the company's development and direction. Jan announces the upcoming website revision, the release of her book, and the podcast's sponsorship opportunities in 2024. Jan looks forward to returning for season five in December, continuing to promote authentic leadership in the automotive industry.

  Themes discussed in this episode:

  • End of the UAW strike
  • Insights from key providers and experts
  • Personal experiences and growth
  • Diversity, Equity, and Inclusion
  • Updates on the business 
  • End of season
  • Plans and preparation for the future
  
  

  Featured: Jan Griffiths

  What she does: Jan is the founder and CEO of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast.

  Mentioned in this episode:

  • Podcast episode with Tor Hough and Sig Huber of ELM Analytics
  • Podcast episode with Thomas Kowal, President of Seraph North America
  • Podcast episode with Kate Vitasek, Expert in collaborative negotiations
  • Podcast episode with Daniel Rustmann, Co-Chair of the Global Automotive Practice at Butzel Long
  • Solo episode, “My Love Hate Relationship with Shawn Fain.”
  • MEMA Conference
  • Podcast episode with Stephen Covey, Global authority on trust, leadership, and culture. Author of “Trust and Inspire: How Truly Great Leaders Unleash Greatness in Others.”
  • Marques McCammon, President of Karma Automotive
  • Michelle Christensen, Vice President, Global Design at Karma Automotive
  • Karma Automotive Launch Event last November 11
  • ALP’s 100th episode with John McElroy and Jason Stein
  • Podcast that Jan co-host and produce, Auto Supply Chain Prophets
  • ASCP podcast episode with Anthony Emery, Supply Chain and Logistics Director for PHINIA
  • ASCP podcast episode with Thomas Kull, Professor of Supply Chain Management at Arizona State University
  
  

  Episode Highlights:

  [00:01:18] Reflection on season four and previous episodes: Jan Griffiths reflects on the themes and highlights of Season Four, offering insights into the past episodes and the overarching narrative.

  [00:03:28] Experience at the MEMA Conference: Sharing her experience at the MEMA Conference, Jan provides a personal perspective on the growth and evolution of her involvement in the automotive industry.

  [00:07:30] Introduction to Karma Automotive: Jan introduces Karma Automotive, highlighting the mission-driven approach and the impressive leadership of Marques McCammon.

  [00:10:08] Closing season four and updates on future plans: As Season Four concludes, Jan shares updates on future plans, including a book release, website revisions, and the launch of Season Five, teasing exciting developments.

  [00:20:18] Sponsorship: Discussing sponsorship, Jan opens the door for potential partners aligned with the mission of preparing the automotive industry for the future through authentic leadership.

  ]]>c435354a-eaf1-4529-8925-b0dc212b045aThu, 16 Nov 2023 06:30:00 -040022:44falsefull41111114Legal Success Strategies for your post-UAW Strike Auto StartupWatch the full video on YouTube - click here

  In this episode of the Automotive Leaders Podcast, host Jan Griffiths engages in a conversation with Daniel Rustmann, an industry expert with over 30 years of legal experience in supplier-related matters. They explore the unique challenges the automotive supply chain faces during and post-UAW strike.

  Daniel, a co-chair of the global automotive practice at Butzel Long, provides valuable insights into the legal and contractual aspects influencing the ability to restart operations swiftly. He emphasizes that while contractual obligations often favor OEMs, a cooperative approach may be more effective in resolving disputes. The discussion also highlights the intricate interconnectivity within the automotive supply chain, emphasizing the importance of aligning terms and conditions to ensure a seamless flow of expectations.

  The significance of proactive risk assessment and open communication within the supply chain is evident throughout the conversation. Maintaining healthy supplier relationships, keeping in touch with employees, and fostering positivity are key takeaways. This episode underscores that, while legal considerations are crucial, a collaborative approach, coupled with positive leadership, holds the key to overcoming challenges and transforming the automotive industry in the face of adversity.

  Themes discussed in this episode:

  • UAW Strike and supply chain challenges
  • Swift restart of operations
  • Contractual and legal considerations
  • Communication and collaboration
  • Risk assessment and preparedness
  • Leadership and positivity
  • Opportunities for transformation
  
  

  Featured Guest: Daniel Rustmann

  What he does: Daniel Rustmann is the Co-Chair of the Global Automotive Practice at Butzel Long; he is highly respected in the automotive industry for his work in the supply base.

  On leadership: “Every time we face a serious challenge, that also comes with a serious opportunity. And this is an opportunity for people to step up and show their leadership and show their poise, show their creativity, show their grit to be able to get through the situation like we always do like the industry always recovers.”

  Mentioned in this episode:

  • UAW Strike: Preparing for a Successful Industry Restart, episode with Thomas Kowal, President of Seraph North America
  • MEMA - Motor & Equipment Manufacturers Association (formerly OESA)
  • FMEA - Failure Modes and Effects Analysis
  
  

  Episode Highlights:

  [00:01:26] Legal Challenges and Swift Startup Post-UAW Strike: Explores the legal and operational hurdles in the automotive supply chain post-UAW strike, focusing on the need for swift startup and effective communication across tiers.

  [00:07:41] Contractual Preparations for Supply Chain Recovery: Critical aspects of supplier contracts are discussed. Dan advises suppliers to review their contracts, especially concerning payment issues, proactively. Understand rights and obligations and establish a clear paper trail to prepare for a rapid startup.

  [00:14:27] Prioritizing Collaboration in Supplier Contracts: Dan and Jan stress the significance of proactive discussions in supplier contracts, focusing on quality, delivery, and issue resolution. Their approach prioritizes collaboration over legalities, enabling suppliers to better prepare for supply chain challenges.

  [00:21:09] Embracing change and leading through crisis: This highlight focuses on authentic leadership during times of crisis and the potential for transformation within the automotive industry amid challenges. 

  [00:25:22] Dan's pro tips: Dan provides three essential tips for automotive suppliers: legal preparedness, effective communication, and positive adaptation.

  
  

  Top Quotes:

  [00:02:27] Dan: “We can expect that when an agreement is reached, the OEMs will want supply to start immediately. And they will push hard to have everybody up and running yesterday with very little notice. So that will certainly be the largest obstacle everybody faces.”

  [00:16:17] Dan: “It's impossible to make a perfect contract that could address every situation; however, you can have a good contract, you know, one that is very clear and negotiated upfront”

  [00:16:43] Dan: “I've been advocating for years that you might have more leverage than you think. You may be able to provide some protection for yourself. And I'm not talking about doing a massive red line of the terms and conditions. I'm talking about the fundamental issues that will seriously impact whether you make money or lose money from this contract in the long term: price adjustment, return of capital, and protecting your intellectual property.”

  [00:21:15] Dan: “I strongly believe you should have a little faith. Our industry has recovered from many things in the past, and we as individuals have recovered from many things in the past; we have to have a certain amount of positivity about our approach… And we must be able to turn it over to a certain extent and think; maybe I can come out of this stronger and better.”

  [00:24:48] Dan: “The industry and various aspects of it need some transformation. And I'm not just talking about ICE to electric; it needs some transformation in how we do business and interpersonal relationships, more positivity to the approach, and more collaboration.”

  
  

  Related Episodes:

  • UAW Strike: Preparing for a Successful Industry Restart
  • Transforming UAW Strike Negotiations for a Win-Win Outcome
  • Leadership in Crisis: Navigating the UAW Strike
  • UAW Strike and the Automotive Industry: Supply Chain Insights
  
  ]]>Watch the full video on YouTube - click here

  In this episode of the Automotive Leaders Podcast, host Jan Griffiths engages in a conversation with Daniel Rustmann, an industry expert with over 30 years of legal experience in supplier-related matters. They explore the unique challenges the automotive supply chain faces during and post-UAW strike.

  Daniel, a co-chair of the global automotive practice at Butzel Long, provides valuable insights into the legal and contractual aspects influencing the ability to restart operations swiftly. He emphasizes that while contractual obligations often favor OEMs, a cooperative approach may be more effective in resolving disputes. The discussion also highlights the intricate interconnectivity within the automotive supply chain, emphasizing the importance of aligning terms and conditions to ensure a seamless flow of expectations.

  The significance of proactive risk assessment and open communication within the supply chain is evident throughout the conversation. Maintaining healthy supplier relationships, keeping in touch with employees, and fostering positivity are key takeaways. This episode underscores that, while legal considerations are crucial, a collaborative approach, coupled with positive leadership, holds the key to overcoming challenges and transforming the automotive industry in the face of adversity.

  Themes discussed in this episode:

  • UAW Strike and supply chain challenges
  • Swift restart of operations
  • Contractual and legal considerations
  • Communication and collaboration
  • Risk assessment and preparedness
  • Leadership and positivity
  • Opportunities for transformation
  
  

  Featured Guest: Daniel Rustmann

  What he does: Daniel Rustmann is the Co-Chair of the Global Automotive Practice at Butzel Long; he is highly respected in the automotive industry for his work in the supply base.

  On leadership: “Every time we face a serious challenge, that also comes with a serious opportunity. And this is an opportunity for people to step up and show their leadership and show their poise, show their creativity, show their grit to be able to get through the situation like we always do like the industry always recovers.”

  Mentioned in this episode:

  • UAW Strike: Preparing for a Successful Industry Restart, episode with Thomas Kowal, President of Seraph North America
  • MEMA - Motor & Equipment Manufacturers Association (formerly OESA)
  • FMEA - Failure Modes and Effects Analysis
  
  

  Episode Highlights:

  [00:01:26] Legal Challenges and Swift Startup Post-UAW Strike: Explores the legal and operational hurdles in the automotive supply chain post-UAW strike, focusing on the need for swift startup and effective communication across tiers.

  [00:07:41] Contractual Preparations for Supply Chain Recovery: Critical aspects of supplier contracts are discussed. Dan advises suppliers to review their contracts, especially concerning payment issues, proactively. Understand rights and obligations and establish a clear paper trail to prepare for a rapid startup.

  [00:14:27] Prioritizing Collaboration in Supplier Contracts: Dan and Jan stress the significance of proactive discussions in supplier contracts, focusing on quality, delivery, and issue resolution. Their approach prioritizes collaboration over legalities, enabling suppliers to better prepare for supply chain challenges.

  [00:21:09] Embracing change and leading through crisis: This highlight focuses on authentic leadership during times of crisis and the potential for transformation within the automotive industry amid challenges. 

  [00:25:22] Dan's pro tips: Dan provides three essential tips for automotive suppliers: legal preparedness, effective communication, and positive adaptation.

  
  

  Top Quotes:

  [00:02:27] Dan: “We can expect that when an agreement is reached, the OEMs will want supply to start immediately. And they will push hard to have everybody up and running yesterday with very little notice. So that will certainly be the largest obstacle everybody faces.”

  [00:16:17] Dan: “It's impossible to make a perfect contract that could address every situation; however, you can have a good contract, you know, one that is very clear and negotiated upfront”

  [00:16:43] Dan: “I've been advocating for years that you might have more leverage than you think. You may be able to provide some protection for yourself. And I'm not talking about doing a massive red line of the terms and conditions. I'm talking about the fundamental issues that will seriously impact whether you make money or lose money from this contract in the long term: price adjustment, return of capital, and protecting your intellectual property.”

  [00:21:15] Dan: “I strongly believe you should have a little faith. Our industry has recovered from many things in the past, and we as individuals have recovered from many things in the past; we have to have a certain amount of positivity about our approach… And we must be able to turn it over to a certain extent and think; maybe I can come out of this stronger and better.”

  [00:24:48] Dan: “The industry and various aspects of it need some transformation. And I'm not just talking about ICE to electric; it needs some transformation in how we do business and interpersonal relationships, more positivity to the approach, and more collaboration.”

  
  

  Related Episodes:

  • UAW Strike: Preparing for a Successful Industry Restart
  • Transforming UAW Strike Negotiations for a Win-Win Outcome
  • Leadership in Crisis: Navigating the UAW Strike
  • UAW Strike and the Automotive Industry: Supply Chain Insights
  
  ]]>9ca676d6-2e39-49a5-9fce-91ac28da9122Thu, 02 Nov 2023 06:30:00 -040027:37falsefull41101104My Love Hate Relationship with Shawn FainWatch the full video on YouTube - click here

  In this solo episode of the Automotive Leaders Podcast, Jan Griffiths addresses the ongoing UAW strike, focusing on the president of the UAW, Mr. Shawn Fain. Jan begins by acknowledging the positive aspects of Fain's leadership, including his early communication and his personal connection to build a strong sense of community among union members.

  However, the tone of the episode shifts as Jan expresses her concerns about Fain's aggressive negotiation tactics. She criticizes what she sees as a return to old-school power plays and threats. Jan points out that the automotive industry is in a period of transformation, and Fain's tactics risk damaging the industry's future. Jan also cites industry experts Sandy Munro and John McElroy, who offer different perspectives on the situation. Furthermore, Jan underscores Bill Ford's collaborative approach and vision for the industry, opposing Fain's adversarial stance, and stresses the importance of all stakeholders uniting to steer the industry through transformation, expressing her frustration with Fain's "us vs. them" mentality.

  In conclusion, Jan calls on Shawn Fain to reconsider his approach, urging him to prioritize the industry's long-term interests, engage in meaningful dialogue, and work towards a mutually beneficial resolution for all parties involved in the automotive industry.

  Themes discussed in this episode:

  • UAW strike and leadership
  • Negotiation tactics
  • The need for a more collaborative approach
  • The rhetorical use of emotions
  • Preparation for industry transformation
  • Reaching a mutually beneficial deal
  
  

  
  

  Featured Guest: Jan Griffiths

  What she does: Jan is the founder of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast.

  
  

  Mentioned in this episode:

  • Episode with Kate Vitasek about collaborative negotiations.
  • Sandy Munro’s YouTube video
  • BYD and VinFast
  • Mary Barra, CEO of General Motors
  • John McElroy’s YouTube video. "Share the Pain, Fain"
  • Episode 100th of Automotive Leaders Podcast with John McElroy
  
  

  
  

  Episode Highlights:

  [01:36] Leadership evaluation: The episode comprehensively evaluates Mr. Shawn Fain's leadership style during the UAW strike, highlighting his approach's positive and negative aspects.

  [03:54] Critique of negotiation tactics: Fain's tactics are old school, emphasizing the aggressive and adversarial methods used and their potential consequences for the automotive industry.

  [07:20] Emotional rhetoric: The discussion explores the emotional language used in the strike, including terms like "corporate greed" and "eat the rich," and how these emotional arguments can distract from the essential issues.

  [13:13] Collaborative vision: Bill Ford's collaborative approach and idea for the industry are contrasted with Fain's adversarial stance, emphasizing the importance of unity among all stakeholders to drive the industry's transformation.

  [16:08] Jan's call for change: Jan delivers a powerful call for Shawn Fain to reconsider his approach and prioritize the industry's long-term interests. She stresses the need to work towards a mutually beneficial resolution to avoid the industry's potential downfall due to prolonged disputes.

  ]]>Watch the full video on YouTube - click here

  In this solo episode of the Automotive Leaders Podcast, Jan Griffiths addresses the ongoing UAW strike, focusing on the president of the UAW, Mr. Shawn Fain. Jan begins by acknowledging the positive aspects of Fain's leadership, including his early communication and his personal connection to build a strong sense of community among union members.

  However, the tone of the episode shifts as Jan expresses her concerns about Fain's aggressive negotiation tactics. She criticizes what she sees as a return to old-school power plays and threats. Jan points out that the automotive industry is in a period of transformation, and Fain's tactics risk damaging the industry's future. Jan also cites industry experts Sandy Munro and John McElroy, who offer different perspectives on the situation. Furthermore, Jan underscores Bill Ford's collaborative approach and vision for the industry, opposing Fain's adversarial stance, and stresses the importance of all stakeholders uniting to steer the industry through transformation, expressing her frustration with Fain's "us vs. them" mentality.

  In conclusion, Jan calls on Shawn Fain to reconsider his approach, urging him to prioritize the industry's long-term interests, engage in meaningful dialogue, and work towards a mutually beneficial resolution for all parties involved in the automotive industry.

  Themes discussed in this episode:

  • UAW strike and leadership
  • Negotiation tactics
  • The need for a more collaborative approach
  • The rhetorical use of emotions
  • Preparation for industry transformation
  • Reaching a mutually beneficial deal
  
  

  
  

  Featured Guest: Jan Griffiths

  What she does: Jan is the founder of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast.

  
  

  Mentioned in this episode:

  • Episode with Kate Vitasek about collaborative negotiations.
  • Sandy Munro’s YouTube video
  • BYD and VinFast
  • Mary Barra, CEO of General Motors
  • John McElroy’s YouTube video. "Share the Pain, Fain"
  • Episode 100th of Automotive Leaders Podcast with John McElroy
  
  

  
  

  Episode Highlights:

  [01:36] Leadership evaluation: The episode comprehensively evaluates Mr. Shawn Fain's leadership style during the UAW strike, highlighting his approach's positive and negative aspects.

  [03:54] Critique of negotiation tactics: Fain's tactics are old school, emphasizing the aggressive and adversarial methods used and their potential consequences for the automotive industry.

  [07:20] Emotional rhetoric: The discussion explores the emotional language used in the strike, including terms like "corporate greed" and "eat the rich," and how these emotional arguments can distract from the essential issues.

  [13:13] Collaborative vision: Bill Ford's collaborative approach and idea for the industry are contrasted with Fain's adversarial stance, emphasizing the importance of unity among all stakeholders to drive the industry's transformation.

  [16:08] Jan's call for change: Jan delivers a powerful call for Shawn Fain to reconsider his approach and prioritize the industry's long-term interests. She stresses the need to work towards a mutually beneficial resolution to avoid the industry's potential downfall due to prolonged disputes.

  ]]>92838dac-84c7-4e04-9359-f04c60ba90b9Thu, 26 Oct 2023 06:30:00 -040018:12falsefull41091094UAW Strike: Preparing for a Successful Industry RestartSign up for The Automotive Leaders Letter

  Watch the full video on YouTube - click here

  In this Automotive Leaders Podcast episode, host Jan Griffiths and Thomas Kowal, the president of Seraph North America, discuss the current state of the automotive supply base during the UAW strike. They begin the episode by exploring MEMA's statistics, shedding light on concerns about layoffs, financial viability, and restart times, emphasizing the importance of understanding the strike's impact on the supply base across various timeframes.

  The conversation shifts to the importance of conserving cash, including labor reduction and inventory optimization. They also address the potential challenges that could arise when trying to restart production after supply chain disruptions. Stressing the significance of working on rapid ROI projects, finding ways to collaborate with consulting firms when financial constraints exist, and building relationships with OEMs.

  Thomas shares practical advice on how to prepare for the production restart, including conducting startup FMEA, analyzing logistics, and improving communication with suppliers. He suggests creating a startup plan and involving the workforce to ensure a smooth transition when production resumes. The episode concludes with insights into evolving automotive dynamics, adaptability, and leadership's role in a positive workplace.

  Themes discussed in this episode:

  • Impact of the ongoing UAW Strike
  • Strategies for cash conservation
  • Outline of potential short-term to long-term scenarios for suppliers
  • Decision-making for CEOs
  • The importance of proactive preparation
  • Role of leadership during restart
  • The new normal of the auto industry
  
  

  
  

  Featured Guest: Thomas Kowal

  What he does: Thomas is the President of Seraph North America. His areas of expertise include operations, business development, project and team management.

  On leadership: “I recommend the plant office people, when you start back up again, get out on that shop floor, be with the people, solve the problem for them, take this as an opportunity to rebuild the relationship with the workforce.”

  
  

  Mentioned in this episode:

  • IHS Markit LTD / S&P Global
  • Published Document by MEMA 
  • OEE - Overall Equipment Effectiveness
  • FMEA - Failure Mode and Effects Analysis
  
  

  
  

  Episode Highlights:

  [00:02:35] Understanding Challenges: The discussion dissects key MEMA statistics, highlighting challenges in the auto supply chain during ongoing strikes. Thomas offers insights into short, medium, and long-term implications. They also examine how strikes affect suppliers' finances, program management, and the potential shift to low-cost regions.

  [00:10:06] Industry Layoffs and Resilience: The unexpected salary layoffs in the supply base due to the strike's indirect impact. Insights on addressing this issue through workforce training line adjustments and the importance of long-term strategic planning and open communication for industry resilience.

  [00:16:10] Advice for CEOs: Practical advice is provided for CEOs and leaders facing liquidity challenges, including considering rapid ROI projects and seeking collaboration with consulting firms while finding financial solutions.

  [00:20:50] Strengthening OEM Relationships: The importance of building strong relationships with OEMs and working on solutions proactively is emphasized.

  [00:25:15] Strategies for Production Restart: The episode highlights the need for open communication in preparing for production restart, suggesting strategies such as conducting startup FMEA, analyzing logistics, and rebuilding relationships with the workforce during startup.

  [00:27:54] Leadership in Shifting Auto Industry: The role of leadership in fostering a positive and productive work environment is discussed, along with the evolving dynamics in the automotive industry and the need for adaptability.

  Top Quotes:

  [00:21:54] Thomas: “If an OEM does not have a good relationship with a supplier, they will do everything, not only to hide it but to fight the OEM.”

  [00:23:20] Thomas: “If you haven't done it already, try to work on a solution; they [OEMs] will not stop their production, they will bring people in and they will be much tougher with the suppliers that were not at least open and try to work with them beforehand.”

  [00:28:33] Jan: “But it's the leadership and the enthusiasm that comes along with it that will really make the difference, I see an opportunity, for leadership to be real cheerleaders for the shop floor.”

  
  

  Related Episodes:

  • Transforming UAW Strike Negotiations for a Win-Win Outcome
  • Leadership in Crisis: Navigating the UAW Strike
  • UAW Strike and the Automotive Industry: Supply Chain Insights
  
  ]]>Sign up for The Automotive Leaders Letter

  Watch the full video on YouTube - click here

  In this Automotive Leaders Podcast episode, host Jan Griffiths and Thomas Kowal, the president of Seraph North America, discuss the current state of the automotive supply base during the UAW strike. They begin the episode by exploring MEMA's statistics, shedding light on concerns about layoffs, financial viability, and restart times, emphasizing the importance of understanding the strike's impact on the supply base across various timeframes.

  The conversation shifts to the importance of conserving cash, including labor reduction and inventory optimization. They also address the potential challenges that could arise when trying to restart production after supply chain disruptions. Stressing the significance of working on rapid ROI projects, finding ways to collaborate with consulting firms when financial constraints exist, and building relationships with OEMs.

  Thomas shares practical advice on how to prepare for the production restart, including conducting startup FMEA, analyzing logistics, and improving communication with suppliers. He suggests creating a startup plan and involving the workforce to ensure a smooth transition when production resumes. The episode concludes with insights into evolving automotive dynamics, adaptability, and leadership's role in a positive workplace.

  Themes discussed in this episode:

  • Impact of the ongoing UAW Strike
  • Strategies for cash conservation
  • Outline of potential short-term to long-term scenarios for suppliers
  • Decision-making for CEOs
  • The importance of proactive preparation
  • Role of leadership during restart
  • The new normal of the auto industry
  
  

  
  

  Featured Guest: Thomas Kowal

  What he does: Thomas is the President of Seraph North America. His areas of expertise include operations, business development, project and team management.

  On leadership: “I recommend the plant office people, when you start back up again, get out on that shop floor, be with the people, solve the problem for them, take this as an opportunity to rebuild the relationship with the workforce.”

  
  

  Mentioned in this episode:

  • IHS Markit LTD / S&P Global
  • Published Document by MEMA 
  • OEE - Overall Equipment Effectiveness
  • FMEA - Failure Mode and Effects Analysis
  
  

  
  

  Episode Highlights:

  [00:02:35] Understanding Challenges: The discussion dissects key MEMA statistics, highlighting challenges in the auto supply chain during ongoing strikes. Thomas offers insights into short, medium, and long-term implications. They also examine how strikes affect suppliers' finances, program management, and the potential shift to low-cost regions.

  [00:10:06] Industry Layoffs and Resilience: The unexpected salary layoffs in the supply base due to the strike's indirect impact. Insights on addressing this issue through workforce training line adjustments and the importance of long-term strategic planning and open communication for industry resilience.

  [00:16:10] Advice for CEOs: Practical advice is provided for CEOs and leaders facing liquidity challenges, including considering rapid ROI projects and seeking collaboration with consulting firms while finding financial solutions.

  [00:20:50] Strengthening OEM Relationships: The importance of building strong relationships with OEMs and working on solutions proactively is emphasized.

  [00:25:15] Strategies for Production Restart: The episode highlights the need for open communication in preparing for production restart, suggesting strategies such as conducting startup FMEA, analyzing logistics, and rebuilding relationships with the workforce during startup.

  [00:27:54] Leadership in Shifting Auto Industry: The role of leadership in fostering a positive and productive work environment is discussed, along with the evolving dynamics in the automotive industry and the need for adaptability.

  Top Quotes:

  [00:21:54] Thomas: “If an OEM does not have a good relationship with a supplier, they will do everything, not only to hide it but to fight the OEM.”

  [00:23:20] Thomas: “If you haven't done it already, try to work on a solution; they [OEMs] will not stop their production, they will bring people in and they will be much tougher with the suppliers that were not at least open and try to work with them beforehand.”

  [00:28:33] Jan: “But it's the leadership and the enthusiasm that comes along with it that will really make the difference, I see an opportunity, for leadership to be real cheerleaders for the shop floor.”

  
  

  Related Episodes:

  • Transforming UAW Strike Negotiations for a Win-Win Outcome
  • Leadership in Crisis: Navigating the UAW Strike
  • UAW Strike and the Automotive Industry: Supply Chain Insights
  
  ]]>85573879-cd29-491f-8033-335a81cb0230Thu, 19 Oct 2023 06:30:00 -040031:20falsefull41081084Transforming UAW Strike Negotiations for a Win-Win OutcomeSign up for The Automotive Leaders Letter

  Watch the full video on YouTube - click here

  The Vested Way eBooks

  In this latest episode of the Automotive Leaders podcast, host Jan Griffiths engages in a compelling conversation with Kate Vitasek, a renowned expert in the realm of collaborative, win-win business agreements. The episode explores the pressing issue of labor strikes within the automotive industry, with a particular focus on the ongoing dispute between the UAW and OEMs. Jan and Kate challenge the conventional power-based negotiation strategies prevalent in the industry and advocate for a transformative shift towards collaborative negotiation methods.

  Kate shares her well-established approach to crafting vested agreements that cultivate trust, transparency, and the alignment of interests between negotiating parties. Through real-world examples and success stories, the conversation highlights the immense potential for positive change within the automotive sector. It calls on industry leaders to break away from adversarial relationships, urging them to embrace a culture of collaboration. This shift not only holds the promise of driving innovation and cost savings but also ensures a win-win outcome for all stakeholders. This episode serves as a compelling call to action for the automotive industry, inspiring leaders to revamp their negotiation practices and forge healthier, long-term relationships.

  Themes discussed in this episode:

  • Labor strikes in the automotive industry
  • Conventional power-based negotiation
  • The need for a transformative approach
  • Collaborative negotiation principles
  • The potential for positive change
  • Sustainability and Responsibility
  
  

  Featured Guest: Kate Visatek

  What she does: An accomplished author and educator, Kate is a leading authority in strategic partnerships. She also heads research at the University of Tennessee and specializes in the Vested® business model. With experience at major corporations like P&G and Microsoft, Kate provides executive training and coaching, empowering organizations to excel in strategic collaborations and foster innovation.

  On leadership: “Don't treat your suppliers or union employees as "us versus them", you're competing against other companies. So, beat the market with your suppliers, beat the market with your employees.”

  Mentioned in this episode:

  • MEMA (Motor & Equipment Manufacturers Association)
  • Graduate and Executive Education Program
  • John Nash, Nash Equilibrium
  • Vested: How P&G, McDonald's, and Microsoft are redefining winning in business relationships.
  • Island Health
  • Harvard Business Review
  
  

  Episode Highlights

  [00:01:34] The costly impact of the UAW strike. The ongoing UAW strike and its significant impact on the automotive industry is estimated at over $4 billion. 

  [00:06:07] Moving beyond power-based negotiations. The prevalence of power-based negotiation tactics in the industry and the need for a better approach.

  [00:09:26] Kate’s Vision for collaborative agreements. Kate’s expertise in collaborative, win-win business agreements and her mission to change negotiation mindsets.

  [00:13:53] Embracing a win-win negotiation mindset. Explore the importance of shifting from a win-lose mentality to a collaborative negotiation mindset and discover Kate's step-by-step approach to transforming negotiation dynamics, which focuses on establishing trust and transparency."

  [00:21:10] Success of Collaborative Negotiation. The success stories and positive outcomes of organizations that have adopted collaborative negotiation methods.

  [00:25:27] A Call to Action: Kate’s words of wisdom. The call to action for the automotive industry to embrace a culture of collaboration, leading to innovation and cost savings for all stakeholders.

  Top Quotes:

  [00:03:17] Kate: "You've got to change the world one deal at a time. And it changes with changing your mindset.”

  [00:05:41] Kate: "I actually don't want Shawn to stand up, I want both of them to stand down. I want them to change their dialogue.”

  [00:06:41] Kate: "When we use our power back and forth, we tend to just get on a slippery slope, it gets ugly, and it's a lose-lose for everyone.”

  [00:25:32] Kate: “Don't treat your suppliers or union employees as "us versus them", you're competing against other companies. So, beat the market with your suppliers, beat the market with your employees.”

  [00:26:12] Kate: “Change the way things are. But don't go with power. That's ugly. That cost is $4 billion. It costs us not to have employees to have dinner on the table.”

  [00:27:04] Kate: “I challenge you to redefine winning, and it's not winning at the expense of your supplier. It's not winning at the expense of the labor unions.”

  ]]>Sign up for The Automotive Leaders Letter

  Watch the full video on YouTube - click here

  The Vested Way eBooks

  In this latest episode of the Automotive Leaders podcast, host Jan Griffiths engages in a compelling conversation with Kate Vitasek, a renowned expert in the realm of collaborative, win-win business agreements. The episode explores the pressing issue of labor strikes within the automotive industry, with a particular focus on the ongoing dispute between the UAW and OEMs. Jan and Kate challenge the conventional power-based negotiation strategies prevalent in the industry and advocate for a transformative shift towards collaborative negotiation methods.

  Kate shares her well-established approach to crafting vested agreements that cultivate trust, transparency, and the alignment of interests between negotiating parties. Through real-world examples and success stories, the conversation highlights the immense potential for positive change within the automotive sector. It calls on industry leaders to break away from adversarial relationships, urging them to embrace a culture of collaboration. This shift not only holds the promise of driving innovation and cost savings but also ensures a win-win outcome for all stakeholders. This episode serves as a compelling call to action for the automotive industry, inspiring leaders to revamp their negotiation practices and forge healthier, long-term relationships.

  Themes discussed in this episode:

  • Labor strikes in the automotive industry
  • Conventional power-based negotiation
  • The need for a transformative approach
  • Collaborative negotiation principles
  • The potential for positive change
  • Sustainability and Responsibility
  
  

  Featured Guest: Kate Visatek

  What she does: An accomplished author and educator, Kate is a leading authority in strategic partnerships. She also heads research at the University of Tennessee and specializes in the Vested® business model. With experience at major corporations like P&G and Microsoft, Kate provides executive training and coaching, empowering organizations to excel in strategic collaborations and foster innovation.

  On leadership: “Don't treat your suppliers or union employees as "us versus them", you're competing against other companies. So, beat the market with your suppliers, beat the market with your employees.”

  Mentioned in this episode:

  • MEMA (Motor & Equipment Manufacturers Association)
  • Graduate and Executive Education Program
  • John Nash, Nash Equilibrium
  • Vested: How P&G, McDonald's, and Microsoft are redefining winning in business relationships.
  • Island Health
  • Harvard Business Review
  
  

  Episode Highlights

  [00:01:34] The costly impact of the UAW strike. The ongoing UAW strike and its significant impact on the automotive industry is estimated at over $4 billion. 

  [00:06:07] Moving beyond power-based negotiations. The prevalence of power-based negotiation tactics in the industry and the need for a better approach.

  [00:09:26] Kate’s Vision for collaborative agreements. Kate’s expertise in collaborative, win-win business agreements and her mission to change negotiation mindsets.

  [00:13:53] Embracing a win-win negotiation mindset. Explore the importance of shifting from a win-lose mentality to a collaborative negotiation mindset and discover Kate's step-by-step approach to transforming negotiation dynamics, which focuses on establishing trust and transparency."

  [00:21:10] Success of Collaborative Negotiation. The success stories and positive outcomes of organizations that have adopted collaborative negotiation methods.

  [00:25:27] A Call to Action: Kate’s words of wisdom. The call to action for the automotive industry to embrace a culture of collaboration, leading to innovation and cost savings for all stakeholders.

  Top Quotes:

  [00:03:17] Kate: "You've got to change the world one deal at a time. And it changes with changing your mindset.”

  [00:05:41] Kate: "I actually don't want Shawn to stand up, I want both of them to stand down. I want them to change their dialogue.”

  [00:06:41] Kate: "When we use our power back and forth, we tend to just get on a slippery slope, it gets ugly, and it's a lose-lose for everyone.”

  [00:25:32] Kate: “Don't treat your suppliers or union employees as "us versus them", you're competing against other companies. So, beat the market with your suppliers, beat the market with your employees.”

  [00:26:12] Kate: “Change the way things are. But don't go with power. That's ugly. That cost is $4 billion. It costs us not to have employees to have dinner on the table.”

  [00:27:04] Kate: “I challenge you to redefine winning, and it's not winning at the expense of your supplier. It's not winning at the expense of the labor unions.”

  ]]>b13e1311-7ba5-483a-92f5-7b82e63cb918Tue, 10 Oct 2023 06:20:00 -040028:32falsefull41071074More Strike Content in the WorksSign up for The Automotive Leaders Letter

  In this episode of the Automotive Leaders Podcast, host Jan Griffiths addresses the ongoing UAW strike and its impact on the industry. She begins by acknowledging the chaos and media coverage surrounding the strike, with jabs being exchanged between OEMs, the UAW, and even politicians getting involved. Jan emphasizes that the strike's repercussions extend beyond just the OEMs and Tier Ones, affecting smaller businesses like hers that rely on the automotive industry for their livelihood. 

  Jan outlines her plans for upcoming episodes, focusing on bringing in a turnaround company to offer insights on surviving the strike and preparing for the industry's restart. She also discusses the aggressive negotiation tactics prevalent in the industry and teases an upcoming interview with an expert in collaborative negotiations who will shed light on changing negotiation models. Additionally, Jan encourages listeners to explore another podcast she co-hosts, "Auto Supply Chain Prophets," which delves into supply chain topics within the automotive sector. She concludes by inviting listeners to share their favorite podcasts and reassures them that the automotive industry's resilience will see it through the challenges posed by the strike.

  Themes discussed in this episode:

  • Impact of the UAW Strike
  • Repercussions Beyond OEMs
  • Survival Strategies
  • Preparation for Industry Restart
  • Negotiation Tactics
  
  

  Featured Guest: Jan Griffiths

  What she does: Jan is the founder and CEO of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast.

  
  

  Mentioned in this episode:

  • Auto Supply Chain Prophets
  • Preparing for Post-Strike Success in Automotive Supply Chains with Bill Hurles
  • QAD and Quistem
  • Autoline
  • Morning Joe
  • Smartless
  • Ten Percent Happier
  
  

  
  

  Episode Highlights:

  [00:00:57] UAW Strike Impact: Jan discusses the ongoing UAW strike and its extensive impact on the automotive industry, shedding light on how it reaches beyond OEMs to affect Tier Ones and smaller businesses, offering a more comprehensive view of the crisis.

  [00:02:28] Survival Strategies: Jan outlines plans to feature a turnaround company, offering insights into surviving the strike and preparing for the industry's eventual restart.

  [00:04:03] Rethinking Negotiation Tactics: The episode touches on the aggressive negotiation tactics prevalent in the industry and hints at an upcoming interview with an expert in collaborative negotiations, advocating for a shift in negotiation models.

  [00:05:40] Podcast Promotion and Audience Engagement: Jan promotes her co-hosted podcast, "Auto Supply Chain Prophets," centered on automotive supply chain topics while engaging listeners by inviting them to share their favorite podcasts. She concludes with a message of industry resilience and confidence in overcoming the strike's challenges.

  ]]>Sign up for The Automotive Leaders Letter

  In this episode of the Automotive Leaders Podcast, host Jan Griffiths addresses the ongoing UAW strike and its impact on the industry. She begins by acknowledging the chaos and media coverage surrounding the strike, with jabs being exchanged between OEMs, the UAW, and even politicians getting involved. Jan emphasizes that the strike's repercussions extend beyond just the OEMs and Tier Ones, affecting smaller businesses like hers that rely on the automotive industry for their livelihood. 

  Jan outlines her plans for upcoming episodes, focusing on bringing in a turnaround company to offer insights on surviving the strike and preparing for the industry's restart. She also discusses the aggressive negotiation tactics prevalent in the industry and teases an upcoming interview with an expert in collaborative negotiations who will shed light on changing negotiation models. Additionally, Jan encourages listeners to explore another podcast she co-hosts, "Auto Supply Chain Prophets," which delves into supply chain topics within the automotive sector. She concludes by inviting listeners to share their favorite podcasts and reassures them that the automotive industry's resilience will see it through the challenges posed by the strike.

  Themes discussed in this episode:

  • Impact of the UAW Strike
  • Repercussions Beyond OEMs
  • Survival Strategies
  • Preparation for Industry Restart
  • Negotiation Tactics
  
  

  Featured Guest: Jan Griffiths

  What she does: Jan is the founder and CEO of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast.

  
  

  Mentioned in this episode:

  • Auto Supply Chain Prophets
  • Preparing for Post-Strike Success in Automotive Supply Chains with Bill Hurles
  • QAD and Quistem
  • Autoline
  • Morning Joe
  • Smartless
  • Ten Percent Happier
  
  

  
  

  Episode Highlights:

  [00:00:57] UAW Strike Impact: Jan discusses the ongoing UAW strike and its extensive impact on the automotive industry, shedding light on how it reaches beyond OEMs to affect Tier Ones and smaller businesses, offering a more comprehensive view of the crisis.

  [00:02:28] Survival Strategies: Jan outlines plans to feature a turnaround company, offering insights into surviving the strike and preparing for the industry's eventual restart.

  [00:04:03] Rethinking Negotiation Tactics: The episode touches on the aggressive negotiation tactics prevalent in the industry and hints at an upcoming interview with an expert in collaborative negotiations, advocating for a shift in negotiation models.

  [00:05:40] Podcast Promotion and Audience Engagement: Jan promotes her co-hosted podcast, "Auto Supply Chain Prophets," centered on automotive supply chain topics while engaging listeners by inviting them to share their favorite podcasts. She concludes with a message of industry resilience and confidence in overcoming the strike's challenges.

  ]]>882eaafa-67ec-4708-964a-56a32ccfdec6Thu, 05 Oct 2023 06:15:00 -040008:31falsefull41061064Leadership in Crisis: Navigating the UAW StrikeWatch the full video on YouTube - click here

  In this solo episode, Jan Griffiths shifts her podcast's focus to address the ongoing UAW strike's impact on the automotive industry. She spotlights Shawn Fain, the UAW President, highlighting his transparent communication while critiquing certain negotiating tactics. Jan explores the importance of leadership traits displayed during the strike, such as transparency, clear communication, and personal connection. While she appreciates these qualities in Fain, she advocates for a more collaborative approach between the OEMs and the UAW. 

  Jan emphasizes the critical need for Tier One leaders to adopt a coaching and nurturing approach with Tier Two suppliers, fostering trust and transparency amid industry challenges. Jan believes in the resilience of the automotive industry and its ability to weather this storm through authentic leadership. She commits to keeping listeners updated on the strike's progress and the complexities of restarting operations, encouraging all to step up as leaders and remain authentic in facing the uncertainties ahead.

  Themes discussed in this episode:

  • UAW Strike and Automotive Industry Impact
  • Leadership Traits of Shawn Fain
  • Tier Two Supplier Relationships
  • Resilience and Authentic Leadership
  
  

  Featured Guest: Jan Griffiths (Host)

  What she does: Jan is the founder and CEO of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast.

  On leadership: “We're resilient and tough, and we will survive. We know how to survive. This is a real test for us right now. It's a real test for our leadership. This is a time for authentic leadership to shine.”

  Mentioned in this episode:

  • Shawn Fain, UAW President
  • Episode 104: UAW Strike and the Automotive Industry: Supply Chain Insights with Tor Hough and Sig Huber
  • CIE Newcor
  • LM Manufacturing
  
  

  Episode Highlights:

  [00:00:01] Shift in focus: The episode marks a departure from the podcast's usual content to address the UAW strike and its implications for the automotive industry.

  [00:02:22] Shawn Fain's leadership: Jan Griffiths discusses the leadership qualities displayed by Shawn Fain, the President of the UAW, during the strike. She acknowledges his transparent communication but criticizes certain bullying tactics.

  [00:08:13] Tier two supplier vulnerability: The fragility of the tier two supply base is emphasized, particularly in the face of plant shutdowns caused by the strike. Jan stresses the importance of Tier One leaders adopting a coaching and nurturing approach with their Tier Two suppliers.

  [00:09:53] Need for collaboration: The episode advocates for a more collaborative relationship between the OEMs and the supply based, encouraging open dialogue and human-to-human conversations.

  [00:11:17] Resilience and authentic leadership: The episode underscores an enduring theme—the remarkable resilience of the automotive industry. It emphasizes the critical role of authentic leadership, especially in times of crisis, as a driving force behind the industry's ability to navigate challenges and persevere. 

  [00:11:50] Future updates: Jan commits to providing ongoing updates on the strike's progress and the challenges of restarting operations. She invites her audience to contribute ideas and insights for future episodes.

  
  

  Top Quotes:

  [00:07:45] Jan: “I would love to see a much more collaborative relationship between the OEMs and the UAW.”

  [00:10:26] Jan: “If we don't open up these communications and get a greater level of honesty and transparency, and trust with our suppliers, we're never going to get through this.”

  [00:11:09] Jan: “The only way that we're going to get through this is by making human connections and building on trust and transparency”

  [00:11:16] Jan: “We know as an industry, we are strong, we are tough, we are resilient. And we have gotten through everything in over 100 years to get us where we are today.”

  
  

  ]]>Watch the full video on YouTube - click here

  In this solo episode, Jan Griffiths shifts her podcast's focus to address the ongoing UAW strike's impact on the automotive industry. She spotlights Shawn Fain, the UAW President, highlighting his transparent communication while critiquing certain negotiating tactics. Jan explores the importance of leadership traits displayed during the strike, such as transparency, clear communication, and personal connection. While she appreciates these qualities in Fain, she advocates for a more collaborative approach between the OEMs and the UAW. 

  Jan emphasizes the critical need for Tier One leaders to adopt a coaching and nurturing approach with Tier Two suppliers, fostering trust and transparency amid industry challenges. Jan believes in the resilience of the automotive industry and its ability to weather this storm through authentic leadership. She commits to keeping listeners updated on the strike's progress and the complexities of restarting operations, encouraging all to step up as leaders and remain authentic in facing the uncertainties ahead.

  Themes discussed in this episode:

  • UAW Strike and Automotive Industry Impact
  • Leadership Traits of Shawn Fain
  • Tier Two Supplier Relationships
  • Resilience and Authentic Leadership
  
  

  Featured Guest: Jan Griffiths (Host)

  What she does: Jan is the founder and CEO of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast.

  On leadership: “We're resilient and tough, and we will survive. We know how to survive. This is a real test for us right now. It's a real test for our leadership. This is a time for authentic leadership to shine.”

  Mentioned in this episode:

  • Shawn Fain, UAW President
  • Episode 104: UAW Strike and the Automotive Industry: Supply Chain Insights with Tor Hough and Sig Huber
  • CIE Newcor
  • LM Manufacturing
  
  

  Episode Highlights:

  [00:00:01] Shift in focus: The episode marks a departure from the podcast's usual content to address the UAW strike and its implications for the automotive industry.

  [00:02:22] Shawn Fain's leadership: Jan Griffiths discusses the leadership qualities displayed by Shawn Fain, the President of the UAW, during the strike. She acknowledges his transparent communication but criticizes certain bullying tactics.

  [00:08:13] Tier two supplier vulnerability: The fragility of the tier two supply base is emphasized, particularly in the face of plant shutdowns caused by the strike. Jan stresses the importance of Tier One leaders adopting a coaching and nurturing approach with their Tier Two suppliers.

  [00:09:53] Need for collaboration: The episode advocates for a more collaborative relationship between the OEMs and the supply based, encouraging open dialogue and human-to-human conversations.

  [00:11:17] Resilience and authentic leadership: The episode underscores an enduring theme—the remarkable resilience of the automotive industry. It emphasizes the critical role of authentic leadership, especially in times of crisis, as a driving force behind the industry's ability to navigate challenges and persevere. 

  [00:11:50] Future updates: Jan commits to providing ongoing updates on the strike's progress and the challenges of restarting operations. She invites her audience to contribute ideas and insights for future episodes.

  
  

  Top Quotes:

  [00:07:45] Jan: “I would love to see a much more collaborative relationship between the OEMs and the UAW.”

  [00:10:26] Jan: “If we don't open up these communications and get a greater level of honesty and transparency, and trust with our suppliers, we're never going to get through this.”

  [00:11:09] Jan: “The only way that we're going to get through this is by making human connections and building on trust and transparency”

  [00:11:16] Jan: “We know as an industry, we are strong, we are tough, we are resilient. And we have gotten through everything in over 100 years to get us where we are today.”

  
  

  ]]>98d1681d-c2bc-4f38-90a7-e4fedae1836cThu, 21 Sep 2023 06:30:00 -040014:39falsefull41051054UAW Strike and the Automotive Industry: Supply Chain InsightsWatch the full video on YouTube - click here

  In this bonus episode of the ALP podcast, Jan Griffiths delves into a pivotal moment in the automotive industry as the UAW (United Auto Workers) calls for a strike across the three major American OEMs: Ford, General Motors, and Stellantis. This historic event highlights the significant challenges that supply chain leaders and CEOs within the automotive sector are currently facing. Jan sets the stage for this critical day in automotive history, emphasizing the urgent need for strategic responses to address the disruptions rippling through the supply chain.

  Joining Jan are industry experts Tor Hough, CEO of ELM Analytics, and Sig Huber, Chief Commercial Officer for ELM Analytics. Together, they engage in a comprehensive discussion about the essential steps required to prepare for and effectively manage such disruptive situations. The conversation revolves around key aspects, including the critical role of gathering timely and accurate data about suppliers, enhancing supply chain resilience through design and relationships, and the analysis of the five pillars of risk: liquidity, labor, parts, demand, and transportation.

  Moreover, the episode underscores the paramount importance of transparent communication with the supply base, the cultivation of trust, and proactive planning for financial risks and startup challenges in the event of prolonged disruptions. As the automotive industry grapples with uncertainty during the ongoing strike, this episode equips supply chain leaders and CEOs with valuable insights to navigate the complex landscape of supply chain disruptions successfully.

  Themes discussed in this episode:

  • Automotive industry disruptions
  • Supply chain risk management
  • Financial vulnerabilities of suppliers
  • Importance of Communication and Trust
  • Strategies and Countermeasures
  • Pillars of Supply Chain Resilience
  
  

  Featured Guest: Tor Hough

  What he does: Tor Hough is the CEO of ELM Analytics. Tor is fervently committed to elevating data quality standards in the industry while catalyzing business change, transformation, and growth.

  Featured Guest: Sig Huber

  What he does: Sig Huber serves as the Chief Commercial Officer at ELM Analytics, bringing a wealth of expertise in supplier risk management spanning over 25 years. With a distinguished career at both FCA (now Stellantis) and Toyota, Sig has demonstrated exceptional leadership in guiding supplier risk management teams to success.

  Episode Highlights:

  [03:27] Data Gathering: The importance of gathering accurate and timely data about suppliers, especially in the sub-tier levels of the supply chain, to understand vulnerabilities.

  [10:06] Navigating Supply Chain Vulnerability and Building Resilience: Sig and Tor dive into the automotive supply chain's vulnerabilities amid disruptions like COVID and the UAW strike. They emphasize the importance of timely data, supplier financial health, and strategies for bolstering resilience, including supply chain design and robust supplier relationships.

  [14:15] Proactive Planning for Supply Chain Resilience: Sig delves into best practices for bolstering supply chain resilience. They emphasize the need for proactive planning to mitigate financial risks and navigate startup challenges during prolonged disruptions.

  [15:27] Effective Crisis Leadership, What Leaders Should Do Now: Sig Huber, Tor Hough, and Jan Griffiths share invaluable insights into leadership during supply chain crises. Learn about the significance of clear communication, crisis management teams, building trust with the supply base, and maintaining strong relationships. Gain actionable advice for leaders in the automotive industry facing disruptions like the UAW strike.

  [24:25] Five Pillars of Risk: Analyzing the five pillars of risk—liquidity, labor, parts, demand, and transportation—and the significance of addressing each pillar during supply chain disruptions.

  [27:22] Financial Risk and Authentic Leadership: Sig discusses the financial risks impacting suppliers, stressing the need to identify and prioritize vulnerable ones. Jan emphasizes the importance of authentic leadership when dealing with financially challenged suppliers.

  
  

  Top Quotes:

  [14:18] Tor: "The design of your supply chain matters greatly. The type of part that you're manufacturing and who you're using to manufacture that can have a big impact on how you respond to events."

  [15:13] Tor: “Gathering the data to understand where your suppliers are is important. And in both preparing for it, and then understanding what you need to do to respond once the event occurs.”

  [17:51] Sig: “If it's a few weeks, I think that the industry will be okay. If it drags out beyond six weeks, I think it's going to be a different situation.”

  [18:52] Tor: “That trust relationship allows you to get ahead of the problem, identify where the weaknesses are, and then put in countermeasures.”

  [29:38] Jan: “When you identify a supplier with some financial weakness, please do not go in there with a baseball bat and aggressive tactics and show how tough you are and that you're going to make the supplier perform what is quite possibly the impossible. Please go in there with a nurturing, coaching supportive approach.”

  ]]>Watch the full video on YouTube - click here

  In this bonus episode of the ALP podcast, Jan Griffiths delves into a pivotal moment in the automotive industry as the UAW (United Auto Workers) calls for a strike across the three major American OEMs: Ford, General Motors, and Stellantis. This historic event highlights the significant challenges that supply chain leaders and CEOs within the automotive sector are currently facing. Jan sets the stage for this critical day in automotive history, emphasizing the urgent need for strategic responses to address the disruptions rippling through the supply chain.

  Joining Jan are industry experts Tor Hough, CEO of ELM Analytics, and Sig Huber, Chief Commercial Officer for ELM Analytics. Together, they engage in a comprehensive discussion about the essential steps required to prepare for and effectively manage such disruptive situations. The conversation revolves around key aspects, including the critical role of gathering timely and accurate data about suppliers, enhancing supply chain resilience through design and relationships, and the analysis of the five pillars of risk: liquidity, labor, parts, demand, and transportation.

  Moreover, the episode underscores the paramount importance of transparent communication with the supply base, the cultivation of trust, and proactive planning for financial risks and startup challenges in the event of prolonged disruptions. As the automotive industry grapples with uncertainty during the ongoing strike, this episode equips supply chain leaders and CEOs with valuable insights to navigate the complex landscape of supply chain disruptions successfully.

  Themes discussed in this episode:

  • Automotive industry disruptions
  • Supply chain risk management
  • Financial vulnerabilities of suppliers
  • Importance of Communication and Trust
  • Strategies and Countermeasures
  • Pillars of Supply Chain Resilience
  
  

  Featured Guest: Tor Hough

  What he does: Tor Hough is the CEO of ELM Analytics. Tor is fervently committed to elevating data quality standards in the industry while catalyzing business change, transformation, and growth.

  Featured Guest: Sig Huber

  What he does: Sig Huber serves as the Chief Commercial Officer at ELM Analytics, bringing a wealth of expertise in supplier risk management spanning over 25 years. With a distinguished career at both FCA (now Stellantis) and Toyota, Sig has demonstrated exceptional leadership in guiding supplier risk management teams to success.

  Episode Highlights:

  [03:27] Data Gathering: The importance of gathering accurate and timely data about suppliers, especially in the sub-tier levels of the supply chain, to understand vulnerabilities.

  [10:06] Navigating Supply Chain Vulnerability and Building Resilience: Sig and Tor dive into the automotive supply chain's vulnerabilities amid disruptions like COVID and the UAW strike. They emphasize the importance of timely data, supplier financial health, and strategies for bolstering resilience, including supply chain design and robust supplier relationships.

  [14:15] Proactive Planning for Supply Chain Resilience: Sig delves into best practices for bolstering supply chain resilience. They emphasize the need for proactive planning to mitigate financial risks and navigate startup challenges during prolonged disruptions.

  [15:27] Effective Crisis Leadership, What Leaders Should Do Now: Sig Huber, Tor Hough, and Jan Griffiths share invaluable insights into leadership during supply chain crises. Learn about the significance of clear communication, crisis management teams, building trust with the supply base, and maintaining strong relationships. Gain actionable advice for leaders in the automotive industry facing disruptions like the UAW strike.

  [24:25] Five Pillars of Risk: Analyzing the five pillars of risk—liquidity, labor, parts, demand, and transportation—and the significance of addressing each pillar during supply chain disruptions.

  [27:22] Financial Risk and Authentic Leadership: Sig discusses the financial risks impacting suppliers, stressing the need to identify and prioritize vulnerable ones. Jan emphasizes the importance of authentic leadership when dealing with financially challenged suppliers.

  
  

  Top Quotes:

  [14:18] Tor: "The design of your supply chain matters greatly. The type of part that you're manufacturing and who you're using to manufacture that can have a big impact on how you respond to events."

  [15:13] Tor: “Gathering the data to understand where your suppliers are is important. And in both preparing for it, and then understanding what you need to do to respond once the event occurs.”

  [17:51] Sig: “If it's a few weeks, I think that the industry will be okay. If it drags out beyond six weeks, I think it's going to be a different situation.”

  [18:52] Tor: “That trust relationship allows you to get ahead of the problem, identify where the weaknesses are, and then put in countermeasures.”

  [29:38] Jan: “When you identify a supplier with some financial weakness, please do not go in there with a baseball bat and aggressive tactics and show how tough you are and that you're going to make the supplier perform what is quite possibly the impossible. Please go in there with a nurturing, coaching supportive approach.”

  ]]>16651506-2ae5-401e-a816-25300ff8e87dFri, 15 Sep 2023 05:45:00 -040030:47falsefull41041044DE&I Transformation: Insights from a CEO's Remarkable RiseSign up for The Automotive Leaders Letter

  Watch the full video on YouTube - click here

  In this insightful podcast episode, Cheryl Thompson, CEO of the Center for Automotive Diversity, Inclusion, and Advancement (CADIA), joins host Jan Griffiths to discuss the critical topic of Diversity, Equity, and Inclusion (DE&I) in the automotive industry. Cheryl shares her inspiring journey, from washing dishes in the basement of Ford Motor Company to becoming a CEO, highlighting the possibilities for personal growth and professional excellence.

  The conversation also touches on Cheryl's role at American Axle & Manufacturing and her efforts to champion DE&I within the organization. Demystifying DE&I, Cheryl emphasizes that it's about creating workplaces where everyone feels valued, respected, and has equitable opportunities. She introduces the concept of the "fear zone," a barrier to meaningful DE&I progress, and addresses common pushbacks and resistance faced in DE&I initiatives.

  Cheryl outlines the critical elements of an effective DE&I strategy, including leadership commitment, systemic change, and creating inclusive cultures. She also shares CADIA's mission to double the number of diverse leaders in the automotive industry by 2030 and highlights the tangible bottom-line impact that diversity and inclusion can have. The episode concludes with Cheryl offering valuable advice to leaders in the automotive industry: the importance of self-awareness and fostering an inclusive environment.

  Themes discussed in this episode:

  • Diversity, Equity, and Inclusion
  • Personal and professional growth
  • Crafting an Effective DE&I Strategy
  • Challenges and Pushbacks in DE&I
  • Balancing Psychological Safety and Accountability
  • Significance of self-awareness
  
  

  Featured Guest: Cheryl Thompson

  What she does: Cheryl Thompson is CEO and Founder of the Center for Automotive Diversity, Inclusion, and Advancement. (CADIA) Cheryl possesses a wealth of experience in the automotive sector, having held key roles at prominent companies such as Ford and American Axle.

  On leadership: “I think that leaders, particularly leaders who have been around for a while, think that they know everything, they think they've got it all figured out. And nobody has it all figured out.”

  Mentioned in this episode:

  • Center for Automotive Diversity, Inclusion and Advancement (CADIA)
  • Gallup survey
  • National Defense Industrial Association
  • Google in Project Aristotle 2012
  • CADIA Connects
  • Meet Stephen M. R. Covey, Global authority on trust, leadership, and culture. New York Times best-selling author
  • Meet Carrie Uhl, Chief Procurement Officer for GE Healthcare
  
  

  Episode Highlights:

  [00:03:03] Cheryl's inspiring career journey: Cheryl's remarkable career trajectory, from washing dishes in the basement at Ford to becoming a CEO, illustrates the power of determination and perseverance.

  [00:10:21] American Axle's DE&I initiatives: This podcast episode explores American Axle's commitment to Diversity, Equity, and Inclusion (DE&I), shedding light on the organization's efforts to create a more inclusive and equitable work environment for all employees.

  [00:13:16] Diversity, Equity, and Inclusion (DE&I): The podcast delves into what DE&I truly means in the workplace and its importance for fostering inclusive cultures and diverse leadership.

  [00:17:33] Balancing psychological safety and accountability: The discussion revolves around the challenge organizations face in maintaining a delicate balance between holding individuals accountable for their actions and fostering an atmosphere where employees feel psychologically safe to express their thoughts and ideas.

  [00:22:05] Overcoming challenges and pushbacks in DE&I: Cheryl and Jan explore common pushbacks and hurdles organizations encounter on their DE&I journey. These include resistance to change, fear of backlash, and the importance of navigating these challenges with resilience.

  [00:31:01] CADIA's role in DE&I: A spotlight on CADIA (Center for Automotive Diversity, Inclusion, and Advancement) and its mission to double the number of diverse leaders in the automotive industry by 2030.

  [00:40:30] Bottom-line impact and benefits: The podcast discusses the positive impact that DE&I initiatives can have on a company's bottom line, from increased innovation to improved employee engagement.

  [00:42:57] The fun stuff: In a lighthearted segment, Cheryl shares her favorite band and mobile app (LinkedIn), adding a personal touch to the conversation.

  [00:47:49] The 21 traits of authentic leadership: Cheryl's favorite trait of authentic leadership is  "self-awareness." Cheryl's emphasis on self-awareness is a testament to her commitment to personal growth and unwavering dedication to making the automotive industry more diverse, equitable, and inclusive.

  [00:48:06] Advice for auto industry leaders: Cheryl offers valuable advice to automotive leaders on the significance of self-awareness in fostering diversity, equity, and inclusion.

  Top Quotes:

  [00:35:38] Cheryl: "If you make those small, little moves about being more inclusive, getting to know each of your team members, what motivates them, what is going to help them show up at their best, you will start to see those benefits yourself."

  [00:39:26] Cheryl: “People are our biggest assets. And that's how we get the work done. So I absolutely agree. We need to focus on the people thing.”

  [00:48:27] Cheryl: "Recognize how you're making people feel. Recognize how you're treating people."

  [00:48:57] Jan: “You have to be aware of who you are and where those knowledge gaps are and develop more of that growth mindset than fixed mindset.”

  [00:49:13] Jan: “If we are going to transform this industry, and we are going to do it, it's not all about the product. It is about the people.”

  ]]>Sign up for The Automotive Leaders Letter

  Watch the full video on YouTube - click here

  In this insightful podcast episode, Cheryl Thompson, CEO of the Center for Automotive Diversity, Inclusion, and Advancement (CADIA), joins host Jan Griffiths to discuss the critical topic of Diversity, Equity, and Inclusion (DE&I) in the automotive industry. Cheryl shares her inspiring journey, from washing dishes in the basement of Ford Motor Company to becoming a CEO, highlighting the possibilities for personal growth and professional excellence.

  The conversation also touches on Cheryl's role at American Axle & Manufacturing and her efforts to champion DE&I within the organization. Demystifying DE&I, Cheryl emphasizes that it's about creating workplaces where everyone feels valued, respected, and has equitable opportunities. She introduces the concept of the "fear zone," a barrier to meaningful DE&I progress, and addresses common pushbacks and resistance faced in DE&I initiatives.

  Cheryl outlines the critical elements of an effective DE&I strategy, including leadership commitment, systemic change, and creating inclusive cultures. She also shares CADIA's mission to double the number of diverse leaders in the automotive industry by 2030 and highlights the tangible bottom-line impact that diversity and inclusion can have. The episode concludes with Cheryl offering valuable advice to leaders in the automotive industry: the importance of self-awareness and fostering an inclusive environment.

  Themes discussed in this episode:

  • Diversity, Equity, and Inclusion
  • Personal and professional growth
  • Crafting an Effective DE&I Strategy
  • Challenges and Pushbacks in DE&I
  • Balancing Psychological Safety and Accountability
  • Significance of self-awareness
  
  

  Featured Guest: Cheryl Thompson

  What she does: Cheryl Thompson is CEO and Founder of the Center for Automotive Diversity, Inclusion, and Advancement. (CADIA) Cheryl possesses a wealth of experience in the automotive sector, having held key roles at prominent companies such as Ford and American Axle.

  On leadership: “I think that leaders, particularly leaders who have been around for a while, think that they know everything, they think they've got it all figured out. And nobody has it all figured out.”

  Mentioned in this episode:

  • Center for Automotive Diversity, Inclusion and Advancement (CADIA)
  • Gallup survey
  • National Defense Industrial Association
  • Google in Project Aristotle 2012
  • CADIA Connects
  • Meet Stephen M. R. Covey, Global authority on trust, leadership, and culture. New York Times best-selling author
  • Meet Carrie Uhl, Chief Procurement Officer for GE Healthcare
  
  

  Episode Highlights:

  [00:03:03] Cheryl's inspiring career journey: Cheryl's remarkable career trajectory, from washing dishes in the basement at Ford to becoming a CEO, illustrates the power of determination and perseverance.

  [00:10:21] American Axle's DE&I initiatives: This podcast episode explores American Axle's commitment to Diversity, Equity, and Inclusion (DE&I), shedding light on the organization's efforts to create a more inclusive and equitable work environment for all employees.

  [00:13:16] Diversity, Equity, and Inclusion (DE&I): The podcast delves into what DE&I truly means in the workplace and its importance for fostering inclusive cultures and diverse leadership.

  [00:17:33] Balancing psychological safety and accountability: The discussion revolves around the challenge organizations face in maintaining a delicate balance between holding individuals accountable for their actions and fostering an atmosphere where employees feel psychologically safe to express their thoughts and ideas.

  [00:22:05] Overcoming challenges and pushbacks in DE&I: Cheryl and Jan explore common pushbacks and hurdles organizations encounter on their DE&I journey. These include resistance to change, fear of backlash, and the importance of navigating these challenges with resilience.

  [00:31:01] CADIA's role in DE&I: A spotlight on CADIA (Center for Automotive Diversity, Inclusion, and Advancement) and its mission to double the number of diverse leaders in the automotive industry by 2030.

  [00:40:30] Bottom-line impact and benefits: The podcast discusses the positive impact that DE&I initiatives can have on a company's bottom line, from increased innovation to improved employee engagement.

  [00:42:57] The fun stuff: In a lighthearted segment, Cheryl shares her favorite band and mobile app (LinkedIn), adding a personal touch to the conversation.

  [00:47:49] The 21 traits of authentic leadership: Cheryl's favorite trait of authentic leadership is  "self-awareness." Cheryl's emphasis on self-awareness is a testament to her commitment to personal growth and unwavering dedication to making the automotive industry more diverse, equitable, and inclusive.

  [00:48:06] Advice for auto industry leaders: Cheryl offers valuable advice to automotive leaders on the significance of self-awareness in fostering diversity, equity, and inclusion.

  Top Quotes:

  [00:35:38] Cheryl: "If you make those small, little moves about being more inclusive, getting to know each of your team members, what motivates them, what is going to help them show up at their best, you will start to see those benefits yourself."

  [00:39:26] Cheryl: “People are our biggest assets. And that's how we get the work done. So I absolutely agree. We need to focus on the people thing.”

  [00:48:27] Cheryl: "Recognize how you're making people feel. Recognize how you're treating people."

  [00:48:57] Jan: “You have to be aware of who you are and where those knowledge gaps are and develop more of that growth mindset than fixed mindset.”

  [00:49:13] Jan: “If we are going to transform this industry, and we are going to do it, it's not all about the product. It is about the people.”

  ]]>015c7c0d-5de4-468a-907b-208f6a5634bcThu, 07 Sep 2023 06:30:00 -040050:22falsefull41031034Revolutionizing the Road Ahead: Traditional to Tech in AutomotiveContact Lockton - Your Automotive Industry Insurance Expert

  Sign up for The Automotive Leaders Letter

  Watch the Full Video on YouTube - click here

  In this podcast, Jan Griffiths talks to Kristin Trecker, Chief Human Resources Officer at Visteon Corporation, a global auto tech company. The focus is authentic leadership and transformation in the automotive industry —how to roll with change, grow the right mindset, and drive real impact. Trecker shares her 5-year journey in automotive, underlining the need to adapt, learn, and network. She's all about true leadership, especially in these fast-changing times.

  Jan and Kristin discuss ditching the old top-down leadership for newer, agile styles. Leaders must flex, admit missteps, and foster learning and teamwork. They also dig into how authentic leadership fuels innovation, spotlighting how Visteon's learning culture and Agile Software method spark small yet game-changing innovations.

  Kristin ends by pushing leaders to step up, link with strategy, and grow their businesses. She's all for making things happen, staying in the know, and boosting the auto industry's drive forward. This podcast digs deep into Kristin's journey and leadership impact. It's a roadmap for change, learning, and pushing the industry's pedal to the metal.

  Themes discussed in this episode:

  • Innovative Transformation in the Automotive Industry
  • Developing a Talent Supply Chain
  • Visteon’s Holistic Culture Change
  • Technological Shift of a Legacy Auto Company
  • The Importance of Having a Growth Mindset as a Leader
  
  

  Featured Guest: Kristin Trecker

  What she does: Kristin is the Chief Human Resources Officer at Visteon Corporation. She excels in driving cultural transformation and using technology to propel business success, while her skillful blend of strategic vision and operational prowess nurtures high-achieving teams.

  On leadership: “I also asked my team, give me feedback. Did I do something wrong? Or should I have done something different? …. Because no leader is perfect. And if you can develop that two-way conversation, that mutual trust, you can just go so much more quickly.”

  Mentioned in this episode:

  • Sachin Lawande, President and CEO of Visteon Corporation  
  • The Automotive Leaders Podcast Episode 36: Meet Warren Harris, CEO of Tata Technologies
  • The Automotive Leaders Podcast Episode 65: Meet Stephen M. R. Covey, Global authority on trust, leadership, and culture. New York Times best-selling author
  • The Automotive Leaders Podcast Episode 78: Meet the ‘Godfather of the EV’ and CEO of Switch Mobility, Dr. Andy Palmer
  
  

  Episode Highlights:

  [00:05:24] Revolutionizing Talent Supply Chain: Kristin delves into the concept of the talent supply chain and its transformative impact on the automotive industry. Drawing parallels from traditional supply chain practices, Kristin explains how Visteon is reshaping its organizational culture to resemble a tech company, fostering employee empowerment and accountability.

  [00:08:24] Empowering Gen Z in the Workforce: Jan and Kristin explore the shifts in workforce expectations and values, highlighting Gen Z's emphasis on purpose-driven work and aligning company culture with individual contributions. They discuss how embracing these changes can increase engagement, meaningful connections, and positive organizational impact.

  [00:15:29] Reimagining Performance Management: Jan and Kristin candidly discuss the shortcomings of traditional annual performance reviews and the need for a more agile and employee-centric approach. They emphasize the value of ongoing conversations, real-time recognition, and transparent feedback to foster trust, alignment, and rapid growth within organizations.

  [00:27:18] Balancing Tradition and Innovation: The conversation delves into the challenge of balancing automotive industry traditions with the demand for innovation and rapid transformation. Kristin and Jan discuss how companies must evolve their cultures and leadership styles to align with new industry trends.

  [00:32:32] Applying Lessons from Other Industries: Kristin draws parallels between Formula One racing and the automotive industry, emphasizing the value of iterative improvements and the role of technology in driving success. The conversation highlights the importance of being open to change and embracing new ideas.

  [00:36:18] The 21 Traits of Authentic Leadership: Kristin Trecker's favorite trait of authentic leadership is the "growth mindset," which aligns with her passion for continuous learning and adapting to new challenges. She emphasizes the importance of believing in oneself and being open to new possibilities.

  [00:44:59] Advice for auto industry leaders: Kristin recognizes the importance of creating an impact in an ever-evolving landscape, empowering leaders to steer through industry shifts and trends with purpose and vision.

  Top Quotes:

  [00:04:59] Kristin: "Asking for help when you need help. I think that's probably something that will speed up how your company operates when you can develop that sort of culture.”

  [00:05:31] Jan: "You do you, the only thing you can control truly in this world is yourself. You cannot control what others think of you and you cannot control their behavior. But you can control you, and you can influence your team.”

  [00:11:29] Kristin: "I think culture is all about a lot of little things that you do within your company, it's decisions that you make, it's how you interact with people, it's where you focus, and that creates culture."

  [00:37:46] Jan: "Growth mindset brings you back to being 100%, your authentic self and believing in yourself.”

  [00:44:59] Kristin:  "Find a way to make an impact in your business."

  ]]>Contact Lockton - Your Automotive Industry Insurance Expert

  Sign up for The Automotive Leaders Letter

  Watch the Full Video on YouTube - click here

  In this podcast, Jan Griffiths talks to Kristin Trecker, Chief Human Resources Officer at Visteon Corporation, a global auto tech company. The focus is authentic leadership and transformation in the automotive industry —how to roll with change, grow the right mindset, and drive real impact. Trecker shares her 5-year journey in automotive, underlining the need to adapt, learn, and network. She's all about true leadership, especially in these fast-changing times.

  Jan and Kristin discuss ditching the old top-down leadership for newer, agile styles. Leaders must flex, admit missteps, and foster learning and teamwork. They also dig into how authentic leadership fuels innovation, spotlighting how Visteon's learning culture and Agile Software method spark small yet game-changing innovations.

  Kristin ends by pushing leaders to step up, link with strategy, and grow their businesses. She's all for making things happen, staying in the know, and boosting the auto industry's drive forward. This podcast digs deep into Kristin's journey and leadership impact. It's a roadmap for change, learning, and pushing the industry's pedal to the metal.

  Themes discussed in this episode:

  • Innovative Transformation in the Automotive Industry
  • Developing a Talent Supply Chain
  • Visteon’s Holistic Culture Change
  • Technological Shift of a Legacy Auto Company
  • The Importance of Having a Growth Mindset as a Leader
  
  

  Featured Guest: Kristin Trecker

  What she does: Kristin is the Chief Human Resources Officer at Visteon Corporation. She excels in driving cultural transformation and using technology to propel business success, while her skillful blend of strategic vision and operational prowess nurtures high-achieving teams.

  On leadership: “I also asked my team, give me feedback. Did I do something wrong? Or should I have done something different? …. Because no leader is perfect. And if you can develop that two-way conversation, that mutual trust, you can just go so much more quickly.”

  Mentioned in this episode:

  • Sachin Lawande, President and CEO of Visteon Corporation  
  • The Automotive Leaders Podcast Episode 36: Meet Warren Harris, CEO of Tata Technologies
  • The Automotive Leaders Podcast Episode 65: Meet Stephen M. R. Covey, Global authority on trust, leadership, and culture. New York Times best-selling author
  • The Automotive Leaders Podcast Episode 78: Meet the ‘Godfather of the EV’ and CEO of Switch Mobility, Dr. Andy Palmer
  
  

  Episode Highlights:

  [00:05:24] Revolutionizing Talent Supply Chain: Kristin delves into the concept of the talent supply chain and its transformative impact on the automotive industry. Drawing parallels from traditional supply chain practices, Kristin explains how Visteon is reshaping its organizational culture to resemble a tech company, fostering employee empowerment and accountability.

  [00:08:24] Empowering Gen Z in the Workforce: Jan and Kristin explore the shifts in workforce expectations and values, highlighting Gen Z's emphasis on purpose-driven work and aligning company culture with individual contributions. They discuss how embracing these changes can increase engagement, meaningful connections, and positive organizational impact.

  [00:15:29] Reimagining Performance Management: Jan and Kristin candidly discuss the shortcomings of traditional annual performance reviews and the need for a more agile and employee-centric approach. They emphasize the value of ongoing conversations, real-time recognition, and transparent feedback to foster trust, alignment, and rapid growth within organizations.

  [00:27:18] Balancing Tradition and Innovation: The conversation delves into the challenge of balancing automotive industry traditions with the demand for innovation and rapid transformation. Kristin and Jan discuss how companies must evolve their cultures and leadership styles to align with new industry trends.

  [00:32:32] Applying Lessons from Other Industries: Kristin draws parallels between Formula One racing and the automotive industry, emphasizing the value of iterative improvements and the role of technology in driving success. The conversation highlights the importance of being open to change and embracing new ideas.

  [00:36:18] The 21 Traits of Authentic Leadership: Kristin Trecker's favorite trait of authentic leadership is the "growth mindset," which aligns with her passion for continuous learning and adapting to new challenges. She emphasizes the importance of believing in oneself and being open to new possibilities.

  [00:44:59] Advice for auto industry leaders: Kristin recognizes the importance of creating an impact in an ever-evolving landscape, empowering leaders to steer through industry shifts and trends with purpose and vision.

  Top Quotes:

  [00:04:59] Kristin: "Asking for help when you need help. I think that's probably something that will speed up how your company operates when you can develop that sort of culture.”

  [00:05:31] Jan: "You do you, the only thing you can control truly in this world is yourself. You cannot control what others think of you and you cannot control their behavior. But you can control you, and you can influence your team.”

  [00:11:29] Kristin: "I think culture is all about a lot of little things that you do within your company, it's decisions that you make, it's how you interact with people, it's where you focus, and that creates culture."

  [00:37:46] Jan: "Growth mindset brings you back to being 100%, your authentic self and believing in yourself.”

  [00:44:59] Kristin:  "Find a way to make an impact in your business."

  ]]>1736b686-b7a4-401d-ba69-2de2d56e2c52Thu, 24 Aug 2023 06:30:00 -040046:41falsefull41021024Unleashing the Unicorn Within: Nurturing Innovation in Legacy AutoLearn more about creating your own internal company podcast

  Sign up for The Automotive Leaders Letter

  Episode 101 is here, and we're diving deep into a compelling journey through the heart of the auto industry's transformation. Buckle up as we explore how legacy companies are reimagining themselves in the face of rapid change.

  In Episode 100, we sat down with industry veterans John McElroy and Jason Stein, to examine the auto industry's leadership and culture. Now, it's time to shift our focus towards the future—toward transformation. 

  While the term "transformation" might seem like a ubiquitous buzzword, the present episode promises a fresh outlook. We're not just talking about change; we're uncovering the essential elements that propel legendary auto companies into the future.

  Remember the Blockbuster and Netflix tale? Think of it as a cautionary tale for our beloved industry. How can century-old giants like Goodyear and Ford shift their thinking to harness the power of startups? We delve into the success story of Mach49 and Goodyear's transformation journey, revealing how they're nurturing innovation and embracing the startup mindset.

  And here's a hint: It's not just about splitting businesses or making structural changes. It's about a cultural revolution that brings innovation to the forefront.

  Linda Yates, CEO of Mach49, lays out the path to success in her book, "The Unicorn Within," unveiling how legacy giants can tap into the magic of startups and innovation. It's a blueprint for reinvention—a guide to unleashing the true potential of auto industry leaders.

  But the real magic lies in understanding how Tesla's "all design in one room" philosophy can break down the silos that have held us back. It's time to ignite a startup mentality and forge new paths.

  So, rev up your curiosity and join us on this riveting journey of transformation and innovation. Click the play button and hear the auto industry's evolution from the inside out.

  Get ready to shift gears and embrace the future. Because, as we'll uncover, the road less traveled is where the true revolution begins.

  
  

  Themes discussed in this episode:

  • Transformation in the Auto Industry
  • Startup Mentality and Culture shift
  • Lessons from Goodyear and Mach49
  • Nurturing innovation and embracing startups
  • Overcoming Silos and Nurturing Innovation
  • Importance of fostering an authentic leadership approach
  • Adapting and staying relevant in a rapidly changing landscape
  
  

  
  

  Others mentioned in this episode:

  • Episode 92: Meet the Man Behind the EV Wireless Charging Revolution: HEVO Founder & CEO Jeremy McCool
  • "The Seven Secrets to Tesla's Success," a Youtube video by John McElroy
  • Sandy Munro, CEO of Munro & Associates
  • "10x Is Easier Than 2X" by Dr. Benjamin Hardy
  • Lori Jo Vest, Partner at Popspeed Digital Marketing LLC
  
  

  
  

  Featured Guest: Jan Griffiths (Host)

  What she does: Jan is the founder and president of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast.

  On leadership: "This podcast is all about finding those leaders who really 'get it,' who understand what the leadership model and the culture is required for in the future of this industry."

  
  

  Episode Highlights:

  [00:03:59] Injecting Innovation into Legacy Giants. Jan discusses the need for legacy auto companies to infuse a startup mentality into their operations for innovation. Splitting business units like Ford did is a step, but true transformation requires cultural shifts beyond just structural changes.

  [00:06:37] Unleashing Innovation. Jan highlights Goodyear's example of successfully integrating startup mentality into their legacy company. This case study showcases the importance of nurturing innovation, fostering cross-functional collaboration, and adopting a venture capital approach.

  [00:08:29] Strategies for Cultivating Innovation. Jan delves into "The Unicorn Within," a book by Linda Yates, showcasing how legacy companies can create a nurturing environment, leverage their strengths, and diversify their growth engine.

  [00:11:35] Disrupting Traditional Silos. Jan explores Tesla's innovative approach of having all design under one roof. This strategy disrupts traditional silos, enabling streamlined communication and collaboration, resulting in more cohesive and innovative designs. 

  [00:15:52] Journey to personal and professional transformation. Jan shares her personal transformation journey, from leaving a corporate job to pursuing her mission. The story illustrates the importance of aligning personal beliefs with professional goals to drive meaningful change. 

  [00:17:34] Shifting from Incremental to 10x Thinking. Jan encourages a shift in mindset from incremental improvement to a more ambitious 10x thinking, citing examples of how personal and professional transformations can drive significant change.

  
  

  Top Quotes

  [00:02:37] Jan:  "Think back to the Netflix story. Blockbuster had the chance, didn't they, to nurture that startup, but they didn't do it... They were complacent. They thought that they knew best. And they were dead wrong."

  [00:05:12] Jan: "It's one thing to make the structural change, but it's about much more than that. It's about the culture and the way that we do business."

  [00:10:09] Jan: "There are advantages that we have in legacy auto land, but we have to learn how to leverage those unique attributes and those unique things that we have."

  [00:10:37] Jan: "It's about finding the right culture for our legacy companies; I believe will be the secret to our success."

  [00:16:35] Jan: "I walked away from that, took it all to $0 income, because I believed—I believe in myself, and I believe in my mission. My mission is to transform the culture in the auto industry."

  [00:18:09] Jan: "And so what we have to do in legacy auto land is to get away from this 2x incremental steps of improvement kind of mindset and move to more of a 10x kind of thinking, both professionally and personally, to close this out.”

  [00:18:54] Jan: "It's going to take a heck of a lot more than small incremental steps of...]]>Learn more about creating your own internal company podcast

  Sign up for The Automotive Leaders Letter

  Episode 101 is here, and we're diving deep into a compelling journey through the heart of the auto industry's transformation. Buckle up as we explore how legacy companies are reimagining themselves in the face of rapid change.

  In Episode 100, we sat down with industry veterans John McElroy and Jason Stein, to examine the auto industry's leadership and culture. Now, it's time to shift our focus towards the future—toward transformation. 

  While the term "transformation" might seem like a ubiquitous buzzword, the present episode promises a fresh outlook. We're not just talking about change; we're uncovering the essential elements that propel legendary auto companies into the future.

  Remember the Blockbuster and Netflix tale? Think of it as a cautionary tale for our beloved industry. How can century-old giants like Goodyear and Ford shift their thinking to harness the power of startups? We delve into the success story of Mach49 and Goodyear's transformation journey, revealing how they're nurturing innovation and embracing the startup mindset.

  And here's a hint: It's not just about splitting businesses or making structural changes. It's about a cultural revolution that brings innovation to the forefront.

  Linda Yates, CEO of Mach49, lays out the path to success in her book, "The Unicorn Within," unveiling how legacy giants can tap into the magic of startups and innovation. It's a blueprint for reinvention—a guide to unleashing the true potential of auto industry leaders.

  But the real magic lies in understanding how Tesla's "all design in one room" philosophy can break down the silos that have held us back. It's time to ignite a startup mentality and forge new paths.

  So, rev up your curiosity and join us on this riveting journey of transformation and innovation. Click the play button and hear the auto industry's evolution from the inside out.

  Get ready to shift gears and embrace the future. Because, as we'll uncover, the road less traveled is where the true revolution begins.

  
  

  Themes discussed in this episode:

  • Transformation in the Auto Industry
  • Startup Mentality and Culture shift
  • Lessons from Goodyear and Mach49
  • Nurturing innovation and embracing startups
  • Overcoming Silos and Nurturing Innovation
  • Importance of fostering an authentic leadership approach
  • Adapting and staying relevant in a rapidly changing landscape
  
  

  
  

  Others mentioned in this episode:

  • Episode 92: Meet the Man Behind the EV Wireless Charging Revolution: HEVO Founder & CEO Jeremy McCool
  • "The Seven Secrets to Tesla's Success," a Youtube video by John McElroy
  • Sandy Munro, CEO of Munro & Associates
  • "10x Is Easier Than 2X" by Dr. Benjamin Hardy
  • Lori Jo Vest, Partner at Popspeed Digital Marketing LLC
  
  

  
  

  Featured Guest: Jan Griffiths (Host)

  What she does: Jan is the founder and president of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast.

  On leadership: "This podcast is all about finding those leaders who really 'get it,' who understand what the leadership model and the culture is required for in the future of this industry."

  
  

  Episode Highlights:

  [00:03:59] Injecting Innovation into Legacy Giants. Jan discusses the need for legacy auto companies to infuse a startup mentality into their operations for innovation. Splitting business units like Ford did is a step, but true transformation requires cultural shifts beyond just structural changes.

  [00:06:37] Unleashing Innovation. Jan highlights Goodyear's example of successfully integrating startup mentality into their legacy company. This case study showcases the importance of nurturing innovation, fostering cross-functional collaboration, and adopting a venture capital approach.

  [00:08:29] Strategies for Cultivating Innovation. Jan delves into "The Unicorn Within," a book by Linda Yates, showcasing how legacy companies can create a nurturing environment, leverage their strengths, and diversify their growth engine.

  [00:11:35] Disrupting Traditional Silos. Jan explores Tesla's innovative approach of having all design under one roof. This strategy disrupts traditional silos, enabling streamlined communication and collaboration, resulting in more cohesive and innovative designs. 

  [00:15:52] Journey to personal and professional transformation. Jan shares her personal transformation journey, from leaving a corporate job to pursuing her mission. The story illustrates the importance of aligning personal beliefs with professional goals to drive meaningful change. 

  [00:17:34] Shifting from Incremental to 10x Thinking. Jan encourages a shift in mindset from incremental improvement to a more ambitious 10x thinking, citing examples of how personal and professional transformations can drive significant change.

  
  

  Top Quotes

  [00:02:37] Jan:  "Think back to the Netflix story. Blockbuster had the chance, didn't they, to nurture that startup, but they didn't do it... They were complacent. They thought that they knew best. And they were dead wrong."

  [00:05:12] Jan: "It's one thing to make the structural change, but it's about much more than that. It's about the culture and the way that we do business."

  [00:10:09] Jan: "There are advantages that we have in legacy auto land, but we have to learn how to leverage those unique attributes and those unique things that we have."

  [00:10:37] Jan: "It's about finding the right culture for our legacy companies; I believe will be the secret to our success."

  [00:16:35] Jan: "I walked away from that, took it all to $0 income, because I believed—I believe in myself, and I believe in my mission. My mission is to transform the culture in the auto industry."

  [00:18:09] Jan: "And so what we have to do in legacy auto land is to get away from this 2x incremental steps of improvement kind of mindset and move to more of a 10x kind of thinking, both professionally and personally, to close this out.”

  [00:18:54] Jan: "It's going to take a heck of a lot more than small incremental steps of improvement. It's going to take massive transformation in the way we think and the way that we do business. The time for this transformation is now.”

  ]]>650b29f5-87be-41b7-82e9-4bd6cff72dbdThu, 10 Aug 2023 06:30:00 -040020:41falsefull41011014Auto Revolutions: John McElroy & Jason Stein on Shaping Industry CultureWatch the Full Video on YouTube - click here

  If you want to understand the cultural shift the automotive industry is going through right now, you need to look back to the year 1905.

  “Get ready,” warns John McElroy, the influential journalist, and commentator who created “Autoline Daily,” the auto industry’s first news and analysis webcast. “This industry is going to see more change in the next seven years — taking us to the end of this decade — than we've seen in the last 100 years.” 

  How fitting, then, that John — along with SiriusXM host and Flat Six Media CEO Jason Stein — joins this special episode of the Automotive Leaders Podcast to talk about the trends that are about to tear up long-held industry beliefs. 

  Jason, who is the former publisher of Automotive News, highlights how Toyota’s Akio Toyoda’s 100-year vision is a shining example of the kind of foresight and determination the industry needs to prepare for and face these oncoming challenges.

  Discussing the kind of authentic leadership the automotive industry needs, we hear wisdom from a range of top auto and business leaders, including former Campbell's CEO Doug Conant, HEVO CEO Jeremy McCool, “Godfather of EV” and former Aston Martin CEO Dr. Andy Palmer, and Volkswagen  North America’s CSMO Andrew Savvas.

  Tune in to this very special 100th episode of the Automotive Leaders Podcast as Jan sits down with John and Jason to talk about the change the automotive industry is about to undergo. Be sure to listen to the very end of the episode when the guests get personal — and to hear why Jan thinks the automotive world needs more leaders like Ted Lasso.

  Themes discussed on this episode: 

  • The challenge of creating long-running podcasts and build a faithful listenership (with stats to back it up)
  • The importance of servant leadership in a time of monumental industry change
  • The uphill battle of changing a century’s worth of business processes
  • The nature of EVs and what OEMs need to do to stay ahead of the game
  • How company culture is trickle-down, starting with the board
  • Why culture can’t change if purchasing and supply chain executives are measured by bottom-line cost results
  • What the new generation of authentic leaders really need to embody to get themselves etched into the automotive Mount Rushmore
  • Why there’ll be more change over the next seven years than there has been in the last century
  
  

  Featured Guest: John McElroy

  What he does: Journalist, lecturer, commentator, and entrepreneur, John is the influential thought leader in the automotive industry. He created “Autoline Daily,” the first industry webcast of automotive industry news and analysis. With a deep knowledge of the industry, John talks about its many facets, and remains unrivaled in his dissection of its inner workings.

  On leadership: “If you don't have a motivated, dedicated workforce that comes into work every day excited to do new stuff that's going to make the product or the services that the company offers better, there's no way that you're going to compete against those that have that. So culture and leadership in the auto industry are more important now than ever before.”

  Featured Guest: Jason Stein

  What he does: Jason is a former VP and publisher of Automotive News, and a long-time producer of compelling content. He is now owner and CEO of Flat Six Media, as well as host of “Cars & Culture with Jason Stein” on SiriusXM. Jason is focused on unique stories — from business leaders to automotive legends — bringing automotive history to life and distilling future trends.

  On leadership: “It all starts at the top: What leadership dictates transcends and trickles down to everyone else and … motivates behavior. … When [Toyota] decided they were going to move from California to Texas, Akio Toyoda had a 100-year vision. I don't know of many companies who lay out roadmaps that are that long and in that detail.”

  
  

  Episode Highlights

  Timestamped inflection points from the show

  [4:46] Cream of the crop: Podcasting stats reveal how challenging building an audience can be — and how easy it is to give up.

  [11:53] Winning workplace, winning marketplace: Some automotive industry leaders are embodying new leadership values, transforming century-old company culture in the process.

  [16:40] Cultural myopia: What the board of directors dictates trickles down to the rest of the company. Toyota’s 100-year vision and its move from California to Texas sets an example for what cultural change can really achieve.

  [20:53] The how: Former Campbell's CEO Doug Conant turned the company around with a simple principle: “You have to be tough on standards, and tender-hearted with people.” Servant leadership is critical for real change.

  [23:50] Can you relate?: Measuring purchasing and supply chain executives by bottom line cost results drives certain behavior. Nothing will change until buyer rewards and compensation changes, John highlights.

  [29:35] EVolution: HEVO CEO Jeremy McCool called Detroit OEMs “antiquated.” Forget about moving forwards without more nurturing, coaching-based relationships with tech startups. But there’s a tougher, cut-throat edge to EV startups that both John and Jason emphasize.

  [35:06] Traditional vs. EV: What came out of the conversation with Dr. Andy Palmer, ‘Godfather of EV’ and former CEO of Aston Martin, was that there’s no right and wrong culture for auto suppliers and OEMs — you have to do what works for you when developing a new culture. But that’s no easy feat, as John explains.

  [41:01] Building an automotive Mount Rushmore: Andrew Savvas, Chief Sales & Marketing Officer of Volkswagen, is an exemplar of authentic leadership. How do we celebrate these kinds of leaders?

  [47:33] Advice for auto industry leaders: John says there’ll be more change this decade than over the last 100 years. Jason’s advice is to listen to John: If you think it’s fast-paced now, you haven’t seen anything yet. 

  [54:23] 21 traits: One of the 21 traits of authentic leadership is vulnerability. John and Jason get real and discuss their favorite bands and binge-able TV shows.

  Top quotes

  [5:55] John: “I think people give up too easily. Being in media is not easy. It takes a while to build an audience. And if you don't make it to 10 [podcast episodes], you gave up way too easily.”

  [7:11] John: “[Podcasting]’s not only growing — it's killing broadcast radio, [just like] streaming is killing broadcast television. ... We're seeing a real technological change because of this.” 

  [9:58] Jason: “It all comes down to people: That's all it is, it’s people's stories, and it's telling them in an effective way. Here we are in podcast land, and it's no surprise.”

  [10:33] Jason: “John's been talking to industry leaders for 3000 shows: The ability to draw out the stories of those individuals and make the corporate speak into personable [and] everyday individuals has been the magic of what John has been able to do.”

  [20:16] Jason: “The company just cares about us. It starts there, and transcends to Jack Hollis who's now running North America, and his note to me on the SiriusXM show was, we want to serve people … how can I serve [them and] my teammates today? So it's not about, what's the stock price today, or what's the monthly sales pay? — those things are important but, [as] Jack explained, it starts with serving others. If more companies adopted that kind of culture, it'd be a very different industry.”

  [36:23] John: “It's very hard to take an existing culture and change it — damn near impossible. … All my career, I have heard people say how stupid the automakers...]]>Watch the Full Video on YouTube - click here

  If you want to understand the cultural shift the automotive industry is going through right now, you need to look back to the year 1905.

  “Get ready,” warns John McElroy, the influential journalist, and commentator who created “Autoline Daily,” the auto industry’s first news and analysis webcast. “This industry is going to see more change in the next seven years — taking us to the end of this decade — than we've seen in the last 100 years.” 

  How fitting, then, that John — along with SiriusXM host and Flat Six Media CEO Jason Stein — joins this special episode of the Automotive Leaders Podcast to talk about the trends that are about to tear up long-held industry beliefs. 

  Jason, who is the former publisher of Automotive News, highlights how Toyota’s Akio Toyoda’s 100-year vision is a shining example of the kind of foresight and determination the industry needs to prepare for and face these oncoming challenges.

  Discussing the kind of authentic leadership the automotive industry needs, we hear wisdom from a range of top auto and business leaders, including former Campbell's CEO Doug Conant, HEVO CEO Jeremy McCool, “Godfather of EV” and former Aston Martin CEO Dr. Andy Palmer, and Volkswagen  North America’s CSMO Andrew Savvas.

  Tune in to this very special 100th episode of the Automotive Leaders Podcast as Jan sits down with John and Jason to talk about the change the automotive industry is about to undergo. Be sure to listen to the very end of the episode when the guests get personal — and to hear why Jan thinks the automotive world needs more leaders like Ted Lasso.

  Themes discussed on this episode: 

  • The challenge of creating long-running podcasts and build a faithful listenership (with stats to back it up)
  • The importance of servant leadership in a time of monumental industry change
  • The uphill battle of changing a century’s worth of business processes
  • The nature of EVs and what OEMs need to do to stay ahead of the game
  • How company culture is trickle-down, starting with the board
  • Why culture can’t change if purchasing and supply chain executives are measured by bottom-line cost results
  • What the new generation of authentic leaders really need to embody to get themselves etched into the automotive Mount Rushmore
  • Why there’ll be more change over the next seven years than there has been in the last century
  
  

  Featured Guest: John McElroy

  What he does: Journalist, lecturer, commentator, and entrepreneur, John is the influential thought leader in the automotive industry. He created “Autoline Daily,” the first industry webcast of automotive industry news and analysis. With a deep knowledge of the industry, John talks about its many facets, and remains unrivaled in his dissection of its inner workings.

  On leadership: “If you don't have a motivated, dedicated workforce that comes into work every day excited to do new stuff that's going to make the product or the services that the company offers better, there's no way that you're going to compete against those that have that. So culture and leadership in the auto industry are more important now than ever before.”

  Featured Guest: Jason Stein

  What he does: Jason is a former VP and publisher of Automotive News, and a long-time producer of compelling content. He is now owner and CEO of Flat Six Media, as well as host of “Cars & Culture with Jason Stein” on SiriusXM. Jason is focused on unique stories — from business leaders to automotive legends — bringing automotive history to life and distilling future trends.

  On leadership: “It all starts at the top: What leadership dictates transcends and trickles down to everyone else and … motivates behavior. … When [Toyota] decided they were going to move from California to Texas, Akio Toyoda had a 100-year vision. I don't know of many companies who lay out roadmaps that are that long and in that detail.”

  
  

  Episode Highlights

  Timestamped inflection points from the show

  [4:46] Cream of the crop: Podcasting stats reveal how challenging building an audience can be — and how easy it is to give up.

  [11:53] Winning workplace, winning marketplace: Some automotive industry leaders are embodying new leadership values, transforming century-old company culture in the process.

  [16:40] Cultural myopia: What the board of directors dictates trickles down to the rest of the company. Toyota’s 100-year vision and its move from California to Texas sets an example for what cultural change can really achieve.

  [20:53] The how: Former Campbell's CEO Doug Conant turned the company around with a simple principle: “You have to be tough on standards, and tender-hearted with people.” Servant leadership is critical for real change.

  [23:50] Can you relate?: Measuring purchasing and supply chain executives by bottom line cost results drives certain behavior. Nothing will change until buyer rewards and compensation changes, John highlights.

  [29:35] EVolution: HEVO CEO Jeremy McCool called Detroit OEMs “antiquated.” Forget about moving forwards without more nurturing, coaching-based relationships with tech startups. But there’s a tougher, cut-throat edge to EV startups that both John and Jason emphasize.

  [35:06] Traditional vs. EV: What came out of the conversation with Dr. Andy Palmer, ‘Godfather of EV’ and former CEO of Aston Martin, was that there’s no right and wrong culture for auto suppliers and OEMs — you have to do what works for you when developing a new culture. But that’s no easy feat, as John explains.

  [41:01] Building an automotive Mount Rushmore: Andrew Savvas, Chief Sales & Marketing Officer of Volkswagen, is an exemplar of authentic leadership. How do we celebrate these kinds of leaders?

  [47:33] Advice for auto industry leaders: John says there’ll be more change this decade than over the last 100 years. Jason’s advice is to listen to John: If you think it’s fast-paced now, you haven’t seen anything yet. 

  [54:23] 21 traits: One of the 21 traits of authentic leadership is vulnerability. John and Jason get real and discuss their favorite bands and binge-able TV shows.

  Top quotes

  [5:55] John: “I think people give up too easily. Being in media is not easy. It takes a while to build an audience. And if you don't make it to 10 [podcast episodes], you gave up way too easily.”

  [7:11] John: “[Podcasting]’s not only growing — it's killing broadcast radio, [just like] streaming is killing broadcast television. ... We're seeing a real technological change because of this.” 

  [9:58] Jason: “It all comes down to people: That's all it is, it’s people's stories, and it's telling them in an effective way. Here we are in podcast land, and it's no surprise.”

  [10:33] Jason: “John's been talking to industry leaders for 3000 shows: The ability to draw out the stories of those individuals and make the corporate speak into personable [and] everyday individuals has been the magic of what John has been able to do.”

  [20:16] Jason: “The company just cares about us. It starts there, and transcends to Jack Hollis who's now running North America, and his note to me on the SiriusXM show was, we want to serve people … how can I serve [them and] my teammates today? So it's not about, what's the stock price today, or what's the monthly sales pay? — those things are important but, [as] Jack explained, it starts with serving others. If more companies adopted that kind of culture, it'd be a very different industry.”

  [36:23] John: “It's very hard to take an existing culture and change it — damn near impossible. … All my career, I have heard people say how stupid the automakers are in Detroit, General Motors, Ford and Chrysler, they don't know anything. They're just so dumb. They're a bunch of Midwest Hicks that don't know what's going on. I've been hearing this for half a century — they're still around, so they must know something. But there's no question — and they all recognise — that they've got to change. But … processes built up … for 120 years, [are] so hard to change.”

  [48:01] John: “Get ready: This industry is going to see more change in the next seven years — taking us to the end of this decade — than we've seen in the last 100 years. … You have to go back to around 1905 to find the similar situation in the auto industry that we face right now. Tremendous change going on. And back then it was technological — today, it's technological. Back then it was cultural — today, it's cultural. The difference today, of course, is that it's on a global basis.”

  ]]>3d147238-da4b-4b58-9ea5-6177911d7e15Thu, 27 Jul 2023 06:45:00 -040054:49falsefull41001004Driving Disruption: How Highland Electric Fleets is Transforming School TransportationLearn more about creating your own internal company podcast

  Sign up for The Automotive Leaders Letter

  Watch the full video on YouTube - click here

  In this episode, we meet Duncan McIntyre, the CEO of Highland Electric Fleets, Inc., the electric school bus company. He saw an opportunity to provide a managed solution for large fleets lacking the expertise to adopt this new technology. He envisioned electric buses as a way to improve air quality, reduce pediatric asthma, integrate renewable energy into the grid, and serve multiple purposes. Duncan's disruptive approach includes a subscription model based on total acquisition cost, offering a comprehensive and affordable solution for schools and local authorities to transition to electric buses.

  Creating a cohesive culture at Highland involves aligning diverse perspectives and values toward a shared mission. Duncan acknowledges that people from different industries bring their own cultural norms, but he emphasizes the importance of customer-centricity as a core value across all teams. Innovation is another key aspect of the culture, encouraging employees to think outside the box, challenge the status quo, and continuously iterate and improve. Highland operates with agility, adapting to the rapidly changing market by setting shorter-term plans and remaining open to new ideas. 

  Join us in this episode as Duncan explains how a supportive-coaching leadership style, and resilience resonates with him among the 21 traits of authentic leadership. His advice for leaders in the auto industry today is twofold. First, he suggests carving out a larger R&D budget and encouraging teams to spend time tinkering and iterating. This fosters a culture of innovation and creativity throughout the organization. Second, he emphasizes the importance of senior leadership adopting an entrepreneurial mindset and seeking training to foster innovation. While process and metrics are crucial for delivering reliable vehicles, leaders should also prioritize coaching and training that allows for the introduction of new ideas.

  Themes discussed in this episode:

  • A Mission-vision driven leadership
  • Building a culture of innovation
  • Learning the value of electric vehicle
  • Cultivating a high-performance team
  • Applying different leadership styles
  • Leadership and organizational culture
  
  

  Featured Guest: Duncan McIntyre

  What he does: Duncan is the CEO of Highland Electric Fleets, Inc. Highland stands at the forefront of revolutionizing student transportation by embracing electric vehicles. They possess the necessary resources to assist communities in transitioning to a modern fleet without straining their current budgets.

  On leadership: “You have to focus on key milestones, you can't do everything. You have to get to sort of a minimally viable proof point, in order to go, you know, candidly raise money, so that you can then further invest in people, systems, processes, customers, projects, all the pieces that any business needs to focus on.”

  Episode Highlights:

  [03:09] The big fleets: As Duncan became obsessed with EV, he realized that big fleets face challenges in adopting new technology due to lack of expertise and high costs. A managed solution provider can stitch together financing, monetize tax credits, and deliver services to ensure reliable and affordable fleet operation.

  [4:54] Disrupting the Auto Industry: Duncan, with a background in renewable energy and a mission-driven mindset, approached the transportation industry from a different angle, recognizing electric vehicles as a solution for pediatric asthma and the need to improve air quality, integrate renewable energy, and provide multiple functionalities such as transporting students, supporting the grid, and aiding in disaster relief, driven by his personal experience of wanting cleaner air for his own children and observing the harmful effects of diesel buses on children's health and the environment.

  [15:07] Customer-centric culture at Highland: Duncan praised their outstanding team. Their company fosters a customer-centric culture where every team, from finance to operations, is focused on providing a fantastic customer experience. They prioritize innovation and encourage out-of-the-box thinking, supported by a healthy R&D budget. Adapting quickly to market changes, they operate on a six-month plan. Their team is passionate, mission-driven, and dedicated to the customers and product.

  [17:17] Permission for innovation: Creating a shared vision and mission is essential for a united workforce. By spending time with each new employee, aligning them with the goal of providing affordable, clean transportation to underserved communities, and fostering a culture of innovation, they empower individuals from diverse backgrounds to embrace entrepreneurship and think differently within the organization.

  [22:09] 21 Traits of Authentic Leadership: Among the 21 traits, Duncan resonates the most with supportive-coaching leadership style and resilience.

  [38:04] Advice for auto industry leaders: Duncan gave two suggestions for fostering innovation and staying relevant as a leader in the automotive industry. First is to prioritize R&D and encourage a culture of continuous tinkering and iteration across the organization, while also promoting entrepreneurial thinking and providing training for senior leadership to embrace innovation alongside reliable processes and metrics.

  Top Quotes:

  [18:11] Duncan: “We've really brought a lot of different perspectives and backgrounds. But universally, on average, people are coming from bigger organizations. And so they need to be encouraged and inspired to be really entrepreneurial. We screen for it, and we hire for it. So, it's not like they aren't willing, they have to be inspired and know that they have permission to do things a little differently.”

  [26:44] Jan: “Authentic Leadership is about really nurturing that relationship, connecting with a human being. And every human being is different, can't use the same approach with everybody to inspire them from within. And that is a coaching role. It's very, very different to this idea of command and control, being the boss and just telling everybody what to do.”

  [30:01] Duncan: “That's one of the biggest reasons why businesses fail, it may not be the product or the idea, it's just getting from zero to one is really, really hard. And so I just think, being willing to not give up, staying with it, and insisting on succeeding, it's a mentality more than anything. And then you have to be able to set up the rest of your life in a way that you can just grind through it. Because if you can't do that, it becomes really hard.”

  [39:49] Duncan: “I'd offer one more thought, which is senior leadership, because it always comes down to leadership needs to spend more time thinking like the way you do about the traits for success, and they need to think more about entrepreneur entrepreneurial spirit. And they need to think more about getting some training to sort of be brought into this world of innovation.”

  ]]>Learn more about creating your own internal company podcast

  Sign up for The Automotive Leaders Letter

  Watch the full video on YouTube - click here

  In this episode, we meet Duncan McIntyre, the CEO of Highland Electric Fleets, Inc., the electric school bus company. He saw an opportunity to provide a managed solution for large fleets lacking the expertise to adopt this new technology. He envisioned electric buses as a way to improve air quality, reduce pediatric asthma, integrate renewable energy into the grid, and serve multiple purposes. Duncan's disruptive approach includes a subscription model based on total acquisition cost, offering a comprehensive and affordable solution for schools and local authorities to transition to electric buses.

  Creating a cohesive culture at Highland involves aligning diverse perspectives and values toward a shared mission. Duncan acknowledges that people from different industries bring their own cultural norms, but he emphasizes the importance of customer-centricity as a core value across all teams. Innovation is another key aspect of the culture, encouraging employees to think outside the box, challenge the status quo, and continuously iterate and improve. Highland operates with agility, adapting to the rapidly changing market by setting shorter-term plans and remaining open to new ideas. 

  Join us in this episode as Duncan explains how a supportive-coaching leadership style, and resilience resonates with him among the 21 traits of authentic leadership. His advice for leaders in the auto industry today is twofold. First, he suggests carving out a larger R&D budget and encouraging teams to spend time tinkering and iterating. This fosters a culture of innovation and creativity throughout the organization. Second, he emphasizes the importance of senior leadership adopting an entrepreneurial mindset and seeking training to foster innovation. While process and metrics are crucial for delivering reliable vehicles, leaders should also prioritize coaching and training that allows for the introduction of new ideas.

  Themes discussed in this episode:

  • A Mission-vision driven leadership
  • Building a culture of innovation
  • Learning the value of electric vehicle
  • Cultivating a high-performance team
  • Applying different leadership styles
  • Leadership and organizational culture
  
  

  Featured Guest: Duncan McIntyre

  What he does: Duncan is the CEO of Highland Electric Fleets, Inc. Highland stands at the forefront of revolutionizing student transportation by embracing electric vehicles. They possess the necessary resources to assist communities in transitioning to a modern fleet without straining their current budgets.

  On leadership: “You have to focus on key milestones, you can't do everything. You have to get to sort of a minimally viable proof point, in order to go, you know, candidly raise money, so that you can then further invest in people, systems, processes, customers, projects, all the pieces that any business needs to focus on.”

  Episode Highlights:

  [03:09] The big fleets: As Duncan became obsessed with EV, he realized that big fleets face challenges in adopting new technology due to lack of expertise and high costs. A managed solution provider can stitch together financing, monetize tax credits, and deliver services to ensure reliable and affordable fleet operation.

  [4:54] Disrupting the Auto Industry: Duncan, with a background in renewable energy and a mission-driven mindset, approached the transportation industry from a different angle, recognizing electric vehicles as a solution for pediatric asthma and the need to improve air quality, integrate renewable energy, and provide multiple functionalities such as transporting students, supporting the grid, and aiding in disaster relief, driven by his personal experience of wanting cleaner air for his own children and observing the harmful effects of diesel buses on children's health and the environment.

  [15:07] Customer-centric culture at Highland: Duncan praised their outstanding team. Their company fosters a customer-centric culture where every team, from finance to operations, is focused on providing a fantastic customer experience. They prioritize innovation and encourage out-of-the-box thinking, supported by a healthy R&D budget. Adapting quickly to market changes, they operate on a six-month plan. Their team is passionate, mission-driven, and dedicated to the customers and product.

  [17:17] Permission for innovation: Creating a shared vision and mission is essential for a united workforce. By spending time with each new employee, aligning them with the goal of providing affordable, clean transportation to underserved communities, and fostering a culture of innovation, they empower individuals from diverse backgrounds to embrace entrepreneurship and think differently within the organization.

  [22:09] 21 Traits of Authentic Leadership: Among the 21 traits, Duncan resonates the most with supportive-coaching leadership style and resilience.

  [38:04] Advice for auto industry leaders: Duncan gave two suggestions for fostering innovation and staying relevant as a leader in the automotive industry. First is to prioritize R&D and encourage a culture of continuous tinkering and iteration across the organization, while also promoting entrepreneurial thinking and providing training for senior leadership to embrace innovation alongside reliable processes and metrics.

  Top Quotes:

  [18:11] Duncan: “We've really brought a lot of different perspectives and backgrounds. But universally, on average, people are coming from bigger organizations. And so they need to be encouraged and inspired to be really entrepreneurial. We screen for it, and we hire for it. So, it's not like they aren't willing, they have to be inspired and know that they have permission to do things a little differently.”

  [26:44] Jan: “Authentic Leadership is about really nurturing that relationship, connecting with a human being. And every human being is different, can't use the same approach with everybody to inspire them from within. And that is a coaching role. It's very, very different to this idea of command and control, being the boss and just telling everybody what to do.”

  [30:01] Duncan: “That's one of the biggest reasons why businesses fail, it may not be the product or the idea, it's just getting from zero to one is really, really hard. And so I just think, being willing to not give up, staying with it, and insisting on succeeding, it's a mentality more than anything. And then you have to be able to set up the rest of your life in a way that you can just grind through it. Because if you can't do that, it becomes really hard.”

  [39:49] Duncan: “I'd offer one more thought, which is senior leadership, because it always comes down to leadership needs to spend more time thinking like the way you do about the traits for success, and they need to think more about entrepreneur entrepreneurial spirit. And they need to think more about getting some training to sort of be brought into this world of innovation.”

  ]]>1d5310f8-cae2-4eb6-a390-4288469de472Thu, 13 Jul 2023 06:30:00 -040041:52falsefull499994Enter the Supplier Ecosystem: With Infineon’s Chris Thibeault Reflecting on Lessons from Amazon’s Wendy Bauer Sign up for The Automotive Leaders Letter

  Watch the full YouTube video - click here

  Automotive buyer-supplier relationships are no longer linear. In the transition from ICE to BEV, vehicles are increasingly software-defined, and it’s nearly impossible for OEMs to source every electronic component on their own. Enter the supplier ecosystem.

  Following up on her interview with Amazon’s Wendy Bauer, Jan seeks to learn more about the partnership between tech companies and traditional automotive. Chris Thibeault is the partner and ecosystem senior manager at Infineon, and he shares his expertise on the complexity of sales relationships in the semiconductor industry.

  It’s a new value chain. Chip manufacturers have to work with third-party partner technologies to meet customer requirements, and automotive leadership requires a new level of confidence and humility to keep the relational web intact.

  Wendy Bauer described how she often saw tech companies and OEMs talk past each other. Chris sheds light on how this happens and explains what company leaders must do to bridge the gap. Trust is only the beginning of a healthy working relationship. A thriving ecosystem requires more traits from its leaders.

  In a wide-ranging discussion touching on the people who’ve inspired them and the books they’re reading, Jan and Chris take a broad view of innovation, business dynamics and the new style of partnership required for modern vehicle production.

  Themes discussed on this episode: 

  • Understanding the new supplier ecosystem
  • The central importance of the semiconductor industry
  • Networking tactics for modern buyer-supplier relationships
  • Choosing the right partners to meet customer requirements
  • Lessons from Amazon about the power of cloud computing
  • How OEMs and tech companies can thrive together
  • The leadership qualities required in a successful business partnership
  
  

  Featured Guest: Chris Thibeault

  What he does: Chris is the partner and ecosystem senior manager at Infineon Technologies. His deep experience in sales and product management gives him insight into buyer-supplier relationships. As a semiconductor company, Infineon has redefined partnerships with third-party companies, combining technologies and skill sets to create innovative solutions for customers.

  On leadership: “Adding to listening is empathy. Listening is obviously very, very important […] but it’s also the feeling that you are able to connect with the people you're trying to lead.”

  
  

  Episode Highlights

  Timestamped inflection points from the show

  [1:02] The supplier ecosystem: Jan recaps her interview with Amazon’s Wendy Bauer, and Chris introduces a new meaning of “partnership” in the world of software and electronics. It’s increasingly difficult for OEMs to source every component on their own.

  [3:40] All about that chip: Software-defined vehicles rely on semiconductors. Chris explains how the chip industry has effectively become a Tier 1 and the implications for the wider OEM-supplier landscape. Jan raises a question about the role of purchasing departments in the kind of partnership Chris has described.

  [6:14] Defining terms: Chris explains how he thinks about his organization as a collection of ecosystems. He explains the necessity of choosing the right partners and names the specific technologies involved.

  [10:00] Caught in the middle: In her interview, Wendy described bridging the gap between OEMs and tech companies like Amazon. Chris explains why this happens.

  [11:27] The prisoner’s dilemma: Jan recalls HEVO founder Jeremy McCool’s discussion of consultative selling and nurturing the OEM relationship. Chris relates to Kate Vitasek’s book “Getting to We” and highlights the economic impact of upfront collaboration. 

  [14:48] ‘The product is the relationship’: Business partners rarely discuss how they’re going to work together. Jan and Chris talk about the groundwork companies should lay before pulling out the contract.

  [17:57] It starts with trust: Chris admires Wendy’s personal leadership style, but he also expands it by naming other qualities that come into play once a partnership is formed.

  [19:39] Head in the cloud: How does Infineon drive a culture of innovation? Chris describes what it means to digitize the entire external world — and stay humble while doing it.

  [24:10] Advice for auto industry leaders: Chris challenges automotive corporations to think about each piece of the puzzle. No one company can fill every customer need.

  [25:10] Closing comments: Chris reveals Infineon’s early mistake that companies should avoid as they look for new partnerships.

  
  

  Top quotes

  [6:35] Chris: “A bee and a flower make honey; it's an interdependent relationship. So, in a sense, that is an ecosystem. We tried to take that analogy into our business and explain to our organization that every application is its own ecosystem and every product is its own ecosystem with its own needs that it has to take to market from a partner perspective.”

  [15:07] Jan: “The product is transforming in a way where we now need partner ecosystems. Therefore, the relationships and the leadership model and the culture needs to change along with that. And that's the bit that I think we're missing.”

  [22:22] Chris: “Feeling safe to raise your voice in a meeting is an extremely important aspect of innovation. If you're in a cutthroat type of culture, you're not going to collect all of the data in order for a leader to make decisions.”

  [24:32] Chris: “Each company is going to provide a piece of the puzzle. From a system aspect and what your customers need, what is it that you do not have? This is, by definition, a need, and then you can translate that into a partner need.”

  ]]> Sign up for The Automotive Leaders Letter

  Watch the full YouTube video - click here

  Automotive buyer-supplier relationships are no longer linear. In the transition from ICE to BEV, vehicles are increasingly software-defined, and it’s nearly impossible for OEMs to source every electronic component on their own. Enter the supplier ecosystem.

  Following up on her interview with Amazon’s Wendy Bauer, Jan seeks to learn more about the partnership between tech companies and traditional automotive. Chris Thibeault is the partner and ecosystem senior manager at Infineon, and he shares his expertise on the complexity of sales relationships in the semiconductor industry.

  It’s a new value chain. Chip manufacturers have to work with third-party partner technologies to meet customer requirements, and automotive leadership requires a new level of confidence and humility to keep the relational web intact.

  Wendy Bauer described how she often saw tech companies and OEMs talk past each other. Chris sheds light on how this happens and explains what company leaders must do to bridge the gap. Trust is only the beginning of a healthy working relationship. A thriving ecosystem requires more traits from its leaders.

  In a wide-ranging discussion touching on the people who’ve inspired them and the books they’re reading, Jan and Chris take a broad view of innovation, business dynamics and the new style of partnership required for modern vehicle production.

  Themes discussed on this episode: 

  • Understanding the new supplier ecosystem
  • The central importance of the semiconductor industry
  • Networking tactics for modern buyer-supplier relationships
  • Choosing the right partners to meet customer requirements
  • Lessons from Amazon about the power of cloud computing
  • How OEMs and tech companies can thrive together
  • The leadership qualities required in a successful business partnership
  
  

  Featured Guest: Chris Thibeault

  What he does: Chris is the partner and ecosystem senior manager at Infineon Technologies. His deep experience in sales and product management gives him insight into buyer-supplier relationships. As a semiconductor company, Infineon has redefined partnerships with third-party companies, combining technologies and skill sets to create innovative solutions for customers.

  On leadership: “Adding to listening is empathy. Listening is obviously very, very important […] but it’s also the feeling that you are able to connect with the people you're trying to lead.”

  
  

  Episode Highlights

  Timestamped inflection points from the show

  [1:02] The supplier ecosystem: Jan recaps her interview with Amazon’s Wendy Bauer, and Chris introduces a new meaning of “partnership” in the world of software and electronics. It’s increasingly difficult for OEMs to source every component on their own.

  [3:40] All about that chip: Software-defined vehicles rely on semiconductors. Chris explains how the chip industry has effectively become a Tier 1 and the implications for the wider OEM-supplier landscape. Jan raises a question about the role of purchasing departments in the kind of partnership Chris has described.

  [6:14] Defining terms: Chris explains how he thinks about his organization as a collection of ecosystems. He explains the necessity of choosing the right partners and names the specific technologies involved.

  [10:00] Caught in the middle: In her interview, Wendy described bridging the gap between OEMs and tech companies like Amazon. Chris explains why this happens.

  [11:27] The prisoner’s dilemma: Jan recalls HEVO founder Jeremy McCool’s discussion of consultative selling and nurturing the OEM relationship. Chris relates to Kate Vitasek’s book “Getting to We” and highlights the economic impact of upfront collaboration. 

  [14:48] ‘The product is the relationship’: Business partners rarely discuss how they’re going to work together. Jan and Chris talk about the groundwork companies should lay before pulling out the contract.

  [17:57] It starts with trust: Chris admires Wendy’s personal leadership style, but he also expands it by naming other qualities that come into play once a partnership is formed.

  [19:39] Head in the cloud: How does Infineon drive a culture of innovation? Chris describes what it means to digitize the entire external world — and stay humble while doing it.

  [24:10] Advice for auto industry leaders: Chris challenges automotive corporations to think about each piece of the puzzle. No one company can fill every customer need.

  [25:10] Closing comments: Chris reveals Infineon’s early mistake that companies should avoid as they look for new partnerships.

  
  

  Top quotes

  [6:35] Chris: “A bee and a flower make honey; it's an interdependent relationship. So, in a sense, that is an ecosystem. We tried to take that analogy into our business and explain to our organization that every application is its own ecosystem and every product is its own ecosystem with its own needs that it has to take to market from a partner perspective.”

  [15:07] Jan: “The product is transforming in a way where we now need partner ecosystems. Therefore, the relationships and the leadership model and the culture needs to change along with that. And that's the bit that I think we're missing.”

  [22:22] Chris: “Feeling safe to raise your voice in a meeting is an extremely important aspect of innovation. If you're in a cutthroat type of culture, you're not going to collect all of the data in order for a leader to make decisions.”

  [24:32] Chris: “Each company is going to provide a piece of the puzzle. From a system aspect and what your customers need, what is it that you do not have? This is, by definition, a need, and then you can translate that into a partner need.”

  ]]>adcd212f-3f4b-42d1-bc81-de635a840ba5Thu, 29 Jun 2023 06:45:00 -040026:47falsefull498984🌴 Embrace the Power of Extended Time Off: 5 Benefits to Enhance Your Work-Life Balance 🌴 Sign up for The Automotive Leaders Letter

  When was the last time you stepped awayfrom your job for more than two weeks? Not a working trip when you’re available by phone and email, but a true, unplugged vacation? Jan recently did just that — a four-week trip to her native Wales to reorder her priorities and recharge her soul.

  For most leaders in the automotive industry, a four-week vacation sounds like a fantasy. Or if it’s possible, it sounds irresponsible. Who would lead the company? How would work get done? Yet Jan found that time off was not only an opportunity to refill her tank but also a chance to trust and empower her team.

  “I don't care if you're gone for a day, for a week, or for a month, you empower somebody else to make decisions,” Jan says. “Allow others to step up and lead.”

  Join the adventure on this special episode of the Automotive Leaders Podcast as Jan recounts long walks by the sea, watching sheep from a coffee shop, and the inspiration she took from some of the most exciting and innovative Welsh automotive companies.

  Work culture in America too often sees vacation as a sign of weakness or a lack of commitment to a job, but current executives have an opportunity to break the stigma and celebrate authentic rest. Through a deeply personal journey through her homeland, Jan gives a blueprint for other leaders to follow.

  Themes discussed on this episode: 

  • A contrast of American and European work cultures
  • The new perspective found on vacation
  • Creating Space for Creativity
  • How to rewire your brain with new habits
  • Finding projects that fuel your soul
  • The team leadership benefits of extended time off
  
  

  Featured Expert: Jan Griffiths (Host)

  What she does: Jan is the founder and president of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast.

  On leadership: “Leadership is identifying somebody to take your place. I don't care if you're gone for a day, for a week, or for a month. You empower somebody else to make those decisions.”

  Episode Highlights

  Timestamped inflection points from the show

  [1:42] Back to her roots: Jan shares why she left her corporate job in the auto industry and, more recently, how that same motivation led her back to her native Wales for four weeks.

  [3:36] Breaking the habit: Jan lists her priorities for her trip and the daily routines she wanted to change. More than a personal challenge, this was a battle against American work culture. Unlike many European nations, America does not guarantee paid vacation.

  [5:24] West Farm: Jan’s favorite place in South Wales helped her hit the reset button on her life. Check out her coastal retreat at West Farm.

  [7:12] Data behind the break: Taking more vacation days increases the likelihood of receiving a raise or bonus within three years. Jan explains why the work-first culture in automotive may be harmful in the long term.

  [9:56] Into the whitespace: Leaders should be busy all the time — or should they? Jan reflects on what it takes for leaders to be effective and creative in their roles.

  [11:10] Rewiring for new habits: It’s tricky to unplug completely. Jan shares her experience with adding a new rhythm to the start of her day.

  [12:26] Fuel your soul: Jan recounts her journey to leading the US hub of GlobalWelsh and the unexpected inspiration she drew from delivering a keynote, including meeting Tom Gullick of Pixel Valley.

  [14:46] Hiraeth: A tour of Welsh businesses brought Jan to hydrogen-powered Riversimple, consultative agency Spindogs, and the Welsh Automotive Forum. Jan describes the Welsh automotive leaders who impressed her most during her visit.

  [20:09] Passing the torch: Strong leadership is the ability to empower others in your organization to step up while you’re away. Jan explains what happened when she tried this for her business.

  [22:40] The girl with the dragon tattoo: Jan reveals some personal updates from her trip to Wales and gives her advice to auto industry leaders.

  ]]> Sign up for The Automotive Leaders Letter

  When was the last time you stepped awayfrom your job for more than two weeks? Not a working trip when you’re available by phone and email, but a true, unplugged vacation? Jan recently did just that — a four-week trip to her native Wales to reorder her priorities and recharge her soul.

  For most leaders in the automotive industry, a four-week vacation sounds like a fantasy. Or if it’s possible, it sounds irresponsible. Who would lead the company? How would work get done? Yet Jan found that time off was not only an opportunity to refill her tank but also a chance to trust and empower her team.

  “I don't care if you're gone for a day, for a week, or for a month, you empower somebody else to make decisions,” Jan says. “Allow others to step up and lead.”

  Join the adventure on this special episode of the Automotive Leaders Podcast as Jan recounts long walks by the sea, watching sheep from a coffee shop, and the inspiration she took from some of the most exciting and innovative Welsh automotive companies.

  Work culture in America too often sees vacation as a sign of weakness or a lack of commitment to a job, but current executives have an opportunity to break the stigma and celebrate authentic rest. Through a deeply personal journey through her homeland, Jan gives a blueprint for other leaders to follow.

  Themes discussed on this episode: 

  • A contrast of American and European work cultures
  • The new perspective found on vacation
  • Creating Space for Creativity
  • How to rewire your brain with new habits
  • Finding projects that fuel your soul
  • The team leadership benefits of extended time off
  
  

  Featured Expert: Jan Griffiths (Host)

  What she does: Jan is the founder and president of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast.

  On leadership: “Leadership is identifying somebody to take your place. I don't care if you're gone for a day, for a week, or for a month. You empower somebody else to make those decisions.”

  Episode Highlights

  Timestamped inflection points from the show

  [1:42] Back to her roots: Jan shares why she left her corporate job in the auto industry and, more recently, how that same motivation led her back to her native Wales for four weeks.

  [3:36] Breaking the habit: Jan lists her priorities for her trip and the daily routines she wanted to change. More than a personal challenge, this was a battle against American work culture. Unlike many European nations, America does not guarantee paid vacation.

  [5:24] West Farm: Jan’s favorite place in South Wales helped her hit the reset button on her life. Check out her coastal retreat at West Farm.

  [7:12] Data behind the break: Taking more vacation days increases the likelihood of receiving a raise or bonus within three years. Jan explains why the work-first culture in automotive may be harmful in the long term.

  [9:56] Into the whitespace: Leaders should be busy all the time — or should they? Jan reflects on what it takes for leaders to be effective and creative in their roles.

  [11:10] Rewiring for new habits: It’s tricky to unplug completely. Jan shares her experience with adding a new rhythm to the start of her day.

  [12:26] Fuel your soul: Jan recounts her journey to leading the US hub of GlobalWelsh and the unexpected inspiration she drew from delivering a keynote, including meeting Tom Gullick of Pixel Valley.

  [14:46] Hiraeth: A tour of Welsh businesses brought Jan to hydrogen-powered Riversimple, consultative agency Spindogs, and the Welsh Automotive Forum. Jan describes the Welsh automotive leaders who impressed her most during her visit.

  [20:09] Passing the torch: Strong leadership is the ability to empower others in your organization to step up while you’re away. Jan explains what happened when she tried this for her business.

  [22:40] The girl with the dragon tattoo: Jan reveals some personal updates from her trip to Wales and gives her advice to auto industry leaders.

  ]]>0f396448-3d0e-4598-adc1-50e8f1937ef8Thu, 15 Jun 2023 06:45:00 -040026:25falsefull497974Next-Gen Automotive Leadership with Volkswagen CSMO Andrew SavvasWatch the full video on YouTube - click here

  For Andrew Savvas, the auto industry isn’t about selling cars. As the Chief Sales and Marketing Officer of Volkswagen North America, Andrew is at the forefront of innovative design and advertising efforts to increase the German automaker’s U.S. market share, but he sees his most important task as developing a leadership pipeline.

  German OEMs have a reputation for “command and control” in their company cultures. While many leaders have started moving away from a focus on compliance and uniformity, Andrew sees room for improvement starting with how organizations hire.

  “We need to get braver in employing competencies, not experience,” Andrew says. Instead of looking for certain line items in the resume, organizations should focus on hiring for culture fit and skill set. More importantly, companies need to establish career development pathways that promote diversity in the top leadership roles.

  Volkswagen has had five CMOs in ten years, and they’ve all been external hires. “That was the first observation I made when I arrived in this organization — why are we always going external? Why aren't we focused on developing internal talent?” says Andrew. Now, he’s reshaping the company’s leadership model.

  Andrew recounts his journey from working at a fish market to becoming an automotive executive. Andrew has worked for Volkswagen on four continents, and he joins the Automotive Leaders Podcast to share what he’s learned about developing a purpose-driven culture and leading with vulnerability.

  Themes discussed in this episode: 

  • The broad range of opportunities within the auto industry
  • How automotive leadership is embracing a purpose-driven culture
  • The challenges of attracting — and retaining — Gen Z talent
  • Competency-based development and a new way of hiring
  • How Volkswagen is Expanding its talent pool
  • The pathway to diverse representation in future leadership
  • How to put vulnerable leadership into practice
  
  

  Featured Guest: Andrew Savvas

  What he does: Andrew is the Chief Sales and Marketing Officer of Volkswagen North America. His previous Volkswagen management experience has spanned four continents, and his track record of success in different regional markets has made him one of the auto industry’s most highly-regarded business strategists.

  On leadership: “Work out what you're good at and really be comfortable in your own skin […] Don't pretend you're someone else. Don't try to emulate somebody else. Listen, learn, observe, and just focus on how you can make yourself better.”

  
  

  Episode Highlights

  Timestamped inflection points from the show

  [3:05] ‘I never dreamed about cars’: Andrew recounts his winding path into the auto industry from immigrating to Australia, working in a fish market, and eventually landing in sales — and he names the people who believed in him along the way.

  [7:05] The VW connection: Jan and Andrew discuss the variety of opportunities in the global auto industry, and Jan reveals what kind of car she drives.

  [10:27] ICE to BEV: Product transformation is happening as the industry shifts to electric, but how is the leadership model changing? Jan recalls her interview with Stephen Covey about winning in the workplace, and Andrew emphasizes the importance of seeking new viewpoints.

  [12:32] Purpose-driven leadership: Jan remembers Stefan Krause how explained the movement from compliance to conviction in German OEMs. Andrew offers his perspective. 

  [14:00] Can’t win the numbers game: Andrew says he may not be the smartest in the room, but he energizes his team members through vulnerable leadership. He goes on to elaborate on Volkswagen’s regional market design process.

  [18:09] Succession planning: How does Volkswagen attract Gen Z talent? For Andrew, it’s about promoting the industry and competency-based development. 

  [21:05] Know the way, show the way: Jan talks about the workplace culture shift and the generational differences that make it hard to empower Gen Z. Andrew emphasizes delivering a sense of purpose and diversifying the industry.

  [26:11] Building the pipeline: For Andrew, diversity is the number one challenge in the industry. He shares his experience of growing up as a Greek Cypriot, then details what he’s doing at VW to create diverse representation in future leadership.

  [31:21] Hire up: Competency-based hiring sounds good in theory, but most organizations are too afraid to follow through with it. Andrew gives two examples of this actually working.

  [36:48] 21 traits: Andrew has no trouble choosing his favorite from Jan’s 21 traits of authentic leadership — vulnerability. He explains how he arrived at this realization early in his career and learned to ask questions.

  [41:26] Showing his personal side: Andrew talks about his diverse podcast playlist and his biggest demon of distraction.

  [47:11] Closing comments: Don’t pretend to be someone you’re not, Andrew urges. He explains why authenticity is so important in a person’s career development.

  Top quotes

  [7:39] Andrew: “[The auto industry] isn't just about selling cars. The diversity of opportunity in this industry is enormous […] It's global and it's changing so fast, and if you can't be energized by this industry, I'm not sure what will energize you.”

  [12:04] Andrew: “For us, a diversity of views, a broader spectrum of what's happening in the industry, is super important […] We need to get better as an industry in really focusing on competencies rather than experience. That's why we're not seeing the diversity in some parts of this industry.”

  [20:10] Andrew: “Someone believed in me once, and I will never forget that. I need to create those pathways and show that if you are good in this organization, you will grow within this organization, and you can move anywhere. That's been my focal point in what I am doing with my own people.” 

  [27:37] Andrew: “This is the biggest challenge I take on in my job. I don't see my job as someone who sells cars or markets a brand. I see my job in the industry as creating future leaders. So I'm always thinking about, how can I take that challenge of creating a more diverse workforce and a more diverse leadership group so then we can have a better, stronger, and more viable organization?”

  [31:33] Jan: “I see it time and time again where supply chain leaders say, I need a commodity manager for this particular commodity. I’ve got to make sure that they've got experience in that area and they've worked in automotive. Otherwise, they're not going to survive. So you end up with this really narrow pool of candidates. You've got to get over that — and there will be judgment from your colleagues that you hired somebody that does not have the skill set in particular, whether it's a mechanical area or whatever that competency is required. And you’ve got to get over that and say, No, this is exactly the type of person we want in this organization.”

  ]]>Watch the full video on YouTube - click here

  For Andrew Savvas, the auto industry isn’t about selling cars. As the Chief Sales and Marketing Officer of Volkswagen North America, Andrew is at the forefront of innovative design and advertising efforts to increase the German automaker’s U.S. market share, but he sees his most important task as developing a leadership pipeline.

  German OEMs have a reputation for “command and control” in their company cultures. While many leaders have started moving away from a focus on compliance and uniformity, Andrew sees room for improvement starting with how organizations hire.

  “We need to get braver in employing competencies, not experience,” Andrew says. Instead of looking for certain line items in the resume, organizations should focus on hiring for culture fit and skill set. More importantly, companies need to establish career development pathways that promote diversity in the top leadership roles.

  Volkswagen has had five CMOs in ten years, and they’ve all been external hires. “That was the first observation I made when I arrived in this organization — why are we always going external? Why aren't we focused on developing internal talent?” says Andrew. Now, he’s reshaping the company’s leadership model.

  Andrew recounts his journey from working at a fish market to becoming an automotive executive. Andrew has worked for Volkswagen on four continents, and he joins the Automotive Leaders Podcast to share what he’s learned about developing a purpose-driven culture and leading with vulnerability.

  Themes discussed in this episode: 

  • The broad range of opportunities within the auto industry
  • How automotive leadership is embracing a purpose-driven culture
  • The challenges of attracting — and retaining — Gen Z talent
  • Competency-based development and a new way of hiring
  • How Volkswagen is Expanding its talent pool
  • The pathway to diverse representation in future leadership
  • How to put vulnerable leadership into practice
  
  

  Featured Guest: Andrew Savvas

  What he does: Andrew is the Chief Sales and Marketing Officer of Volkswagen North America. His previous Volkswagen management experience has spanned four continents, and his track record of success in different regional markets has made him one of the auto industry’s most highly-regarded business strategists.

  On leadership: “Work out what you're good at and really be comfortable in your own skin […] Don't pretend you're someone else. Don't try to emulate somebody else. Listen, learn, observe, and just focus on how you can make yourself better.”

  
  

  Episode Highlights

  Timestamped inflection points from the show

  [3:05] ‘I never dreamed about cars’: Andrew recounts his winding path into the auto industry from immigrating to Australia, working in a fish market, and eventually landing in sales — and he names the people who believed in him along the way.

  [7:05] The VW connection: Jan and Andrew discuss the variety of opportunities in the global auto industry, and Jan reveals what kind of car she drives.

  [10:27] ICE to BEV: Product transformation is happening as the industry shifts to electric, but how is the leadership model changing? Jan recalls her interview with Stephen Covey about winning in the workplace, and Andrew emphasizes the importance of seeking new viewpoints.

  [12:32] Purpose-driven leadership: Jan remembers Stefan Krause how explained the movement from compliance to conviction in German OEMs. Andrew offers his perspective. 

  [14:00] Can’t win the numbers game: Andrew says he may not be the smartest in the room, but he energizes his team members through vulnerable leadership. He goes on to elaborate on Volkswagen’s regional market design process.

  [18:09] Succession planning: How does Volkswagen attract Gen Z talent? For Andrew, it’s about promoting the industry and competency-based development. 

  [21:05] Know the way, show the way: Jan talks about the workplace culture shift and the generational differences that make it hard to empower Gen Z. Andrew emphasizes delivering a sense of purpose and diversifying the industry.

  [26:11] Building the pipeline: For Andrew, diversity is the number one challenge in the industry. He shares his experience of growing up as a Greek Cypriot, then details what he’s doing at VW to create diverse representation in future leadership.

  [31:21] Hire up: Competency-based hiring sounds good in theory, but most organizations are too afraid to follow through with it. Andrew gives two examples of this actually working.

  [36:48] 21 traits: Andrew has no trouble choosing his favorite from Jan’s 21 traits of authentic leadership — vulnerability. He explains how he arrived at this realization early in his career and learned to ask questions.

  [41:26] Showing his personal side: Andrew talks about his diverse podcast playlist and his biggest demon of distraction.

  [47:11] Closing comments: Don’t pretend to be someone you’re not, Andrew urges. He explains why authenticity is so important in a person’s career development.

  Top quotes

  [7:39] Andrew: “[The auto industry] isn't just about selling cars. The diversity of opportunity in this industry is enormous […] It's global and it's changing so fast, and if you can't be energized by this industry, I'm not sure what will energize you.”

  [12:04] Andrew: “For us, a diversity of views, a broader spectrum of what's happening in the industry, is super important […] We need to get better as an industry in really focusing on competencies rather than experience. That's why we're not seeing the diversity in some parts of this industry.”

  [20:10] Andrew: “Someone believed in me once, and I will never forget that. I need to create those pathways and show that if you are good in this organization, you will grow within this organization, and you can move anywhere. That's been my focal point in what I am doing with my own people.” 

  [27:37] Andrew: “This is the biggest challenge I take on in my job. I don't see my job as someone who sells cars or markets a brand. I see my job in the industry as creating future leaders. So I'm always thinking about, how can I take that challenge of creating a more diverse workforce and a more diverse leadership group so then we can have a better, stronger, and more viable organization?”

  [31:33] Jan: “I see it time and time again where supply chain leaders say, I need a commodity manager for this particular commodity. I’ve got to make sure that they've got experience in that area and they've worked in automotive. Otherwise, they're not going to survive. So you end up with this really narrow pool of candidates. You've got to get over that — and there will be judgment from your colleagues that you hired somebody that does not have the skill set in particular, whether it's a mechanical area or whatever that competency is required. And you’ve got to get over that and say, No, this is exactly the type of person we want in this organization.”

  ]]>3cedb41e-84c0-4464-85ae-9327d1fa8418Thu, 01 Jun 2023 06:56:00 -040049:49falsefull496964Leadership Insights for the EV Supply Chain: Deconstructing the Jeremy McCool Interview with Carolyn SauerWatch the full video on YouTube - click here

  Following her dynamic and inspiring conversation with HEVO Founder & CEO Jeremy McCool, Jan invites automotive sales and marketing expert Carolyn Sauer to unpack the interview and mine the most important advice for industry leaders.

  Many e-mobility suppliers agree that one of their biggest challenges is reaching the right decision-makers at OEMs. As the industry shifts to EV, both purchasing and selling teams need new mindsets and a consultative approach. Jeremy McCool’s inspirational leadership provides a model for how to maintain conviction in difficult environments.

  Yet closing deals and bringing new technology to market requires a different kind of bravery. Besides persevering in business objectives, leaders must address the human side of relationships.

  “I am seeing more of that in the industry,” says Carolyn. “Leaders are becoming more empathetic to personal issues that come up or being more open to listening to the next generation sharing their ideas.”

  There’s no doubt Jeremy McCool is impressive, but is his leadership model one-of-a-kind, or can others replicate his best practices?

  Join in on this episode of the Automotive Leaders Podcast as Jan and Carolyn get practical and specific on how to foster authentic relationships both internally and outside of an organization. From supplier-OEM relations to the physical layout of an office space to reclaiming employee time from meetings, automotive leaders can take steps right now to move forward on their long-term objectives.

  Themes discussed on this episode: 

  • The unique challenges of EV suppliers
  • Safety features in EV technology
  • How OEMs should approach sourcing for electric vehicles
  • Personal conviction meets company branding
  • Trends in Millennial and Gen Z leaders
  • How to influence others in difficult circumstances
  • Why fewer meetings lead to better problem-solving
  • Innovating without fear of the unknown
  
  

  Featured Guest: Carolyn Sauer

  What she does: With a background in both traditional automotive and e-mobility, Carolyn is the Director of Business Development for Schaltbau GmbH. Her wealth of Tier 1 sales and marketing experience and her cross-functional approach to problem-solving help her drive product innovation and strengthen relationships with OEMs.

  On leadership: “I don't want my team members to come into work every day and feel like they have to be a different person at work than they are at home. I want them to be their authentic self all the time, no matter what that may look or feel like, and it's not going to look and feel the same way every day. You don't know what's going on in someone's life. But when you're working with me, be who you are.”

  
  

  Episode Highlights

  Timestamped inflection points from the show

  [2:21] Old company, new tricks: Carolyn details her background in traditional automotive and explains why Schaltbau, even as a 93-year-old company, acts like a tech. startup.

  [3:43] Networking challenge: In his interview, Jeremy McCool described the difficulty suppliers have in finding the right decision-makers at OEMs. Carolyn says it’s because electrification products fit so many applications.

  [6:32] Feel the power: Schaltbau manufactures bidirectional DC contactors. Carolyn explains what those are and how they function inside electric vehicles.

  [7:14] Nurture the relationship: How should an OEM approach the sourcing process? When bombarded with new products from an array of different suppliers, Carolyn says buyers have to be open-minded. As for suppliers, she suggests a consultative approach to selling.

  [10:07] Next-gen leadership: Jan and Carolyn are impressed by Jeremy McCool’s personal conviction, purposeful branding and willingness to break the traditional mold of an automotive CEO. They discuss macro trends they’re seeing in Millenial and Gen Z leaders.

  [14:52] Safe space in the battle: Jeremy spoke about leading people to move out of their comfort zones. Jan and Carolyn reflect on how to influence others, and Carolyn throws out a challenge.

  [19:19] Leave space for the magic: Jeremy argued that holding fewer meetings leaves more space for creativity, and Jan shares a recent experience to prove how the physical layout of an office space can foster authentic conversations. Carolyn relays a lesson from early in her career.

  [24:54] Advice for auto industry leaders: Much of Jeremy’s career demonstrates his bravery to step into the unknown. Jan and Carolyn discuss what it means for auto leaders to have no fear in product innovation and customer relationships.

  [27:52] Closing comments: Would you work for Jeremy McCool? Carolyn submits her final verdict — and channels her inner Run-DMC.

  Top quotes

  [7:42] Carolyn: “[OEMs] are all stating that they really want to embrace new suppliers and open up their channels and avenues for purchasing. And yet, reaching out to them directly is very different because either there's no response at all or it's a very delayed response […] My advice is for them to be a little bit more open to new products that they haven't used before and to understand the benefits of those products, especially as it relates to consumer features and consumer safety.”

  [9:25] Carolyn: “I've always been a fan of the consultative approach to selling because I really look at it as an opportunity to help solve a problem […] We’re all working toward the best, safest outcome on the vehicles.”

  [17:59] Jan: “Great leaders, truly authentic leaders, are perfectly fine with sharing some of the personal side and showing some vulnerability.”

  [20:48] Carolyn: “[In meetings] there's grandstanding, there's blaming, there's chest-pounding. I don't have time for that. That's great. You did a great job. Let's all pat you on the back. But can we do it as we're walking down the hall and not in an hour-long meeting?”

  [23:44] Carolyn: “No one wants to feel like they're not being heard or they're not being listened to when you're talking about an issue that affects so many people. Why not treat them like the human that they are and have the conversation?”

  ]]>Watch the full video on YouTube - click here

  Following her dynamic and inspiring conversation with HEVO Founder & CEO Jeremy McCool, Jan invites automotive sales and marketing expert Carolyn Sauer to unpack the interview and mine the most important advice for industry leaders.

  Many e-mobility suppliers agree that one of their biggest challenges is reaching the right decision-makers at OEMs. As the industry shifts to EV, both purchasing and selling teams need new mindsets and a consultative approach. Jeremy McCool’s inspirational leadership provides a model for how to maintain conviction in difficult environments.

  Yet closing deals and bringing new technology to market requires a different kind of bravery. Besides persevering in business objectives, leaders must address the human side of relationships.

  “I am seeing more of that in the industry,” says Carolyn. “Leaders are becoming more empathetic to personal issues that come up or being more open to listening to the next generation sharing their ideas.”

  There’s no doubt Jeremy McCool is impressive, but is his leadership model one-of-a-kind, or can others replicate his best practices?

  Join in on this episode of the Automotive Leaders Podcast as Jan and Carolyn get practical and specific on how to foster authentic relationships both internally and outside of an organization. From supplier-OEM relations to the physical layout of an office space to reclaiming employee time from meetings, automotive leaders can take steps right now to move forward on their long-term objectives.

  Themes discussed on this episode: 

  • The unique challenges of EV suppliers
  • Safety features in EV technology
  • How OEMs should approach sourcing for electric vehicles
  • Personal conviction meets company branding
  • Trends in Millennial and Gen Z leaders
  • How to influence others in difficult circumstances
  • Why fewer meetings lead to better problem-solving
  • Innovating without fear of the unknown
  
  

  Featured Guest: Carolyn Sauer

  What she does: With a background in both traditional automotive and e-mobility, Carolyn is the Director of Business Development for Schaltbau GmbH. Her wealth of Tier 1 sales and marketing experience and her cross-functional approach to problem-solving help her drive product innovation and strengthen relationships with OEMs.

  On leadership: “I don't want my team members to come into work every day and feel like they have to be a different person at work than they are at home. I want them to be their authentic self all the time, no matter what that may look or feel like, and it's not going to look and feel the same way every day. You don't know what's going on in someone's life. But when you're working with me, be who you are.”

  
  

  Episode Highlights

  Timestamped inflection points from the show

  [2:21] Old company, new tricks: Carolyn details her background in traditional automotive and explains why Schaltbau, even as a 93-year-old company, acts like a tech. startup.

  [3:43] Networking challenge: In his interview, Jeremy McCool described the difficulty suppliers have in finding the right decision-makers at OEMs. Carolyn says it’s because electrification products fit so many applications.

  [6:32] Feel the power: Schaltbau manufactures bidirectional DC contactors. Carolyn explains what those are and how they function inside electric vehicles.

  [7:14] Nurture the relationship: How should an OEM approach the sourcing process? When bombarded with new products from an array of different suppliers, Carolyn says buyers have to be open-minded. As for suppliers, she suggests a consultative approach to selling.

  [10:07] Next-gen leadership: Jan and Carolyn are impressed by Jeremy McCool’s personal conviction, purposeful branding and willingness to break the traditional mold of an automotive CEO. They discuss macro trends they’re seeing in Millenial and Gen Z leaders.

  [14:52] Safe space in the battle: Jeremy spoke about leading people to move out of their comfort zones. Jan and Carolyn reflect on how to influence others, and Carolyn throws out a challenge.

  [19:19] Leave space for the magic: Jeremy argued that holding fewer meetings leaves more space for creativity, and Jan shares a recent experience to prove how the physical layout of an office space can foster authentic conversations. Carolyn relays a lesson from early in her career.

  [24:54] Advice for auto industry leaders: Much of Jeremy’s career demonstrates his bravery to step into the unknown. Jan and Carolyn discuss what it means for auto leaders to have no fear in product innovation and customer relationships.

  [27:52] Closing comments: Would you work for Jeremy McCool? Carolyn submits her final verdict — and channels her inner Run-DMC.

  Top quotes

  [7:42] Carolyn: “[OEMs] are all stating that they really want to embrace new suppliers and open up their channels and avenues for purchasing. And yet, reaching out to them directly is very different because either there's no response at all or it's a very delayed response […] My advice is for them to be a little bit more open to new products that they haven't used before and to understand the benefits of those products, especially as it relates to consumer features and consumer safety.”

  [9:25] Carolyn: “I've always been a fan of the consultative approach to selling because I really look at it as an opportunity to help solve a problem […] We’re all working toward the best, safest outcome on the vehicles.”

  [17:59] Jan: “Great leaders, truly authentic leaders, are perfectly fine with sharing some of the personal side and showing some vulnerability.”

  [20:48] Carolyn: “[In meetings] there's grandstanding, there's blaming, there's chest-pounding. I don't have time for that. That's great. You did a great job. Let's all pat you on the back. But can we do it as we're walking down the hall and not in an hour-long meeting?”

  [23:44] Carolyn: “No one wants to feel like they're not being heard or they're not being listened to when you're talking about an issue that affects so many people. Why not treat them like the human that they are and have the conversation?”

  ]]>e67b6add-bf11-4942-832a-a28eb286d589Thu, 18 May 2023 07:00:00 -040030:06falsefull495954Following her dynamic and inspiring conversation with HEVO Founder & CEO Jeremy McCool, Jan invites automotive sales and marketing expert Carolyn Sauer to unpack the interview and mine the most important advice for industry leaders. Many e-mobility suppliers agree that one of their biggest challenges is reaching the right decision-makers at OEMs. As the industry shifts to EV, both purchasing and selling teams need new mindsets and a consultative approach. Jeremy McCool’s inspirational leadership provides a model for how to maintain conviction in difficult environments. Join in on this episode of the Automotive Leaders Podcast as Jan and Carolyn get practical and specific on how to foster authentic relationships both within and outside of an organization. From supplier-OEM relations to the physical layout of an office space to reclaiming employee time from meetings, automotive leaders can take steps right now to move forward on their long-term objectives.Rethinking Automotive Leadership with Millennial CEO Jose FloresSign up for The Automotive Leaders Letter

  Learn more about creating your own internal company podcast

  Watch the full video on YouTube - click here

  Jose Flores is the 34-year-old CEO of a traditional Tier 1 automotive supplier — but there’s nothing traditional about the way he runs the company. While many leaders claim to disrupt the status quo, Jose actually lives it. From his innovation hub to his embrace of failure, Jose shares the techniques that help him empower a multigenerational workforce.

  “With the old-timers,” says Jose, “you need to earn their trust and respect.” That requires leading by example and getting measurable results in the workplace. But Millenials and Gen Z are often looking for a different leadership mold. Jose says the younger generations need a sense of purpose and trust in their company’s values.

  At Ancor Automotive, innovation is a value. For Jose, the space to create and test new ideas is non-negotiable, and it’s this vision that led him to overhaul his company’s structure.

  Jan dives into Jose’s rapid ascension to automotive leadership and unpacks the secrets of his quiet confidence. How is this Millennial leader transforming a 40-year-old label supplier into an innovative tech company? What is he doing to change the culture and give everyone a voice — and how can other organizations replicate his success?

  Don’t miss this powerful episode of the Automotive Leaders Podcast. If companies want to attract young talent, they can no longer rely on outdated management models and metrics-driven KPIs. Jose’s work at Ancor Automotive sets a new standard for the future of automotive leadership and inspires new possibilities for corporate innovation.

  Themes discussed in this episode: 

  • What Millennials and Gen Z workers typically want from a company
  • Building trust with a multigenerational workforce
  • What it really means to Be a Working CEO
  • Why automotive leaders should embrace failure
  • The Challenges of retaining young talent
  • A new definition of KPI
  • The importance of investing in the culture budget
  • Why modern companies require servant leadership
  
  

  Featured Guest: Jose Flores

  
  

  What he does: Jose is the CEO of Ancor Automotive and a proud disruptor in the auto industry. His talent for strategic planning and fostering innovation powered his rapid rise into executive roles. At Ancor, Jose is piloting the transformation of a 40-year-old labeling company into a leader in software solutions for mobility manufacturers.

  On leadership: “I'm a very technical, working CEO. I get into the nitty-gritty. If a machine breaks, I'm there watching it, trying to fix it by myself. If we're short-handed, I'll go there and help. I earn the respect of the people who have long tenure here by leading by example. I'm not just here in my fancy office, typing and having coffee. I'm there with you in the trenches, making it happen.”

  
  

  Episode Highlights

  Timestamped inflection points from the show

  
  

  [0:58] Pardon the disruption: How does a 34-year-old become the CEO of a traditional Tier 1 supplier? Jose possesses the paradoxical ability to assimilate into a culture and then break the status quo.

  [5:42] Skyrocket in flight: Jose recounts his journey from consulting into automotive and his vision to take Ancor from a label-making company to an innovator of software solutions.

  [10:46] Millennials want more: Jan says there’s a reluctance in traditional automotive to give leadership roles to younger people — but Millenials and Gen Z are equally reluctant to accept an outdated corporate model.

  [13:41] The innovation hub: How does Jose encourage ideas from every generation on his team at Ancor? He creates a safe environment to think outside the box and fail forward to solve customer pain points.

  [19:32] Get on the same page: Jan presses for details about how Jose earns his employees’ trust. Jose explains what it means to truly be a “working CEO.”

  [22:24] ‘It takes ironclad nerves’: A lot can go wrong for a young CEO. Jose shares his mindset to be comfortable in his own skin and move the company forward. Jan recalls her interview with Daniel Pink and “the regret of inaction.”

  [24:37] Advice for auto industry leaders: Stand next to your team and encourage them to make decisions. Jose gives fellow leaders a roadmap.

  [26:14] 21 traits: Of Jan’s 21 traits of authentic leadership, Jose sees vision and resilience as most prevalent in his work at Ancor. He gives examples of how these traits apply.

  [30:31] A new KPI: At most companies, it’s a key performance indicator. Jose shares what it stands for at Ancor and explains why modern companies need servant leadership.

  [35:52] Live to work or work to live?: Jan and Jose discuss hiring trends and challenges in retaining young talent. Jose shares what he sees as the biggest need for Michigan companies.

  [40:38] Closing comments: The conversation turns to life outside of work, and Jose reveals his favorite restaurant in Detroit. Jan and Jose share their thoughts on investing in company culture. 

  
  

  Top quotes

  
  

  [12:00] Jan: “Anybody can fail at anything. But this tremendous fear that we have of failure and that it will somehow come back on us prevents us from trusting and coaching and giving that safe environment for Millennials and Gen Z to thrive. But if we don't do it, they're going to leave, aren't they?”

  [12:54] Jose: “We need to adapt and we need to pivot. And we need to work with these new generations. Millennials are 35% of the working force in the US. Gen Zs are only 5% now, but they're coming. And these two generations are looking for something totally different than the traditional leadership model.”

  [13:21] Jan: “As we all know, innovation, by definition — you try and you fail and you iterate. We cannot have innovation if we have fear of failure in the air.”

  [23:19] Jose: “If you're afraid that you're going to fail, you're done. You're going to fail eventually. You're not perfect. What are you going to do with that failure? Are you going to be sad about it for the next couple of months and regret it? Or are you going to take it as a lesson learned and say, okay, let's go again, let's do it differently?”

  [27:28] Jan: “Every Tier 1 company out there has its vision stated on its website or it's on a nicely framed poster on a wall […] They say things like, We're going to be the world-class manufacturer of this widget. That doesn't inspire anyone. Crafting a vision for a company has got to come from the heart.”

  ]]>Sign up for The Automotive Leaders Letter

  Learn more about creating your own internal company podcast

  Watch the full video on YouTube - click here

  Jose Flores is the 34-year-old CEO of a traditional Tier 1 automotive supplier — but there’s nothing traditional about the way he runs the company. While many leaders claim to disrupt the status quo, Jose actually lives it. From his innovation hub to his embrace of failure, Jose shares the techniques that help him empower a multigenerational workforce.

  “With the old-timers,” says Jose, “you need to earn their trust and respect.” That requires leading by example and getting measurable results in the workplace. But Millenials and Gen Z are often looking for a different leadership mold. Jose says the younger generations need a sense of purpose and trust in their company’s values.

  At Ancor Automotive, innovation is a value. For Jose, the space to create and test new ideas is non-negotiable, and it’s this vision that led him to overhaul his company’s structure.

  Jan dives into Jose’s rapid ascension to automotive leadership and unpacks the secrets of his quiet confidence. How is this Millennial leader transforming a 40-year-old label supplier into an innovative tech company? What is he doing to change the culture and give everyone a voice — and how can other organizations replicate his success?

  Don’t miss this powerful episode of the Automotive Leaders Podcast. If companies want to attract young talent, they can no longer rely on outdated management models and metrics-driven KPIs. Jose’s work at Ancor Automotive sets a new standard for the future of automotive leadership and inspires new possibilities for corporate innovation.

  Themes discussed in this episode: 

  • What Millennials and Gen Z workers typically want from a company
  • Building trust with a multigenerational workforce
  • What it really means to Be a Working CEO
  • Why automotive leaders should embrace failure
  • The Challenges of retaining young talent
  • A new definition of KPI
  • The importance of investing in the culture budget
  • Why modern companies require servant leadership
  
  

  Featured Guest: Jose Flores

  
  

  What he does: Jose is the CEO of Ancor Automotive and a proud disruptor in the auto industry. His talent for strategic planning and fostering innovation powered his rapid rise into executive roles. At Ancor, Jose is piloting the transformation of a 40-year-old labeling company into a leader in software solutions for mobility manufacturers.

  On leadership: “I'm a very technical, working CEO. I get into the nitty-gritty. If a machine breaks, I'm there watching it, trying to fix it by myself. If we're short-handed, I'll go there and help. I earn the respect of the people who have long tenure here by leading by example. I'm not just here in my fancy office, typing and having coffee. I'm there with you in the trenches, making it happen.”

  
  

  Episode Highlights

  Timestamped inflection points from the show

  
  

  [0:58] Pardon the disruption: How does a 34-year-old become the CEO of a traditional Tier 1 supplier? Jose possesses the paradoxical ability to assimilate into a culture and then break the status quo.

  [5:42] Skyrocket in flight: Jose recounts his journey from consulting into automotive and his vision to take Ancor from a label-making company to an innovator of software solutions.

  [10:46] Millennials want more: Jan says there’s a reluctance in traditional automotive to give leadership roles to younger people — but Millenials and Gen Z are equally reluctant to accept an outdated corporate model.

  [13:41] The innovation hub: How does Jose encourage ideas from every generation on his team at Ancor? He creates a safe environment to think outside the box and fail forward to solve customer pain points.

  [19:32] Get on the same page: Jan presses for details about how Jose earns his employees’ trust. Jose explains what it means to truly be a “working CEO.”

  [22:24] ‘It takes ironclad nerves’: A lot can go wrong for a young CEO. Jose shares his mindset to be comfortable in his own skin and move the company forward. Jan recalls her interview with Daniel Pink and “the regret of inaction.”

  [24:37] Advice for auto industry leaders: Stand next to your team and encourage them to make decisions. Jose gives fellow leaders a roadmap.

  [26:14] 21 traits: Of Jan’s 21 traits of authentic leadership, Jose sees vision and resilience as most prevalent in his work at Ancor. He gives examples of how these traits apply.

  [30:31] A new KPI: At most companies, it’s a key performance indicator. Jose shares what it stands for at Ancor and explains why modern companies need servant leadership.

  [35:52] Live to work or work to live?: Jan and Jose discuss hiring trends and challenges in retaining young talent. Jose shares what he sees as the biggest need for Michigan companies.

  [40:38] Closing comments: The conversation turns to life outside of work, and Jose reveals his favorite restaurant in Detroit. Jan and Jose share their thoughts on investing in company culture. 

  
  

  Top quotes

  
  

  [12:00] Jan: “Anybody can fail at anything. But this tremendous fear that we have of failure and that it will somehow come back on us prevents us from trusting and coaching and giving that safe environment for Millennials and Gen Z to thrive. But if we don't do it, they're going to leave, aren't they?”

  [12:54] Jose: “We need to adapt and we need to pivot. And we need to work with these new generations. Millennials are 35% of the working force in the US. Gen Zs are only 5% now, but they're coming. And these two generations are looking for something totally different than the traditional leadership model.”

  [13:21] Jan: “As we all know, innovation, by definition — you try and you fail and you iterate. We cannot have innovation if we have fear of failure in the air.”

  [23:19] Jose: “If you're afraid that you're going to fail, you're done. You're going to fail eventually. You're not perfect. What are you going to do with that failure? Are you going to be sad about it for the next couple of months and regret it? Or are you going to take it as a lesson learned and say, okay, let's go again, let's do it differently?”

  [27:28] Jan: “Every Tier 1 company out there has its vision stated on its website or it's on a nicely framed poster on a wall […] They say things like, We're going to be the world-class manufacturer of this widget. That doesn't inspire anyone. Crafting a vision for a company has got to come from the heart.”

  ]]>5a00e14d-07cf-4ad5-9b72-a7f7fb501223Thu, 04 May 2023 07:00:00 -040047:41falsefull494944While many leaders claim to disrupt the status quo, Jose Flores actually lives it. From his innovation hub to his embrace of failure, Jose shares the techniques that help him empower a multigenerational workforce. “With the old timers,” says Jose, “you need to earn their trust and respect.” That requires leading by example and getting measurable results in the workplace. But Millenials and Gen Z are often looking for a different leadership style. Jose says the younger generations need a sense of purpose and trust in their company’s values. If companies want to attract young talent, they can no longer rely on outdated management models and metrics-driven KPIs. Jose’s work at Ancor Automotive sets a new standard for the future of automotive leadership and inspires new possibilities for corporate innovation.Why Leaders Need a Purpose, Not Just a Job DescriptionSign up for The Automotive Leaders Letter

  Learn more about creating your own internal company podcast

  After her fascinating interview with HEVO founder Jeremy McCool, Jan reflects on the idea of declaring oneself a leader. Instead of fitting a mold, many successful young leaders are making their own statements of purpose, and the results are transforming the auto industry.

  Drawing on lessons from Jeremy and other past show guests — including Michael Chime (Gen Z Ceo) and Doug Conant (former CEO of The Campbell Soup Co.)  Jan outlines a process for how leaders can remain true to themselves while creating a positive and productive company culture.

  “We can influence somebody's life,” Jan says. “We can make it better; we can make it a wonderful, meaningful, challenging, awesome experience and culture — or we can make it as miserable as sin.”

  On this episode of the Automotive Leaders Podcast, Jan challenges leaders to structure their company cultures around their value systems. Tune in for resources, inspiration, and practical questions to ask yourself as Jan speaks from her own experience in the industry. She shares a powerful story of how one of her clients stepped out with authenticity and vulnerability to radically shift her team’s culture. With the right mindset, any automotive leader can do the same. 

  This is not about what it says on the company website or a set of motivational clichés. It’s time to get real and get personal. See how a simple statement can redefine your career.

  Themes discussed in this episode: 

  
  

  • Fitting an existing mold vs. establishing a new one
  • Why Gen Z leaders often choose purpose over money
  • Seeing leadership as an influence
  • How company values are born from the leader’s vision
  • Winning in the workplace — productivity and positivity can coexist
  • Creating a high-performance team
  • The framework of a leadership statement
  • Questions every leader should ask
  
  

  Featured Expert: Jan Griffiths (Host) 

  What she does: Jan is the co-founder and president of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast.

  On leadership: “What I see coming through in the leaders of tomorrow — the leaders who will take this industry forward — they truly understand the importance of purpose, of vision, of conviction.” 

  
  

  Episode Highlights

  Timestamped inflection points from the show

  
  

  [0:57] Break the mold: Jan draws inspiration from Jeremy McCool and explains why she feels encouraged by the rising generation of automotive leadership.

  [2:03] Not your grandfather’s kind of leader: Jan contrasts her early experiences in automotive with the mindsets she observes in many Gen Z leaders, including Michael Chime of Prepared.

  [4:23] Purpose over money: Many leaders are good at articulating what they do, but not why they do it. Jan challenges leaders to reflect on more than just the bottom line.

  [5:13] ‘Leadership is influence’: An excerpt from Jeremy’s interview connects lessons from his time in the military to business leadership. Leaders must often ask people to do things that are impractical or illogical. Jeremy explains how to influence others successfully.

  [9:43] Conviction over compliance: Jan shares what she sees as the defining quality of leaders of tomorrow and how company values are born from a leader’s vision.

  [12:43] Tough but tender: It’s time to get practical. Jan recalls her interview with Doug Conant as she lays out how leaders can achieve both positive results and employee engagement.

  [16:00] Think about your role: Building form lessons in Doug’s book, The Blueprint, Jan challenges listeners to make their own leadership statements. Jan shares the success story of one of her clients.

  [18:59] Advice for auto industry leaders: Leaders should ask themselves these questions to define their leadership statements. 

  
  

  Top quotes

  
  

  [3:52] Jan: “The leaders we see coming up now are not interested in fitting a mold that somebody else has established. They're very comfortable in setting out who they are as leaders and being who they want to be. And they see leadership in a totally different way: They don't see it as a job. That's all about controlling and managing people. They don't see it that way.”

  [4:55] Jan: “We're all very good at articulating what we do and how we impact the bottom line. But how often do we sit back and think, what is our job as a leader?”

  [6:00] Jeremy: “What I learned how to do is influence people to do things that were radical. Going to war does not make sense. It really doesn't, when you think of it from a very objective point of view. Putting yourself in danger doesn't make any sense, either. So you have to learn how to influence people to do things that are really impractical.”

  [10:28] Jan: “You've heard me say many times, company values are far more than some numbers that you throw up on a chart and stick in a conference room or throw on your website. They've got to be meaningful. They've got a flow from the purpose, from the vision and, yes, you have to have conviction behind it.”

  ]]>Sign up for The Automotive Leaders Letter

  Learn more about creating your own internal company podcast

  After her fascinating interview with HEVO founder Jeremy McCool, Jan reflects on the idea of declaring oneself a leader. Instead of fitting a mold, many successful young leaders are making their own statements of purpose, and the results are transforming the auto industry.

  Drawing on lessons from Jeremy and other past show guests — including Michael Chime (Gen Z Ceo) and Doug Conant (former CEO of The Campbell Soup Co.)  Jan outlines a process for how leaders can remain true to themselves while creating a positive and productive company culture.

  “We can influence somebody's life,” Jan says. “We can make it better; we can make it a wonderful, meaningful, challenging, awesome experience and culture — or we can make it as miserable as sin.”

  On this episode of the Automotive Leaders Podcast, Jan challenges leaders to structure their company cultures around their value systems. Tune in for resources, inspiration, and practical questions to ask yourself as Jan speaks from her own experience in the industry. She shares a powerful story of how one of her clients stepped out with authenticity and vulnerability to radically shift her team’s culture. With the right mindset, any automotive leader can do the same. 

  This is not about what it says on the company website or a set of motivational clichés. It’s time to get real and get personal. See how a simple statement can redefine your career.

  Themes discussed in this episode: 

  
  

  • Fitting an existing mold vs. establishing a new one
  • Why Gen Z leaders often choose purpose over money
  • Seeing leadership as an influence
  • How company values are born from the leader’s vision
  • Winning in the workplace — productivity and positivity can coexist
  • Creating a high-performance team
  • The framework of a leadership statement
  • Questions every leader should ask
  
  

  Featured Expert: Jan Griffiths (Host) 

  What she does: Jan is the co-founder and president of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast.

  On leadership: “What I see coming through in the leaders of tomorrow — the leaders who will take this industry forward — they truly understand the importance of purpose, of vision, of conviction.” 

  
  

  Episode Highlights

  Timestamped inflection points from the show

  
  

  [0:57] Break the mold: Jan draws inspiration from Jeremy McCool and explains why she feels encouraged by the rising generation of automotive leadership.

  [2:03] Not your grandfather’s kind of leader: Jan contrasts her early experiences in automotive with the mindsets she observes in many Gen Z leaders, including Michael Chime of Prepared.

  [4:23] Purpose over money: Many leaders are good at articulating what they do, but not why they do it. Jan challenges leaders to reflect on more than just the bottom line.

  [5:13] ‘Leadership is influence’: An excerpt from Jeremy’s interview connects lessons from his time in the military to business leadership. Leaders must often ask people to do things that are impractical or illogical. Jeremy explains how to influence others successfully.

  [9:43] Conviction over compliance: Jan shares what she sees as the defining quality of leaders of tomorrow and how company values are born from a leader’s vision.

  [12:43] Tough but tender: It’s time to get practical. Jan recalls her interview with Doug Conant as she lays out how leaders can achieve both positive results and employee engagement.

  [16:00] Think about your role: Building form lessons in Doug’s book, The Blueprint, Jan challenges listeners to make their own leadership statements. Jan shares the success story of one of her clients.

  [18:59] Advice for auto industry leaders: Leaders should ask themselves these questions to define their leadership statements. 

  
  

  Top quotes

  
  

  [3:52] Jan: “The leaders we see coming up now are not interested in fitting a mold that somebody else has established. They're very comfortable in setting out who they are as leaders and being who they want to be. And they see leadership in a totally different way: They don't see it as a job. That's all about controlling and managing people. They don't see it that way.”

  [4:55] Jan: “We're all very good at articulating what we do and how we impact the bottom line. But how often do we sit back and think, what is our job as a leader?”

  [6:00] Jeremy: “What I learned how to do is influence people to do things that were radical. Going to war does not make sense. It really doesn't, when you think of it from a very objective point of view. Putting yourself in danger doesn't make any sense, either. So you have to learn how to influence people to do things that are really impractical.”

  [10:28] Jan: “You've heard me say many times, company values are far more than some numbers that you throw up on a chart and stick in a conference room or throw on your website. They've got to be meaningful. They've got a flow from the purpose, from the vision and, yes, you have to have conviction behind it.”

  ]]>fd70403c-12da-4b98-b679-432f5c2d3c84Thu, 20 Apr 2023 06:30:00 -040020:34falsefull493934After her fascinating interview with HEVO founder Jeremy McCool, Jan reflects on the idea of declaring oneself a leader. Instead of fitting a mold, many successful young leaders are making their own statements of purpose, and the results are transforming the auto industry. Drawing on lessons from Jeremy and other past show guests — including Michael Chime (Gen Z Ceo) and Doug Conant (former CEO of The Campbell Soup Co.)— Jan outlines a process for how leaders can remain true to themselves while creating a positive and productive company culture. On this episode of the Automotive Leaders Podcast, Jan challenges leaders to structure their company cultures around their value systems. Tune in for resources, inspiration and practical questions to ask yourself as Jan speaks from her own experiences in the industry. She also shares a powerful story of how one of her clients stepped out with authenticity and vulnerability to radically shift her team’s culture. With the right mindset, any automotive leader can do the same.Meet the Man Behind the EV Wireless Charging Revolution: HEVO Founder & CEO Jeremy McCoolThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  What happens when you have an idea for a start-up that’s ten years ahead of its time? Well, it helps to have conviction.

  Jeremy McCool, HEVO Founder & CEO, knew auto companies would eventually want wireless charging, but it was at a time when they weren’t even really embracing electric vehicles. “I saw it as an opportunity that was different than anything else that anybody else was putting their energy into,” he says.

  During Jeremy’s time in the U.S. Army, he helped Middle Eastern countries rebuild their power grids. It was here that he saw the true importance of power. The more auto fleets he talked to, the more he could see a need emerging — wireless charging technology. He started to observe what his few potential competitors were working on.

  “I didn't have any resources. I was not an engineer. I didn't have money. I didn't have investors lining up, didn't have a team, didn't have anything,” he says. “I just thought, You know what, I see what these guys have. I think I can do better.” 

  With that commitment, he’s making it happen today. HEVO is now partnering with one of the largest automakers. 

  Tune in to this episode of the Automotive Leaders Podcast as Jan sits down with Jeremy to talk about the EV wireless charging revolution and what it will take for tech start-up leaders to break through the silos of traditional auto companies. Hear how Jeremy started his entrepreneurial journey as an 8-year-old (!) and developed his leadership qualities. 

  Themes discussed on this episode: 

  • The importance of being able to influence a team as a leader
  • How having conviction helps drive an idea forward
  • How to get through to traditional auto companies
  • The challenges of starting a tech company in an industry where you have no experience
  • How efficiency and time management drive creativity
  
  

  Featured Guest: Jeremy McCool

  What he does: Jeremy is the Founder & CEO of HEVO, an electric vehicle wireless charging tech company. He is a U.S. Army veteran who spent 15 months in Baghdad following 9/11, and he applied the leadership skills that he learned in the military to his tech start-up, which has been at the forefront of wireless EV charging for more than a decade.

  On leadership: “If you can’t influence people to join, build something together, to get online with your vision, to move on to the next steps and go through a lot of different phases of challenges and unforeseen things that you would never know about until you got there, then you're never going to do it. Because team is everything. Without team you cannot do anything.” 

  Episode Highlights

  Timestamped inflection points from the show

  [4:05] Lessons from the military: After 9/11, Jeremy knew he wanted to join the military. He eventually worked his way up to U.S. Army Captain and spent 15 months in Baghdad. He shares what his service taught him about leadership.

  [5:27] You’re nothing without your team: Being able to influence others to build something with you is one of the single best traits of a leader, according to Jeremy. He shares why team is everything.

  [9:06] An 8-year-old business owner: Jeremy started his entrepreneurial journey early in life — very early. He was running a full-fledged business at 8-years-old, riding a paper route and providing lawn services to neighbors. He elaborates on where he got his entrepreneurial spirit.

  [15:46] A conviction for wireless charging: Conviction, according to Jan, is authentic leadership at its core. When you’ve got conviction, you can make your vision happen — no matter your skill set. Where did Jeremy get his conviction for HEVO?

  [29:01] Breaking through to the auto companies: When auto companies were still unsure of EVs, Jeremy was trying to sell them on the idea of wireless charging. He talks about what it was like going to Detroit for the first time and explaining his tech start-up to auto manufacturers. 

  [33:36] Advice for auto industry leaders: Jeremy’s biggest tip for auto industry leaders is to coach the tech companies navigate silos. Traditional automotive companies can be difficult to navigate, so companies like HEVO need guidance to figure out the process.

  [39:25] ‘The first of many’: HEVO has a partnership with a major OEM right now, and Jeremy believes this is just the start. More automakers are talking about wireless charging, and he wants his tech company to lead the charge.

  [41:42] Why HEVO?: Jeremy shares how his tech company landed on the name HEVO. Brand identity and values played a large part.

  [44:03] 21 traits: Of Jan’s 21 traits of authentic leadership, Jeremy says his top two are vision and accountability. Without those, you don’t have a focus.

  [49:45]: Remarkable efficiency: Jeremy has a no-meetings-in-the-afternoon rule at HEVO. This allows more time for creativity and efficiency, something he prides himself on and helps him set his days up for success.

  
  

  Top quotes

  [04:44] Jeremy: “What I've also learned through the process of being a leader for 20-plus years now, in all kinds of forms, is that the more that you are able to influence people to do things that are positive, the more they're willing to subject themselves to doing things that are unique to them, are out of their bounds or out of the box of what they've ever done before.”

  [07:59] Jeremy: “Set a vision. Create a mission and a purpose around it. Create values, and values that other people are willing to also get on with because the company culture is everything. You can build the greatest product in the world, but if you have a terrible company culture, it's going to destroy everything that you've built.”

  [15:46] Jan:  “This idea of conviction — conviction to your beliefs — is quite possibly one of the most important leadership traits because people feel that. It's not something that you learn, it's who you are. It's authentic leadership at its core.”

  [26:28] Jeremy: “I said, Wow, all right. These people figured it out. I think I can too. And that is the most naive decision I've ever made in my life, that one single decision. Because there was no way I should have ever thought that decision. I didn't have anything. I didn't have any resources. I was not an engineer. I didn't have money. I didn't have investors lining up, didn't have a team, didn't have anything. I just thought You know what, I see what these guys have. I think I can do better.” 

  [31:58] Jeremy: “You can actually do something radical with technology today that you've never been able to do as an automaker. You can now become a technology company. And so many of them are moving away from the idea of even personal ownership of cars and thinking about the bigger opportunities.”

  ]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  What happens when you have an idea for a start-up that’s ten years ahead of its time? Well, it helps to have conviction.

  Jeremy McCool, HEVO Founder & CEO, knew auto companies would eventually want wireless charging, but it was at a time when they weren’t even really embracing electric vehicles. “I saw it as an opportunity that was different than anything else that anybody else was putting their energy into,” he says.

  During Jeremy’s time in the U.S. Army, he helped Middle Eastern countries rebuild their power grids. It was here that he saw the true importance of power. The more auto fleets he talked to, the more he could see a need emerging — wireless charging technology. He started to observe what his few potential competitors were working on.

  “I didn't have any resources. I was not an engineer. I didn't have money. I didn't have investors lining up, didn't have a team, didn't have anything,” he says. “I just thought, You know what, I see what these guys have. I think I can do better.” 

  With that commitment, he’s making it happen today. HEVO is now partnering with one of the largest automakers. 

  Tune in to this episode of the Automotive Leaders Podcast as Jan sits down with Jeremy to talk about the EV wireless charging revolution and what it will take for tech start-up leaders to break through the silos of traditional auto companies. Hear how Jeremy started his entrepreneurial journey as an 8-year-old (!) and developed his leadership qualities. 

  Themes discussed on this episode: 

  • The importance of being able to influence a team as a leader
  • How having conviction helps drive an idea forward
  • How to get through to traditional auto companies
  • The challenges of starting a tech company in an industry where you have no experience
  • How efficiency and time management drive creativity
  
  

  Featured Guest: Jeremy McCool

  What he does: Jeremy is the Founder & CEO of HEVO, an electric vehicle wireless charging tech company. He is a U.S. Army veteran who spent 15 months in Baghdad following 9/11, and he applied the leadership skills that he learned in the military to his tech start-up, which has been at the forefront of wireless EV charging for more than a decade.

  On leadership: “If you can’t influence people to join, build something together, to get online with your vision, to move on to the next steps and go through a lot of different phases of challenges and unforeseen things that you would never know about until you got there, then you're never going to do it. Because team is everything. Without team you cannot do anything.” 

  Episode Highlights

  Timestamped inflection points from the show

  [4:05] Lessons from the military: After 9/11, Jeremy knew he wanted to join the military. He eventually worked his way up to U.S. Army Captain and spent 15 months in Baghdad. He shares what his service taught him about leadership.

  [5:27] You’re nothing without your team: Being able to influence others to build something with you is one of the single best traits of a leader, according to Jeremy. He shares why team is everything.

  [9:06] An 8-year-old business owner: Jeremy started his entrepreneurial journey early in life — very early. He was running a full-fledged business at 8-years-old, riding a paper route and providing lawn services to neighbors. He elaborates on where he got his entrepreneurial spirit.

  [15:46] A conviction for wireless charging: Conviction, according to Jan, is authentic leadership at its core. When you’ve got conviction, you can make your vision happen — no matter your skill set. Where did Jeremy get his conviction for HEVO?

  [29:01] Breaking through to the auto companies: When auto companies were still unsure of EVs, Jeremy was trying to sell them on the idea of wireless charging. He talks about what it was like going to Detroit for the first time and explaining his tech start-up to auto manufacturers. 

  [33:36] Advice for auto industry leaders: Jeremy’s biggest tip for auto industry leaders is to coach the tech companies navigate silos. Traditional automotive companies can be difficult to navigate, so companies like HEVO need guidance to figure out the process.

  [39:25] ‘The first of many’: HEVO has a partnership with a major OEM right now, and Jeremy believes this is just the start. More automakers are talking about wireless charging, and he wants his tech company to lead the charge.

  [41:42] Why HEVO?: Jeremy shares how his tech company landed on the name HEVO. Brand identity and values played a large part.

  [44:03] 21 traits: Of Jan’s 21 traits of authentic leadership, Jeremy says his top two are vision and accountability. Without those, you don’t have a focus.

  [49:45]: Remarkable efficiency: Jeremy has a no-meetings-in-the-afternoon rule at HEVO. This allows more time for creativity and efficiency, something he prides himself on and helps him set his days up for success.

  
  

  Top quotes

  [04:44] Jeremy: “What I've also learned through the process of being a leader for 20-plus years now, in all kinds of forms, is that the more that you are able to influence people to do things that are positive, the more they're willing to subject themselves to doing things that are unique to them, are out of their bounds or out of the box of what they've ever done before.”

  [07:59] Jeremy: “Set a vision. Create a mission and a purpose around it. Create values, and values that other people are willing to also get on with because the company culture is everything. You can build the greatest product in the world, but if you have a terrible company culture, it's going to destroy everything that you've built.”

  [15:46] Jan:  “This idea of conviction — conviction to your beliefs — is quite possibly one of the most important leadership traits because people feel that. It's not something that you learn, it's who you are. It's authentic leadership at its core.”

  [26:28] Jeremy: “I said, Wow, all right. These people figured it out. I think I can too. And that is the most naive decision I've ever made in my life, that one single decision. Because there was no way I should have ever thought that decision. I didn't have anything. I didn't have any resources. I was not an engineer. I didn't have money. I didn't have investors lining up, didn't have a team, didn't have anything. I just thought You know what, I see what these guys have. I think I can do better.” 

  [31:58] Jeremy: “You can actually do something radical with technology today that you've never been able to do as an automaker. You can now become a technology company. And so many of them are moving away from the idea of even personal ownership of cars and thinking about the bigger opportunities.”

  ]]>92c63909-bdab-4220-b9d8-dc073bf13e7eThu, 06 Apr 2023 07:00:00 -040053:59falsefull492924What happens when you have an idea for a start-up that’s ten years ahead of its time? Well, it helps to have conviction. Jeremy McCool, HEVO Founder & CEO, knew auto companies would eventually want wireless charging, but it was at a time when they weren’t even really embracing electric vehicles. “I saw it as an opportunity that was different than anything else that anybody else was putting their energy into,” he says. During his time in the military rebuilding power grids in the Middle East, Jeremy discovered the effect that power has on everything. Combined with his interest in sustaining a healthy environment, EVs piqued Jeremy’s interest. In this episode, Jan speaks to Jeremy about the EV wireless charging revolution, and what it takes for a tech start-up to break through the silos of traditional auto companies.When Amazon Meets Automotive Leadership: Insights from Wendy BauerWatch the full video on YouTube - click here

  Everyone wants to know about Amazon. Its ultra-fast, customer-centric culture couldn’t be more different from traditional automotive, but in the age of software-defined vehicles, leveraging cloud technology is vital for OEMs.

  Wendy Bauer has a strong background in traditional automotive and currently serves as the general manager of Amazon Web Services (AWS) for automotive and manufacturing. AWS helps companies operate more efficiently and better understand their customers’ needs. Yet despite the limitless capabilities, there are often challenges in bringing enterprise cloud computing to the auto industry.

  “These two worlds are colliding in many ways,” says Wendy, “but they talk past each other — often. I see it every day.”

  To remove the obstacles, companies need a culture of innovation. It’s more than just cloud computing or performance diagnostics. Partnering with tech companies is a strategic decision that requires enterprise-level buy-in. From rethinking workflows to creating top-down changes in the corporate mindset, automotive leaders can unlock the potential of a full-scale digital transformation.

  Wendy joins the Automotive Leaders Podcast to share more about what’s possible with Amazon Web Services. Jan presses for details about how OEMs can accelerate forward to prioritize big data. These aren’t far-fetched, futuristic ideas. But for change to happen, companies need to embrace it.

  Themes discussed in this episode:

  ●      How Amazon Web Services can help the automotive industry

  ●      Why OEMs need big data to stay competitive in today’s market

  ●      The steps involved for an OEM to purchase cloud services

  ●      Why do so many companies struggle to implement enterprise-level solutions

  ●      The importance of failure in a culture of innovation

  ●      Listening skills as the key to open communication

  ●      The mindset required to maximize the potential of cloud technology

  Guest: Wendy Bauer

  What she does: Following a successful career in the auto industry, Wendy has worked with Amazon Web Services since 2019. She currently serves as the general manager for automotive and manufacturing, where she helps automotive companies leverage data and cloud-based technology to develop new products and work more efficiently.

   On leadership: “[Listening] can’t be understated … we will far sub-optimize what is possible with our organizations as leaders if we don't listen more than then we speak.”

  Episode Highlights

  Timestamped inflection points from the show

  [0:58] Ask Alexa: Everyone knows about Amazon’s fast delivery speeds and home devices, but what are they doing in auto? Wendy describes the mission of Amazon Web Services for automotive.

   [3:48] Put simply: What does “leveraging cloud-based IT capabilities to maximize value” really mean? Wendy explains how Amazon collects data to help OEMs understand their customers’ needs.

   [6:03] Problem solving for optimization: Many automotive companies recognize the strategic decision of partnering with technology companies. Jan and Wendy discuss how OEMs purchase cloud services.

   [9:05] Speaking the same language: The tech and automotive worlds often talk past each other. What does it take to bridge the gap in communication? Wendy gives an example.

   [14:04] The speed of innovation: Wendy shares the difference between a one-way door and a two-way door — a mental model for implementing new ideas.

  [16:59] Advice for auto industry leaders: How can leaders create space to fail and a culture of innovation? Jan and Wendy discuss the importance of different perspectives.

   [22:22] Building the ecosystem: The conversation turns to the future implications of software-defined vehicles. How will they affect the business model of OEMs?

  [27:52] 21 traits: Of Jan’s 21 traits of authentic leadership, Wendy chooses trust and listening skills. She says that in complex business dealings, partnering is an art form. You can’t play the “blame game.”

   [36:17] Get in the boat: Jan asks about the fun stuff. Wendy brags about her team and shares her leadership secret for how they work so well together.

  [42:31] Closing comments: Wendy challenges automotive leaders to challenge their understanding of what is truly possible.

  Top quotes

  [12:34] Wendy: “When you start to talk about technology transformation, generally things that are very valuable at an enterprise level and don't fit squarely into a bucket … technology is one variable. There's culture, there's [the] business process, there's data flow — there are so many layers to this onion.”

   [17:02] Jan: “In a lot of Tier 1 [companies] out there, the CEO will talk about innovation, and then he'll look at his VP of engineering or technology and go, ‘You’ve got that on your agenda for this year.’ And it's like, no, wait a minute — slow down. Innovation is part of the culture. It's not a thing that somebody does.”

   [30:23] Wendy: “I can't underscore the trust piece [enough]. Every minute of every day in

  every conversation … in the speed that we're moving, [with] the complexity of the problems that have to be solved and the opportunities that we all have in working together, that single thread of trust just has to be there, or you not going to get anywhere.”

  [38:19] Wendy: “At one of my employers along the way, I learned this notion of bad news first. Go solve it. It's not about blame. It's about making that constant improvement on behalf of the customer. I want to know what's wrong because we want to get better.”

  [44:28] Wendy: “There’s such an opportunity to really advance our understanding of what is possible and what is here [with digital transformation]. It is not far away.”

  ]]>Watch the full video on YouTube - click here

  Everyone wants to know about Amazon. Its ultra-fast, customer-centric culture couldn’t be more different from traditional automotive, but in the age of software-defined vehicles, leveraging cloud technology is vital for OEMs.

  Wendy Bauer has a strong background in traditional automotive and currently serves as the general manager of Amazon Web Services (AWS) for automotive and manufacturing. AWS helps companies operate more efficiently and better understand their customers’ needs. Yet despite the limitless capabilities, there are often challenges in bringing enterprise cloud computing to the auto industry.

  “These two worlds are colliding in many ways,” says Wendy, “but they talk past each other — often. I see it every day.”

  To remove the obstacles, companies need a culture of innovation. It’s more than just cloud computing or performance diagnostics. Partnering with tech companies is a strategic decision that requires enterprise-level buy-in. From rethinking workflows to creating top-down changes in the corporate mindset, automotive leaders can unlock the potential of a full-scale digital transformation.

  Wendy joins the Automotive Leaders Podcast to share more about what’s possible with Amazon Web Services. Jan presses for details about how OEMs can accelerate forward to prioritize big data. These aren’t far-fetched, futuristic ideas. But for change to happen, companies need to embrace it.

  Themes discussed in this episode:

  ●      How Amazon Web Services can help the automotive industry

  ●      Why OEMs need big data to stay competitive in today’s market

  ●      The steps involved for an OEM to purchase cloud services

  ●      Why do so many companies struggle to implement enterprise-level solutions

  ●      The importance of failure in a culture of innovation

  ●      Listening skills as the key to open communication

  ●      The mindset required to maximize the potential of cloud technology

  Guest: Wendy Bauer

  What she does: Following a successful career in the auto industry, Wendy has worked with Amazon Web Services since 2019. She currently serves as the general manager for automotive and manufacturing, where she helps automotive companies leverage data and cloud-based technology to develop new products and work more efficiently.

   On leadership: “[Listening] can’t be understated … we will far sub-optimize what is possible with our organizations as leaders if we don't listen more than then we speak.”

  Episode Highlights

  Timestamped inflection points from the show

  [0:58] Ask Alexa: Everyone knows about Amazon’s fast delivery speeds and home devices, but what are they doing in auto? Wendy describes the mission of Amazon Web Services for automotive.

   [3:48] Put simply: What does “leveraging cloud-based IT capabilities to maximize value” really mean? Wendy explains how Amazon collects data to help OEMs understand their customers’ needs.

   [6:03] Problem solving for optimization: Many automotive companies recognize the strategic decision of partnering with technology companies. Jan and Wendy discuss how OEMs purchase cloud services.

   [9:05] Speaking the same language: The tech and automotive worlds often talk past each other. What does it take to bridge the gap in communication? Wendy gives an example.

   [14:04] The speed of innovation: Wendy shares the difference between a one-way door and a two-way door — a mental model for implementing new ideas.

  [16:59] Advice for auto industry leaders: How can leaders create space to fail and a culture of innovation? Jan and Wendy discuss the importance of different perspectives.

   [22:22] Building the ecosystem: The conversation turns to the future implications of software-defined vehicles. How will they affect the business model of OEMs?

  [27:52] 21 traits: Of Jan’s 21 traits of authentic leadership, Wendy chooses trust and listening skills. She says that in complex business dealings, partnering is an art form. You can’t play the “blame game.”

   [36:17] Get in the boat: Jan asks about the fun stuff. Wendy brags about her team and shares her leadership secret for how they work so well together.

  [42:31] Closing comments: Wendy challenges automotive leaders to challenge their understanding of what is truly possible.

  Top quotes

  [12:34] Wendy: “When you start to talk about technology transformation, generally things that are very valuable at an enterprise level and don't fit squarely into a bucket … technology is one variable. There's culture, there's [the] business process, there's data flow — there are so many layers to this onion.”

   [17:02] Jan: “In a lot of Tier 1 [companies] out there, the CEO will talk about innovation, and then he'll look at his VP of engineering or technology and go, ‘You’ve got that on your agenda for this year.’ And it's like, no, wait a minute — slow down. Innovation is part of the culture. It's not a thing that somebody does.”

   [30:23] Wendy: “I can't underscore the trust piece [enough]. Every minute of every day in

  every conversation … in the speed that we're moving, [with] the complexity of the problems that have to be solved and the opportunities that we all have in working together, that single thread of trust just has to be there, or you not going to get anywhere.”

  [38:19] Wendy: “At one of my employers along the way, I learned this notion of bad news first. Go solve it. It's not about blame. It's about making that constant improvement on behalf of the customer. I want to know what's wrong because we want to get better.”

  [44:28] Wendy: “There’s such an opportunity to really advance our understanding of what is possible and what is here [with digital transformation]. It is not far away.”

  ]]>85216587-4858-41b5-8930-1c12a656b52dThu, 23 Mar 2023 07:00:00 -040047:19falsefull491914Everyone wants to know about Amazon. Its ultra-fast, customer-centric culture couldn’t be more different from traditional automotive. But in the age of software-defined vehicles, leveraging cloud technology is vital for OEMs. Wendy Bauer, the general manager of Amazon Web Services (AWS) for automotive and manufacturing, finds that despite the limitless capabilities, there are often challenges in bringing enterprise cloud computing to the auto industry. To remove the obstacles, companies need a culture of innovation. Wendy joins the Automotive Leaders Podcast to share more about what’s possible with Amazon Web Services. Jan presses for details about how OEMs can accelerate forward to prioritize big data and digital transformation. These aren’t far-fetched, futuristic ideas. But for change to happen, companies need to embrace it.The Future of Automotive Leadership: Gen Z and Millennial Views on Mary BuchzeigerFull video on YouTube - Click here

  Would you work for Mary Buchzeiger? Following her electrifying interview with the CEO of Lucerne International, Jan invites two automotive leaders of different generations to deconstruct Mary’s inspiring — and unconventional — company culture of trust and accountability.

  Seeking both Gen Z and Millennial perspectives on the future of automotive leadership, Jan speaks to two rising stars in the auto industry. Mary Mason is a Senior HR Business Partner at AirBoss, and Mark Hebert is a Vice President of Sales and Business Development at Woodbridge. While both of them look up to Mary Buchzeiger’s ideals, they find them difficult to live out in practice.

  “Building that structure of trust and accountability can definitely be a struggle,” Mary Mason says. 

  From rising costs and supply chain issues to work-life balance and raising kids, automotive leaders face no shortage of challenges. How can leaders build the kind of culture that Mary Buchzeigher describes?

  On this episode of the Automotive Leaders Podcast, Jan and her guests get real about why so many companies struggle with fostering trust and empowering their employees. Yet there is hope for the future. Gen Z especially has little tolerance for outdated systems of management, and they’re making moves to do something about it. Mary Buchzeiger’s model of resilience shows that leaders don’t have to be aggressive in order to be strong.

  Themes discussed on this episode: 

  • Self-awareness in leadership and the ability to pivot
  • How to bring levity while keeping a meeting on task
  • Gender equity and changing expectations in the workforce
  • Power dynamics that hinder a culture of trust
  • Accountability systems that lead to results
  
  

  Featured Guest: Mary Mason

  What she does: Mary is a Senior HR Business Partner at AirBoss supporting both plant and corporate employees. She worked her way up since joining the company as an intern four years ago.

  On leadership: “It’s really important to have [a trusting] relationship and rapport with your employees, to have them give you honest feedback and to get criticism. You don't want sycophants on the team, right? You can't just agree to everything.”

  
  

  Featured Guest: Mark Hebert

  What he does: Mark is the Vice President of Sales and Business Development for North and South America at Woodbridge. As a provider of global material technologies, Woodbridge serves a diverse customer base in automotive, healthcare, packaging and other industries. 

  On leadership: “From a leadership standpoint, as long as I have clear goals and objectives — I've been told what the expectation is and I'm given the freedom to try to meet those challenges however I want to — I will be happy with that. I don't need things to be perfect.”

  
  

  Episode Highlights

  Timestamped inflection points from the show

  [3:08] What stood out to you?: Mary and Mark share their favorite moments of the Mary Buchzeiger interview. Many of her ideals are challenging to emulate.

  [7:50] Throwing squirrels: Jan and her guests react to Mary Buchzeiger’s unusual way of keeping a meeting on task.

  [11:01] Meetings are an art form: Mark explains the importance of both having some levity and measurable goals in a meeting agenda.

  [15:08] Family matters: The conversation turns to Mary Buchzeiger’s supportive marriage. It’s personal for Mark as he shares about the sacrifice his wife makes for their family.

  [18:30] Gender equity: Jan discusses the stigma around choosing family over work, and Mark predicts a big change that companies will need to make to keep Gen Z leaders on their teams.

  [22:44] 21 Traits: Mary names her top three from Jan’s 21 Traits of Authentic Leadership and shares why leaders need to welcome honest feedback. As for Mark, everything comes down to just one leadership trait.

  [27:42] Advice for auto industry leaders: Bosses have more control over their employees than they often realize. Jan, Mary and Mark discuss the implications of this power imbalance.

  [31:38] The F-bomb: Feelings: With so much emphasis on goals and metrics, what about the emotional component of leadership? Jan and Mary share their thoughts.

  [33:14] Closing comments: Would you work for Mary Buchzeiger? Mary and Mark submit their final answers — although Mark’s comes with an important caveat.

  Top quotes

  [19:50] Jan: “There's this thing called life, and there are many facets to it. You can't be all work.”

  [24:06] Jan: “You talk to any leader and they'll say, ‘Oh, I empower my team.’ And then next thing you know, they're the most ridiculous micromanager on the planet … You’ve got to give people things that really throw them in the deep end and let them sink or swim.”

  [27:53] Jan: “When you control the paycheck, you control [your employees’] lives. You control their ability to pay their mortgage, to put food on the table, and to live the life they want to live. … It's something that you've got to be very careful with, and it's something that you have to respect.”

  [30:09] Mary: “[Pushing back] helps better the business … The people that have egos, you can't push them nearly as hard, right? So they're getting less feedback from their team.”

  [31:30] Mark: “I've worked for some great men and women throughout my career. I've seen some really good examples, and I've tried to pull from every single one of them. I think it's a lot of like, ‘How did that make me feel when that situation came up? Okay, I never want to make someone feel like that.’ Or, ‘I always wanna make someone feel like that.’”

  ]]>Full video on YouTube - Click here

  Would you work for Mary Buchzeiger? Following her electrifying interview with the CEO of Lucerne International, Jan invites two automotive leaders of different generations to deconstruct Mary’s inspiring — and unconventional — company culture of trust and accountability.

  Seeking both Gen Z and Millennial perspectives on the future of automotive leadership, Jan speaks to two rising stars in the auto industry. Mary Mason is a Senior HR Business Partner at AirBoss, and Mark Hebert is a Vice President of Sales and Business Development at Woodbridge. While both of them look up to Mary Buchzeiger’s ideals, they find them difficult to live out in practice.

  “Building that structure of trust and accountability can definitely be a struggle,” Mary Mason says. 

  From rising costs and supply chain issues to work-life balance and raising kids, automotive leaders face no shortage of challenges. How can leaders build the kind of culture that Mary Buchzeigher describes?

  On this episode of the Automotive Leaders Podcast, Jan and her guests get real about why so many companies struggle with fostering trust and empowering their employees. Yet there is hope for the future. Gen Z especially has little tolerance for outdated systems of management, and they’re making moves to do something about it. Mary Buchzeiger’s model of resilience shows that leaders don’t have to be aggressive in order to be strong.

  Themes discussed on this episode: 

  • Self-awareness in leadership and the ability to pivot
  • How to bring levity while keeping a meeting on task
  • Gender equity and changing expectations in the workforce
  • Power dynamics that hinder a culture of trust
  • Accountability systems that lead to results
  
  

  Featured Guest: Mary Mason

  What she does: Mary is a Senior HR Business Partner at AirBoss supporting both plant and corporate employees. She worked her way up since joining the company as an intern four years ago.

  On leadership: “It’s really important to have [a trusting] relationship and rapport with your employees, to have them give you honest feedback and to get criticism. You don't want sycophants on the team, right? You can't just agree to everything.”

  
  

  Featured Guest: Mark Hebert

  What he does: Mark is the Vice President of Sales and Business Development for North and South America at Woodbridge. As a provider of global material technologies, Woodbridge serves a diverse customer base in automotive, healthcare, packaging and other industries. 

  On leadership: “From a leadership standpoint, as long as I have clear goals and objectives — I've been told what the expectation is and I'm given the freedom to try to meet those challenges however I want to — I will be happy with that. I don't need things to be perfect.”

  
  

  Episode Highlights

  Timestamped inflection points from the show

  [3:08] What stood out to you?: Mary and Mark share their favorite moments of the Mary Buchzeiger interview. Many of her ideals are challenging to emulate.

  [7:50] Throwing squirrels: Jan and her guests react to Mary Buchzeiger’s unusual way of keeping a meeting on task.

  [11:01] Meetings are an art form: Mark explains the importance of both having some levity and measurable goals in a meeting agenda.

  [15:08] Family matters: The conversation turns to Mary Buchzeiger’s supportive marriage. It’s personal for Mark as he shares about the sacrifice his wife makes for their family.

  [18:30] Gender equity: Jan discusses the stigma around choosing family over work, and Mark predicts a big change that companies will need to make to keep Gen Z leaders on their teams.

  [22:44] 21 Traits: Mary names her top three from Jan’s 21 Traits of Authentic Leadership and shares why leaders need to welcome honest feedback. As for Mark, everything comes down to just one leadership trait.

  [27:42] Advice for auto industry leaders: Bosses have more control over their employees than they often realize. Jan, Mary and Mark discuss the implications of this power imbalance.

  [31:38] The F-bomb: Feelings: With so much emphasis on goals and metrics, what about the emotional component of leadership? Jan and Mary share their thoughts.

  [33:14] Closing comments: Would you work for Mary Buchzeiger? Mary and Mark submit their final answers — although Mark’s comes with an important caveat.

  Top quotes

  [19:50] Jan: “There's this thing called life, and there are many facets to it. You can't be all work.”

  [24:06] Jan: “You talk to any leader and they'll say, ‘Oh, I empower my team.’ And then next thing you know, they're the most ridiculous micromanager on the planet … You’ve got to give people things that really throw them in the deep end and let them sink or swim.”

  [27:53] Jan: “When you control the paycheck, you control [your employees’] lives. You control their ability to pay their mortgage, to put food on the table, and to live the life they want to live. … It's something that you've got to be very careful with, and it's something that you have to respect.”

  [30:09] Mary: “[Pushing back] helps better the business … The people that have egos, you can't push them nearly as hard, right? So they're getting less feedback from their team.”

  [31:30] Mark: “I've worked for some great men and women throughout my career. I've seen some really good examples, and I've tried to pull from every single one of them. I think it's a lot of like, ‘How did that make me feel when that situation came up? Okay, I never want to make someone feel like that.’ Or, ‘I always wanna make someone feel like that.’”

  ]]>f21524d0-976d-40ce-9d6c-e0b5d2359b22Thu, 09 Mar 2023 07:00:00 -040034:04falsefull490904Would you work for Mary Buchzeiger? Following her electrifying interview with the CEO of Lucerne International, Jan invites two automotive leaders of different generations to deconstruct Mary’s inspiring — and unconventional — company culture of trust and accountability. But in practice, it’s not so easy to foster trust and empower employees. Most organizations struggle to create a system that works. Seeking both Gen Z and Millenial perspectives on the future of automotive leadership, Jan speaks to two rising stars in the auto industry, Mary Mason and Mark Hebert. From increasing costs and supply chain issues to work-life balance and raising kids, automotive leaders face no shortage of challenges. Jan, Mary, and Mark discuss whether leaders can build the kind of culture that Mary Buchzeigher proposes in the face of today’s challenges.Business Operating Systems for the Auto Industry with Preston TrueLearn more about creating your own internal company podcast

  Sign up for The Automotive Leaders Letter

  Watch the full video on YouTube - click here

  Following her eye-opening interview with Mary Buchzeiger, CEO of Lucerne International, Jan wanted to know about how companies can achieve their long-term visions with business operating systems. To understand the concept, Jan speaks with Preston True, the coach who helped Mary establish a goals-driven culture at Lucerne.

  Preston says that, fundamentally, there’s no difference between a tiny startup and a multinational corporation. Businesses of any size can develop successful operating systems built on the same simple frameworks.

  A lot of leaders think that their company is too unique or different for Preston’s ideas to work for them, but he’s never found that to be true. Speaking from personal experience with both business success and the dark moments of entrepreneurship, Preston makes the case that a few guiding principles can help any organization radically transform its goal-setting process.

  “There’s no magic in this whole process,” Preston says. “It’s really just reverse engineering. I want to ask the question — what do I need to do today that’s going to give me the result that I want 10 years out?”

  Too often the automotive industry relies on lagging indicators to measure progress toward goals. Preston explains how better accountability and a “dumbed-down” vision can create a more effective growth plan.

  Join this special episode of the Automotive Leaders Podcast as Jan and Preston get real about why so many organizations overcomplicate their strategies and discuss how crystal-clear expectations and frequent course corrections can help any business succeed.

  Themes discussed on this episode: 

  • The functional components of organizing a business
  • The frameworks that make a business operating system
  • Why people need to have a cultural fit and a productivity fit
  • The process of reverse engineering day-to-day priorities
  • Why many automotive companies fail in their strategic initiatives
  • How leadership can effectively hold employees accountable
  • The importance of empathy and challenge in giving feedback
  
  

  Featured Guest: Preston True

  What he does: Preston is an entrepreneurial leadership coach and business operating systems guru. His consultancy, Get TPA Fit, helps companies go “from stuck to unstoppable” with consistent, measurable growth. He’s also a founding member of Pinnacle Business Guides.

  On leadership: “[Resiliency] is not just, I can weather each quarter or I have the stamina to do great work over long periods of time. It's actually in that moment when you and I may have a disagreement, in which case, I can not fall victim to all the stories that are manufactured in my mind. [...] You're offering me feedback. It might be a little tough [but] what a great opportunity and a gift.” 

  Episode Highlights

  Timestamped inflection points from the show

  [0:57] Diving deeper: This is a special episode — Jan explains how her interview with Mary Buchzeiger of Lucerne International struck a chord about business operating systems.

  [2:38] ‘It’s not magic’: Preston explains how organizing a business starts with some fundamental functional components.

  [5:06] Components defined: Jan wants details, and Preston names the five frameworks that create a strong business operating system.

  [7:07] From excuse to opportunity: Preston calls out the number one reason companies give to justify their underperformance and says organizations need to “dumb things down.”

  [10:07] The right people in the right seats: Where does Preston begin when he consults with a business? He breaks down how to think about forming teams and the operational pipeline. Ignoring this principle is enormously costly.

  [14:30] Big, hairy, audacious goals: Jan expresses the dangers of leaders staying in the weeds, and Preston explains how reverse engineering a goal helps set priorities.

  [17:56] Top of the mind: Jan observes that many automotive companies struggle with keeping to their strategic initiatives. Preston suggests how to keep goals front and center.

  [20:28] See it in action: Does a business operating system really work? Preston gives examples of past and present clients who have found success with these simple tactics.

  [23:26] ‘Peer pressure works’: Goal-setting is great in theory, but how do you hold people accountable to prioritize the right behaviors? Preston explains how and why small course corrections keep everyone on track.

  [27:38] Advice for auto industry leaders: Preston invites anyone in leadership to see feedback as an opportunity and a gift. Empathy and a willingness to challenge others must be present.

  Top quotes

  [3:44] Preston: “A three-person company, when it comes to organizing itself isn't, isn't really that much different than a 30,000-person company. There are different flavors of the issues and different flavors of the opportunity, but fundamentally, it boils down to a few core components that you want to strengthen.”

  [7:46] Preston: “I have worked with over 150 organizations in the last nine years. They have all said to me, Yeah, but we're unique, or We're different. The reason they're saying it turns out the exact same every single time — We just don't want to do the heavy lifting required to make ourselves stronger, faster, and smarter.”

  [13:25] Preston: “Jim Collins said in his ‘Good to Great’ book, you have to get the right people in the right seats on the bus, then let’s figure out where that bus is going. I want to do both simultaneously. I don't want to be driving aimlessly.”

  [26:51] Jan: “There has to be a safe environment in which to operate. There has to be transparency to those metrics, and there has to be trust. In so many organizations, if I'm missing my metric, I don't want to tell you because I don't want you to jump on me […] It takes a very strong leader to create that environment of psychological safety and also promote trust.”

  [30:12] Preston: “Imagine if we consistently challenged each other not to just be better generally but to say, you have a goal, you have a desire […] How can I help you and challenge you to be better at what you're doing in the next five minutes than you were the last five minutes?”

  ]]>Learn more about creating your own internal company podcast

  Sign up for The Automotive Leaders Letter

  Watch the full video on YouTube - click here

  Following her eye-opening interview with Mary Buchzeiger, CEO of Lucerne International, Jan wanted to know about how companies can achieve their long-term visions with business operating systems. To understand the concept, Jan speaks with Preston True, the coach who helped Mary establish a goals-driven culture at Lucerne.

  Preston says that, fundamentally, there’s no difference between a tiny startup and a multinational corporation. Businesses of any size can develop successful operating systems built on the same simple frameworks.

  A lot of leaders think that their company is too unique or different for Preston’s ideas to work for them, but he’s never found that to be true. Speaking from personal experience with both business success and the dark moments of entrepreneurship, Preston makes the case that a few guiding principles can help any organization radically transform its goal-setting process.

  “There’s no magic in this whole process,” Preston says. “It’s really just reverse engineering. I want to ask the question — what do I need to do today that’s going to give me the result that I want 10 years out?”

  Too often the automotive industry relies on lagging indicators to measure progress toward goals. Preston explains how better accountability and a “dumbed-down” vision can create a more effective growth plan.

  Join this special episode of the Automotive Leaders Podcast as Jan and Preston get real about why so many organizations overcomplicate their strategies and discuss how crystal-clear expectations and frequent course corrections can help any business succeed.

  Themes discussed on this episode: 

  • The functional components of organizing a business
  • The frameworks that make a business operating system
  • Why people need to have a cultural fit and a productivity fit
  • The process of reverse engineering day-to-day priorities
  • Why many automotive companies fail in their strategic initiatives
  • How leadership can effectively hold employees accountable
  • The importance of empathy and challenge in giving feedback
  
  

  Featured Guest: Preston True

  What he does: Preston is an entrepreneurial leadership coach and business operating systems guru. His consultancy, Get TPA Fit, helps companies go “from stuck to unstoppable” with consistent, measurable growth. He’s also a founding member of Pinnacle Business Guides.

  On leadership: “[Resiliency] is not just, I can weather each quarter or I have the stamina to do great work over long periods of time. It's actually in that moment when you and I may have a disagreement, in which case, I can not fall victim to all the stories that are manufactured in my mind. [...] You're offering me feedback. It might be a little tough [but] what a great opportunity and a gift.” 

  Episode Highlights

  Timestamped inflection points from the show

  [0:57] Diving deeper: This is a special episode — Jan explains how her interview with Mary Buchzeiger of Lucerne International struck a chord about business operating systems.

  [2:38] ‘It’s not magic’: Preston explains how organizing a business starts with some fundamental functional components.

  [5:06] Components defined: Jan wants details, and Preston names the five frameworks that create a strong business operating system.

  [7:07] From excuse to opportunity: Preston calls out the number one reason companies give to justify their underperformance and says organizations need to “dumb things down.”

  [10:07] The right people in the right seats: Where does Preston begin when he consults with a business? He breaks down how to think about forming teams and the operational pipeline. Ignoring this principle is enormously costly.

  [14:30] Big, hairy, audacious goals: Jan expresses the dangers of leaders staying in the weeds, and Preston explains how reverse engineering a goal helps set priorities.

  [17:56] Top of the mind: Jan observes that many automotive companies struggle with keeping to their strategic initiatives. Preston suggests how to keep goals front and center.

  [20:28] See it in action: Does a business operating system really work? Preston gives examples of past and present clients who have found success with these simple tactics.

  [23:26] ‘Peer pressure works’: Goal-setting is great in theory, but how do you hold people accountable to prioritize the right behaviors? Preston explains how and why small course corrections keep everyone on track.

  [27:38] Advice for auto industry leaders: Preston invites anyone in leadership to see feedback as an opportunity and a gift. Empathy and a willingness to challenge others must be present.

  Top quotes

  [3:44] Preston: “A three-person company, when it comes to organizing itself isn't, isn't really that much different than a 30,000-person company. There are different flavors of the issues and different flavors of the opportunity, but fundamentally, it boils down to a few core components that you want to strengthen.”

  [7:46] Preston: “I have worked with over 150 organizations in the last nine years. They have all said to me, Yeah, but we're unique, or We're different. The reason they're saying it turns out the exact same every single time — We just don't want to do the heavy lifting required to make ourselves stronger, faster, and smarter.”

  [13:25] Preston: “Jim Collins said in his ‘Good to Great’ book, you have to get the right people in the right seats on the bus, then let’s figure out where that bus is going. I want to do both simultaneously. I don't want to be driving aimlessly.”

  [26:51] Jan: “There has to be a safe environment in which to operate. There has to be transparency to those metrics, and there has to be trust. In so many organizations, if I'm missing my metric, I don't want to tell you because I don't want you to jump on me […] It takes a very strong leader to create that environment of psychological safety and also promote trust.”

  [30:12] Preston: “Imagine if we consistently challenged each other not to just be better generally but to say, you have a goal, you have a desire […] How can I help you and challenge you to be better at what you're doing in the next five minutes than you were the last five minutes?”

  ]]>46d802ba-4e41-42e9-879e-f50ae2f0bce1Thu, 23 Feb 2023 07:00:00 -040032:07falsefull489894What is a business operating system? Jan welcomes Preston True to explain how the concept helps organizations nurture a goals-driven culture. Preston says that, fundamentally, there’s no difference between a tiny startup and a multinational corporation. Businesses of any size can develop successful operating systems built on the same simple frameworks. “There’s no magic in this whole process,” Preston says. “It’s really just reverse engineering. I want to ask the question — what do I need to do today that’s going to give me the result that I want 10 years out?” Join this special episode of the Automotive Leaders Podcast as Jan and Preston get real about why so many organizations overcomplicate their strategies and discuss how crystal-clear expectations and frequent course corrections can help any business succeed.Future-Focused Leadership with Mary BuchzeigerWatch the full video on YouTube - Click here

  Where most people see a roadblock, Mary Buchzeiger sees an opportunity. Her infectious optimism and willingness to step into uncertain situations have propelled her career in automotive leadership. Jan welcomes the longtime CEO of Lucerne International for a frank and intimate discussion about navigating the turbulent auto industry.

  From Lucerne’s recent decision to onshore manufacturing to the inner workings of its entrepreneurial operating system, Mary shares how her company has kept a focus on the future while adjusting to challenging situations in the present. 

  Effective ten-year plans may seem like a pipe dream to some automotive suppliers, but Mary demonstrates how a positive team culture with high accountability can yield results in any business climate. 

  “We've got crisis after crisis that we deal with just like any other business,” Mary says. She says it’s not always easy to set aside time to dream, plan and work on the business. Yet without making time for strategic projects, a business is doomed to stagnate and fail.

  On this insightful episode of the Automotive Leaders Podcast, Jan draws out the details of Mary’s most daunting professional challenges and her unwavering commitment to her family. 

  Themes discussed on this episode: 

  • Why onshoring manufacturing is growing in popularity
  • The importance of an entrepreneurial operating system
  • How to set goals as a company — and stick to them
  • Best practices for leading people in difficult times
  • Tips for successfully managing career and family
  
  

  Featured Guest: Mary Buchzeiger

  What she does: Mary is the CEO of Lucerne International, a Michigan-based global automotive supplier specializing in castings, forgings and stampings. She sits on the Automotive Hall of Fame’s board of directors, and her numerous accolades include her recognition in Automotive News’ 100 Leading Women in the North American Automotive Industry.

  On leadership: “My team and I spend a lot of time planning and looking at the future [...] Our business has an operating system. We use this framework to really help build our vision and make sure that we're all rowing in the same direction in the same boat. We all know exactly where we're going.”

  Episode Highlights

  Timestamped inflection points from the show

  [2:04] Gray area: Mary admits that she struggled with the black-and-white world of mechanical engineering early in her career. This dissatisfaction propelled her transition into company leadership.

  [4:01] Localizing for North America: Lucerne is onshoring manufacturing for the first time in 20 years while still embracing the global automotive industry. Jan and Mary discuss the industry’s progression and why onshoring is gaining popularity.

  [7:43] ‘It takes guts to stop’: How does a company break from routine and pivot its strategy? Mary shares her experience with creating an entrepreneurial operating system and the inspiration she’s drawn from Gino Wickman’s “Traction.”

  [11:02] Let’s get real: Jan asks how in the world a leader is supposed to protect time for goal setting when there are so many other issues to discuss in a quarterly meeting. Mary shares her accountability tips and says sticking to “rocks” must be non-negotiable.

  [16:34] Squirrel alert!: Jan emphasizes the importance of modeling the behavior of planning for the future, and Mary offers a creative method to stay on track.

  [19:33] ‘Running the ship together’: Trust, openness and surrounding yourself with the right people — Jan presses Mary to share how she achieves that at Lucerne.

  [22:36] Managing people: Mary says the biggest challenge facing leaders in the automotive industry is “leading through change.” Jan and Mary discuss best practices for a remote workforce.

  [28:01] 21 traits: Which of the 21 traits of authentic leadership resonates the most with Mary? Resilience — and she has several powerful stories to explain why.

  [31:06] Keep the glass half full: Jan and Mary explore how to motivate people in scary situations. Mary reveals her secret to keeping the team together.

  [32:28] On the homefront: Mary’s grateful for her husband’s support. She opens up about when she realized how hard it was to be a stay-at-home parent and shares how she and her husband keep communication lines open.

  [39:33] Advice for auto industry leaders: Mary gets candid about managing a career and family, and offers advice that applies to everyone.

  [46:03] Closing comments: Mary encourages listeners to seek opportunities even in a crisis.

  Top quotes

  [10:49] “One of the most important things that you can do is surround yourself with people that will both challenge you as well as believe in you, and believe in the vision that you have set out and work together to achieve that vision.” 

  [20:43] “Culture is everything for us. We hire, fire and even pick customers and suppliers by our core values. And we stick to those core values. We all live by them.”

  [21:26] “If I'm the smartest person in the room, I'm doing something wrong. I need experts around me. I need people that are going to advise me, people who aren't afraid to say, ‘No, I don't think that's right,’ and disagree with me. That's really important.”

  [40:42] “Work-life balance is not a balance. Stop saying that. It’s a choice, right? You are going to make the choices that you're going to make. And sometimes you have to choose your family.”

  [46:29] “Never waste a good crisis, because there's always opportunity in the middle of a crisis. So while everybody else is panicking and scrambling, just squint real hard and you can see those opportunities that are out there.”

  ]]>Watch the full video on YouTube - Click here

  Where most people see a roadblock, Mary Buchzeiger sees an opportunity. Her infectious optimism and willingness to step into uncertain situations have propelled her career in automotive leadership. Jan welcomes the longtime CEO of Lucerne International for a frank and intimate discussion about navigating the turbulent auto industry.

  From Lucerne’s recent decision to onshore manufacturing to the inner workings of its entrepreneurial operating system, Mary shares how her company has kept a focus on the future while adjusting to challenging situations in the present. 

  Effective ten-year plans may seem like a pipe dream to some automotive suppliers, but Mary demonstrates how a positive team culture with high accountability can yield results in any business climate. 

  “We've got crisis after crisis that we deal with just like any other business,” Mary says. She says it’s not always easy to set aside time to dream, plan and work on the business. Yet without making time for strategic projects, a business is doomed to stagnate and fail.

  On this insightful episode of the Automotive Leaders Podcast, Jan draws out the details of Mary’s most daunting professional challenges and her unwavering commitment to her family. 

  Themes discussed on this episode: 

  • Why onshoring manufacturing is growing in popularity
  • The importance of an entrepreneurial operating system
  • How to set goals as a company — and stick to them
  • Best practices for leading people in difficult times
  • Tips for successfully managing career and family
  
  

  Featured Guest: Mary Buchzeiger

  What she does: Mary is the CEO of Lucerne International, a Michigan-based global automotive supplier specializing in castings, forgings and stampings. She sits on the Automotive Hall of Fame’s board of directors, and her numerous accolades include her recognition in Automotive News’ 100 Leading Women in the North American Automotive Industry.

  On leadership: “My team and I spend a lot of time planning and looking at the future [...] Our business has an operating system. We use this framework to really help build our vision and make sure that we're all rowing in the same direction in the same boat. We all know exactly where we're going.”

  Episode Highlights

  Timestamped inflection points from the show

  [2:04] Gray area: Mary admits that she struggled with the black-and-white world of mechanical engineering early in her career. This dissatisfaction propelled her transition into company leadership.

  [4:01] Localizing for North America: Lucerne is onshoring manufacturing for the first time in 20 years while still embracing the global automotive industry. Jan and Mary discuss the industry’s progression and why onshoring is gaining popularity.

  [7:43] ‘It takes guts to stop’: How does a company break from routine and pivot its strategy? Mary shares her experience with creating an entrepreneurial operating system and the inspiration she’s drawn from Gino Wickman’s “Traction.”

  [11:02] Let’s get real: Jan asks how in the world a leader is supposed to protect time for goal setting when there are so many other issues to discuss in a quarterly meeting. Mary shares her accountability tips and says sticking to “rocks” must be non-negotiable.

  [16:34] Squirrel alert!: Jan emphasizes the importance of modeling the behavior of planning for the future, and Mary offers a creative method to stay on track.

  [19:33] ‘Running the ship together’: Trust, openness and surrounding yourself with the right people — Jan presses Mary to share how she achieves that at Lucerne.

  [22:36] Managing people: Mary says the biggest challenge facing leaders in the automotive industry is “leading through change.” Jan and Mary discuss best practices for a remote workforce.

  [28:01] 21 traits: Which of the 21 traits of authentic leadership resonates the most with Mary? Resilience — and she has several powerful stories to explain why.

  [31:06] Keep the glass half full: Jan and Mary explore how to motivate people in scary situations. Mary reveals her secret to keeping the team together.

  [32:28] On the homefront: Mary’s grateful for her husband’s support. She opens up about when she realized how hard it was to be a stay-at-home parent and shares how she and her husband keep communication lines open.

  [39:33] Advice for auto industry leaders: Mary gets candid about managing a career and family, and offers advice that applies to everyone.

  [46:03] Closing comments: Mary encourages listeners to seek opportunities even in a crisis.

  Top quotes

  [10:49] “One of the most important things that you can do is surround yourself with people that will both challenge you as well as believe in you, and believe in the vision that you have set out and work together to achieve that vision.” 

  [20:43] “Culture is everything for us. We hire, fire and even pick customers and suppliers by our core values. And we stick to those core values. We all live by them.”

  [21:26] “If I'm the smartest person in the room, I'm doing something wrong. I need experts around me. I need people that are going to advise me, people who aren't afraid to say, ‘No, I don't think that's right,’ and disagree with me. That's really important.”

  [40:42] “Work-life balance is not a balance. Stop saying that. It’s a choice, right? You are going to make the choices that you're going to make. And sometimes you have to choose your family.”

  [46:29] “Never waste a good crisis, because there's always opportunity in the middle of a crisis. So while everybody else is panicking and scrambling, just squint real hard and you can see those opportunities that are out there.”

  ]]>c3afc6e0-50a9-43f1-801e-0db2e2242813Thu, 09 Feb 2023 07:00:00 -040047:04falsefull488884Where most people see a roadblock, Mary Buchzeiger sees an opportunity. The CEO of Lucerne International is one of the most inspiring executives working in the auto industry today, and her infectious optimism and willingness to step into uncertain situations have propelled her career in automotive leadership. From onshoring manufacturing to the inner workings of Lucerne’s entrepreneurial operating system, Mary shares how her company has kept a focus on the future while adjusting to challenging situations in the present. “We've got crisis after crisis that we deal with just like any other business,” Mary says. She says it’s not always easy to set aside time to dream, plan and work on the business. Yet without making time for strategic projects, a business is doomed to stagnate and fail. In this insightful episode, Jan draws out the details of Mary’s most daunting professional challenges and her unwavering commitment to her family.The Life and Leadership of Janet Yellen with the WSJ’s Jon HilsenrathWatch the full episode on YouTube - click here

  What do the life and career of Janet Yellen have to do with automotive leaders? Jan invites the acclaimed Wall Street Journal writer Jon Hilsenrath — author of the new book, “Yellen: The Trailblazing Economist Who Navigated an Era of Upheaval” — to the show to discuss Yellen’s role at the center of the largest American economic crises of the past 30 years. 

  “When she became treasury secretary,” says Jon, “she had done something that no person in American history had ever done. She became the first human in American history to be the treasury secretary, the Fed chair, and the chair of the Council of Economic Advisers — and, no less, the first woman to hold those roles.”

  Jan and Jon dive into Yellen’s remarkable leadership and humanized approach to economic policy. Yellen’s success in traditionally slow-moving, male-dominated institutions has done more than break a glass ceiling. Her clarity of purpose, humility and gravitas have steered her through some of the most turbulent times in American economic history.

  The historical backdrop of Yellen’s career sheds light on many of the present challenges in the automotive industry. Jan highlights lessons from this intimate look at one of the most powerful figures in American politics.

  From lessons in building trust to the importance of feeling comfortable in one’s skin, Yellen’s life story has universal appeal. Stay until the end to hear how Jan once danced with the treasury secretary on stage at a conference. What else would you expect?

  Themes discussed in this episode: 

  • Finding purpose through humanizing your work
  • Listening well and embracing cognitive diversity
  • How leaders can benefit from skeptics
  • The importance of admitting mistakes
  • Building trust in a politically divided nation
  • The complexities of democratic market-driven capitalism
  • Stories of Janet Yellen’s gravitas in difficult situations
  
  

  Featured Guest: Jon Hilsenrath

  What he does: Jon Hilsenrath is a senior contributor to The Wall Street Journal, a Pulitzer Prize finalist and one of America’s most influential financial writers. Jon’s most recent work is his critically acclaimed biography “Yellen: The Trailblazing Economist Who Navigated an Era of Upheaval.”  

  On leadership: “People around a leader can detect if that leader feels comfortable with his or her place in an organization and is comfortable enough to accept challenges from other people, to accept contradictory information, to accept dissonance when it occurs — because that's inevitable.”

  Episode Highlights

  Timestamped inflection points from the show

  [0:58]  Spotlight on Yellen: Jan explains her admiration for Janet Yellen and introduces this episode’s guest, award-winning financial journalist Jon Hillsenrath and author of “Yellen: The Trailblazing Economist Who Navigated an Era of Upheaval.”

  [2:36]  Economics meets auto: Jon shares his inspiration for writing “Yellen.” The treasury secretary and her husband George Akerlof have been at the center of American economics for the past 60 years. This historical backdrop helps us understand the modern auto industry.

  [6:20]  Purpose in her work: Jon explains how Janet Yellen thrived in inertial, male-dominated institutions and her motivation to humanize economics.

  [10:13]  Market for lemons: Yellen’s husband George Akerlof won a Nobel Prize for a research paper about emotions and information asymmetry in the 1960s used car market. Jon says these humanizing insights are a calling card of Akerlof’s career.

  [12:17]  21 Traits: Of Jan’s 21 traits of authentic leadership, Jon says purpose, gravitas and trust best describe Janet Yellen’s leadership style. He describes how these traits have played out in her career.

  [16:50]  One-on-one: How did Yellen reach consensus decisions as the Fed chair? Jon shares how she leads by listening and embracing cognitive diversity.

  [21:12]  Thoughtful skeptics: Jon explains one of his biggest lessons from writing the book and why leaders should listen to skeptics: “Sometimes, they’re onto something.”

  [24:14]  Ingredients of gravitas: How does Yellen exhibit authentic leadership? Jan and Jon discuss the treasury secretary’s unconventional formula for success.

  [29:35]  ‘I was wrong’: Jan and Jon are amazed by Yellen’s willingness to acknowledge her mistakes. Jon shares a story about one of her greatest blunders that she later laughed at.

  [35:30]  Silver style: The conversation turns to Washington’s superficial criticism of Janet Yellen’s wardrobe. Jan feels an affinity with Yellen’s signature gray-haired look.

  [37:47]  Crisis of trust: How involved should the government be in a free market? Jon explains why democratic market-driven capitalism relies on public trust in government institutions — and how Yellen navigates her duties to a country skeptical of its leadership.

  [46:36]  The fun side of Janet Yellen: Jan goes behind the scenes about when she met Janet Yellen and convinced her to dance on stage. Jon has a Yellen dance story of his own and shares his experience meeting her at her Berkeley home.

  Top quotes

  [8:46] Jon: “Both [Janet Yellen and George Akerlof] got into the field with a sense of purpose. They wanted to use their math skills and their analytical minds to do something for the greater social good, and they saw economics as a way to do that.”

  [22:03] Jon: “There are some skeptics who are like broken clocks, just saying the same thing over and over again. But there are others who come at a conversation thoughtfully … you have to listen to these people because sometimes they’re onto something.”

  [22:59] Jan: “When a leader who has gravitas walks into the room, you feel it. You feel safe. You know that they’ve got your back. You know that they will challenge you, but that they’ve got you.”

  [45:10] Jon: “​​Part of creating trust isn't just securing it with the people who admire you, but convincing the people who doubt you that there's more to you than some political label.”

  ]]>Watch the full episode on YouTube - click here

  What do the life and career of Janet Yellen have to do with automotive leaders? Jan invites the acclaimed Wall Street Journal writer Jon Hilsenrath — author of the new book, “Yellen: The Trailblazing Economist Who Navigated an Era of Upheaval” — to the show to discuss Yellen’s role at the center of the largest American economic crises of the past 30 years. 

  “When she became treasury secretary,” says Jon, “she had done something that no person in American history had ever done. She became the first human in American history to be the treasury secretary, the Fed chair, and the chair of the Council of Economic Advisers — and, no less, the first woman to hold those roles.”

  Jan and Jon dive into Yellen’s remarkable leadership and humanized approach to economic policy. Yellen’s success in traditionally slow-moving, male-dominated institutions has done more than break a glass ceiling. Her clarity of purpose, humility and gravitas have steered her through some of the most turbulent times in American economic history.

  The historical backdrop of Yellen’s career sheds light on many of the present challenges in the automotive industry. Jan highlights lessons from this intimate look at one of the most powerful figures in American politics.

  From lessons in building trust to the importance of feeling comfortable in one’s skin, Yellen’s life story has universal appeal. Stay until the end to hear how Jan once danced with the treasury secretary on stage at a conference. What else would you expect?

  Themes discussed in this episode: 

  • Finding purpose through humanizing your work
  • Listening well and embracing cognitive diversity
  • How leaders can benefit from skeptics
  • The importance of admitting mistakes
  • Building trust in a politically divided nation
  • The complexities of democratic market-driven capitalism
  • Stories of Janet Yellen’s gravitas in difficult situations
  
  

  Featured Guest: Jon Hilsenrath

  What he does: Jon Hilsenrath is a senior contributor to The Wall Street Journal, a Pulitzer Prize finalist and one of America’s most influential financial writers. Jon’s most recent work is his critically acclaimed biography “Yellen: The Trailblazing Economist Who Navigated an Era of Upheaval.”  

  On leadership: “People around a leader can detect if that leader feels comfortable with his or her place in an organization and is comfortable enough to accept challenges from other people, to accept contradictory information, to accept dissonance when it occurs — because that's inevitable.”

  Episode Highlights

  Timestamped inflection points from the show

  [0:58]  Spotlight on Yellen: Jan explains her admiration for Janet Yellen and introduces this episode’s guest, award-winning financial journalist Jon Hillsenrath and author of “Yellen: The Trailblazing Economist Who Navigated an Era of Upheaval.”

  [2:36]  Economics meets auto: Jon shares his inspiration for writing “Yellen.” The treasury secretary and her husband George Akerlof have been at the center of American economics for the past 60 years. This historical backdrop helps us understand the modern auto industry.

  [6:20]  Purpose in her work: Jon explains how Janet Yellen thrived in inertial, male-dominated institutions and her motivation to humanize economics.

  [10:13]  Market for lemons: Yellen’s husband George Akerlof won a Nobel Prize for a research paper about emotions and information asymmetry in the 1960s used car market. Jon says these humanizing insights are a calling card of Akerlof’s career.

  [12:17]  21 Traits: Of Jan’s 21 traits of authentic leadership, Jon says purpose, gravitas and trust best describe Janet Yellen’s leadership style. He describes how these traits have played out in her career.

  [16:50]  One-on-one: How did Yellen reach consensus decisions as the Fed chair? Jon shares how she leads by listening and embracing cognitive diversity.

  [21:12]  Thoughtful skeptics: Jon explains one of his biggest lessons from writing the book and why leaders should listen to skeptics: “Sometimes, they’re onto something.”

  [24:14]  Ingredients of gravitas: How does Yellen exhibit authentic leadership? Jan and Jon discuss the treasury secretary’s unconventional formula for success.

  [29:35]  ‘I was wrong’: Jan and Jon are amazed by Yellen’s willingness to acknowledge her mistakes. Jon shares a story about one of her greatest blunders that she later laughed at.

  [35:30]  Silver style: The conversation turns to Washington’s superficial criticism of Janet Yellen’s wardrobe. Jan feels an affinity with Yellen’s signature gray-haired look.

  [37:47]  Crisis of trust: How involved should the government be in a free market? Jon explains why democratic market-driven capitalism relies on public trust in government institutions — and how Yellen navigates her duties to a country skeptical of its leadership.

  [46:36]  The fun side of Janet Yellen: Jan goes behind the scenes about when she met Janet Yellen and convinced her to dance on stage. Jon has a Yellen dance story of his own and shares his experience meeting her at her Berkeley home.

  Top quotes

  [8:46] Jon: “Both [Janet Yellen and George Akerlof] got into the field with a sense of purpose. They wanted to use their math skills and their analytical minds to do something for the greater social good, and they saw economics as a way to do that.”

  [22:03] Jon: “There are some skeptics who are like broken clocks, just saying the same thing over and over again. But there are others who come at a conversation thoughtfully … you have to listen to these people because sometimes they’re onto something.”

  [22:59] Jan: “When a leader who has gravitas walks into the room, you feel it. You feel safe. You know that they’ve got your back. You know that they will challenge you, but that they’ve got you.”

  [45:10] Jon: “​​Part of creating trust isn't just securing it with the people who admire you, but convincing the people who doubt you that there's more to you than some political label.”

  ]]>2d6c575b-a538-468c-957f-7f743434c4e0Thu, 26 Jan 2023 07:00:00 -040055:17falsefull487874In his new book, “Yellen: The Trailblazing Economist Who Navigated an Era of Upheaval,” Jon Hilsenrath of the Wall Street Journal provides an intimate look into the personal life and career of the U.S. treasury secretary. In this episode, Jan interviews the author and finds inspiration in Yellen’s humanizing approach to her work and her unconventional leadership style. “This is a story of the economic backdrop of the last 60 years,” says Jon, “which has been such a major influence on the business cycle for the auto sector.” The parallels between Yellen’s career and the current challenges facing automotive industry leaders make her story a fascinating case study of leading with gravitas.Actionable Advice for Mobility Industry Leaders: Insights From the Jessica Robinson Interview with Katelyn Davis Watch the full video on YouTube 👈

  Katelyn Davis knows how to create a personal brand. She’s a marketing expert with diverse experiences in mobility, making her the perfect person to help Jan deconstruct her recent interview with Assembly Ventures’s co-founder Jessica Robinson. 

  New mobility — especially for EVs and autonomous vehicles — is a fast-moving, rapidly changing industry driven by startups. Katelyn says the internal company dynamics are different from what she's experienced in traditional automotive, and leaders are the ones who can empower others and create a positive company culture.

  “It's now about who has the ability to…inspire people,” Katelyn says. “Who can make the culture be better? Who's cracking jokes here or there? It's really fun to see how you can have different leaders come out of your organization.”

  Jan and Katelyn discuss the importance of giving professional development opportunities to everyone on a team. Effective mobility leadership requires the right mindset to maintain a stable team culture in a constantly evolving work environment.

  Reflecting on Jessica Robinson’s advice that leaders should sit with their fears rather than quickly push through them, Jan and Katelyn draw practical takeaways. Leaders should welcome honest discussions and constructive feedback, and they should be quick to say no rather than be “too nice.” It’s also important for leaders to embrace all professional backgrounds and recognize the validity of non-linear journeys into a particular workspace.

  Join Jan and Katelyn to find out what dancing, bingo, and tier-one suppliers have in common. Reinventing company culture can happen at the team level, even if no other group in the corporation operates the same way.

  Themes discussed on this episode: 

  • How new mobility startups differ from traditional automotive
  • The importance of setting a positive tone in a company culture
  • Having the right mindset for an ever-changing work environment
  • What it means for leaders to sit with their fears
  • Why honest feedback and disagreement are vital to a team’s success
  • Advice for mobility industry leaders
  
  

  Featured Guest: Katelyn Davis

  What she does: Katelyn is the communications lead at Cavnue and the co-founder of Women Driven Mobility. She is also a board member of the Automotive Public Relations Council (APRC) and a member of Inforum's AutomotiveNEXT.

  On leadership: “You don't necessarily need to be the person with 35 years of experience, who's managed a hundred people over the course of their career…It's now about who has the ability to lead people, inspire people…who can make the culture be better.”

  
  

  Episode Highlights

  Timestamped inflection points from the show

  [0:58] Welcome back: Jan introduces Katelyn, a former guest and ambassador for millennials and mobility. Katelyn is recognized for sticking to her value system and her personal brand. 

  [2:41] Build who you are: From her first interview with Jan, Katelyn recalls entering the workforce during a recession and recaps her professional journey from working for traditional automotive companies to late-stage mobility startups to her current role with a company building road infrastructure for autonomous vehicles.

  [7:08] Mobility moves faster: In Jessica Robinson’s interview, Jessica shared that new mobility may not have the traditional customer-supplier relationship we’re used to in automotive. Katelyn agrees. New mobility is aggressive, fast-moving and largely dependent on startup funding.

  [9:15] Set the tone: Jan and Katelyn discuss how the culture of the mobility industry has impacted internal company operation dynamics. Emerging leaders are the ones who can inspire others in the organization and set a positive tone in the company culture.

  [13:11] Share the mic: More and more, companies are offering professional development opportunities. It’s important for leaders to uplift their staff and value their opinions. 

  [14:55] 21 traits: Jessica Robinson said that of the 21 traits of authentic leadership, mindset resonated with her the most. Katelyn agrees that the right mindset can help leaders thrive in a fast-changing company environment.

  [16:07] Embrace your fear: Acknowledging fear leads to greater self-awareness. Katelyn compares the process to leaning into a stretch in yoga.

  [19:54] Just say no: Jan’s mantra for 2023 will be Jessica’s quote: “A fast no is better than death by a thousand meetings.” Many mobility startups are still in a honeymoon phase during which everyone is too nice to each other. Honest discussions help good work get done quickly.

  [22:52] Advice for auto industry leaders: Many startups focus their messaging on consumers, but their primary business will be with the supplier network, not end users. Companies need to consider their audience.

  [25:39] Roundabout way: Jessica’s pathway into the mobility industry resonated with Katelyn. Hiring managers need to recognize the validity of non-linear journeys to an industry.

  [30:12] Disrupting auto: Jan and Katelyn share unique ways leaders can reinvent company culture even in the traditional automotive industry.

  [36:01] Closing comments: Katelyn encourages company leaders to stop looking at things so linearly, to humanize themselves, and to include more people as decision-makers. 

  Top quotes

  [24:00] Katelyn: “In mobility, most of this technology is not going to be acquired by you and [me] at Best Buy. We're not going to go out and buy a LiDAR sensor…the grand majority of all of the mobility tech, or any automotive tech, is really coming through the supplier network.”

  [30:21] Jan: “We have the power to choose who we want to be…and how we show up and what our brand is all about. But we also have the power to choose what we want our companies to be.”

  [34:10] Jan: “Start changing things up, people. Why do we feel that we've got to be so straight-laced and fit this mold, otherwise we're going to be judged and we're not going to be liked. Get over it.”

  ]]> Watch the full video on YouTube 👈

  Katelyn Davis knows how to create a personal brand. She’s a marketing expert with diverse experiences in mobility, making her the perfect person to help Jan deconstruct her recent interview with Assembly Ventures’s co-founder Jessica Robinson. 

  New mobility — especially for EVs and autonomous vehicles — is a fast-moving, rapidly changing industry driven by startups. Katelyn says the internal company dynamics are different from what she's experienced in traditional automotive, and leaders are the ones who can empower others and create a positive company culture.

  “It's now about who has the ability to…inspire people,” Katelyn says. “Who can make the culture be better? Who's cracking jokes here or there? It's really fun to see how you can have different leaders come out of your organization.”

  Jan and Katelyn discuss the importance of giving professional development opportunities to everyone on a team. Effective mobility leadership requires the right mindset to maintain a stable team culture in a constantly evolving work environment.

  Reflecting on Jessica Robinson’s advice that leaders should sit with their fears rather than quickly push through them, Jan and Katelyn draw practical takeaways. Leaders should welcome honest discussions and constructive feedback, and they should be quick to say no rather than be “too nice.” It’s also important for leaders to embrace all professional backgrounds and recognize the validity of non-linear journeys into a particular workspace.

  Join Jan and Katelyn to find out what dancing, bingo, and tier-one suppliers have in common. Reinventing company culture can happen at the team level, even if no other group in the corporation operates the same way.

  Themes discussed on this episode: 

  • How new mobility startups differ from traditional automotive
  • The importance of setting a positive tone in a company culture
  • Having the right mindset for an ever-changing work environment
  • What it means for leaders to sit with their fears
  • Why honest feedback and disagreement are vital to a team’s success
  • Advice for mobility industry leaders
  
  

  Featured Guest: Katelyn Davis

  What she does: Katelyn is the communications lead at Cavnue and the co-founder of Women Driven Mobility. She is also a board member of the Automotive Public Relations Council (APRC) and a member of Inforum's AutomotiveNEXT.

  On leadership: “You don't necessarily need to be the person with 35 years of experience, who's managed a hundred people over the course of their career…It's now about who has the ability to lead people, inspire people…who can make the culture be better.”

  
  

  Episode Highlights

  Timestamped inflection points from the show

  [0:58] Welcome back: Jan introduces Katelyn, a former guest and ambassador for millennials and mobility. Katelyn is recognized for sticking to her value system and her personal brand. 

  [2:41] Build who you are: From her first interview with Jan, Katelyn recalls entering the workforce during a recession and recaps her professional journey from working for traditional automotive companies to late-stage mobility startups to her current role with a company building road infrastructure for autonomous vehicles.

  [7:08] Mobility moves faster: In Jessica Robinson’s interview, Jessica shared that new mobility may not have the traditional customer-supplier relationship we’re used to in automotive. Katelyn agrees. New mobility is aggressive, fast-moving and largely dependent on startup funding.

  [9:15] Set the tone: Jan and Katelyn discuss how the culture of the mobility industry has impacted internal company operation dynamics. Emerging leaders are the ones who can inspire others in the organization and set a positive tone in the company culture.

  [13:11] Share the mic: More and more, companies are offering professional development opportunities. It’s important for leaders to uplift their staff and value their opinions. 

  [14:55] 21 traits: Jessica Robinson said that of the 21 traits of authentic leadership, mindset resonated with her the most. Katelyn agrees that the right mindset can help leaders thrive in a fast-changing company environment.

  [16:07] Embrace your fear: Acknowledging fear leads to greater self-awareness. Katelyn compares the process to leaning into a stretch in yoga.

  [19:54] Just say no: Jan’s mantra for 2023 will be Jessica’s quote: “A fast no is better than death by a thousand meetings.” Many mobility startups are still in a honeymoon phase during which everyone is too nice to each other. Honest discussions help good work get done quickly.

  [22:52] Advice for auto industry leaders: Many startups focus their messaging on consumers, but their primary business will be with the supplier network, not end users. Companies need to consider their audience.

  [25:39] Roundabout way: Jessica’s pathway into the mobility industry resonated with Katelyn. Hiring managers need to recognize the validity of non-linear journeys to an industry.

  [30:12] Disrupting auto: Jan and Katelyn share unique ways leaders can reinvent company culture even in the traditional automotive industry.

  [36:01] Closing comments: Katelyn encourages company leaders to stop looking at things so linearly, to humanize themselves, and to include more people as decision-makers. 

  Top quotes

  [24:00] Katelyn: “In mobility, most of this technology is not going to be acquired by you and [me] at Best Buy. We're not going to go out and buy a LiDAR sensor…the grand majority of all of the mobility tech, or any automotive tech, is really coming through the supplier network.”

  [30:21] Jan: “We have the power to choose who we want to be…and how we show up and what our brand is all about. But we also have the power to choose what we want our companies to be.”

  [34:10] Jan: “Start changing things up, people. Why do we feel that we've got to be so straight-laced and fit this mold, otherwise we're going to be judged and we're not going to be liked. Get over it.”

  ]]>9a17240d-6dd7-47f2-93f1-d5bc90f8ef53Thu, 12 Jan 2023 07:00:00 -040038:22falsefull486864Mobility marketer and personal brand expert, Katelyn Davis joins Jan to deconstruct the recent Automotive Leaders Podcast episode featuring Jessica Robinson of Assembly Ventures. Successful leadership in the mobility industry breaks the traditional mold. In a fast-moving industry, leaders have to sit with their fears and empower their team members through professional development.Make 2023 Your Year With 3 Automotive Leadership TipsLearn more about creating your own internal company podcast

  Sign up for The Automotive Leaders Letter 

  Watch the full episode on YouTube - Click here

  It’s the end of 2022, and you know what that means — it’s goal-setting season. 

  Many of us automotive leaders find our minds wandering this time of year, envisioning all the success that will come our way in 2023 and setting goals to get us there. 

  But the truth is, an estimated 91 percent of people fail to achieve their New Year's resolutions. The biggest reason why? They lack an emotional connection to their goal. Knowing why you want to do something is a huge motivating factor in getting it done.

  The same applies when leading a team. We in the automotive industry are great at putting together the metrics and the numbers. But achieving success as a leader is also about articulating the why.

  If you really want to make a change within your company culture and achieve your goals in 2023, simply declaring a goal is not enough. You’ve got to inspire, you’ve got to show why a goal is so important and you’ve also got to break it all down with your team.

  In this special episode of the Automotive Leaders podcast, you’ll learn three things you can do differently in 2023 to ensure success.

  Themes discussed in this episode: 

  • What’s a temporal landmark and why they’re the perfect time to set new business objectives
  • Why we need to look to the past to achieve success in the future
  • How to inspire people around your goals and get where you want to go
  • Why culture and processes are integral to getting things done 
  • How language makes a difference when holding your team accountable 
  
  

  Featured Expert: Jan Griffiths (Host)

  What she does: Jan is the co-founder and president of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast

  On leadership: “Leadership is [about] inspiring a team around more than the numbers. To be truly successful and reach the goal of a high-performance team, we have to inspire not only our team, but the people around us.” 

  Episode Highlights

  Timestamped inflection points from the show

  [0:57] The power of the restart: 2023 is about to begin, and you’re probably thinking about how you can be a better leader for your team next year. Repeating the same strategies year after year won’t generate success. How are you going to do things differently? 

  [3:55] Tip 1: Look in the rearview mirror: Why look back when we want to move forward? Reflecting on your team’s 2022 mistakes and accomplishments will go a long way toward ensuring future success — and it keeps your team engaged in the process.

  [6:56] Tip 2: Ask the question, Where am I going?: Metrics and numbers alone won’t help you become a better leader. You need clarity and an emotional connection for your team to understand and execute your goals successfully.

  [12:48] Tip 3: Articulate how you are going to get there: In the automotive industry, we’ve got the metrics for everything. But we need to work harder on the ‘how’ — how we’re going to improve our culture and boost efficiency to achieve our goals.

  [17:05] Rethink accountability: We need to stop associating accountability with blame and instead with following up on our commitments. Accountability language matters. Be clear, be specific, and don’t accept wishy-washy language. 

  [20:00] A new realm of possibility: Make 2023 the year you step into your authentic leadership power. Lead from the heart and inspire your team. Most importantly, believe in yourself. 

  Watch the full episode on YouTube - Click here

  Top quotes

  [4:58] “We need to recognize accomplishments all the time. Whenever there's a win, take a moment to recognize that success. It fuels not only you as the leader, but it fuels the team and the team members to go take on the next success.”

  [10:35] “You can't stand on January 1 … and say, we're going to launch all of our programs on time and in budget. Great. Love that. But how? How are you going to do that? What exactly are you going to change in your organization and the way that you do business to make that happen? Just declaring a goal doesn't make it happen. You’ve got to inspire people around that goal, [explain] why that's so important, but then start to break it down. ”

  [13:03] “We're great in automotive at talking about the metrics and the numbers. We're really good at that … But it's the how part that needs more attention.”

  
  

  [20:10] “I know that you can step up into your leadership strength. Be the authentic leader you know you can be and lead from the heart, inspire your team, and take them into an entirely new realm of performance and possibility.”

  ]]>Learn more about creating your own internal company podcast

  Sign up for The Automotive Leaders Letter 

  Watch the full episode on YouTube - Click here

  It’s the end of 2022, and you know what that means — it’s goal-setting season. 

  Many of us automotive leaders find our minds wandering this time of year, envisioning all the success that will come our way in 2023 and setting goals to get us there. 

  But the truth is, an estimated 91 percent of people fail to achieve their New Year's resolutions. The biggest reason why? They lack an emotional connection to their goal. Knowing why you want to do something is a huge motivating factor in getting it done.

  The same applies when leading a team. We in the automotive industry are great at putting together the metrics and the numbers. But achieving success as a leader is also about articulating the why.

  If you really want to make a change within your company culture and achieve your goals in 2023, simply declaring a goal is not enough. You’ve got to inspire, you’ve got to show why a goal is so important and you’ve also got to break it all down with your team.

  In this special episode of the Automotive Leaders podcast, you’ll learn three things you can do differently in 2023 to ensure success.

  Themes discussed in this episode: 

  • What’s a temporal landmark and why they’re the perfect time to set new business objectives
  • Why we need to look to the past to achieve success in the future
  • How to inspire people around your goals and get where you want to go
  • Why culture and processes are integral to getting things done 
  • How language makes a difference when holding your team accountable 
  
  

  Featured Expert: Jan Griffiths (Host)

  What she does: Jan is the co-founder and president of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast

  On leadership: “Leadership is [about] inspiring a team around more than the numbers. To be truly successful and reach the goal of a high-performance team, we have to inspire not only our team, but the people around us.” 

  Episode Highlights

  Timestamped inflection points from the show

  [0:57] The power of the restart: 2023 is about to begin, and you’re probably thinking about how you can be a better leader for your team next year. Repeating the same strategies year after year won’t generate success. How are you going to do things differently? 

  [3:55] Tip 1: Look in the rearview mirror: Why look back when we want to move forward? Reflecting on your team’s 2022 mistakes and accomplishments will go a long way toward ensuring future success — and it keeps your team engaged in the process.

  [6:56] Tip 2: Ask the question, Where am I going?: Metrics and numbers alone won’t help you become a better leader. You need clarity and an emotional connection for your team to understand and execute your goals successfully.

  [12:48] Tip 3: Articulate how you are going to get there: In the automotive industry, we’ve got the metrics for everything. But we need to work harder on the ‘how’ — how we’re going to improve our culture and boost efficiency to achieve our goals.

  [17:05] Rethink accountability: We need to stop associating accountability with blame and instead with following up on our commitments. Accountability language matters. Be clear, be specific, and don’t accept wishy-washy language. 

  [20:00] A new realm of possibility: Make 2023 the year you step into your authentic leadership power. Lead from the heart and inspire your team. Most importantly, believe in yourself. 

  Watch the full episode on YouTube - Click here

  Top quotes

  [4:58] “We need to recognize accomplishments all the time. Whenever there's a win, take a moment to recognize that success. It fuels not only you as the leader, but it fuels the team and the team members to go take on the next success.”

  [10:35] “You can't stand on January 1 … and say, we're going to launch all of our programs on time and in budget. Great. Love that. But how? How are you going to do that? What exactly are you going to change in your organization and the way that you do business to make that happen? Just declaring a goal doesn't make it happen. You’ve got to inspire people around that goal, [explain] why that's so important, but then start to break it down. ”

  [13:03] “We're great in automotive at talking about the metrics and the numbers. We're really good at that … But it's the how part that needs more attention.”

  
  

  [20:10] “I know that you can step up into your leadership strength. Be the authentic leader you know you can be and lead from the heart, inspire your team, and take them into an entirely new realm of performance and possibility.”

  ]]>c15334fa-4a2e-420b-a1e4-91b5b9aea768Thu, 29 Dec 2022 07:00:00 -040021:29falsefull485854It’s the end of 2022. And after taking some time to recharge our batteries, most of us in the automotive industry find our minds wandering this time of year, eager to make an impact in our beloved industry. Stepping into a new year serves as a temporal landmark — an opportunity to hit “restart” and begin anew. It’s a time when we get to boldly move into 2023 with fresh ideas, a new mindset, and vigor. But how are we going to reach our goals? And most importantly, how are we going to inspire our teams to come along for the ride? Tune in to this special episode of the Automotive Leaders podcast to learn three big tips for achieving success in the New Year.Meet Jessica Robinson, committed to the future of mobilityThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube, click here

  Jessica Robinson is not your average venture capitalist. She started her career, not in finance or investing, but as a professional tea taster.

  In fact, Jessica’s entire career path can be characterized by unconventional pivots. After that tea-tasting gig, she fell in love with the mobility industry and spent time working for tech startups like Zipcar and Techstars before moving on to one of the legacy automotive OEMs: the Ford Motor Company.

  That’s when she realized where her true passion was in business, specifically the business of changing the way the world moves and improving the mobility industry while she’s at it. That’s why Jessica joined Chris Thomas to co-found, Assembly Ventures, to help uplift the companies moving the industry forward.

  When it comes to taking big career leaps like hers, Jessica says it’s all about embracing the fear of failure — and using it to your advantage. 

  “In embracing this idea of failure, what you're really looking to do is find better ways,” Jessica says. “In startup life, we call it finding product market fit. It's a little dry and clinical, but the idea here is, you’re really looking for something that makes your customers’ eyes light up.”

  Themes discussed in this episode: 

  • Is ‘mobility’ more accurate than ‘automotive’ to describe our industry?
  • How the addition of EVs is changing the culture of traditional OEMs
  • How to tackle big career shifts and shake-ups
  • How to lead cultural changes within your automotive company 
  
  

  Featured Guest: Jessica Robinson

  What she does: Jessica is a co-founder and partner at Assembly Ventures, a venture capital fund helping move and transform the world of mobility in the West. She also co-founded the Detroit Mobility Lab, an organization dedicated to helping create a better future for the mobility industry through educational and networking opportunities. With over a decade in the mobility industry, Jessica is a rising global leader and sought-after speaker in her field.

  On leadership: “Mindset, I really do believe, is linked to the change that we're talking about in this industry, in the sense that we have the power to choose what we want our companies to be, what the opportunities are that we're going to pursue. And that starts with the mindset of who do we want to be, and everything else follows from there.”

  Episode Highlights

  Timestamped inflection points from the show

  [1:36] From tea taster to venture capitalist: How did one of Jessica Robinson’s first jobs as a professional tea taster kick-start her journey toward venture capitalist and automotive thought leader?

  [4:02] An industry rebrand: Does the word “automotive” still accurately sum up our industry today? Jessica explains why the term “mobility” is becoming the norm and how it can take us into the future.

  [7:10] Climbing the ladder: From her first auto industry job at Zipcar to a podcast in the sky with Richard Branson for Virgin Media, here’s how Jessica climbed the mobility ladder to a position at Ford’s Smart Mobility project and beyond.

  [11:01] The big split: Ford recently announced that its electric vehicle business would be a venture separate from its legacy company. That split presents new opportunities as well as new challenges for workplace leadership and culture.

  [13:39] The next chapter: How can the auto supply chain industry learn how to work in tandem with Silicon Valley startups to bring in new technology? Companies are still figuring it out, Jessica explains.

  [18:17] A new beginning: Though Jessica enjoyed working for a big OEM like Ford, she soon found she was an entrepreneur at heart. That’s why she started the Detroit Mobility Lab with the goal of bettering the industry.

  [23:40] Not your average venture capitalist: Jessica made multiple big career shake-ups — from working at startups to OEMs to starting a venture capital fund. She offers her best pieces of advice for those looking for the confidence to make similar career leaps.

  [28:38] Don’t deny the fear: One of the biggest barriers to making a bold career shift and achieving success is overcoming the fear of failure. Jessica and Jan discuss how aspiring automotive leaders can embrace that fear and use it to their advantage.

  [30:02] Advice for auto industry leaders: Many leaders have been conditioned to believe that controlling their team is the most important thing. But Jessica says listening to team members and customer needs is the key to culture change. 

  [34:46] Changing the way the world moves: To Jessica, the mobility industry is about a lot more than making cars. She explains why changing the culture of the industry is so important to her. 

  [36:49] 21 traits: For Jessica, mindset is the most important of Jan’s 21 traits of authentic leadership when it comes to creating change in the industry.

  [41:15] Now is the time: It’s almost that time again — strategy planning meetings for the next year. How can teams make big cultural changes? “It starts with each of us,” Jessica says.

  [46:14] Jessica’s big distraction: Checklist items. They keep her busy but get in the way of the work that will actually change the world. The Eisenhower Matrix helps keep her organized and focused.

  [53:49] Closing comments: Jessica encourages everyone to check out the Henry Ford Museum, where she recently served as an entrepreneur-in-residence. “There’s a lot of inspiration right here in our backyard that we don't always take advantage of.” 

  
  

  Top quotes

  All quotes below are from Jessica Robinson:

  [12:42] “I can see a world where people start to feel like they're in the old side of the business, or the new side of the business — the boring side of the business and the cool side of the business. And I think that would be really challenging to have success in both of those cultures and let them thrive and deliver the best that they can. So I think that will be the question of the day — does that split create that focus? Or does it start to create that fragmentation?”

  [24:38] “The ability to move can really open people's access, and access to whatever their dreams are. That's been my guiding light for years now. At the end of the day, I think you still, to some degree, have to follow the money.” 

  [27:50] “If you've got the vision and you want to make a run at it, you’ve got to put it out there in the world and let everyone else come along for the path as well.”

  [33:02] “If you're a leader, and you see command and control behavior and that's not what you're trying to reinforce in your culture, you got to call it out. And I think this is part of the change, too, to say, is this who we are and who we want to be, or is there a different way? […] I think we're all accountable for those changes.”

  [35:13] “What are we actually out to accomplish here? Are we just going to build and sell more vehicles of a certain kind? Or are we truly going to change the way the world moves? It's simple.”

  ]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube, click here

  Jessica Robinson is not your average venture capitalist. She started her career, not in finance or investing, but as a professional tea taster.

  In fact, Jessica’s entire career path can be characterized by unconventional pivots. After that tea-tasting gig, she fell in love with the mobility industry and spent time working for tech startups like Zipcar and Techstars before moving on to one of the legacy automotive OEMs: the Ford Motor Company.

  That’s when she realized where her true passion was in business, specifically the business of changing the way the world moves and improving the mobility industry while she’s at it. That’s why Jessica joined Chris Thomas to co-found, Assembly Ventures, to help uplift the companies moving the industry forward.

  When it comes to taking big career leaps like hers, Jessica says it’s all about embracing the fear of failure — and using it to your advantage. 

  “In embracing this idea of failure, what you're really looking to do is find better ways,” Jessica says. “In startup life, we call it finding product market fit. It's a little dry and clinical, but the idea here is, you’re really looking for something that makes your customers’ eyes light up.”

  Themes discussed in this episode: 

  • Is ‘mobility’ more accurate than ‘automotive’ to describe our industry?
  • How the addition of EVs is changing the culture of traditional OEMs
  • How to tackle big career shifts and shake-ups
  • How to lead cultural changes within your automotive company 
  
  

  Featured Guest: Jessica Robinson

  What she does: Jessica is a co-founder and partner at Assembly Ventures, a venture capital fund helping move and transform the world of mobility in the West. She also co-founded the Detroit Mobility Lab, an organization dedicated to helping create a better future for the mobility industry through educational and networking opportunities. With over a decade in the mobility industry, Jessica is a rising global leader and sought-after speaker in her field.

  On leadership: “Mindset, I really do believe, is linked to the change that we're talking about in this industry, in the sense that we have the power to choose what we want our companies to be, what the opportunities are that we're going to pursue. And that starts with the mindset of who do we want to be, and everything else follows from there.”

  Episode Highlights

  Timestamped inflection points from the show

  [1:36] From tea taster to venture capitalist: How did one of Jessica Robinson’s first jobs as a professional tea taster kick-start her journey toward venture capitalist and automotive thought leader?

  [4:02] An industry rebrand: Does the word “automotive” still accurately sum up our industry today? Jessica explains why the term “mobility” is becoming the norm and how it can take us into the future.

  [7:10] Climbing the ladder: From her first auto industry job at Zipcar to a podcast in the sky with Richard Branson for Virgin Media, here’s how Jessica climbed the mobility ladder to a position at Ford’s Smart Mobility project and beyond.

  [11:01] The big split: Ford recently announced that its electric vehicle business would be a venture separate from its legacy company. That split presents new opportunities as well as new challenges for workplace leadership and culture.

  [13:39] The next chapter: How can the auto supply chain industry learn how to work in tandem with Silicon Valley startups to bring in new technology? Companies are still figuring it out, Jessica explains.

  [18:17] A new beginning: Though Jessica enjoyed working for a big OEM like Ford, she soon found she was an entrepreneur at heart. That’s why she started the Detroit Mobility Lab with the goal of bettering the industry.

  [23:40] Not your average venture capitalist: Jessica made multiple big career shake-ups — from working at startups to OEMs to starting a venture capital fund. She offers her best pieces of advice for those looking for the confidence to make similar career leaps.

  [28:38] Don’t deny the fear: One of the biggest barriers to making a bold career shift and achieving success is overcoming the fear of failure. Jessica and Jan discuss how aspiring automotive leaders can embrace that fear and use it to their advantage.

  [30:02] Advice for auto industry leaders: Many leaders have been conditioned to believe that controlling their team is the most important thing. But Jessica says listening to team members and customer needs is the key to culture change. 

  [34:46] Changing the way the world moves: To Jessica, the mobility industry is about a lot more than making cars. She explains why changing the culture of the industry is so important to her. 

  [36:49] 21 traits: For Jessica, mindset is the most important of Jan’s 21 traits of authentic leadership when it comes to creating change in the industry.

  [41:15] Now is the time: It’s almost that time again — strategy planning meetings for the next year. How can teams make big cultural changes? “It starts with each of us,” Jessica says.

  [46:14] Jessica’s big distraction: Checklist items. They keep her busy but get in the way of the work that will actually change the world. The Eisenhower Matrix helps keep her organized and focused.

  [53:49] Closing comments: Jessica encourages everyone to check out the Henry Ford Museum, where she recently served as an entrepreneur-in-residence. “There’s a lot of inspiration right here in our backyard that we don't always take advantage of.” 

  
  

  Top quotes

  All quotes below are from Jessica Robinson:

  [12:42] “I can see a world where people start to feel like they're in the old side of the business, or the new side of the business — the boring side of the business and the cool side of the business. And I think that would be really challenging to have success in both of those cultures and let them thrive and deliver the best that they can. So I think that will be the question of the day — does that split create that focus? Or does it start to create that fragmentation?”

  [24:38] “The ability to move can really open people's access, and access to whatever their dreams are. That's been my guiding light for years now. At the end of the day, I think you still, to some degree, have to follow the money.” 

  [27:50] “If you've got the vision and you want to make a run at it, you’ve got to put it out there in the world and let everyone else come along for the path as well.”

  [33:02] “If you're a leader, and you see command and control behavior and that's not what you're trying to reinforce in your culture, you got to call it out. And I think this is part of the change, too, to say, is this who we are and who we want to be, or is there a different way? […] I think we're all accountable for those changes.”

  [35:13] “What are we actually out to accomplish here? Are we just going to build and sell more vehicles of a certain kind? Or are we truly going to change the way the world moves? It's simple.”

  ]]>903b9eda-4ead-4c6f-b4d7-f6b680cc4184Thu, 15 Dec 2022 07:00:00 -040056:12falsefull484844The culture of the automotive industry needs to change — or risk falling behind. And no one knows change better than Jessica Robinson of Assembly Ventures, a mobility venture capital firm. Jessica has made some huge career pivots, from professional tea taster to solutions director with Ford’s Smart Mobility project to the co-founder of Assembly Ventures. Today, she’s determined to change the mobility industry for the better. Impacting that change, she says, is all about overcoming the fear of failure. “I think for me, what overcoming that fear of failure looks like is not denying the fear,” says Jessica. “It's, I think, a fundamental part of many of the transitions I've made — living to sit with that fear and go on anyway.”Deconstructing the Katherine Knight "work from home forever!" episode with Naseem MalikWatch the full video on YouTube - click here

  As a managing partner at MRA Global Sourcing and a thought leader in supply chain staff sourcing, Naseem Malik has his finger on the pulse of the automotive supply chain industry — and lots of other industries. 

  With all the other major challenges facing supply chains in the pandemic era, none has caused as big of a culture shift as the move to remote work. 

  According to Naseem, top pre-pandemic questions from talent shifted from What’s the comp? Who will I be working for? to What's the work arrangement? Is this hybrid? Companies that demanded full-time on-site work were not popular with talented candidates.

  “And those companies that continue to say, no, we don't care, this is what we want — they struggled,” said Naseem. “They struggled to find people. Not just [find] people, but they're struggling to retain their people.”

  In order to keep up with the rapidly changing world of work, automotive supply chain companies need to change their culture and allow more flexibility. A cookie-cutter approach won’t cut it anymore. 

  They might look to previous podcast guest Katherine Knight, Mitsubishi’s chief legal officer and chief HR officer, who led the charge to “work from home forever.” In this episode of the Automotive Leaders podcast, Naseem joins Jan to deconstruct that conversation with Katherine, and discuss major changes in work culture across multiple industries including the automotive industry.

  Themes discussed on this episode: 

  • Cross-industry trends in remote versus on-site work models
  • What remote work means for new Gen Z employees
  • Why traditional performance reviews are being scrapped across industries
  • How being unapologetically yourself makes you a better leader
  
  

  Featured Guest: Naseem Malik

  What he does: Naseem is a managing partner at MRA Global Sourcing and a true thought leader when it comes to sourcing executive supply chain staff. Get Naseem’s informative newsletter.

  On leadership: “Just be your raw self. Find your voice and don't be afraid to share it. We talked about this a lot — you are your own brand. You've got to build your own brand. So if you are not honest with yourself and the way you act, feel, everything, it'll be reflected. It'll stunt your growth, it will stunt your development. And it may create an impression about you which is not reality.”

  Episode Highlights

  Timestamped inflection points from the show

  [2:36] Meet the guest: Naseem and Jan discuss how they met, as well as Naseem’s unique cross-industry expertise.

  [5:07] At the forefront: Katherine Knight’s statement, “work from home forever,” was a bold one. Mitsubishi is leading the charge for remote work in the automotive industry. But operationalizing it can be tricky.  

  [8:00] Flipping the switch: How do companies across sectors decide whether to mandate in-office work or go remote? Naseem gives a sampling of trends across industries.

  [11:38] The Gen Z challenge: For many younger workers, remote work is attractive. But some Gen Zers are beginning to recognize the benefits of being an office and learning from more experienced colleagues. 

  [13:40] Cookie cutter won’t cut it: Naseem discusses the importance of work flexibility, and how it is beginning to play a larger role in supply chain industry hiring and retention. 

  [19:35] The hybrid work choice paradox: Will GM’s decision to mandate three days of on-site work per week hurt or help them? 

  [23:12] Define your own culture: The auto supply chain industry often feels pressure to follow tech companies’ leads. How is that trend playing out when it comes to on- versus off-site work?

  [26:54] The highlights: Naseem talks about what stood out about Jan’s interview with Katherine Knight, including her unique approach to performance reviews. 

  [31:58] Toward a new performance review: Naseem and Jan discuss what makes Katherine’s view on performance reviews unique, as well as performance review trends across industries.

  [35:41] A leader for the future: As a lawyer, Katherine is the last person one might expect to have progressive views on work from home. But it’s part of what makes her an effective leader in her industry. 

  [42:40] Break out of the mold: Jan and Naseem discuss breaking out of the corporate mold and being unapologetically yourself. 

  [45:21] Advice for auto industry leaders: To become a strong leader, embrace your authentic self by building your personal brand around who you truly are.

  Top quotes

  [8:39] Naseem: “There's some leaders that were dead set against ever hiring anybody remote pre-pandemic. And these are leaders that were 30, 35 years into their careers, that would never entertain that because either they're in a good spot — meaning geographically. they don't need to do that — or they just didn't believe it could work. And to see them do a complete 180 and now hire successfully remote was an eye opener.”

  [14:43] Jan: “Inclusive is a word that gets a lot of airtime these days, but we have to be more understanding that — guess what? Humans are different, and our needs change at different times of our lives.” 

  [22:47] Naseem: “I think over the past six months of this year, office vacancy has declined, meaning occupancy has gone up by several percentage points compared to this time last year. So that shows you another trend of how companies are now beginning to say, all right, slowly but surely, it's time to start coming back.”

  [30:55] Naseem: “After a play is done, a coach should give a player feedback right then and there. A coach is not going to wait after the season is over and then come back to that specific play and provide feedback because that completely defeats the purpose. So thinking about it as a player-coach relationship — it’s constant feedback. After every play, give that feedback.”

  [40:15] Jan: “Of course, there's a level of professionalism, but it's okay to be you. And to let your authentic self come through. In fact, that will do more for you and bonding your team to you as a leader than it will try to fit a corporate stuffy mold.”

  ]]>Watch the full video on YouTube - click here

  As a managing partner at MRA Global Sourcing and a thought leader in supply chain staff sourcing, Naseem Malik has his finger on the pulse of the automotive supply chain industry — and lots of other industries. 

  With all the other major challenges facing supply chains in the pandemic era, none has caused as big of a culture shift as the move to remote work. 

  According to Naseem, top pre-pandemic questions from talent shifted from What’s the comp? Who will I be working for? to What's the work arrangement? Is this hybrid? Companies that demanded full-time on-site work were not popular with talented candidates.

  “And those companies that continue to say, no, we don't care, this is what we want — they struggled,” said Naseem. “They struggled to find people. Not just [find] people, but they're struggling to retain their people.”

  In order to keep up with the rapidly changing world of work, automotive supply chain companies need to change their culture and allow more flexibility. A cookie-cutter approach won’t cut it anymore. 

  They might look to previous podcast guest Katherine Knight, Mitsubishi’s chief legal officer and chief HR officer, who led the charge to “work from home forever.” In this episode of the Automotive Leaders podcast, Naseem joins Jan to deconstruct that conversation with Katherine, and discuss major changes in work culture across multiple industries including the automotive industry.

  Themes discussed on this episode: 

  • Cross-industry trends in remote versus on-site work models
  • What remote work means for new Gen Z employees
  • Why traditional performance reviews are being scrapped across industries
  • How being unapologetically yourself makes you a better leader
  
  

  Featured Guest: Naseem Malik

  What he does: Naseem is a managing partner at MRA Global Sourcing and a true thought leader when it comes to sourcing executive supply chain staff. Get Naseem’s informative newsletter.

  On leadership: “Just be your raw self. Find your voice and don't be afraid to share it. We talked about this a lot — you are your own brand. You've got to build your own brand. So if you are not honest with yourself and the way you act, feel, everything, it'll be reflected. It'll stunt your growth, it will stunt your development. And it may create an impression about you which is not reality.”

  Episode Highlights

  Timestamped inflection points from the show

  [2:36] Meet the guest: Naseem and Jan discuss how they met, as well as Naseem’s unique cross-industry expertise.

  [5:07] At the forefront: Katherine Knight’s statement, “work from home forever,” was a bold one. Mitsubishi is leading the charge for remote work in the automotive industry. But operationalizing it can be tricky.  

  [8:00] Flipping the switch: How do companies across sectors decide whether to mandate in-office work or go remote? Naseem gives a sampling of trends across industries.

  [11:38] The Gen Z challenge: For many younger workers, remote work is attractive. But some Gen Zers are beginning to recognize the benefits of being an office and learning from more experienced colleagues. 

  [13:40] Cookie cutter won’t cut it: Naseem discusses the importance of work flexibility, and how it is beginning to play a larger role in supply chain industry hiring and retention. 

  [19:35] The hybrid work choice paradox: Will GM’s decision to mandate three days of on-site work per week hurt or help them? 

  [23:12] Define your own culture: The auto supply chain industry often feels pressure to follow tech companies’ leads. How is that trend playing out when it comes to on- versus off-site work?

  [26:54] The highlights: Naseem talks about what stood out about Jan’s interview with Katherine Knight, including her unique approach to performance reviews. 

  [31:58] Toward a new performance review: Naseem and Jan discuss what makes Katherine’s view on performance reviews unique, as well as performance review trends across industries.

  [35:41] A leader for the future: As a lawyer, Katherine is the last person one might expect to have progressive views on work from home. But it’s part of what makes her an effective leader in her industry. 

  [42:40] Break out of the mold: Jan and Naseem discuss breaking out of the corporate mold and being unapologetically yourself. 

  [45:21] Advice for auto industry leaders: To become a strong leader, embrace your authentic self by building your personal brand around who you truly are.

  Top quotes

  [8:39] Naseem: “There's some leaders that were dead set against ever hiring anybody remote pre-pandemic. And these are leaders that were 30, 35 years into their careers, that would never entertain that because either they're in a good spot — meaning geographically. they don't need to do that — or they just didn't believe it could work. And to see them do a complete 180 and now hire successfully remote was an eye opener.”

  [14:43] Jan: “Inclusive is a word that gets a lot of airtime these days, but we have to be more understanding that — guess what? Humans are different, and our needs change at different times of our lives.” 

  [22:47] Naseem: “I think over the past six months of this year, office vacancy has declined, meaning occupancy has gone up by several percentage points compared to this time last year. So that shows you another trend of how companies are now beginning to say, all right, slowly but surely, it's time to start coming back.”

  [30:55] Naseem: “After a play is done, a coach should give a player feedback right then and there. A coach is not going to wait after the season is over and then come back to that specific play and provide feedback because that completely defeats the purpose. So thinking about it as a player-coach relationship — it’s constant feedback. After every play, give that feedback.”

  [40:15] Jan: “Of course, there's a level of professionalism, but it's okay to be you. And to let your authentic self come through. In fact, that will do more for you and bonding your team to you as a leader than it will try to fit a corporate stuffy mold.”

  ]]>8e242858-c11b-4f21-b5da-89d298ebe140Thu, 01 Dec 2022 07:00:00 -040044:37falsefull483834As some auto companies like Mitsubishi shift to “work from home forever,” how are other industries settling into a new culture of remote and hybrid work? And how has remote and hybrid work changed these industries for the better? In this episode of Automotive Leaders, Jan sits down with Naseem Malik, managing partner of MRA Global Sourcing, to discuss these trends and break down the recent interview with Mitsubishi’s Katherine Knight.Happy Thanksgiving!Relax, recharge, and don't check e-mail

  Happy Thanksgiving 2022 from the team at Gravitas Detroit and the Automotive Leaders podcast.

  Learn more about your host, Jan Griffiths in this short video

  Learn more about creating your own internal company podcast

  Sign up for The Automotive Leaders Letter

  ]]>Relax, recharge, and don't check e-mail

  Happy Thanksgiving 2022 from the team at Gravitas Detroit and the Automotive Leaders podcast.

  Learn more about your host, Jan Griffiths in this short video

  Learn more about creating your own internal company podcast

  Sign up for The Automotive Leaders Letter

  ]]>584dc675-5111-47ca-b8c0-f15a8922f4d7Thu, 24 Nov 2022 07:30:00 -040002:41falsefull482824OESA Supplier Conference UnpluggedBonus episode.

  Jan Griffiths and Jason Stein sit down behind the mic. and share their perspectives on the OESA supplier conference 2022.

  Auto Supply Chain Prophets

  Flat Six Media

  Cars & Culture

  OESA Insiders podcast

  Learn more about creating your own internal company podcast

  Sign up for The Automotive Leaders Letter

  ]]>Bonus episode.

  Jan Griffiths and Jason Stein sit down behind the mic. and share their perspectives on the OESA supplier conference 2022.

  Auto Supply Chain Prophets

  Flat Six Media

  Cars & Culture

  OESA Insiders podcast

  Learn more about creating your own internal company podcast

  Sign up for The Automotive Leaders Letter

  ]]>405a7cc6-8d2e-4291-830d-9eccf399abdfFri, 11 Nov 2022 07:30:00 -040014:41falsebonus481814Bonus episode. Jan Griffiths and Jason Stein sit down behind the mic. and share their perspectives on the OESA supplier conference 2022.Work from home forever? with an automotive OEM?

  Watch the full video on YouTube - click here

  Earlier this year, an announcement by Mitsubishi North America  (MMNA)caught the attention of the entire automotive industry. The company would be shifting to work from home — forever.

  At the time, MMNA’’s CEO called it “a critical moment to embrace, change, motivate and retain our talented employee base.” The decision represented a major culture shift for Mitsubishi but also presented some big challenges for company leaders.

  So what exactly does “work from home forever” look like for Mitsubishi? A little different than you might think. 

  Mitsubishi’s Chief Legal Officer, Chief HR Officer, and Chief Compliance Officer  Katherine Knight says she still sees people in the office every day, and seasonal parties and team meetings are usually still held in person. But the most important thing is that employees are offered to work the way that is most comfortable and efficient for them.

  “Everybody is at a different place in their life. And it's one of the reasons why this choice, for me personally, was very important, because I want us to be as inclusive as possible,” Katherine says.

  So how’s it going six months into the experiment? “Nobody has suggested we need to mandate days in the office. Absolutely not.”

  Katherine joins Jan on this episode of the Automotive Leaders Podcast to talk about Mitsubishi’s move to remote work and how this OEM made that difficult decision. Tune into the episode for more on Mitsubishi’s “cultural revolution,” plus a peek into Katherine’s upbringing as a record store geek!

  Themes discussed on this episode: 

  • What ‘labor relations’ really means
  • Why the shift to work from home was a positive opportunity for company leaders
  • Expanding your talent net with remote work
  • Why you need to change your performance reviews
  • The importance of vision, purpose, and risk-taking in the automotive industry
  
  

  Featured Guest: Katherine Knight

  What she does: Katherine is the Chief Legal Officer, Chief HR Officer and Chief Compliance Officer at Mitsubishi Motors. As a C-suite executive at Mitsubishi North America, she led the charge in 2022 to allow U.S. employees to work from home forever.

  On leadership: “ I'm trying to lead the department in a particular type of vision and a particular way of working. And that encompasses a lot of other things. It encompasses authenticity. It encompasses transparency. I don't expect people to go along with the vision if I'm not being completely transparent with them about what the challenges we're going to have are and how we're going to have to change how we do things. And I also don't expect them to go along with the vision if they get something different from me today than they do tomorrow, or they did yesterday. They need consistency from me.”

  Episode Highlights

  Timestamped inflection points from the show

  [2:08] Free to choose: Today’s guest, Katherine Knight, discusses her traditional beginnings as a trial lawyer and how she fell in love with employment law, particularly in the auto industry. 

  [6:50] What ‘labor relations’ really means: Katherine discusses her first labor relations job at Nissan and what it taught her about what really drives employee success.

  [9:52] A critical moment: Mitsubishi’s shift to a permanent remote model came at “a critical moment to embrace, change, motivate and retain our talented employee base.” Katherine talks about what inspired her and other C-suite leaders to make the decision.

  [17:59] Modeling motivation: The shift to “work from home forever” is a big responsibility for company leaders. But for many of Mitsubishi’s leaders, it has also become an opportunity to model the type of behavior they want to see from their teams, Katherine explains.

  [20:59] An equitable experience: Katherine discusses the biggest challenge when it comes to keeping employees motivated: creating an equitable experience for everyone, whether they choose to stay home or come into the office.

  [28:03] Expanding the talent net: Katherine explains how Mitsubishi’s remote work policy has expanded the talent pool and attracted more interest in the company from people both inside and outside of the automotive industry.

  [31:46] A ‘cultural revolution’: Company culture at Mitsubishi is changing in more ways than one. Katherine discusses why the company is making performance reviews more employee-centric. 

  [37:39] Numbers aren’t everything: Jan and Katherine talk about why points-based performance reviews harm workplace culture more than help it, and how Mitsubishi incorporates company values and culture into performance reviews.

  [43:00] 21 traits: Katherine breaks down why she views vision and purpose as the most important of Jan’s 21 leadership traits.

  [48:42] Record store geek: Katherine takes us back to the good old days with her first record store job and some of her biggest musical influences — particularly 80s post-punk.

  [52:08] Taking notes: Katherine discusses how she reins in her biggest distraction: “all of the ideas that live in my head.”

  [54:09] Advice for auto industry leaders: The automotive industry is great at taking risks when it comes to things like technology and product marketing. We need to bring that energy to our people policies, Katherine says.

  Top quotes

  [18:14] Jan: “As human beings, we all have different needs at different times in our lives. And we're different: some people like to be in the office, some people work better at home. But you need to have the choice, you need to have that flexibility.”

  [19:23] Katherine: “A lot of our leaders have discovered that they actually really enjoy the flexibility as well. It's easy for them to role model the type of motivation and the type of behavior that their employees then can be inspired by and also emulate.” 

  [25:00] Katherine: “Back to your original question of how you keep people motivated, the answer for me is twofold. Number one, role modeling the policy. And then number two, just trying to make sure that everybody is having as similar of an experience as possible and does not feel left behind because they've made the choice to stay home.”

  [31:28] Katherine: “If we rest on the reputation that automotive tends to have, that is, I hate to say it, but kind of old school, kind of a dinosaur, we're not going to attract new thinking.”

  [39:12] Jan: “When we tolerate a toxic employee, it does more damage to the organization. If you have that myopic view of just purely the numbers for this person or this department, it's gonna drive you to want to accept that kind of behavior and that kind of behavior is never acceptable.”

  ]]>

  Watch the full video on YouTube - click here

  Earlier this year, an announcement by Mitsubishi North America  (MMNA)caught the attention of the entire automotive industry. The company would be shifting to work from home — forever.

  At the time, MMNA’’s CEO called it “a critical moment to embrace, change, motivate and retain our talented employee base.” The decision represented a major culture shift for Mitsubishi but also presented some big challenges for company leaders.

  So what exactly does “work from home forever” look like for Mitsubishi? A little different than you might think. 

  Mitsubishi’s Chief Legal Officer, Chief HR Officer, and Chief Compliance Officer  Katherine Knight says she still sees people in the office every day, and seasonal parties and team meetings are usually still held in person. But the most important thing is that employees are offered to work the way that is most comfortable and efficient for them.

  “Everybody is at a different place in their life. And it's one of the reasons why this choice, for me personally, was very important, because I want us to be as inclusive as possible,” Katherine says.

  So how’s it going six months into the experiment? “Nobody has suggested we need to mandate days in the office. Absolutely not.”

  Katherine joins Jan on this episode of the Automotive Leaders Podcast to talk about Mitsubishi’s move to remote work and how this OEM made that difficult decision. Tune into the episode for more on Mitsubishi’s “cultural revolution,” plus a peek into Katherine’s upbringing as a record store geek!

  Themes discussed on this episode: 

  • What ‘labor relations’ really means
  • Why the shift to work from home was a positive opportunity for company leaders
  • Expanding your talent net with remote work
  • Why you need to change your performance reviews
  • The importance of vision, purpose, and risk-taking in the automotive industry
  
  

  Featured Guest: Katherine Knight

  What she does: Katherine is the Chief Legal Officer, Chief HR Officer and Chief Compliance Officer at Mitsubishi Motors. As a C-suite executive at Mitsubishi North America, she led the charge in 2022 to allow U.S. employees to work from home forever.

  On leadership: “ I'm trying to lead the department in a particular type of vision and a particular way of working. And that encompasses a lot of other things. It encompasses authenticity. It encompasses transparency. I don't expect people to go along with the vision if I'm not being completely transparent with them about what the challenges we're going to have are and how we're going to have to change how we do things. And I also don't expect them to go along with the vision if they get something different from me today than they do tomorrow, or they did yesterday. They need consistency from me.”

  Episode Highlights

  Timestamped inflection points from the show

  [2:08] Free to choose: Today’s guest, Katherine Knight, discusses her traditional beginnings as a trial lawyer and how she fell in love with employment law, particularly in the auto industry. 

  [6:50] What ‘labor relations’ really means: Katherine discusses her first labor relations job at Nissan and what it taught her about what really drives employee success.

  [9:52] A critical moment: Mitsubishi’s shift to a permanent remote model came at “a critical moment to embrace, change, motivate and retain our talented employee base.” Katherine talks about what inspired her and other C-suite leaders to make the decision.

  [17:59] Modeling motivation: The shift to “work from home forever” is a big responsibility for company leaders. But for many of Mitsubishi’s leaders, it has also become an opportunity to model the type of behavior they want to see from their teams, Katherine explains.

  [20:59] An equitable experience: Katherine discusses the biggest challenge when it comes to keeping employees motivated: creating an equitable experience for everyone, whether they choose to stay home or come into the office.

  [28:03] Expanding the talent net: Katherine explains how Mitsubishi’s remote work policy has expanded the talent pool and attracted more interest in the company from people both inside and outside of the automotive industry.

  [31:46] A ‘cultural revolution’: Company culture at Mitsubishi is changing in more ways than one. Katherine discusses why the company is making performance reviews more employee-centric. 

  [37:39] Numbers aren’t everything: Jan and Katherine talk about why points-based performance reviews harm workplace culture more than help it, and how Mitsubishi incorporates company values and culture into performance reviews.

  [43:00] 21 traits: Katherine breaks down why she views vision and purpose as the most important of Jan’s 21 leadership traits.

  [48:42] Record store geek: Katherine takes us back to the good old days with her first record store job and some of her biggest musical influences — particularly 80s post-punk.

  [52:08] Taking notes: Katherine discusses how she reins in her biggest distraction: “all of the ideas that live in my head.”

  [54:09] Advice for auto industry leaders: The automotive industry is great at taking risks when it comes to things like technology and product marketing. We need to bring that energy to our people policies, Katherine says.

  Top quotes

  [18:14] Jan: “As human beings, we all have different needs at different times in our lives. And we're different: some people like to be in the office, some people work better at home. But you need to have the choice, you need to have that flexibility.”

  [19:23] Katherine: “A lot of our leaders have discovered that they actually really enjoy the flexibility as well. It's easy for them to role model the type of motivation and the type of behavior that their employees then can be inspired by and also emulate.” 

  [25:00] Katherine: “Back to your original question of how you keep people motivated, the answer for me is twofold. Number one, role modeling the policy. And then number two, just trying to make sure that everybody is having as similar of an experience as possible and does not feel left behind because they've made the choice to stay home.”

  [31:28] Katherine: “If we rest on the reputation that automotive tends to have, that is, I hate to say it, but kind of old school, kind of a dinosaur, we're not going to attract new thinking.”

  [39:12] Jan: “When we tolerate a toxic employee, it does more damage to the organization. If you have that myopic view of just purely the numbers for this person or this department, it's gonna drive you to want to accept that kind of behavior and that kind of behavior is never acceptable.”

  ]]>0b6d9e7d-c161-4a42-a45f-ef4d812644b9Thu, 10 Nov 2022 06:30:00 -040057:52falsefull480804Earlier this year, an announcement by Mitsubishi North America (MMNA)caught the attention of the entire automotive industry. The company would be shifting to work from home — forever. At the time, MMNA’’s CEO called it “a critical moment to embrace, change, motivate and retain our talented employee base.” The decision represented a major culture shift for Mitsubishi but also presented some big challenges for company leaders. So what exactly does “work from home forever” look like for Mitsubishi? A little different than you might think.Deconstructing the Dr. Andy Palmer Interview With Automotive Technology Leader Anne PartingtonThis episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  The reality of practicing leadership is different from talking about it. No one knows that better than Dr. Andy Palmer, who Automotive Leaders interviewed recently. And there’s no more important space for the right kind of leadership than the automotive industry.

  Anne Partington, a mobility leader in the transportation industry and commercialization director for advanced transportation, explains: “We are living through immense and intense disruption across all of the automotive industry and with that brings opportunity for novel approaches and the culture change to support rapid innovation”.

  Between traditional command and control OEM and California tech culture clashes, it’s ripe for opportunity and growth. So how is Andy Palmer really leading the charge?

  “[He’s] running three start-up companies — not just one. And he sits as a board member on a fourth,” Anne says. “That is a demonstration of true commitment to innovation: To be in the thick of it.” Spearheading DEI initiatives and all-in commitments to net-zero emissions takes real guts in the automotive space. It’s hard to drive change, and even harder to make it stick.

  But likability in a leader can go a long way in inspiring real innovation spurred on by culturally diverse teams. “Every time there is a challenge or a failure, that is a great opportunity to learn,” Anne says. “When leaders like Andy Palmer share those experiences, and in that manner are sharing their vulnerabilities, it makes them much more identifiable.”

  Together with host Jan Griffiths, Anne breaks down the key learnings from the interview with Andy, with a thorough deconstruction of what leadership and culture really mean for an evolving automotive industry. They share what really resonated and what the automotive space can expect now and in the future.

  Themes discussed on this episode: 

  • Why understanding social and technology trends is important to driving cognitive diversity and inclusion in organizations
  • The importance of actually living your values to drive real change and growth across different teams with diverse experiences
  • Going all in on your mission and being willing to put yourself on the line
  • Why automotive and the entrepreneurial spirit mesh together so well
  • What disruptive challenges automotive faces now and in the future — and what to do about it
  
  

  Featured Guest: Anne Partington

  What she does: Anne Partington is a mobility and transportation expert in the automotive space. Her work as a commercialization director for advanced transportation focuses on advancing new technology in the market. Her areas of expertise include mobility, innovation, sustainability, inclusive leadership and supply chain management.

  On leadership: “Sharing that life is a journey of ups and downs, successes and challenges, makes a leader really approachable. There is no one of us that has that perfect journey of having a vertical trajectory all the way up — it's quite stepped. And every time there is a challenge or a failure, that is a great opportunity to learn. When leaders like Andy Palmer share those experiences, and in that manner are sharing their vulnerabilities, it makes them much more identifiable. […] That’s also very inspiring for people who want to take risks. to try new things, to try to be supportive of others, to bring diverse voices and marginalized communities to the table who historically have not been present [or] had a voice.”

  Episode Highlights

  Timestamped inflection points from the show

  [2:05] Key takeaways: Anne breaks down the main ways the Dr. Andy Palmer interview resonated with her.

  [5:04] Cognitive diversity: Andy had the foresight to not just understand social trends, but to act on them by bringing them into traditional processes. Healthy dissent at the table really matters.

  [8:34] Creating parallels: Moving DEI forward takes real creativity and innovation. Jan and Anne dive into what Andy did to make it happen.

  [11:53] Living your values: Jan breaks down why Andy never took other automotive roles being thrown at him. 

  [13:05] Startup and disrupt: Running three companies and being on the board of the fourth helped Andy pave the way for sustainability with his all-in, net-zero mission. 

  [15:28] Building bridges: Anne shares advice for connecting the entrepreneurial world of start up with traditional OEM manufacturing, and the invaluable lessons learned.

  [18:14] Cultural fit: Between traditional automotive command and control and the California tech space, there’s no one culture. But further than this, different cultures are experienced within teams, so it needs to be a key focus of companies that want to thrive.

  [24:12] Lucking out: Andy could’ve cashed in on his ‘Godfather of EV’ title, but went for honesty and humility instead — the hallmarks of not just a great leader, but a likable one too.

  [30:49] Advice for auto industry leaders: In closing, Anne shares her unique insight into the challenges disruption brings for automotive. 

  Top quotes

  [2:57] Jan: “One of the biggest challenges in practicing the growth mindset is making the time for it. It's so easy to keep your head down in the weeds and focus on the day to day for the business, but [Andy] seems to have one eye on the future — and he's always learning. That's hard to do.”

  [3:35] Anne: “Anytime you’re working on something that's so far out, that there's really high risk and the potential for reward is really unknown. You’re trying to predict consumer usage, regulation [and] whether the shareholders will find value in the path that you're taking. These are the hallmarks of a great leader, someone who has to be very resilient to what the feedback might be in taking these types of strategic risks. It is easier and a short-term greater thumbs-up when the focus is on the ROI. But if we’ve learned nothing else in the last few years, I think it has been very apparent that the world is unpredictable.”  

  
  

  [11:20] Anne: “You really do need a champion to be in place, top-down, who then enables and supports the movement of that DEI work. Most importantly, not just to create belonging, but accessibility to high-level strategic work, all the way to driving decisions and beyond. And then supporting the decisions that are made in that space, and ensuring that it is understood that people can take those risks, have those conversations, and they are going to be supported along that journey.” 

  
  

  [16:19] Anne: “All the way throughout my career, where I saw an initiative or an opportunity to be intrapreneurial and bring together a team of people to solve a problem or a customer issue, I've always had the support. If I felt that it wasn't there after a few years, I would also look to continue to grow. But in every role I've had […] I recognized the value of bringing together teams, particularly cross functionally, even supplier partners, and really being entrepreneurial. That spirit really fuels that entrepreneurial behavior that in some ways is very parallel to entrepreneurship.”

  ]]>This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  The reality of practicing leadership is different from talking about it. No one knows that better than Dr. Andy Palmer, who Automotive Leaders interviewed recently. And there’s no more important space for the right kind of leadership than the automotive industry.

  Anne Partington, a mobility leader in the transportation industry and commercialization director for advanced transportation, explains: “We are living through immense and intense disruption across all of the automotive industry and with that brings opportunity for novel approaches and the culture change to support rapid innovation”.

  Between traditional command and control OEM and California tech culture clashes, it’s ripe for opportunity and growth. So how is Andy Palmer really leading the charge?

  “[He’s] running three start-up companies — not just one. And he sits as a board member on a fourth,” Anne says. “That is a demonstration of true commitment to innovation: To be in the thick of it.” Spearheading DEI initiatives and all-in commitments to net-zero emissions takes real guts in the automotive space. It’s hard to drive change, and even harder to make it stick.

  But likability in a leader can go a long way in inspiring real innovation spurred on by culturally diverse teams. “Every time there is a challenge or a failure, that is a great opportunity to learn,” Anne says. “When leaders like Andy Palmer share those experiences, and in that manner are sharing their vulnerabilities, it makes them much more identifiable.”

  Together with host Jan Griffiths, Anne breaks down the key learnings from the interview with Andy, with a thorough deconstruction of what leadership and culture really mean for an evolving automotive industry. They share what really resonated and what the automotive space can expect now and in the future.

  Themes discussed on this episode: 

  • Why understanding social and technology trends is important to driving cognitive diversity and inclusion in organizations
  • The importance of actually living your values to drive real change and growth across different teams with diverse experiences
  • Going all in on your mission and being willing to put yourself on the line
  • Why automotive and the entrepreneurial spirit mesh together so well
  • What disruptive challenges automotive faces now and in the future — and what to do about it
  
  

  Featured Guest: Anne Partington

  What she does: Anne Partington is a mobility and transportation expert in the automotive space. Her work as a commercialization director for advanced transportation focuses on advancing new technology in the market. Her areas of expertise include mobility, innovation, sustainability, inclusive leadership and supply chain management.

  On leadership: “Sharing that life is a journey of ups and downs, successes and challenges, makes a leader really approachable. There is no one of us that has that perfect journey of having a vertical trajectory all the way up — it's quite stepped. And every time there is a challenge or a failure, that is a great opportunity to learn. When leaders like Andy Palmer share those experiences, and in that manner are sharing their vulnerabilities, it makes them much more identifiable. […] That’s also very inspiring for people who want to take risks. to try new things, to try to be supportive of others, to bring diverse voices and marginalized communities to the table who historically have not been present [or] had a voice.”

  Episode Highlights

  Timestamped inflection points from the show

  [2:05] Key takeaways: Anne breaks down the main ways the Dr. Andy Palmer interview resonated with her.

  [5:04] Cognitive diversity: Andy had the foresight to not just understand social trends, but to act on them by bringing them into traditional processes. Healthy dissent at the table really matters.

  [8:34] Creating parallels: Moving DEI forward takes real creativity and innovation. Jan and Anne dive into what Andy did to make it happen.

  [11:53] Living your values: Jan breaks down why Andy never took other automotive roles being thrown at him. 

  [13:05] Startup and disrupt: Running three companies and being on the board of the fourth helped Andy pave the way for sustainability with his all-in, net-zero mission. 

  [15:28] Building bridges: Anne shares advice for connecting the entrepreneurial world of start up with traditional OEM manufacturing, and the invaluable lessons learned.

  [18:14] Cultural fit: Between traditional automotive command and control and the California tech space, there’s no one culture. But further than this, different cultures are experienced within teams, so it needs to be a key focus of companies that want to thrive.

  [24:12] Lucking out: Andy could’ve cashed in on his ‘Godfather of EV’ title, but went for honesty and humility instead — the hallmarks of not just a great leader, but a likable one too.

  [30:49] Advice for auto industry leaders: In closing, Anne shares her unique insight into the challenges disruption brings for automotive. 

  Top quotes

  [2:57] Jan: “One of the biggest challenges in practicing the growth mindset is making the time for it. It's so easy to keep your head down in the weeds and focus on the day to day for the business, but [Andy] seems to have one eye on the future — and he's always learning. That's hard to do.”

  [3:35] Anne: “Anytime you’re working on something that's so far out, that there's really high risk and the potential for reward is really unknown. You’re trying to predict consumer usage, regulation [and] whether the shareholders will find value in the path that you're taking. These are the hallmarks of a great leader, someone who has to be very resilient to what the feedback might be in taking these types of strategic risks. It is easier and a short-term greater thumbs-up when the focus is on the ROI. But if we’ve learned nothing else in the last few years, I think it has been very apparent that the world is unpredictable.”  

  
  

  [11:20] Anne: “You really do need a champion to be in place, top-down, who then enables and supports the movement of that DEI work. Most importantly, not just to create belonging, but accessibility to high-level strategic work, all the way to driving decisions and beyond. And then supporting the decisions that are made in that space, and ensuring that it is understood that people can take those risks, have those conversations, and they are going to be supported along that journey.” 

  
  

  [16:19] Anne: “All the way throughout my career, where I saw an initiative or an opportunity to be intrapreneurial and bring together a team of people to solve a problem or a customer issue, I've always had the support. If I felt that it wasn't there after a few years, I would also look to continue to grow. But in every role I've had […] I recognized the value of bringing together teams, particularly cross functionally, even supplier partners, and really being entrepreneurial. That spirit really fuels that entrepreneurial behavior that in some ways is very parallel to entrepreneurship.”

  ]]>0664dbb6-f1e5-499e-a7fd-803d88349f73Thu, 27 Oct 2022 08:00:00 -040034:37falsefull479794The reality of practicing leadership is different from talking about it. No one knows that better than Dr. Andy Palmer, who Automotive Leaders interviewed recently. And there’s no more important space for the right kind of leadership than the automotive industry. “[He’s] running three companies — not just one. And he sits as a board member on a fourth,” says Anne Partington, a mobility and transportation leader in automotive. “That is a demonstration of true commitment to innovation: To be in the thick of it.”Meet the ‘Godfather of the EV’ and the former CEO of Switch Mobility, Dr. Andy Palmer This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  The automotive industry is changing fast — and we’re not just talking about the pandemic. The electric vehicle revolution is going to be a shift as monumental as when cars first began selling on the market.

  There’s no one who knows this better than Andy Palmer, also known as the “Godfather of the EV.” As the former COO of Nissan, Andy led the Nissan Leaf project, which became the world’s first mass-market EV, and has continued to work in new energy vehicles and batteries throughout his career.

  According to Andy, startups and even old companies who don’t catch up with the EV revolution are going to fall behind, and many will fail completely. And an essential part of survival requires reflecting on their company culture and making necessary changes.

  “This is so big that getting your corporate culture right is the only way that you could get to a 70% possibility of success. It doesn't guarantee success, but it gets there an awful lot more if you have people that basically know what they're working for, like what they're working for, are consistent in what they're working for, and have the energy to deliver what they're working for,” Andy says. “And you only do that by setting the tone and the culture of the companies that you're working in.”

  Tune in to the first episode of the Automotive Leaders Podcast as Jan sits down with Andy to talk about the EV revolution and what it will take for leaders in the auto industry to survive it and thrive. Make sure to stay ‘till the end of this episode to hear more about Andy’s glory days as a punk rocker and he and Jan’s shared admiration for Vivienne Westwood!

  Themes discussed on this episode: 

  • Why it’s important to step outside the corporate bubble
  • The importance of values for auto supply chain leaders
  • Why company culture will be crucial to the EV revolution
  • How diversity makes a better team and a better product
  • What apprenticeships can do that formal higher education can’t
  
  

  Featured Guest: Dr. Andy Palmer

  What he does: Andy, known as the “Godfather of EVs,” is the former CEO of Aston Martin and former COO of Nissan. He was also the CEO of Switch Mobility. Currently, he is the CEO at Pod Point, Chairman at Brill Power, Chairman of the Board at InoBat, and Founder and CEO at Palmer Automotive Ltd.

  On leadership: “A work ethic is really, really important. You don't get to be a leader if you don't have a work ethic. So I would say that's almost a hygiene factor … the importance of being genuine, the importance of being yourself, the importance of having a clear vision of your own values, and then living by those values. The ability to disagree with your boss, but not necessarily in a violent way … learning to influence by doing and not simply blowing in the wind, which so many people do."

  
  

  Episode Highlights

  Timestamped inflection points from the show

  [2:05] Lifelong commitment: After leading the Nissan Leaf project, the world’s first mass-market EV, Andy Palmer decided he wanted to focus his career on zero-emissions vehicles. He discusses how his work in this area has continued since leaving Aston Martin in 2020.

  [6:02] Popping the corporate bubble: Jan and Andy discuss the importance of stepping outside of the corporate world, and the opportunities that can come as a result.

  [9:18] Predicting the future: How did Andy know that EVs would become the next big thing for the automotive industry nearly a decade ago? He breaks down a few major points.

  [14:50] Staying true to your values: How can you be an authentic leader and show up for your team when your boss doesn’t align with your values? Andy offers his two cents.

  [20:28] ‘We’re still humans’: The shift from conventional engines to EVs is so monumental that most companies will fail unless they also adapt their company culture for the better, Andy explains in this segment.

  [23:38] No magic model: Jan and Andy discuss the idea that the automotive industry should import California’s ‘tech bro’ culture. “I think you have to create your own culture to start with,” Andy says.

  [31:43] ‘A more competitive team’: Andy talks about the “ female parallel board” at Aston Martin and discusses why he feels so strongly about the importance of diversity in the automotive industry.

  [35:44] 21 traits: Of Jan’s 21 traits of authentic leadership, Andy couldn’t pick just one — because an authentic leader needs many of them, he says.

  [37:04] In-person vs remote: Andy shares his thoughts on the debate about remote versus face-to-face work.

  [41:21] The value of apprenticeship: Andy discusses why apprenticeships should, in some cases, replace higher education, and how The Palmer Foundation creates apprenticeship opportunities for young aspiring automotive engineers.

  [48:11] ‘The glory days’: Andy and Jan get into the personal questions: Andy’s ‘glory days’ as a punk rocker in the late 1970s, Vivienne Westwood, and work distractions.

  [53:07] Advice for auto industry leaders: Andy’s biggest tip for automotive industry leaders is to have a clear work ethic — know your values and live by them.

  
  

  Top quotes

  [16:45] “Our staff that work for us all want to think that there's predictability when they go to their boss, I think, you've got to believe that my boss today is going to think in the same logical pattern that he thought yesterday and the day before … good leaders need to be consistent, and they need to have a fairly understandable value set. And they need to live to those values every day.”

  [20:18] “If you truly believe in the value set that you've set yourselves, then you've got to stand behind them, otherwise you become fake. And everybody can see that you're fake.” 

  [22:22] “[EV] is so big that getting your corporate culture right is the only way that you could get to a 70% possibility of success. It doesn't guarantee success, but it gets there an awful lot more if you have people that basically know what they're working for, like what they're working for, consistent in what they're working for, and have the energy to deliver what they're working for. And you only do that by setting the tone and the culture of the companies that you're working in.”

  [24:41] “I think you have to create your own culture to start with. I don't think you can import somebody else's. And I don't think there's any magic model … you have to create your own story, your own challenge, which is unique to your particular position. And something that every employee can relate to.”

  [34:18] “To me, ‘bro culture,’ for want of a better word, is self-defeating because it makes your company less competitive. If you can, embrace diversity — not so that you've got the right gender and racial mix, but because it makes you a more competitive team.”

  ]]> This episode is sponsored by Lockton, click here to learn more

  Watch the full video on YouTube - click here

  The automotive industry is changing fast — and we’re not just talking about the pandemic. The electric vehicle revolution is going to be a shift as monumental as when cars first began selling on the market.

  There’s no one who knows this better than Andy Palmer, also known as the “Godfather of the EV.” As the former COO of Nissan, Andy led the Nissan Leaf project, which became the world’s first mass-market EV, and has continued to work in new energy vehicles and batteries throughout his career.

  According to Andy, startups and even old companies who don’t catch up with the EV revolution are going to fall behind, and many will fail completely. And an essential part of survival requires reflecting on their company culture and making necessary changes.

  “This is so big that getting your corporate culture right is the only way that you could get to a 70% possibility of success. It doesn't guarantee success, but it gets there an awful lot more if you have people that basically know what they're working for, like what they're working for, are consistent in what they're working for, and have the energy to deliver what they're working for,” Andy says. “And you only do that by setting the tone and the culture of the companies that you're working in.”

  Tune in to the first episode of the Automotive Leaders Podcast as Jan sits down with Andy to talk about the EV revolution and what it will take for leaders in the auto industry to survive it and thrive. Make sure to stay ‘till the end of this episode to hear more about Andy’s glory days as a punk rocker and he and Jan’s shared admiration for Vivienne Westwood!

  Themes discussed on this episode: 

  • Why it’s important to step outside the corporate bubble
  • The importance of values for auto supply chain leaders
  • Why company culture will be crucial to the EV revolution
  • How diversity makes a better team and a better product
  • What apprenticeships can do that formal higher education can’t
  
  

  Featured Guest: Dr. Andy Palmer

  What he does: Andy, known as the “Godfather of EVs,” is the former CEO of Aston Martin and former COO of Nissan. He was also the CEO of Switch Mobility. Currently, he is the CEO at Pod Point, Chairman at Brill Power, Chairman of the Board at InoBat, and Founder and CEO at Palmer Automotive Ltd.

  On leadership: “A work ethic is really, really important. You don't get to be a leader if you don't have a work ethic. So I would say that's almost a hygiene factor … the importance of being genuine, the importance of being yourself, the importance of having a clear vision of your own values, and then living by those values. The ability to disagree with your boss, but not necessarily in a violent way … learning to influence by doing and not simply blowing in the wind, which so many people do."

  
  

  Episode Highlights

  Timestamped inflection points from the show

  [2:05] Lifelong commitment: After leading the Nissan Leaf project, the world’s first mass-market EV, Andy Palmer decided he wanted to focus his career on zero-emissions vehicles. He discusses how his work in this area has continued since leaving Aston Martin in 2020.

  [6:02] Popping the corporate bubble: Jan and Andy discuss the importance of stepping outside of the corporate world, and the opportunities that can come as a result.

  [9:18] Predicting the future: How did Andy know that EVs would become the next big thing for the automotive industry nearly a decade ago? He breaks down a few major points.

  [14:50] Staying true to your values: How can you be an authentic leader and show up for your team when your boss doesn’t align with your values? Andy offers his two cents.

  [20:28] ‘We’re still humans’: The shift from conventional engines to EVs is so monumental that most companies will fail unless they also adapt their company culture for the better, Andy explains in this segment.

  [23:38] No magic model: Jan and Andy discuss the idea that the automotive industry should import California’s ‘tech bro’ culture. “I think you have to create your own culture to start with,” Andy says.

  [31:43] ‘A more competitive team’: Andy talks about the “ female parallel board” at Aston Martin and discusses why he feels so strongly about the importance of diversity in the automotive industry.

  [35:44] 21 traits: Of Jan’s 21 traits of authentic leadership, Andy couldn’t pick just one — because an authentic leader needs many of them, he says.

  [37:04] In-person vs remote: Andy shares his thoughts on the debate about remote versus face-to-face work.

  [41:21] The value of apprenticeship: Andy discusses why apprenticeships should, in some cases, replace higher education, and how The Palmer Foundation creates apprenticeship opportunities for young aspiring automotive engineers.

  [48:11] ‘The glory days’: Andy and Jan get into the personal questions: Andy’s ‘glory days’ as a punk rocker in the late 1970s, Vivienne Westwood, and work distractions.

  [53:07] Advice for auto industry leaders: Andy’s biggest tip for automotive industry leaders is to have a clear work ethic — know your values and live by them.

  
  

  Top quotes

  [16:45] “Our staff that work for us all want to think that there's predictability when they go to their boss, I think, you've got to believe that my boss today is going to think in the same logical pattern that he thought yesterday and the day before … good leaders need to be consistent, and they need to have a fairly understandable value set. And they need to live to those values every day.”

  [20:18] “If you truly believe in the value set that you've set yourselves, then you've got to stand behind them, otherwise you become fake. And everybody can see that you're fake.” 

  [22:22] “[EV] is so big that getting your corporate culture right is the only way that you could get to a 70% possibility of success. It doesn't guarantee success, but it gets there an awful lot more if you have people that basically know what they're working for, like what they're working for, consistent in what they're working for, and have the energy to deliver what they're working for. And you only do that by setting the tone and the culture of the companies that you're working in.”

  [24:41] “I think you have to create your own culture to start with. I don't think you can import somebody else's. And I don't think there's any magic model … you have to create your own story, your own challenge, which is unique to your particular position. And something that every employee can relate to.”

  [34:18] “To me, ‘bro culture,’ for want of a better word, is self-defeating because it makes your company less competitive. If you can, embrace diversity — not so that you've got the right gender and racial mix, but because it makes you a more competitive team.”

  ]]>c0a70032-126d-4645-96b0-711a24db533fThu, 13 Oct 2022 06:30:00 -040055:05falsefull478784The automotive industry is shifting fast toward the future of EVs, but your employees are still human. And companies both new and old will fail if they don’t adjust their company culture accordingly. “This is so big that getting your corporate culture right is the only way that you could get to a 70% possibility of success,” says Dr. Andy Palmer, “Godfather of the EV,” CEO of Switch and former COO of Nissan.The Automotive Leaders Podcast, launched!We're back!

  The Automotive Leaders Podcast is officially launched.

  Here's the story behind the rebrand and what you can expect in future episodes.

  Download the 21 traits of authentic leadership e book

  Learn more about creating your own internal company podcast

  Sign up for The Automotive Leaders Letter

  Easily navigate our back catalogue of episodes

  Learn more about your host, Jan Griffiths in this short video

  ]]>We're back!

  The Automotive Leaders Podcast is officially launched.

  Here's the story behind the rebrand and what you can expect in future episodes.

  Download the 21 traits of authentic leadership e book

  Learn more about creating your own internal company podcast

  Sign up for The Automotive Leaders Letter

  Easily navigate our back catalogue of episodes

  Learn more about your host, Jan Griffiths in this short video

  ]]>28681dd6-2a04-4260-affa-b8665326c382Thu, 29 Sep 2022 08:30:00 -040013:36falsefull477774We're Rebranding!Here's a short status update on the why behind the rebranding.

  This is a time for me to fall on the sword and admit something that's been haunting me for a while.

  ]]>Here's a short status update on the why behind the rebranding.

  This is a time for me to fall on the sword and admit something that's been haunting me for a while.

  ]]>5b62ffb5-c304-46c5-be35-f16a22f8210bThu, 08 Sep 2022 06:30:00 -040006:30falsefull3767635 Tips for Improving Accountability With Jan Griffiths, President and Founder of Gravitas DetroitYou’ve just finished your annual strategic planning meeting, which hopefully if you listened to episode 73 of our podcast, went a little better than usual. Now you’re sitting at your desk with binders full of big ideas and lofty goals for where to take your company next. And as a leader, it’s your responsibility to seize that heightened energy from your team and run with it. So how are you going to do that?

  One word: ACCOUNTABILITY

  At first glance, ‘accountability’ might conjure up some negative feelings. It certainly does for Jan, who has long associated the word with blame. 

  “When people say, I'm gonna hold you accountable, it means you've got to do this. Because if you don't, you're gonna suffer the consequences,” Jan says. “And that's not what accountability is all about.”

  What accountability should look like is you as an authentic leader using your management skills to inspire your team. Instead of just “trying your best,” start thinking outside the box and pushing your team to reach loftier goals. After all, how are we going to grow and change this industry if we’re only focused on playing it safe? 

  In the second part of this special solo series of Finding Gravitas, Jan breaks down company accountability and how to do it right in the automotive industry. For more on accountability, check out Jan’s recent episode with Brian Moran, co-author of Uncommon Accountability.

  Themes discussed in this episode: 

  • What accountability really means
  • How to be clear about your goals and expectations 
  • Why positive language gets things done
  • What it means to take ownership of an objective
  • How to create a safe environment for high performance
  • The importance of metrics and how to track them 
  
  

  Featured Expert: Jan Griffiths (Host)

  What she does: Jan is the co-founder and president of Gravitas Detroit, an organization dedicated to cultivating authentic leadership by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast (formerly, Finding Gravitas Podcast).

  Episode Highlights

  Timestamped inflection points from the show

  [0:37] Adjust your strategy: Jan recaps her top five tips from episode 73 on how to improve your strategic planning meetings to create a more authentic leadership culture.

  [3:14] Where to go next: Effective strategic planning is essential, but what are the needed steps to put your new ideas into action? How do you carry out objectives and keep people accountable for their goals?

  [6:32] Definition and clarity: You can’t hold your team accountable if they don’t know exactly what they’re being held accountable for. Be clear and direct with specific goals, objectives, and tasks.

  [7:24] Positive language: Jan explains why it’s so important to use positive accountability language and why it helps get things done.

  [12:22] Own it: What does it mean to encourage your team to take ownership over an action item? In this segment, Jan discusses how you can inspire your team to own their tasks and why doing so will hold them accountable.

  [15:09] Fear and failure: Our tendency to play it safely come back to our natural fear of failure. But playing it safe isn’t going to change the automotive industry. Here’s how to break that mold and create an environment that allows your team to aim higher.

  [17:24] Metrics and tracking: Jan explains why she’s researching the OKR method — objectives and key results — to track progress and improve accountability.

  [19:37] A brand new look: Jan’s taking a short break following this episode of Finding Gravitas to take a step back and rebrand. Listen to this segment for more on why we’re rebranding and what you can expect when the podcast returns on September 22nd. 

  [24:23] Keep in touch: We love to hear from our listeners! Email Jan directly at Jan@gravitasdetroit.com to tell us about your journey to authentic leadership and what topics you want her to cover in future episodes.  

  Top quotes

  
  

  [7:08] “You cannot hold people accountable to something that's vague — that people don't understand. So spending time making sure you have definition and clarity, every minute of that time is time well spent. ”

  [9:28] “What does that mean, I'll try my best? Does that mean it's gonna happen or not? When you're running a business or you're making a commitment and taking ownership, that kind of language just doesn't work. So you have to start to train the team — and it starts with you — on using positive accountability language.” 

  [13:16] “It's up to you as the leader to get people to feel inspired and excited about these strategic objectives so that people want to be a part of it [and] they want to own it. That’s what leadership is all about.”

  [15:33] “We're not going to be able to stretch ourselves and really reach for those moonshots… if we always play it safe.”

  ]]>You’ve just finished your annual strategic planning meeting, which hopefully if you listened to episode 73 of our podcast, went a little better than usual. Now you’re sitting at your desk with binders full of big ideas and lofty goals for where to take your company next. And as a leader, it’s your responsibility to seize that heightened energy from your team and run with it. So how are you going to do that?

  One word: ACCOUNTABILITY

  At first glance, ‘accountability’ might conjure up some negative feelings. It certainly does for Jan, who has long associated the word with blame. 

  “When people say, I'm gonna hold you accountable, it means you've got to do this. Because if you don't, you're gonna suffer the consequences,” Jan says. “And that's not what accountability is all about.”

  What accountability should look like is you as an authentic leader using your management skills to inspire your team. Instead of just “trying your best,” start thinking outside the box and pushing your team to reach loftier goals. After all, how are we going to grow and change this industry if we’re only focused on playing it safe? 

  In the second part of this special solo series of Finding Gravitas, Jan breaks down company accountability and how to do it right in the automotive industry. For more on accountability, check out Jan’s recent episode with Brian Moran, co-author of Uncommon Accountability.

  Themes discussed in this episode: 

  • What accountability really means
  • How to be clear about your goals and expectations 
  • Why positive language gets things done
  • What it means to take ownership of an objective
  • How to create a safe environment for high performance
  • The importance of metrics and how to track them 
  
  

  Featured Expert: Jan Griffiths (Host)

  What she does: Jan is the co-founder and president of Gravitas Detroit, an organization dedicated to cultivating authentic leadership by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast (formerly, Finding Gravitas Podcast).

  Episode Highlights

  Timestamped inflection points from the show

  [0:37] Adjust your strategy: Jan recaps her top five tips from episode 73 on how to improve your strategic planning meetings to create a more authentic leadership culture.

  [3:14] Where to go next: Effective strategic planning is essential, but what are the needed steps to put your new ideas into action? How do you carry out objectives and keep people accountable for their goals?

  [6:32] Definition and clarity: You can’t hold your team accountable if they don’t know exactly what they’re being held accountable for. Be clear and direct with specific goals, objectives, and tasks.

  [7:24] Positive language: Jan explains why it’s so important to use positive accountability language and why it helps get things done.

  [12:22] Own it: What does it mean to encourage your team to take ownership over an action item? In this segment, Jan discusses how you can inspire your team to own their tasks and why doing so will hold them accountable.

  [15:09] Fear and failure: Our tendency to play it safely come back to our natural fear of failure. But playing it safe isn’t going to change the automotive industry. Here’s how to break that mold and create an environment that allows your team to aim higher.

  [17:24] Metrics and tracking: Jan explains why she’s researching the OKR method — objectives and key results — to track progress and improve accountability.

  [19:37] A brand new look: Jan’s taking a short break following this episode of Finding Gravitas to take a step back and rebrand. Listen to this segment for more on why we’re rebranding and what you can expect when the podcast returns on September 22nd. 

  [24:23] Keep in touch: We love to hear from our listeners! Email Jan directly at Jan@gravitasdetroit.com to tell us about your journey to authentic leadership and what topics you want her to cover in future episodes.  

  Top quotes

  
  

  [7:08] “You cannot hold people accountable to something that's vague — that people don't understand. So spending time making sure you have definition and clarity, every minute of that time is time well spent. ”

  [9:28] “What does that mean, I'll try my best? Does that mean it's gonna happen or not? When you're running a business or you're making a commitment and taking ownership, that kind of language just doesn't work. So you have to start to train the team — and it starts with you — on using positive accountability language.” 

  [13:16] “It's up to you as the leader to get people to feel inspired and excited about these strategic objectives so that people want to be a part of it [and] they want to own it. That’s what leadership is all about.”

  [15:33] “We're not going to be able to stretch ourselves and really reach for those moonshots… if we always play it safe.”

  ]]>a65ffee9-1caa-4a89-a99d-d31df5db96d2Thu, 11 Aug 2022 06:00:00 -040025:00falsefull375753“Accountability” can be a scary word, but it’s a crucial one when it comes to achieving the goals and objectives you’ve outlined following your new-and-improved strategic planning meeting. In this episode of Finding Gravitas Jan shares her top five tips for how to hold your team accountable so you can continue to move your company — and the automotive industry — toward the future. How do you make those strategic plans a reality? How do you hold your team accountable in a positive way?How To Hold Others Accountable With Brian Moran, Founder and CEO of The Execution Company and co-author of ‘Uncommon Accountability’Episode Summary 

  Accountability isn’t exactly a fun word. It has quite a negative connotation — probably because we’ve been acculturated to think that if we don’t hold ourselves accountable, we’ll suffer negative consequences (or, to use an even more fear-inducing word, punishment). 

  But accountability expert Brian Moran offers a different perspective. As a professional with 30 years of expertise as a CEO, corporate executive, entrepreneur, consultant, and coach, he argues that reframing accountability around ownership rather than consequence can have significant impacts on our teams. 

  Brian co-wrote the bestseller “The 12 Week Year” to teach leaders how to shorten their execution cycle from one year to 12 weeks. In his newest book, “Uncommon Accountability,” he reveals how to “hold others capable” by rejecting “command and control” and focusing instead on nurturing your team members’ sense of autonomy. 

  It’s this autonomy, he argues, that fosters accountability. When employees are encouraged to view accountability as taking ownership, they realize they have freedom of choice in what happens next. It takes the leader out of the equation and puts the employee at the center of their own journey. They determine their future with the company by deciding how to learn from their mistakes. 

  Execution drives accountability, and both are critical to the success of any organization.

  In this episode of Finding Gravitas, Brian shares his knowledge to help listeners reframe their mindset around accountability and how to help their employees do the same. 

  Themes discussed on this episode: 

  • Why so many people hate the word “accountability”
  • How we can create the freedom to perform without “command or control”
  • Why clarity of expectations is so important
  • The relationship between accountability and blame
  • Whether or not accountability is a system or a trait
  • How leaders can foster ownership among their employees 
  • How we can confront people with choice
  
  

  Learn more about your host, Jan Griffiths in this short video

  Featured Expert: Brian Moran

  What he does: Brian Moran is the founder and CEO of The Execution Company, which helps entrepreneurs, sales professionals, and business leaders improve their performance and results. He is also a motivational keynote speaker and the co-author of two New York Times bestsellers, “The 12 Week Year” and “Uncommon Accountability.”

  Episode Highlights

  Timestamped inflection points from the show

  [3:24] Getting to know Brian Moran: Brian shares a little about his background, notably how he worked his way through college by working for UPS. He gives a taste of how that experience led him to become the accountability expert he is today.

  [7:12] The root of his writing: Unlike many business books, “The 12 Week Year” didn’t start with a theory, Brian says. Instead, he and his co-author simply started documenting how they work with clients. More specifically, they answered the question: We’ve created annual plans and goals, but how do we ensure they’re executed?

  [10:01] The fear-inducing implications of “accountability”: The phrase “holding someone accountable” often has a negative connotation because it’s typically associated with punishment or negative consequences, Brian says. So how do we shift employees’ perception of accountability?

  [13:29] Accountability as a trait and a mindset: If you want your employees to rethink the way they define accountability, encourage them to view it as taking ownership rather than suffering consequences, says Brian. This reframing creates a completely different set of actions and reactions. 

  [15:19] Fostering ownership: You can’t force anyone to do anything. So Brian believes when you’re encouraging employees to take ownership, you’re confronting people with freedom of choice and therefore taking yourself (as a leader) out of the equation. It’s not up to you to determine what happens next. It’s up to them.

  [17:54] Co-creating agreements: Brian says the first step is making agreements at the goal level. Those goals should be specific and concrete. Vague goals are too open for interpretation to be successfully met. 

  [22:13] Keeping the whole team accountable: Keep teams focused on a couple of questions: How do we get better? And how do we get the results we want? It’s about looking forward rather than backward, Brian says. 

  [28:36] It all starts with personal accountability: Brian argues that personal accountability is the underpinning of corporate and/or team accountability because we can’t be accountable if we’re not looking inward. 

  [34:32] Gravitas is a leader’s responsibility: A person with gravitas has the goods, says Brian. They do what they say and say what they mean. So effective leaders are always asking themselves: Am I a better leader today than I was three months ago? And if not, what needs to change?

  Top quotes

  [8:03] “We need transparency with respect to execution … where everyone can see what's getting done from the plan, what's not getting done. And then we need evidence — is it producing or not?”

  [15:23] “We have to move [away from] the mindset that we can force people to do something because that's manipulative, and people see through that. That's where you get collateral damage. So when we start to shift our thinking about what accountability is, it's choice — it's ownership.”

  [15:57] “The people you're leading have a choice. And one of those choices may be to work somewhere else. So the key is to confront people with the freedom of choice, and the consequences of those choices.”

  [18:59] “Most of the plans I've seen are conceptual, they're not tactical … Without getting granular to where you get specific, discrete actions, you can't have agreement on the behavior. And no one is going to sign up and take ownership of something vague because there's just too much room for misinterpretation.”

  [23:20] “The victim mindset is [like] the rearview mirror. It's How do I shift the blame? … How do I not look bad? True accountability is more future-focused. We look back to learn, but there's no blame because we can't change the past … but we can learn from it.”

  ]]>Episode Summary 

  Accountability isn’t exactly a fun word. It has quite a negative connotation — probably because we’ve been acculturated to think that if we don’t hold ourselves accountable, we’ll suffer negative consequences (or, to use an even more fear-inducing word, punishment). 

  But accountability expert Brian Moran offers a different perspective. As a professional with 30 years of expertise as a CEO, corporate executive, entrepreneur, consultant, and coach, he argues that reframing accountability around ownership rather than consequence can have significant impacts on our teams. 

  Brian co-wrote the bestseller “The 12 Week Year” to teach leaders how to shorten their execution cycle from one year to 12 weeks. In his newest book, “Uncommon Accountability,” he reveals how to “hold others capable” by rejecting “command and control” and focusing instead on nurturing your team members’ sense of autonomy. 

  It’s this autonomy, he argues, that fosters accountability. When employees are encouraged to view accountability as taking ownership, they realize they have freedom of choice in what happens next. It takes the leader out of the equation and puts the employee at the center of their own journey. They determine their future with the company by deciding how to learn from their mistakes. 

  Execution drives accountability, and both are critical to the success of any organization.

  In this episode of Finding Gravitas, Brian shares his knowledge to help listeners reframe their mindset around accountability and how to help their employees do the same. 

  Themes discussed on this episode: 

  • Why so many people hate the word “accountability”
  • How we can create the freedom to perform without “command or control”
  • Why clarity of expectations is so important
  • The relationship between accountability and blame
  • Whether or not accountability is a system or a trait
  • How leaders can foster ownership among their employees 
  • How we can confront people with choice
  
  

  Learn more about your host, Jan Griffiths in this short video

  Featured Expert: Brian Moran

  What he does: Brian Moran is the founder and CEO of The Execution Company, which helps entrepreneurs, sales professionals, and business leaders improve their performance and results. He is also a motivational keynote speaker and the co-author of two New York Times bestsellers, “The 12 Week Year” and “Uncommon Accountability.”

  Episode Highlights

  Timestamped inflection points from the show

  [3:24] Getting to know Brian Moran: Brian shares a little about his background, notably how he worked his way through college by working for UPS. He gives a taste of how that experience led him to become the accountability expert he is today.

  [7:12] The root of his writing: Unlike many business books, “The 12 Week Year” didn’t start with a theory, Brian says. Instead, he and his co-author simply started documenting how they work with clients. More specifically, they answered the question: We’ve created annual plans and goals, but how do we ensure they’re executed?

  [10:01] The fear-inducing implications of “accountability”: The phrase “holding someone accountable” often has a negative connotation because it’s typically associated with punishment or negative consequences, Brian says. So how do we shift employees’ perception of accountability?

  [13:29] Accountability as a trait and a mindset: If you want your employees to rethink the way they define accountability, encourage them to view it as taking ownership rather than suffering consequences, says Brian. This reframing creates a completely different set of actions and reactions. 

  [15:19] Fostering ownership: You can’t force anyone to do anything. So Brian believes when you’re encouraging employees to take ownership, you’re confronting people with freedom of choice and therefore taking yourself (as a leader) out of the equation. It’s not up to you to determine what happens next. It’s up to them.

  [17:54] Co-creating agreements: Brian says the first step is making agreements at the goal level. Those goals should be specific and concrete. Vague goals are too open for interpretation to be successfully met. 

  [22:13] Keeping the whole team accountable: Keep teams focused on a couple of questions: How do we get better? And how do we get the results we want? It’s about looking forward rather than backward, Brian says. 

  [28:36] It all starts with personal accountability: Brian argues that personal accountability is the underpinning of corporate and/or team accountability because we can’t be accountable if we’re not looking inward. 

  [34:32] Gravitas is a leader’s responsibility: A person with gravitas has the goods, says Brian. They do what they say and say what they mean. So effective leaders are always asking themselves: Am I a better leader today than I was three months ago? And if not, what needs to change?

  Top quotes

  [8:03] “We need transparency with respect to execution … where everyone can see what's getting done from the plan, what's not getting done. And then we need evidence — is it producing or not?”

  [15:23] “We have to move [away from] the mindset that we can force people to do something because that's manipulative, and people see through that. That's where you get collateral damage. So when we start to shift our thinking about what accountability is, it's choice — it's ownership.”

  [15:57] “The people you're leading have a choice. And one of those choices may be to work somewhere else. So the key is to confront people with the freedom of choice, and the consequences of those choices.”

  [18:59] “Most of the plans I've seen are conceptual, they're not tactical … Without getting granular to where you get specific, discrete actions, you can't have agreement on the behavior. And no one is going to sign up and take ownership of something vague because there's just too much room for misinterpretation.”

  [23:20] “The victim mindset is [like] the rearview mirror. It's How do I shift the blame? … How do I not look bad? True accountability is more future-focused. We look back to learn, but there's no blame because we can't change the past … but we can learn from it.”

  ]]>61cbb5f2-83fd-4ec3-9c13-c17e6ab491adThu, 28 Jul 2022 06:00:00 -040037:12falsefull374743Accountability is an inherently negative term. It’s associated with punishment and even fear — but there’s a different way of looking at it that can significantly improve your management skills and the success of your organization. In this episode of Finding Gravitas, Brian Moran, co-author of the new book “Uncommon Accountability,” offers insights into how reframing accountability around ownership promotes execution, fosters effective teamwork, and promotes concrete goal setting.5 Tips for better strategic planning meetingsEpisode Description

  Strategic planning is traditionally a dreaded affair. Days of meaningless corporate speak and internal competition usually fail to result in something inspiring or exciting that a team can get behind.

  But it doesn’t have to be this way. In this episode of Finding Gravitas, Jan shares her top five tips on how to break the bygone corporate mold so you’re prepared to authentically lead your next strategic planning meeting.

  Episode Summary 

  When we think of strategic planning, our mind likely conjures images of dull conference rooms and PowerPoint presentations loaded with meaningless corporate phrases. And then there’s all the politics and the gamesmanship — the atmosphere of competition in the room speaks volumes. 

  At the end of the day, you may come away with strategic goals to “improve revenue and profitability” or “diversify your customer portfolio.” But what does that even mean?

  “This is supposed to be a strategy meeting, where you're outside of the day-to-day, you're not in the weeds, you're thinking onward and upward. And you're thinking about where to take this company next. That's what strategy meetings are for,” says host and founder of Gravitas Detroit Jan Griffiths.

  The truth is, we’re still trying to fit this mold of a bygone corporate age that just doesn’t work. When the people in the room are too afraid to be judged for proposing a potentially great idea, the creativity and innovation we hope will come from strategic planning are subdued.

  The automotive industry is never going to meet the lofty goals of moving toward more electric and autonomous vehicles if we keep running strategy meetings like this. “It's time to step up and change this process to imagine what it could look like in an authentic leadership culture,” Jan says. Yes, strategic planning meetings can be rewarding, exciting, and inspiring for you and your team. And they should be.

  In this solo episode of Finding Gravitas, Jan shares her five biggest pieces of wisdom for how to improve your approach to strategic planning and rally a team around your goals. 

  Themes discussed in this episode: 

  • How traditional strategic planning slows innovation
  • Choosing an inspiring meeting venue
  • Why corporate language doesn’t make you work smarter
  • How to rally support around new strategic objectives
  • The virtues of “positive accountability” 
  • Why you should make time to dream big about future
  
  

  Featured Expert: Jan Griffiths (Host)

  
  

  📽️ What she does: Jan is the co-founder and president of Gravitas Detroit, an organization dedicated to cultivating authentic leadership by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast (formerly, Finding Gravitas Podcast).

  
  

  Episode Highlights

  Timestamped inflection points from the show

  
  

  [4:32] The grace of Steve Kiefer: The mission of this podcast is to drive a more authentic version of leadership in the automotive industry. Jan’s prior guest, Steve Kiefer of General Motors, embodied that mission by offering his time to come on the show.

  [7:52] The dread of strategic planning: None of us look forward to the politics and competition that mark strategic planning. What are the consequences of this competitive environment on yourself and your company?

  [11:33] Strategic planning — what is it good for?: Let’s be real: the outcomes of these meetings are often broad strategic projects rife with corporate speak, not the exciting, forward-looking planning we all hope for. It’s time to break that mold and create a process that will actually help us progress. 

  [14:17] Go off-site: If you want your team members to feel excited about strategic planning, your everyday conference room is not the place to do it. Find a venue that inspires energy, where you can feel the innovation in the room — not a hotel conference room.

  [16:46] Imagine a bright future: YouTube didn’t reach a million views per day until well into its life cycle. Now, it’s our go-to platform for videos. Don’t be afraid to spend the time — yes, unstructured time — imagining what the future could be like.

  [18:37] Develop a solid ‘why’: You can’t develop a strong mission and set of objectives — and a rallying cry around those objectives — without a strong ‘why.’

  [20:22] Put yourself on the top of the mountain: If you’re going to succeed with your strategic plans, you have to picture what it looks or feels like when you’re there.

  [22:22] Get clear: You can’t mobilize your team around your mission with corporate speak because not everybody speaks corporate. Stop trying to fit the mold and keep it simple.

  [24:00] Hold yourself accountable: It’s one thing to establish your strategic objectives; now you have to communicate them, rally people around them, and follow through on your promises. Tune into the next episode to learn about how “positive accountability” can help you accomplish that.

  
  

  Top quotes

  
  

  [13:44] “In automotive, we talk about EVs and autonomous driving and the fact that we need to change. And we love that California culture, the tech culture. But if we keep running strategy meetings like this, we're never going to get there, we're never going to get the process that we want. It's time to step up and change this process to imagine what it could look like in authentic leadership culture. ” 

  [17:16] “We need breakthrough, groundbreaking, moonshot-type ideas in this meeting. We cannot stay in this mold of incremental steps of improvement, 5% improvement on this, 10% improvement on that. No — be bold, think big. Get rid of the constraints in your thinking. Banish the fear in the room, the fear of judgment, and the fear of failure. ”

  [21:19] “Wayne Gretzky doesn't play to where the puck is; he plays to where the puck is going to be. But you have to be able to visualize that emotionally, physically, you have to think about it.”

  [22:55] “Your mission as a leader is to develop the strategic plans for the company and then mobilize an army around them. And you can't do that with corporate speak, because corporate speak is too vague and not everybody speaks it — they all have different interpretations.”

  ]]>Episode Description

  Strategic planning is traditionally a dreaded affair. Days of meaningless corporate speak and internal competition usually fail to result in something inspiring or exciting that a team can get behind.

  But it doesn’t have to be this way. In this episode of Finding Gravitas, Jan shares her top five tips on how to break the bygone corporate mold so you’re prepared to authentically lead your next strategic planning meeting.

  Episode Summary 

  When we think of strategic planning, our mind likely conjures images of dull conference rooms and PowerPoint presentations loaded with meaningless corporate phrases. And then there’s all the politics and the gamesmanship — the atmosphere of competition in the room speaks volumes. 

  At the end of the day, you may come away with strategic goals to “improve revenue and profitability” or “diversify your customer portfolio.” But what does that even mean?

  “This is supposed to be a strategy meeting, where you're outside of the day-to-day, you're not in the weeds, you're thinking onward and upward. And you're thinking about where to take this company next. That's what strategy meetings are for,” says host and founder of Gravitas Detroit Jan Griffiths.

  The truth is, we’re still trying to fit this mold of a bygone corporate age that just doesn’t work. When the people in the room are too afraid to be judged for proposing a potentially great idea, the creativity and innovation we hope will come from strategic planning are subdued.

  The automotive industry is never going to meet the lofty goals of moving toward more electric and autonomous vehicles if we keep running strategy meetings like this. “It's time to step up and change this process to imagine what it could look like in an authentic leadership culture,” Jan says. Yes, strategic planning meetings can be rewarding, exciting, and inspiring for you and your team. And they should be.

  In this solo episode of Finding Gravitas, Jan shares her five biggest pieces of wisdom for how to improve your approach to strategic planning and rally a team around your goals. 

  Themes discussed in this episode: 

  • How traditional strategic planning slows innovation
  • Choosing an inspiring meeting venue
  • Why corporate language doesn’t make you work smarter
  • How to rally support around new strategic objectives
  • The virtues of “positive accountability” 
  • Why you should make time to dream big about future
  
  

  Featured Expert: Jan Griffiths (Host)

  
  

  📽️ What she does: Jan is the co-founder and president of Gravitas Detroit, an organization dedicated to cultivating authentic leadership by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast (formerly, Finding Gravitas Podcast).

  
  

  Episode Highlights

  Timestamped inflection points from the show

  
  

  [4:32] The grace of Steve Kiefer: The mission of this podcast is to drive a more authentic version of leadership in the automotive industry. Jan’s prior guest, Steve Kiefer of General Motors, embodied that mission by offering his time to come on the show.

  [7:52] The dread of strategic planning: None of us look forward to the politics and competition that mark strategic planning. What are the consequences of this competitive environment on yourself and your company?

  [11:33] Strategic planning — what is it good for?: Let’s be real: the outcomes of these meetings are often broad strategic projects rife with corporate speak, not the exciting, forward-looking planning we all hope for. It’s time to break that mold and create a process that will actually help us progress. 

  [14:17] Go off-site: If you want your team members to feel excited about strategic planning, your everyday conference room is not the place to do it. Find a venue that inspires energy, where you can feel the innovation in the room — not a hotel conference room.

  [16:46] Imagine a bright future: YouTube didn’t reach a million views per day until well into its life cycle. Now, it’s our go-to platform for videos. Don’t be afraid to spend the time — yes, unstructured time — imagining what the future could be like.

  [18:37] Develop a solid ‘why’: You can’t develop a strong mission and set of objectives — and a rallying cry around those objectives — without a strong ‘why.’

  [20:22] Put yourself on the top of the mountain: If you’re going to succeed with your strategic plans, you have to picture what it looks or feels like when you’re there.

  [22:22] Get clear: You can’t mobilize your team around your mission with corporate speak because not everybody speaks corporate. Stop trying to fit the mold and keep it simple.

  [24:00] Hold yourself accountable: It’s one thing to establish your strategic objectives; now you have to communicate them, rally people around them, and follow through on your promises. Tune into the next episode to learn about how “positive accountability” can help you accomplish that.

  
  

  Top quotes

  
  

  [13:44] “In automotive, we talk about EVs and autonomous driving and the fact that we need to change. And we love that California culture, the tech culture. But if we keep running strategy meetings like this, we're never going to get there, we're never going to get the process that we want. It's time to step up and change this process to imagine what it could look like in authentic leadership culture. ” 

  [17:16] “We need breakthrough, groundbreaking, moonshot-type ideas in this meeting. We cannot stay in this mold of incremental steps of improvement, 5% improvement on this, 10% improvement on that. No — be bold, think big. Get rid of the constraints in your thinking. Banish the fear in the room, the fear of judgment, and the fear of failure. ”

  [21:19] “Wayne Gretzky doesn't play to where the puck is; he plays to where the puck is going to be. But you have to be able to visualize that emotionally, physically, you have to think about it.”

  [22:55] “Your mission as a leader is to develop the strategic plans for the company and then mobilize an army around them. And you can't do that with corporate speak, because corporate speak is too vague and not everybody speaks it — they all have different interpretations.”

  ]]>592fe57f-2b5a-4bd7-90d2-43be903c9637Thu, 14 Jul 2022 06:00:00 -040023:07truefull373733Strategic planning is traditionally a dreaded affair. Days of meaningless corporate speak and internal competition usually fail to result in something inspiring or exciting that a team can get behind. But it doesn’t have to be this way. In this episode of Finding Gravitas, Jan shares her top five tips on how to break the bygone corporate mold so you’re prepared to authentically lead your next strategic planning meeting.Automotive Supplier Relationships with Steve Kiefer and Dave AndreaIt's time to launch your supplier podcast - click here for more details

  The 2022 Plante Moran WRI® (Working Relations Index®) Study of North American auto supplier-Original Equipment Manufacturer (OEM) relationships is a bedrock survey in the industry. But does it really impact the bottom line? And what can OEMs do with the information?

  Dave Andrea, principal at Plante Moran and guardian of the WRI, relies on insight gathered across the industry to help answer these questions. And as someone who spent almost forty years at General Motors, Steven Kiefer, chairman of The Kiefer Foundation, provides an unmatched inside look at the internal processes OEMs use for change.

  “For the OEMs, [the WRI® is] a fantastic piece of data,” Steve says. It provides an invaluable view of the relationship between automotive OEMs and their supply bases (aka suppliers), which is paramount because if there is any tension, OEMs aren’t efficient, which hinders organizational growth.

  Beyond just looking at the WRI® as useful data to look at how to improve, it’s also about proactively using this information within an organization to actually improve by increasing overall organizational effectiveness and leading to more growth. These actions are at the heart of improving supplier relationships. “You can see how much mutual dependency there is between the supplier and the OEM,” Dave says.

  On this episode of Finding Gravitas, Dave and Steve share how the power of the 2022 WRI® Study directly impacts the change OEMs seek within their organizations, and what this tells us about the future of supply chain leadership in the automotive industry.

  Themes discussed in this episode: 

  • How the WRI® has become a crucial source of data for organizational change
  • How looking at feedback objectively benefits OEMs in the long term
  • How OEMs can apply the right strategy to action the data in the right way
  • The importance of communications and alignment to enterprise success
  • The future of supply chain leadership in an ever-changing industry
  • How new startups and EV culture are shaking up the industry and what to do about it
  • The importance of humility and vision in leadership and the 21 traits as a toolbox
  
  

  Featured Guests

  Dave Andrea

  What he does: as Principal at Plante Moran, self-described “accidental analyst” Dave Andrea is a guardian of the WRI®. Dave grew up with a passion for automotive from the get-go and is still going strong.

  On gravitas: “It’s about being aware of other people, being humble to be able to stop and help someone else. But you’ve had to get there first — you’ve had to build up your own credibility base or your own resources or your own network to be able to help someone else, and make that opportunity open up a door for someone else to succeed, just as any one of us has.”

  Steven Kiefer

  What he does: “Just a kid from Detroit,” Steven Kiefer recently retired from a four-decade career with General Motors. Father of four Steven is chairman of The Kiefer Foundation, which he founded in honor of his second son Mitchell who was killed by a distracted driver. This episode is dedicated to the Foundation, and we ask that you please take the pledge and support it in a way that works for you.

  On Gravitas: “It’s all about setting a clear vision and making sure you inspire people to do things that they never thought they could do without your leadership.”

  
  

  Episode Highlights

  Timestamped inflection points from the show

  [6:47] WRI® history: Dave and Steve discuss the WRI®’s background, its importance to and its impact on OEMs and automotive supplier relationships. “Year to year, internally at each OEM, how can they improve their working relationships to fulfill their strategies?” Dave asks.

  [14:12] Taking action: Steve discusses his strategy for getting GM to take the WRI® seriously. “We made sure that everybody got exposure to it. That was the most important thing — especially that first year where the data wasn’t very good.”

  [18:25] Best practice: Dave shares his experience with varying OEM reactions, and how these play into overall business strategy. “If you can take a step back and say that it’s not personal — it’s not directed at the individual — you can see how much mutual dependency there is between the supplier and the OEM.”

  [22:19] Communication and enterprise issues: “Clear, transparent communications and setting of goals is most important,” Steve says. “Be very open with suppliers on what the cost challenge is, and let them be part of the solution.” But alignment between different business functions is crucial with regard to “[ensuring] that supplier relations are not just on the shoulders of the purchasing organization,” Dave says.

  [27:55] Future focus: Dave and Steve share insight about the ongoing change in business and supply chain leadership, how to overcome the challenges presented by EVs and startups, and how to incorporate new OEMs. “We grew up very much in this command and control model,” Jan says. “How on earth do you break away from that legacy culture?”

  [40:50] On leadership and gravitas: Steve and Dave talk about which of the 21 authentic traits mean the most to them, as well as their own personal definitions of gravitas.

  Top quotes

  [6:19] Jan: “I couldn’t think of a better person [than Dave], quite frankly, to be the guardian of the WRI® — such an important survey, and I fear that we’ve given it lip service to a certain extent.”

  [9:32] Dave: “Many of them compare it to an employee satisfaction survey: You don’t want to give your honest opinion back to your supervisor for fear of your career. It’s no different: You don’t want to give that honest opinion back to your customer who’s absolutely shaping your future.”

  [11:15] Steve: “We always say feedback as a gift, and you have to decide what you’re going to do with it. But this is the ultimate unbiased feedback that an OEM can choose to look at and really look into the organization and try to understand how they can improve because I do think that the success of the OEM is largely dependent on the relationships and the performance of their suppliers.”

  [25:58] Steve: “The issue is an enterprise issue, it’s not a purchasing issue. … We saw engineering as the absolute critical partner … manufacturing and some of the other functions [also] had … very important role[s] in the supplier relationship. And over time, I think that improves as well. So it’s clearly about the enterprise, not about one function.”

  [39:19] Dave: “We’ve taken the survey — as John Henke had before — to non-automotive sectors because what we’re talking about here is completely applicable to any manufacturing or other service areas that have large, complex supply chains.”

  ]]>It's time to launch your supplier podcast - click here for more details

  The 2022 Plante Moran WRI® (Working Relations Index®) Study of North American auto supplier-Original Equipment Manufacturer (OEM) relationships is a bedrock survey in the industry. But does it really impact the bottom line? And what can OEMs do with the information?

  Dave Andrea, principal at Plante Moran and guardian of the WRI, relies on insight gathered across the industry to help answer these questions. And as someone who spent almost forty years at General Motors, Steven Kiefer, chairman of The Kiefer Foundation, provides an unmatched inside look at the internal processes OEMs use for change.

  “For the OEMs, [the WRI® is] a fantastic piece of data,” Steve says. It provides an invaluable view of the relationship between automotive OEMs and their supply bases (aka suppliers), which is paramount because if there is any tension, OEMs aren’t efficient, which hinders organizational growth.

  Beyond just looking at the WRI® as useful data to look at how to improve, it’s also about proactively using this information within an organization to actually improve by increasing overall organizational effectiveness and leading to more growth. These actions are at the heart of improving supplier relationships. “You can see how much mutual dependency there is between the supplier and the OEM,” Dave says.

  On this episode of Finding Gravitas, Dave and Steve share how the power of the 2022 WRI® Study directly impacts the change OEMs seek within their organizations, and what this tells us about the future of supply chain leadership in the automotive industry.

  Themes discussed in this episode: 

  • How the WRI® has become a crucial source of data for organizational change
  • How looking at feedback objectively benefits OEMs in the long term
  • How OEMs can apply the right strategy to action the data in the right way
  • The importance of communications and alignment to enterprise success
  • The future of supply chain leadership in an ever-changing industry
  • How new startups and EV culture are shaking up the industry and what to do about it
  • The importance of humility and vision in leadership and the 21 traits as a toolbox
  
  

  Featured Guests

  Dave Andrea

  What he does: as Principal at Plante Moran, self-described “accidental analyst” Dave Andrea is a guardian of the WRI®. Dave grew up with a passion for automotive from the get-go and is still going strong.

  On gravitas: “It’s about being aware of other people, being humble to be able to stop and help someone else. But you’ve had to get there first — you’ve had to build up your own credibility base or your own resources or your own network to be able to help someone else, and make that opportunity open up a door for someone else to succeed, just as any one of us has.”

  Steven Kiefer

  What he does: “Just a kid from Detroit,” Steven Kiefer recently retired from a four-decade career with General Motors. Father of four Steven is chairman of The Kiefer Foundation, which he founded in honor of his second son Mitchell who was killed by a distracted driver. This episode is dedicated to the Foundation, and we ask that you please take the pledge and support it in a way that works for you.

  On Gravitas: “It’s all about setting a clear vision and making sure you inspire people to do things that they never thought they could do without your leadership.”

  
  

  Episode Highlights

  Timestamped inflection points from the show

  [6:47] WRI® history: Dave and Steve discuss the WRI®’s background, its importance to and its impact on OEMs and automotive supplier relationships. “Year to year, internally at each OEM, how can they improve their working relationships to fulfill their strategies?” Dave asks.

  [14:12] Taking action: Steve discusses his strategy for getting GM to take the WRI® seriously. “We made sure that everybody got exposure to it. That was the most important thing — especially that first year where the data wasn’t very good.”

  [18:25] Best practice: Dave shares his experience with varying OEM reactions, and how these play into overall business strategy. “If you can take a step back and say that it’s not personal — it’s not directed at the individual — you can see how much mutual dependency there is between the supplier and the OEM.”

  [22:19] Communication and enterprise issues: “Clear, transparent communications and setting of goals is most important,” Steve says. “Be very open with suppliers on what the cost challenge is, and let them be part of the solution.” But alignment between different business functions is crucial with regard to “[ensuring] that supplier relations are not just on the shoulders of the purchasing organization,” Dave says.

  [27:55] Future focus: Dave and Steve share insight about the ongoing change in business and supply chain leadership, how to overcome the challenges presented by EVs and startups, and how to incorporate new OEMs. “We grew up very much in this command and control model,” Jan says. “How on earth do you break away from that legacy culture?”

  [40:50] On leadership and gravitas: Steve and Dave talk about which of the 21 authentic traits mean the most to them, as well as their own personal definitions of gravitas.

  Top quotes

  [6:19] Jan: “I couldn’t think of a better person [than Dave], quite frankly, to be the guardian of the WRI® — such an important survey, and I fear that we’ve given it lip service to a certain extent.”

  [9:32] Dave: “Many of them compare it to an employee satisfaction survey: You don’t want to give your honest opinion back to your supervisor for fear of your career. It’s no different: You don’t want to give that honest opinion back to your customer who’s absolutely shaping your future.”

  [11:15] Steve: “We always say feedback as a gift, and you have to decide what you’re going to do with it. But this is the ultimate unbiased feedback that an OEM can choose to look at and really look into the organization and try to understand how they can improve because I do think that the success of the OEM is largely dependent on the relationships and the performance of their suppliers.”

  [25:58] Steve: “The issue is an enterprise issue, it’s not a purchasing issue. … We saw engineering as the absolute critical partner … manufacturing and some of the other functions [also] had … very important role[s] in the supplier relationship. And over time, I think that improves as well. So it’s clearly about the enterprise, not about one function.”

  [39:19] Dave: “We’ve taken the survey — as John Henke had before — to non-automotive sectors because what we’re talking about here is completely applicable to any manufacturing or other service areas that have large, complex supply chains.”

  ]]>76f265a3-f33c-4d63-bcbc-cfeae11332beThu, 30 Jun 2022 06:00:00 -040049:23falsefull372723The 2022 Plante Moran WRI® (Working Relations Index®) Study of North American auto OEM-supplier relationships is a bedrock survey in the automotive industry. But does the study really impact the bottom line? And what can OEMs do with the information? Dave Andrea, principal at Plante Moran and guardian of the WRI, relies on insight gathered across the industry to help answer these questions. And as someone who spent almost forty years at General Motors, Steven Kiefer, chairman of The Kiefer Foundation, provides an unmatched inside look on the internal processes OEMs use for change.Meet Cathy Mott & Dr Toni FlowersIt’s rare to be able to benefit from authentic leadership insight from both a manager and one of her team members. But approaching the leadership model of the future in action from both sides of the discussion is the key to real change and growth — and this applies just as much to automotive as management in any other industry.

  In a truly unique take on gravitas and the power of management, leadership coach Cathy Mott returns for a discussion with her ex-“ssob” (boss spelled backwards) and now lifelong friend Dr. Toni Flowers, who refused to be called a boss by her team.

  Dr. Toni not only has an eye for talent, but sees nurturing her team as a privilege leading to great things in the future. “She allowed me to go to this program which was such a gift,” Cathy says. “And here I am — many years later — as an executive coach running my own business, because she believed in me and gave me that gift.”

  Dr. Toni is driven by a powerful vision which took her — in her own words — “from the broom to the boardroom.” Born to be a healer, her destiny led her down the path toward truly authentic leadership and its gifts by unlocking what was already inside herself.

  Meanwhile, Cathy sees herself as a beneficiary of this on her own journey in helping executives and others in management to harness the true power of leading with authenticity.

  On this special episode of Finding Gravitas, Dr. Toni and Cathy share how their professional and personal dynamic supercharged their work together and took them both to new heights in their respective careers as authentic leaders.

  Themes discussed on this episode: 

  • Spotting and nurturing talent to unlock the hidden potential in new hires
  • How great feedback can be a source of joy and inspiration
  • How having a powerful vision of yourself defines your future
  • How failure can be a source of growth and opportunity if you’re willing to be introspective
  • Working with leaders at all level for real authentic leadership insight
  • How gravitas is actually a privilege — to impact people’s lives for better or worse
  • Being a continual learner and an active listener to keep growing
  
  

  Featured Guest: Cathy Mott

  What she does: Cathy Mott is the mind, body and spirit behind CWC Leadership, offering executive and leadership coaching. With diverse experience across the automotive, education and healthcare industries, Cathy wants to bring her very best to encourage authenticity in a confidential space for her clients.

  On Gravitas: “Mind, body, soul and spirit … it's all about bringing 100% of myself as a gift to other individuals…. I always want to bring the best version of myself to my clients. And I love creating the space for people to be truly authentic in the moment in the space of coaching.”

  Featured Guest: Dr. Toni Flowers

  What she does: As Chief Diversity and Social Responsibility Officer at LCMC Health, Dr. Toni Flowers shares her gifts as a leader with a keen eye for innate talent across her teams. 

  On Gravitas: “It is acknowledging that you have a privilege, and that [that] privilege is impacting the lives of those that support you, those that report to you [and] share your work, and execute your vision. And recognizing that [that] privilege can be misused [and] abused, or embraced.”

  Episode Highlights

  Timestamped inflection points from the show

  
  

  [6:35] On hiring talent: Dr. Toni explains the special traits Cathy had that made hiring such an easy decision. “The thing about Cathy that stood out to me and still does,” she says, “is that Kathy always appears fearless. And whenever she does something that is amazing to her, it's not surprising to me, because I always expect her to do great things.”

  [11:21] On gravitas: “Cathy would go down to the CEO’s office,” Dr. Toni explains, “because she already knew his schedule, and she would close his door, and she would give him the truth. And that takes a lot of guts and gravitas.”

  [14:56] On the pleasures of receiving great feedback: Cathy talks about how Dr. Tony is “so good at giving feedback, you want her to give you feedback on how you can improve.”

  [18:20] True colors: Cathy talks about Dr. Toni’s unique method for coaxing the best out of people. “I will never forget that: that someone knew me that well [and] cared enough about me to get me to a good place, so I could do the best work possible. She was amazing.”

  [20:00] The essence of leadership: “There’s a growing consciousness and recognition that it’s not about treating everybody the same,” reminds Jan. “You’ve got to meet people where they’re at, and you’ve got to connect with the individual on a human to human level. That’s what great leadership is.”

  [20:29] From the broom to the boardroom: Dr. Toni shares her origin story and determination to shine based on her personal vision. “While I was sweeping floors and brushing toilets clean, I knew that I was the best nurse in the world,” she says, “I just hadn’t achieved that yet. So I think your perspective of yourself, and knowing what your goal is, really helps to establish who you are in spite of where you are.”

  [26:27] Executive coaching insights: Cathy talks about what she’s learned from her experience with numerous leaders at all levels, including what she’s learned from her “ssob” (“boss” spelled backwards) Dr. Toni. “The number one emotion that I coach for is fear,” she says.

  [30:51] Failure as reality check: Dr. Toni and Cathy talk about how failure can lead to opportunities for growth, but it requires real introspection. “When you are authentic,” Dr. Toni says, “people can see it and sense it and smell it and taste it. And when you’re faking it, it just stinks.”

  [38:47] Listen and learn: Dr. Toni and Cathy discuss which of the 21 traits of authentic leadership resonates most, landing on curiosity through continual learning and active listening.

  
  

  Top quotes

  
  

  [4:15] Cathy: “I feel like I am authentically doing what I was created to do. … I happily will say that a lot of that is because of having the privilege to work with Tony and her being able to see my natural gifts and talents that I necessarily didn’t see at the time.”

  [12:14] Jan: “Often, leaders are reluctant to put people in a role that helps them grow and challenges them … leaders are looking for safety … it’s got nothing to do with that technical skill. It has everything to do with the caliber of the individual and all the traits that you just described. So we need to encourage people to do more of that.”

  [22:56] Dr. Toni: “I never allow anyone that reports to me to call me boss, because we are a team. I happen to be the leader and the full responsibility is mine, but we all have to be accountable. And so for me, it was recognizing that I could not do my role alone: I had to be the visionary … but I need other people with other skills to help make my team successful. … It was that perspective that helped me to empower the people that reported to me because I needed them.”

  [35:47] Dr. Toni: “Taking that time to really examine yourself is key to being a good leader, because your team needs you to continue to lead them, have vision, and also recognize where they have the opportunity for growth. And if you’re stuck in your head all puffed up, then you’re not really being a benefit to anybody.”

  [36:47] Jan: “There’s a lot of fear of failure in the automotive industry, and it’s because of decades of a leadership model of command and control that's been in existence that we’re trying desperately hard to get away from. Some companies are making bigger strides than others.”

  ]]>It’s rare to be able to benefit from authentic leadership insight from both a manager and one of her team members. But approaching the leadership model of the future in action from both sides of the discussion is the key to real change and growth — and this applies just as much to automotive as management in any other industry.

  In a truly unique take on gravitas and the power of management, leadership coach Cathy Mott returns for a discussion with her ex-“ssob” (boss spelled backwards) and now lifelong friend Dr. Toni Flowers, who refused to be called a boss by her team.

  Dr. Toni not only has an eye for talent, but sees nurturing her team as a privilege leading to great things in the future. “She allowed me to go to this program which was such a gift,” Cathy says. “And here I am — many years later — as an executive coach running my own business, because she believed in me and gave me that gift.”

  Dr. Toni is driven by a powerful vision which took her — in her own words — “from the broom to the boardroom.” Born to be a healer, her destiny led her down the path toward truly authentic leadership and its gifts by unlocking what was already inside herself.

  Meanwhile, Cathy sees herself as a beneficiary of this on her own journey in helping executives and others in management to harness the true power of leading with authenticity.

  On this special episode of Finding Gravitas, Dr. Toni and Cathy share how their professional and personal dynamic supercharged their work together and took them both to new heights in their respective careers as authentic leaders.

  Themes discussed on this episode: 

  • Spotting and nurturing talent to unlock the hidden potential in new hires
  • How great feedback can be a source of joy and inspiration
  • How having a powerful vision of yourself defines your future
  • How failure can be a source of growth and opportunity if you’re willing to be introspective
  • Working with leaders at all level for real authentic leadership insight
  • How gravitas is actually a privilege — to impact people’s lives for better or worse
  • Being a continual learner and an active listener to keep growing
  
  

  Featured Guest: Cathy Mott

  What she does: Cathy Mott is the mind, body and spirit behind CWC Leadership, offering executive and leadership coaching. With diverse experience across the automotive, education and healthcare industries, Cathy wants to bring her very best to encourage authenticity in a confidential space for her clients.

  On Gravitas: “Mind, body, soul and spirit … it's all about bringing 100% of myself as a gift to other individuals…. I always want to bring the best version of myself to my clients. And I love creating the space for people to be truly authentic in the moment in the space of coaching.”

  Featured Guest: Dr. Toni Flowers

  What she does: As Chief Diversity and Social Responsibility Officer at LCMC Health, Dr. Toni Flowers shares her gifts as a leader with a keen eye for innate talent across her teams. 

  On Gravitas: “It is acknowledging that you have a privilege, and that [that] privilege is impacting the lives of those that support you, those that report to you [and] share your work, and execute your vision. And recognizing that [that] privilege can be misused [and] abused, or embraced.”

  Episode Highlights

  Timestamped inflection points from the show

  
  

  [6:35] On hiring talent: Dr. Toni explains the special traits Cathy had that made hiring such an easy decision. “The thing about Cathy that stood out to me and still does,” she says, “is that Kathy always appears fearless. And whenever she does something that is amazing to her, it's not surprising to me, because I always expect her to do great things.”

  [11:21] On gravitas: “Cathy would go down to the CEO’s office,” Dr. Toni explains, “because she already knew his schedule, and she would close his door, and she would give him the truth. And that takes a lot of guts and gravitas.”

  [14:56] On the pleasures of receiving great feedback: Cathy talks about how Dr. Tony is “so good at giving feedback, you want her to give you feedback on how you can improve.”

  [18:20] True colors: Cathy talks about Dr. Toni’s unique method for coaxing the best out of people. “I will never forget that: that someone knew me that well [and] cared enough about me to get me to a good place, so I could do the best work possible. She was amazing.”

  [20:00] The essence of leadership: “There’s a growing consciousness and recognition that it’s not about treating everybody the same,” reminds Jan. “You’ve got to meet people where they’re at, and you’ve got to connect with the individual on a human to human level. That’s what great leadership is.”

  [20:29] From the broom to the boardroom: Dr. Toni shares her origin story and determination to shine based on her personal vision. “While I was sweeping floors and brushing toilets clean, I knew that I was the best nurse in the world,” she says, “I just hadn’t achieved that yet. So I think your perspective of yourself, and knowing what your goal is, really helps to establish who you are in spite of where you are.”

  [26:27] Executive coaching insights: Cathy talks about what she’s learned from her experience with numerous leaders at all levels, including what she’s learned from her “ssob” (“boss” spelled backwards) Dr. Toni. “The number one emotion that I coach for is fear,” she says.

  [30:51] Failure as reality check: Dr. Toni and Cathy talk about how failure can lead to opportunities for growth, but it requires real introspection. “When you are authentic,” Dr. Toni says, “people can see it and sense it and smell it and taste it. And when you’re faking it, it just stinks.”

  [38:47] Listen and learn: Dr. Toni and Cathy discuss which of the 21 traits of authentic leadership resonates most, landing on curiosity through continual learning and active listening.

  
  

  Top quotes

  
  

  [4:15] Cathy: “I feel like I am authentically doing what I was created to do. … I happily will say that a lot of that is because of having the privilege to work with Tony and her being able to see my natural gifts and talents that I necessarily didn’t see at the time.”

  [12:14] Jan: “Often, leaders are reluctant to put people in a role that helps them grow and challenges them … leaders are looking for safety … it’s got nothing to do with that technical skill. It has everything to do with the caliber of the individual and all the traits that you just described. So we need to encourage people to do more of that.”

  [22:56] Dr. Toni: “I never allow anyone that reports to me to call me boss, because we are a team. I happen to be the leader and the full responsibility is mine, but we all have to be accountable. And so for me, it was recognizing that I could not do my role alone: I had to be the visionary … but I need other people with other skills to help make my team successful. … It was that perspective that helped me to empower the people that reported to me because I needed them.”

  [35:47] Dr. Toni: “Taking that time to really examine yourself is key to being a good leader, because your team needs you to continue to lead them, have vision, and also recognize where they have the opportunity for growth. And if you’re stuck in your head all puffed up, then you’re not really being a benefit to anybody.”

  [36:47] Jan: “There’s a lot of fear of failure in the automotive industry, and it’s because of decades of a leadership model of command and control that's been in existence that we’re trying desperately hard to get away from. Some companies are making bigger strides than others.”

  ]]>daf4534e-9ace-4f1c-9420-3162f03b5a8dThu, 16 Jun 2022 05:45:00 -040048:05falsefull371713It’s rare to be able to benefit from authentic leadership insight from both a manager and one of her team members. But approaching the leadership model of the future in action from both sides of the discussion is the key to real change and growth — and this applies just as much to automotive as management in any other industry. In a truly unique take on gravitas and the power of management, leadership coach Cathy Mott returns for a discussion with her ex-“ssob” (boss spelled backwards) and now lifelong friend Dr. Toni Flowers, who refused to be called a boss by her team.The reality of a Covid worldIn this episode, I'll share the reality of living in a Covid world along with a walk back to episode 0

  Download the 21 traits of authentic leadership e book

  ]]>In this episode, I'll share the reality of living in a Covid world along with a walk back to episode 0

  Download the 21 traits of authentic leadership e book

  ]]>d922f3c1-4e5d-4157-9a99-306c999417ffThu, 02 Jun 2022 05:30:00 -040020:54falsefull370703Did you hear the news?Stellantis reverses controversial changes in contract terms for suppliers

  Here's the Automotive News article

  Good move but what's next? how will Stellantis rebuild supplier trust?

  We're taking a break, recording from Wales, and changing habits and routines.

  Time to challenge your thinking and listen to an episode outside of your industry silo.

  Try one of these:

  Episode #35, David Chislett, Chief Activator & Weapon of Mass Creation

  Episode #33, Aled Miles, President & CEO of Sauce Labs

  Episode #29, Clint Bruce, Former Navy Special Warfare Officer

  Episode #18, Michael Chime, Generation Z CEO

  Episode #12, Nick Norris, Navy SEAL

  Episode #08, Kristy Fercho, Head of home lending at Wells Fargo & Chair of Mortgage Bankers Association

  Episode #03, Laura Lawson, Chief People Officer - United Wholesale Mortgage

  ]]>Stellantis reverses controversial changes in contract terms for suppliers

  Here's the Automotive News article

  Good move but what's next? how will Stellantis rebuild supplier trust?

  We're taking a break, recording from Wales, and changing habits and routines.

  Time to challenge your thinking and listen to an episode outside of your industry silo.

  Try one of these:

  Episode #35, David Chislett, Chief Activator & Weapon of Mass Creation

  Episode #33, Aled Miles, President & CEO of Sauce Labs

  Episode #29, Clint Bruce, Former Navy Special Warfare Officer

  Episode #18, Michael Chime, Generation Z CEO

  Episode #12, Nick Norris, Navy SEAL

  Episode #08, Kristy Fercho, Head of home lending at Wells Fargo & Chair of Mortgage Bankers Association

  Episode #03, Laura Lawson, Chief People Officer - United Wholesale Mortgage

  ]]>26527c0f-2395-41e1-9d65-bb93b53b57b3Thu, 19 May 2022 05:30:00 -040012:42falsefull369693Stellantis reverses controversial changes in contract terms for suppliers Here's the Automotive News article Good move but what's next? how will Stellantis rebuild supplier trust? We're taking a break, recording from Wales, and changing habits and routines. Time to challenge your thinking and listen to an episode outside of your industry silo.Meet Daniel Pink, NY Times best selling authorRegret is a “peculiar emotion,” says Daniel Pink. “People regret inaction more than they regret taking action.”

  What’s more, regret is universal — and healthy. But it’s in need of a rebrand. 

  In his new book, “The Power of Regret: How Looking Backward Moves Us Forward,” Dan turns the conventional wisdom about regret into a positive force for change — and offers crucial lessons for leaders who strive for authenticity and gravitas. 

  For those of us in the automotive industry, his analysis is especially apt. We can't afford to miss the opportunities we have in this moment of massive industry disruption. We should not look back and see the decisions we make as inadequate or obsolete. 

  Dan's book includes insights from the last 50 years of social psychology, neuroscience, cognitive science, and developmental psychology, as well as his own groundbreaking research. His findings help us better understand what we as leaders can do to help our teams reach their full potential. (Spoiler alert: It's not about "command and control" or staying in our comfort zones.)

  Host Jan Griffiths welcomes Dan to discuss how regret can be a catalyst for change, particularly for automotive leaders. 

  Other themes discussed on this episode: 

  • Why "doing the right thing" might just mean disrupting our fossil fuel-driven industry
  • How to choose comfort over discomfort
  • Making the choice to go back to the office (or not)
  • What a traditional Japanese method of mending pottery can teach us about improving workplace culture  
  
  

  Featured Guest: Daniel Pink

  What he does: Dan is the author of seven books, five of which are New York Times bestsellers. His latest is “The Power of Regret: How Looking Backward Moves Us Forward”. Prior to his publishing career, Dan worked in various roles in politics and government, including as the chief speechwriter to Vice President Al Gore.

  On Gravitas: “It’s a mix of authenticity, credibility, and vision — all those three things combined. Authenticity, because the person is being true to herself. Credibility means that other people look at the person and can trust that person — trust not only their morality and what they say, but also trust their competence. And then vision. You can be an authentic person who has credibility and technical skill, and if you have no vision, you don't go anywhere.” 

  Episode Highlights

  Timestamped inflection points from the show

  [3:57] Who is Daniel Pink? Dan describes himself as a citizen, a father, a husband, and a writer — whose “story is unfinished.”

  [7:06] Age of reason: One of the few demographic differences Dan uncovered is that younger folks tend to split their regrets somewhat equally between action and inaction. But as we age, “inaction regrets take over, almost by about two-to-one margin,” he notes.

  [11:56] Cultural mosaic: The four categories of regret can give us clues about what makes a coherent corporate culture, says Dan. Fair pay and physical safety are basic values that mirror foundational regrets. Psychological safety is necessary for people to feel comfortable speaking up and taking chances, thus preventing “boldness regret.” The other two are more self-evident: Doing the right (moral) thing and a sense of belonging or affinity with one another that leads to connection. 

  [12:40] Fueling the future: Dan thinks "doing the right thing" in the auto industry might mean evolving from the internal combustion engine to "cleaner" vehicles.

  [13:10] Wisdom from Intel: Former Intel CEO Andy Grove once said that when he had to face a tough decision, he’d ask himself: What would my successor do? That question is a great tool for leaders, says Dan. “Would your successor say, Wait a second: We’re at the brink of this seismic change. I’m going to slow things down […] I’m going to try to restrict progress? No, I don’t think your successor would do that.”

  [13:39] Inside story: Dan says another powerful question to ask is: What story do you want to tell yourself in 10 years? It’s like making a phone call to Future You. Chances are, in 2032 you’ll either applaud yourself for being at the forefront of positive transformations in the automotive industry or regret being an impediment to them.

  [17:17] Office space: Does post-pandemic life mean going back to the office? Maybe not all the time. Dan thinks we “have to give people a reason and have some kind of logic behind it.” Companies that required their teams to return to in-person work in the fall got a rude awakening: “They would say, Okay, everybody, if you want to be committed, you’ve got to be back in the office. And everybody under 40 was like, Okay, whatever. I’ll find a new job, dude.”

  [10:44] Failure is a (valid) option: Most people don’t regret their failures as much as they regret not trying at all. He saw thousands of people who said, I started a business that totally flopped, but I’m okay with that. Because at least I gave it a try. For every one person who regretted a failure, “there were 40 or 50 who had the opposite kind of regret.”

  [15:01] More than it seams: Kintsugi is the art of mending pottery with precious metals. “The goal was not to pretend those cracks didn’t exist, but to put gold in the seams of those cracks so that it had a different appearance and became more beautiful — because of the cracks, not in spite of the cracks,” Dan explains. “I think that’s an interesting metaphor for regret, that all of us have these cracks in our life, but they can be a source of beauty. They should not be a source of shame.” 

  [24:58] On Gravitas: Dan chooses three of Jan's 21 traits of authentic leadership and explains why authenticity, credibility, and vision are at the root of gravitas.

  Top quotes

  [4:39] Jan: I do not want leaders in this industry to have any regrets. 

  Dan: Well, I think that's a good aspiration. I think the other aspiration should be to help executives in your industry, or any industry, learn from their regrets rather than slide past them.

  [8:19] Dan: “Regrets are almost always regrets of inaction: If only I had traveled more. If only I had asked him out on a date. If only I had started that business. Even connection regrets are often regrets about inaction. Moral regrets are often regrets about action. So it is an interesting distinction in the architecture of regret that tells us a lot about what makes human beings tick and what makes life worth living.”

  [11:16] Jan: It takes guts, obviously, to make a decision; it takes a belief and a commitment in yourself to make that kind of a change. And when I look at the leaders out there right now in automotive, I know that they know that the world is changing. There's massive disruption in this industry. And they're gonna need to break the mold of command and control.

  Dan: Absolutely. 

  [11:56] Dan: "These four regrets give us some clues about what makes a coherent corporate culture. What do you want as a leader? What kind of culture do you want [?] … If you want a culture with some degree of stability (that's what these foundation regrets are about), which are fair pay, physical safety … in the automotive manufacturing process. So people don't feel precarious. But bonus regrets — not only do you want to be able to take chances, but you want to create conditions of psychological safety that allow your team to take chances if we are in this period of incredible disruption. And obviously we … can't do it alone. You need people on your team to speak up and [for] people on your team to take chances, you've got to offer some psychological safety. You've got to do the right thing." 

  [12:40] Dan: "A lot of this disruption is ultimately about, in some ways, doing the right thing — particularly when it comes to the conversion from the internal combustion engine, which is burning fossil fuel, to vehicles that are cleaner."

  [16:27] Dan: “For a long time, an office was a place that had the equipment and the people […] the tools you needed to create wealth. And you certainly couldn’t afford them on your own. That’s no longer true. Being in the office was the only way to talk to the people you were working with. That’s no longer true. So what’s an office for?” 

  [18:46] Dan: “I don’t know whether there are nefarious motives behind welcoming people back, encouraging, urging people back to the office. I just think it’s a retreat to the comfortable, a retreat to the known. People generally don’t like uncertainty. And so the idea is like, Wait a second, this is going to be like this forever? I don’t like that. Let’s just make it the way it used to be. That’s a pretty common human instinct. It’s generally a dangerous instinct, but it’s pretty common.”

  [24:28] Dan: “When you say no regrets, I don’t have any regrets, I never look backward — that is an act of an abject lack of self-awareness.”

  ]]>Regret is a “peculiar emotion,” says Daniel Pink. “People regret inaction more than they regret taking action.”

  What’s more, regret is universal — and healthy. But it’s in need of a rebrand. 

  In his new book, “The Power of Regret: How Looking Backward Moves Us Forward,” Dan turns the conventional wisdom about regret into a positive force for change — and offers crucial lessons for leaders who strive for authenticity and gravitas. 

  For those of us in the automotive industry, his analysis is especially apt. We can't afford to miss the opportunities we have in this moment of massive industry disruption. We should not look back and see the decisions we make as inadequate or obsolete. 

  Dan's book includes insights from the last 50 years of social psychology, neuroscience, cognitive science, and developmental psychology, as well as his own groundbreaking research. His findings help us better understand what we as leaders can do to help our teams reach their full potential. (Spoiler alert: It's not about "command and control" or staying in our comfort zones.)

  Host Jan Griffiths welcomes Dan to discuss how regret can be a catalyst for change, particularly for automotive leaders. 

  Other themes discussed on this episode: 

  • Why "doing the right thing" might just mean disrupting our fossil fuel-driven industry
  • How to choose comfort over discomfort
  • Making the choice to go back to the office (or not)
  • What a traditional Japanese method of mending pottery can teach us about improving workplace culture  
  
  

  Featured Guest: Daniel Pink

  What he does: Dan is the author of seven books, five of which are New York Times bestsellers. His latest is “The Power of Regret: How Looking Backward Moves Us Forward”. Prior to his publishing career, Dan worked in various roles in politics and government, including as the chief speechwriter to Vice President Al Gore.

  On Gravitas: “It’s a mix of authenticity, credibility, and vision — all those three things combined. Authenticity, because the person is being true to herself. Credibility means that other people look at the person and can trust that person — trust not only their morality and what they say, but also trust their competence. And then vision. You can be an authentic person who has credibility and technical skill, and if you have no vision, you don't go anywhere.” 

  Episode Highlights

  Timestamped inflection points from the show

  [3:57] Who is Daniel Pink? Dan describes himself as a citizen, a father, a husband, and a writer — whose “story is unfinished.”

  [7:06] Age of reason: One of the few demographic differences Dan uncovered is that younger folks tend to split their regrets somewhat equally between action and inaction. But as we age, “inaction regrets take over, almost by about two-to-one margin,” he notes.

  [11:56] Cultural mosaic: The four categories of regret can give us clues about what makes a coherent corporate culture, says Dan. Fair pay and physical safety are basic values that mirror foundational regrets. Psychological safety is necessary for people to feel comfortable speaking up and taking chances, thus preventing “boldness regret.” The other two are more self-evident: Doing the right (moral) thing and a sense of belonging or affinity with one another that leads to connection. 

  [12:40] Fueling the future: Dan thinks "doing the right thing" in the auto industry might mean evolving from the internal combustion engine to "cleaner" vehicles.

  [13:10] Wisdom from Intel: Former Intel CEO Andy Grove once said that when he had to face a tough decision, he’d ask himself: What would my successor do? That question is a great tool for leaders, says Dan. “Would your successor say, Wait a second: We’re at the brink of this seismic change. I’m going to slow things down […] I’m going to try to restrict progress? No, I don’t think your successor would do that.”

  [13:39] Inside story: Dan says another powerful question to ask is: What story do you want to tell yourself in 10 years? It’s like making a phone call to Future You. Chances are, in 2032 you’ll either applaud yourself for being at the forefront of positive transformations in the automotive industry or regret being an impediment to them.

  [17:17] Office space: Does post-pandemic life mean going back to the office? Maybe not all the time. Dan thinks we “have to give people a reason and have some kind of logic behind it.” Companies that required their teams to return to in-person work in the fall got a rude awakening: “They would say, Okay, everybody, if you want to be committed, you’ve got to be back in the office. And everybody under 40 was like, Okay, whatever. I’ll find a new job, dude.”

  [10:44] Failure is a (valid) option: Most people don’t regret their failures as much as they regret not trying at all. He saw thousands of people who said, I started a business that totally flopped, but I’m okay with that. Because at least I gave it a try. For every one person who regretted a failure, “there were 40 or 50 who had the opposite kind of regret.”

  [15:01] More than it seams: Kintsugi is the art of mending pottery with precious metals. “The goal was not to pretend those cracks didn’t exist, but to put gold in the seams of those cracks so that it had a different appearance and became more beautiful — because of the cracks, not in spite of the cracks,” Dan explains. “I think that’s an interesting metaphor for regret, that all of us have these cracks in our life, but they can be a source of beauty. They should not be a source of shame.” 

  [24:58] On Gravitas: Dan chooses three of Jan's 21 traits of authentic leadership and explains why authenticity, credibility, and vision are at the root of gravitas.

  Top quotes

  [4:39] Jan: I do not want leaders in this industry to have any regrets. 

  Dan: Well, I think that's a good aspiration. I think the other aspiration should be to help executives in your industry, or any industry, learn from their regrets rather than slide past them.

  [8:19] Dan: “Regrets are almost always regrets of inaction: If only I had traveled more. If only I had asked him out on a date. If only I had started that business. Even connection regrets are often regrets about inaction. Moral regrets are often regrets about action. So it is an interesting distinction in the architecture of regret that tells us a lot about what makes human beings tick and what makes life worth living.”

  [11:16] Jan: It takes guts, obviously, to make a decision; it takes a belief and a commitment in yourself to make that kind of a change. And when I look at the leaders out there right now in automotive, I know that they know that the world is changing. There's massive disruption in this industry. And they're gonna need to break the mold of command and control.

  Dan: Absolutely. 

  [11:56] Dan: "These four regrets give us some clues about what makes a coherent corporate culture. What do you want as a leader? What kind of culture do you want [?] … If you want a culture with some degree of stability (that's what these foundation regrets are about), which are fair pay, physical safety … in the automotive manufacturing process. So people don't feel precarious. But bonus regrets — not only do you want to be able to take chances, but you want to create conditions of psychological safety that allow your team to take chances if we are in this period of incredible disruption. And obviously we … can't do it alone. You need people on your team to speak up and [for] people on your team to take chances, you've got to offer some psychological safety. You've got to do the right thing." 

  [12:40] Dan: "A lot of this disruption is ultimately about, in some ways, doing the right thing — particularly when it comes to the conversion from the internal combustion engine, which is burning fossil fuel, to vehicles that are cleaner."

  [16:27] Dan: “For a long time, an office was a place that had the equipment and the people […] the tools you needed to create wealth. And you certainly couldn’t afford them on your own. That’s no longer true. Being in the office was the only way to talk to the people you were working with. That’s no longer true. So what’s an office for?” 

  [18:46] Dan: “I don’t know whether there are nefarious motives behind welcoming people back, encouraging, urging people back to the office. I just think it’s a retreat to the comfortable, a retreat to the known. People generally don’t like uncertainty. And so the idea is like, Wait a second, this is going to be like this forever? I don’t like that. Let’s just make it the way it used to be. That’s a pretty common human instinct. It’s generally a dangerous instinct, but it’s pretty common.”

  [24:28] Dan: “When you say no regrets, I don’t have any regrets, I never look backward — that is an act of an abject lack of self-awareness.”

  ]]>d4db0c97-50e4-4e8f-824b-9e9f80410cd8Thu, 05 May 2022 05:30:00 -040026:40falsefull368683I love the office !!!??A look back into the evolution of the way we work today, where we're headed, the most recent Gallup survey, my personal story, a surprising announcement from an OEM, and the questions we need to be asking ourselves BEFORE we write that back to the office policy.

  Learn more about creating your own internal company podcast

  Learn more about your host, Jan Griffiths in this short video

  Episodes referenced in this episode

  Stephen M.R. Covey - Trust & Inspire

  Jason Stocker - Volition

  Articles and data sources

  • Great Lakes Data & Analytics Summit
  
  
  • 23 Essential Gig Economy Statistics [2022]: Definitions, Facts, And Trends On Gig Work – Zippia
  • 40-hour work week: The history and evolution | Culture Amp
  • Mitsubishi Motors Announces Industry-Leading New Work-From-Home Policy
  • ‘Please, Come Back to the Office’
  • Hybrid work
  • The Future of Hybrid Work: 5 Key Questions Answered With Data
  
  

  Ready to take action on authentic leadership in your company?

  Download the 21 traits of authentic leadership e book

  Visit us at Gravitas Detroit for more tools.

  ]]>A look back into the evolution of the way we work today, where we're headed, the most recent Gallup survey, my personal story, a surprising announcement from an OEM, and the questions we need to be asking ourselves BEFORE we write that back to the office policy.

  Learn more about creating your own internal company podcast

  Learn more about your host, Jan Griffiths in this short video

  Episodes referenced in this episode

  Stephen M.R. Covey - Trust & Inspire

  Jason Stocker - Volition

  Articles and data sources

  • Great Lakes Data & Analytics Summit
  
  
  • 23 Essential Gig Economy Statistics [2022]: Definitions, Facts, And Trends On Gig Work – Zippia
  • 40-hour work week: The history and evolution | Culture Amp
  • Mitsubishi Motors Announces Industry-Leading New Work-From-Home Policy
  • ‘Please, Come Back to the Office’
  • Hybrid work
  • The Future of Hybrid Work: 5 Key Questions Answered With Data
  
  

  Ready to take action on authentic leadership in your company?

  Download the 21 traits of authentic leadership e book

  Visit us at Gravitas Detroit for more tools.

  ]]>fa697179-df67-4a56-b1ad-9a65945b510aThu, 21 Apr 2022 05:30:00 -040037:11falsefull367673A look back into the evolution of the way we work today, where we're headed, the most recent Gallup survey, my personal story, a surprising announcement from an OEM, and the questions we need to be asking ourselves BEFORE we write that back to the office policy.Meet Sandy Stojkovski, CEO Vitesco Technologies, North AmericaThis episode is sponsored by Lockton, click here to learn more

  Sandy Stojkovski’s career took off when, during her first year at Cooper-Standard Automotive — her first job out of college — the Vice President of Engineering hand-selected her to run a manufacturing operation. She’s been paying it forward ever since by taking chances on employees with potential.  

  “I told him that I didn't think I was qualified,” Sandy recalls. “And he did something I will never forget. He told me he was choosing me not for my experience, but for the potential, he saw in me.”

  After obtaining three degrees from the University of Michigan, Sandy climbed the ranks of seven positions at five different companies. Eventually, she landed in her current position as CEO of North America at Vitesco Technologies. 

  Over the 18 years that have passed since she worked at Ford Motor Company by day and took master’s courses at night, she gained invaluable knowledge about business development. 

  However, the most important lessons she’s learned are about leadership. 

  Sandy's leadership model is an inverted pyramid structure rather than the traditional hierarchy with a CEO at the top and everyone else at the bottom.

  “It’s about the team,” she says. “I serve as a player and a coach for the team … I care, and it's about seeing the team succeed.”

  In this episode, Sandy shares hard-won lessons on how to overcome imposter syndrome, the mental health (and thus productivity) benefits of maintaining a routine, and how to build trust among your teams.

  “If a leader is trustworthy and is focused on competency, carrying sincerity, and reliability," she says, "everyone wants to follow you.”

  Other themes discussed in this episode: 

  • Gaining trust by showing you care
  • Why getting buy-in from employees is a slow but worthwhile process 
  • Why it’s important to attract and retain Gen Z employees (as well as how to do it)
  • How to be the leader you wish you’d had in the past 
  
  

  Featured Guest: 

  What she does: Sandy is the CEO of North America at Vitesco Technologies, a Regensburg, Germany-based automotive supplier for “clean, smart, and electrified” drivetrain and powertrain technologies.  

  On Gravitas: “Anyone can carry on with the status quo. That's called a manager. In most cases, a leader with gravitas is willing to do the unpopular and sometimes uncomfortable work of creating a new vision, and leading people there.”

  Episode Highlights

  Timestamped inflection points from the show

  [2:05] Back to the beginning: Sandy explains her background, from her roots in southeast Michigan as a varsity athlete, flutist and dancer to her extensive experience in the automotive industry as a planning analyst, engineering director, VP and eventually CEO.

  [16:26] Taking a leap of faith: Long after her first boss took a chance on her, Sandy realized he promoted employees based on potential instead of just demonstrated experience. She talks about how his approach influenced her approach to leadership.

  [20:01] Making up for lack of experience: One of the most important lessons Sandy learned early in her career was how to overcome imposter syndrome. She explains why putting in the work can help make up for lack of experience through on-the-ground learning.

  [23:49] ‘Be the leader you wish you’d had’: At a previous job, Sandy learned to gauge people’s reactions when a meeting was over. She finds that post-meeting, some of the best ideas tend to come out — particularly if the leader of that meeting wasn’t making others comfortable enough to share.

  [25:38] Flipping the pyramid: The majority of Sandy’s actions as a leader stem from her visualization of authority within her organization: It’s not a pyramid where she sits at the top as CEO. It's an inverted pyramid that starts with everyone working together as a team.   

  [28:27] Nurturing a safe environment: Sandy understands that if her team members don’t feel safe, they won’t perform at a high level. She demonstrates why in a world of VUCA (volatility, uncertainty, complexity, and ambiguity), it’s increasingly important to be transparent and ask for input in order to foster psychological safety.

  [31:38] Why it’s worth the extra time: Sandy is aware that her approach to leadership takes more time than simply giving commands. But she thinks it’s worth the extra effort because it takes a whole lot longer to get things done if there is no employee buy-in.

  [32:59] There is no team without trust: A discussion of Sandy’s favorite of Jan’s 21 Traits of Authentic Leadership evolves into a point about why no company can function without trust: “Do you really think you can deliver the bottom line if you don't have your team? And do you really think you have your team if they don't trust you?”

  [36:26] The power of Gen Z: Sandy discusses her perspective on attracting and retaining Gen Z. She says it's important to learn what they need and want and provide as much of that as possible (for example, ask them about their ideal return-to-work policy).

  [42:07]  On Gravitas: Sandy’s definition of gravitas borrows from the David Foster Wallace definition of leadership: “It's not just enough to be visionary and to hope for a vision to come to reality,” she adds. “A leader with gravitas also isn't afraid to hope, and then uses even anger and courage to create a real pathway to achieving these harder, better things.”

  [44:34] Find a routine and stick to it: It’s easy to get stressed when you have a leadership role, especially in the COVID-19 era. Sandy explains why sticking to a routine in your personal life, such as her tradition of never missing a workout, can have positive effects on your work life. 

  
  

  Top quotes

  [5:57] “He [her first boss] was really unique in seeing potential and choosing someone for potential instead of only demonstrated experience. So I am committed, as a leader, to continuing to pay it forward, looking for potential in others and not just demonstrated experience.”

  [20:55] “A pretty important piece of overcoming that imposter syndrome was to say, Hmm, if you work hard enough at it, you can figure it out. And it's really about how quickly you can figure it out — not about if you're going to fail or not.”

  [26:14] “I don't actually believe that being in leadership puts you at the top of the pyramid. I believe that it should be an inverted pyramid. It is about the team. I serve as a player and a coach for the team.”

  [28:50] “We need the best of all of our team members contributing and pivoting and bringing new ideas and information forward. So you've got to have a psychologically safe culture. And I believe it happens from being very collaborative. … instead of pushing decisions on people, it's about engaging.”

  [33:41] “If a leader is trustworthy, and is focused on competency, sincerity, and reliability, then you truly have the absolute ability to lead, and everyone wants to follow you. Because they see you care, they see you have the competency, they see you're sincere and reliable. This is what I focus on.”

  ]]>This episode is sponsored by Lockton, click here to learn more

  Sandy Stojkovski’s career took off when, during her first year at Cooper-Standard Automotive — her first job out of college — the Vice President of Engineering hand-selected her to run a manufacturing operation. She’s been paying it forward ever since by taking chances on employees with potential.  

  “I told him that I didn't think I was qualified,” Sandy recalls. “And he did something I will never forget. He told me he was choosing me not for my experience, but for the potential, he saw in me.”

  After obtaining three degrees from the University of Michigan, Sandy climbed the ranks of seven positions at five different companies. Eventually, she landed in her current position as CEO of North America at Vitesco Technologies. 

  Over the 18 years that have passed since she worked at Ford Motor Company by day and took master’s courses at night, she gained invaluable knowledge about business development. 

  However, the most important lessons she’s learned are about leadership. 

  Sandy's leadership model is an inverted pyramid structure rather than the traditional hierarchy with a CEO at the top and everyone else at the bottom.

  “It’s about the team,” she says. “I serve as a player and a coach for the team … I care, and it's about seeing the team succeed.”

  In this episode, Sandy shares hard-won lessons on how to overcome imposter syndrome, the mental health (and thus productivity) benefits of maintaining a routine, and how to build trust among your teams.

  “If a leader is trustworthy and is focused on competency, carrying sincerity, and reliability," she says, "everyone wants to follow you.”

  Other themes discussed in this episode: 

  • Gaining trust by showing you care
  • Why getting buy-in from employees is a slow but worthwhile process 
  • Why it’s important to attract and retain Gen Z employees (as well as how to do it)
  • How to be the leader you wish you’d had in the past 
  
  

  Featured Guest: 

  What she does: Sandy is the CEO of North America at Vitesco Technologies, a Regensburg, Germany-based automotive supplier for “clean, smart, and electrified” drivetrain and powertrain technologies.  

  On Gravitas: “Anyone can carry on with the status quo. That's called a manager. In most cases, a leader with gravitas is willing to do the unpopular and sometimes uncomfortable work of creating a new vision, and leading people there.”

  Episode Highlights

  Timestamped inflection points from the show

  [2:05] Back to the beginning: Sandy explains her background, from her roots in southeast Michigan as a varsity athlete, flutist and dancer to her extensive experience in the automotive industry as a planning analyst, engineering director, VP and eventually CEO.

  [16:26] Taking a leap of faith: Long after her first boss took a chance on her, Sandy realized he promoted employees based on potential instead of just demonstrated experience. She talks about how his approach influenced her approach to leadership.

  [20:01] Making up for lack of experience: One of the most important lessons Sandy learned early in her career was how to overcome imposter syndrome. She explains why putting in the work can help make up for lack of experience through on-the-ground learning.

  [23:49] ‘Be the leader you wish you’d had’: At a previous job, Sandy learned to gauge people’s reactions when a meeting was over. She finds that post-meeting, some of the best ideas tend to come out — particularly if the leader of that meeting wasn’t making others comfortable enough to share.

  [25:38] Flipping the pyramid: The majority of Sandy’s actions as a leader stem from her visualization of authority within her organization: It’s not a pyramid where she sits at the top as CEO. It's an inverted pyramid that starts with everyone working together as a team.   

  [28:27] Nurturing a safe environment: Sandy understands that if her team members don’t feel safe, they won’t perform at a high level. She demonstrates why in a world of VUCA (volatility, uncertainty, complexity, and ambiguity), it’s increasingly important to be transparent and ask for input in order to foster psychological safety.

  [31:38] Why it’s worth the extra time: Sandy is aware that her approach to leadership takes more time than simply giving commands. But she thinks it’s worth the extra effort because it takes a whole lot longer to get things done if there is no employee buy-in.

  [32:59] There is no team without trust: A discussion of Sandy’s favorite of Jan’s 21 Traits of Authentic Leadership evolves into a point about why no company can function without trust: “Do you really think you can deliver the bottom line if you don't have your team? And do you really think you have your team if they don't trust you?”

  [36:26] The power of Gen Z: Sandy discusses her perspective on attracting and retaining Gen Z. She says it's important to learn what they need and want and provide as much of that as possible (for example, ask them about their ideal return-to-work policy).

  [42:07]  On Gravitas: Sandy’s definition of gravitas borrows from the David Foster Wallace definition of leadership: “It's not just enough to be visionary and to hope for a vision to come to reality,” she adds. “A leader with gravitas also isn't afraid to hope, and then uses even anger and courage to create a real pathway to achieving these harder, better things.”

  [44:34] Find a routine and stick to it: It’s easy to get stressed when you have a leadership role, especially in the COVID-19 era. Sandy explains why sticking to a routine in your personal life, such as her tradition of never missing a workout, can have positive effects on your work life. 

  
  

  Top quotes

  [5:57] “He [her first boss] was really unique in seeing potential and choosing someone for potential instead of only demonstrated experience. So I am committed, as a leader, to continuing to pay it forward, looking for potential in others and not just demonstrated experience.”

  [20:55] “A pretty important piece of overcoming that imposter syndrome was to say, Hmm, if you work hard enough at it, you can figure it out. And it's really about how quickly you can figure it out — not about if you're going to fail or not.”

  [26:14] “I don't actually believe that being in leadership puts you at the top of the pyramid. I believe that it should be an inverted pyramid. It is about the team. I serve as a player and a coach for the team.”

  [28:50] “We need the best of all of our team members contributing and pivoting and bringing new ideas and information forward. So you've got to have a psychologically safe culture. And I believe it happens from being very collaborative. … instead of pushing decisions on people, it's about engaging.”

  [33:41] “If a leader is trustworthy, and is focused on competency, sincerity, and reliability, then you truly have the absolute ability to lead, and everyone wants to follow you. Because they see you care, they see you have the competency, they see you're sincere and reliable. This is what I focus on.”

  ]]>1f3c024b-9a5f-4029-86d3-8e0c0b61199cThu, 07 Apr 2022 05:30:00 -040051:52falsefull366663Sandy Stojkovski’s career took off when, during her first year at her first post-grad job, her boss hand-selected her to run a manufacturing operation. She’s been taking chances on employees ever since. “He was really unique in … choosing someone for potential instead of only demonstrated experience,” says Sandy. “I’m continuing to pay it forward, looking for potential in others.” In this episode, Sandy shares several leadership lessons, such as how to overcome imposter syndrome and how to gain her employees’ trust — as well as their buy-in.Meet Stephen M. R. Covey, Global authority on trust, leadership, and culture. New York Times best selling authorThis episode is sponsored by Lockton, click here to learn more

  Get Stephen's latest book Trust & Inspire, click here

  Stephen M.R. Covey wants you to trust your employees. And he wants you to do so by putting in the time to truly connect with them — while resisting the urge to micromanage.

  “You’re truly empowering people around an agreement with clear expectations and with accountability,” he says of his “trust and inspire” leadership model. “And with that, you can do so much more. People will actually judge themselves against the agreement and report back to you, instead of you having to hover.”

  Stephen’s leadership career began in 1989 when, after graduating from Harvard Business School with an MBA, and with nearly two years of experience as a leasing agent with Trammell Crow Company under his belt, he was at a crossroad.

  “I was really debating going back to [Trammell Crow] after getting my MBA when my father said, ‘why don’t you join with me?’” Stephen recalls. And when your father is the author of “The Seven Habits of Highly Effective People,” joining him is decidedly the correct choice. 

  So, they worked together to create the Covey Leadership Center, and Stephen climbed the ranks from Client Partner to CEO over the course of the next five years. But eventually, Stephen realized he had more to offer the world, leading him to write three books around the concept of trust and inspire leadership.

  In this episode, he explains the ins and outs of this concept and why it’s the necessary replacement for the “command and control” model. 

  “You win in the workplace when you build and inspire a high-trust culture, and you win in the marketplace when you collaborate and innovate. That’s how you stay relevant in a changing world,” he says. 

  Themes discussed on this episode: 

  • How his father’s success influenced Stephen’s childhood and eventual career 
  • The difference between the command and control leadership model and the trust and inspire model
  • Why Stephen believes trust and inspiration go hand-in-hand with innovation and winning 
  • Why gaining trust is a slow but worthwhile process
  • Why today’s digital-first and ever-evolving work environment deserves a new leadership model
  • How believing people are innately good will lead you down a path of connection and collaboration
  • The difference between position authority and moral authority
  
  

  Featured Guest: Stephen M.R. Covey

  📽️ What he does: Stephen M.R. Covey is the former CEO of Covey Leadership Center, which maintains a mission to “develop principle centered-leaders of character and competence who elevate society.” Currently, he’s the Global Practice Leader of Global Speed of Trust Practice, the result of the merger between consulting practice CoveyLink and leadership training company FranklinCovey. He’s also the author of three leadership books, including his most recent, “Trust and Inspire: How Truly Great Leaders Unleash Greatness in Others.”

  💡 On Gravitas: “The Greek philosophy of influence was expressed in three words: ethos, pathos, logos,” says Stephen. “What gravitas means to me— it’s ethos, pathos, and logos in that order, in that sequence. And so in my trust and inspire model is modeling, trusting, inspiring. … That’s gravitas. It’s who you are. It’s your credibility, it’s your moral authority that precedes you.”

  Episode Highlights

  Timestamped inflection points from the show

  [2:54] Where it all started: Stephen discusses his childhood as the son of Dr. Stephen R. Covey, author of “The Seven Habits of Highly Effective People,” and why, after receiving his MBA, he chose the path of the family business rather than going out on his own. 

  [7:45] ‘Something to say’: After scaling FranklinCovey, Stephen witnessed firsthand the weaknesses of the command and control leadership model. That’s what led him to become an author focused on a new, opposing leadership model: trust and inspire, which he explains here.

  [12:20] Sharing his knowledge: The most important lesson Stephen learned in the last few years, which has only been further proven by the pandemic, is that the best leaders know the difference between management and leadership. Here, he explains why “You manage things, but you lead people.” 

  [17:06] Innovation is the key ingredient: Stephen believes if you don’t build a high-trust work culture, you won’t be able to collaborate or innovate. In this section, he discusses why trust leads to innovation, and innovation leads to “winning in the workplace, which is what will enable you … to win in the marketplace.”

  [23:29] Most people are good: All of Stephen’s actions as a leader stem from the basic belief that most people are good and worth being trusted. He explains why that’s a great starting point for a growth mindset.  

  [27:50] Slow and steady wins the race: Stephen recognizes that speed doesn’t always equal success. Here, he demonstrates why it’s worth taking the extra time needed to build trust among your employees so that in the long run, that high-trust work culture allows you to tap into their creativity and commitment. 

  [33:31] Report back: Stephen says one of the most effective ways to gain and maintain trust is to empower people. He details one way of doing that: encouraging them to report back with details rather than micromanaging. 

  [38:12] Trust = leverage: A discussion of his favorite of Jan’s 21 Traits of Authentic Leadership evolves into a point about why connecting with people increases execution, ability and other important elements of a successful business. He then elaborates by explaining why “trust is … highly leveraged in our world today.”

  [42:06] The proof is in the pudding: Stephen discusses his most recent book and why it was important to include specific data to back up his arguments about the power of trust. 

  [45:18] ‘One person’s strengths compensate for another’s weaknesses’: It’s easy to get competitive in the workplace. But what if you could transform that competitive spirit to a collaborative one? Stephen explains why his mindset is to “compete externally in the marketplace,but internally let's complete each other, let's be complementary”

  [46:29]  On gravitas: Stephen’s definition borrows from the Greek philosophy of influence, which he explained through ethos, pathos and logos: “That’s gravitas. It’s who you are. It’s your credibility, it’s your moral authority that precedes you.” 

  
  

  Top quotes

  [5:57] “It is trust that makes our world go round. It is trust that makes our organizations thrive. And it certainly is trust that makes our relationships happy and joyful. If you can get good at building trust on purpose, what an advantage that is.”

  [8:50] “Now people are working from home, working from anywhere … [there are] so many choices and options for people. And it just really has made clear that command and control is not going to work in this new world of work.”

  [12:19] “You can keep a command and control mindset in the management of things. That can work. But as you work with people … trust and inspire is a far better approach … to bring out the best in them and, ultimately, the best in their oversight of the things and processes that they manage.”

  [28:35] “Be efficient with things and be effective with people. Taking the time to listen, to understand, to demonstrate respect and to involve people — while it takes time up front, you’ll move faster in the long run.”

  [44:22] “My job as a leader is to go first … I’m a steward. I have a responsibility, a job with a trust for those that I lead. It’s not just a position of authority, it’s a moral authority that I need to lead with. It’s a different approach.”

  ]]>This episode is sponsored by Lockton, click here to learn more

  Get Stephen's latest book Trust & Inspire, click here

  Stephen M.R. Covey wants you to trust your employees. And he wants you to do so by putting in the time to truly connect with them — while resisting the urge to micromanage.

  “You’re truly empowering people around an agreement with clear expectations and with accountability,” he says of his “trust and inspire” leadership model. “And with that, you can do so much more. People will actually judge themselves against the agreement and report back to you, instead of you having to hover.”

  Stephen’s leadership career began in 1989 when, after graduating from Harvard Business School with an MBA, and with nearly two years of experience as a leasing agent with Trammell Crow Company under his belt, he was at a crossroad.

  “I was really debating going back to [Trammell Crow] after getting my MBA when my father said, ‘why don’t you join with me?’” Stephen recalls. And when your father is the author of “The Seven Habits of Highly Effective People,” joining him is decidedly the correct choice. 

  So, they worked together to create the Covey Leadership Center, and Stephen climbed the ranks from Client Partner to CEO over the course of the next five years. But eventually, Stephen realized he had more to offer the world, leading him to write three books around the concept of trust and inspire leadership.

  In this episode, he explains the ins and outs of this concept and why it’s the necessary replacement for the “command and control” model. 

  “You win in the workplace when you build and inspire a high-trust culture, and you win in the marketplace when you collaborate and innovate. That’s how you stay relevant in a changing world,” he says. 

  Themes discussed on this episode: 

  • How his father’s success influenced Stephen’s childhood and eventual career 
  • The difference between the command and control leadership model and the trust and inspire model
  • Why Stephen believes trust and inspiration go hand-in-hand with innovation and winning 
  • Why gaining trust is a slow but worthwhile process
  • Why today’s digital-first and ever-evolving work environment deserves a new leadership model
  • How believing people are innately good will lead you down a path of connection and collaboration
  • The difference between position authority and moral authority
  
  

  Featured Guest: Stephen M.R. Covey

  📽️ What he does: Stephen M.R. Covey is the former CEO of Covey Leadership Center, which maintains a mission to “develop principle centered-leaders of character and competence who elevate society.” Currently, he’s the Global Practice Leader of Global Speed of Trust Practice, the result of the merger between consulting practice CoveyLink and leadership training company FranklinCovey. He’s also the author of three leadership books, including his most recent, “Trust and Inspire: How Truly Great Leaders Unleash Greatness in Others.”

  💡 On Gravitas: “The Greek philosophy of influence was expressed in three words: ethos, pathos, logos,” says Stephen. “What gravitas means to me— it’s ethos, pathos, and logos in that order, in that sequence. And so in my trust and inspire model is modeling, trusting, inspiring. … That’s gravitas. It’s who you are. It’s your credibility, it’s your moral authority that precedes you.”

  Episode Highlights

  Timestamped inflection points from the show

  [2:54] Where it all started: Stephen discusses his childhood as the son of Dr. Stephen R. Covey, author of “The Seven Habits of Highly Effective People,” and why, after receiving his MBA, he chose the path of the family business rather than going out on his own. 

  [7:45] ‘Something to say’: After scaling FranklinCovey, Stephen witnessed firsthand the weaknesses of the command and control leadership model. That’s what led him to become an author focused on a new, opposing leadership model: trust and inspire, which he explains here.

  [12:20] Sharing his knowledge: The most important lesson Stephen learned in the last few years, which has only been further proven by the pandemic, is that the best leaders know the difference between management and leadership. Here, he explains why “You manage things, but you lead people.” 

  [17:06] Innovation is the key ingredient: Stephen believes if you don’t build a high-trust work culture, you won’t be able to collaborate or innovate. In this section, he discusses why trust leads to innovation, and innovation leads to “winning in the workplace, which is what will enable you … to win in the marketplace.”

  [23:29] Most people are good: All of Stephen’s actions as a leader stem from the basic belief that most people are good and worth being trusted. He explains why that’s a great starting point for a growth mindset.  

  [27:50] Slow and steady wins the race: Stephen recognizes that speed doesn’t always equal success. Here, he demonstrates why it’s worth taking the extra time needed to build trust among your employees so that in the long run, that high-trust work culture allows you to tap into their creativity and commitment. 

  [33:31] Report back: Stephen says one of the most effective ways to gain and maintain trust is to empower people. He details one way of doing that: encouraging them to report back with details rather than micromanaging. 

  [38:12] Trust = leverage: A discussion of his favorite of Jan’s 21 Traits of Authentic Leadership evolves into a point about why connecting with people increases execution, ability and other important elements of a successful business. He then elaborates by explaining why “trust is … highly leveraged in our world today.”

  [42:06] The proof is in the pudding: Stephen discusses his most recent book and why it was important to include specific data to back up his arguments about the power of trust. 

  [45:18] ‘One person’s strengths compensate for another’s weaknesses’: It’s easy to get competitive in the workplace. But what if you could transform that competitive spirit to a collaborative one? Stephen explains why his mindset is to “compete externally in the marketplace,but internally let's complete each other, let's be complementary”

  [46:29]  On gravitas: Stephen’s definition borrows from the Greek philosophy of influence, which he explained through ethos, pathos and logos: “That’s gravitas. It’s who you are. It’s your credibility, it’s your moral authority that precedes you.” 

  
  

  Top quotes

  [5:57] “It is trust that makes our world go round. It is trust that makes our organizations thrive. And it certainly is trust that makes our relationships happy and joyful. If you can get good at building trust on purpose, what an advantage that is.”

  [8:50] “Now people are working from home, working from anywhere … [there are] so many choices and options for people. And it just really has made clear that command and control is not going to work in this new world of work.”

  [12:19] “You can keep a command and control mindset in the management of things. That can work. But as you work with people … trust and inspire is a far better approach … to bring out the best in them and, ultimately, the best in their oversight of the things and processes that they manage.”

  [28:35] “Be efficient with things and be effective with people. Taking the time to listen, to understand, to demonstrate respect and to involve people — while it takes time up front, you’ll move faster in the long run.”

  [44:22] “My job as a leader is to go first … I’m a steward. I have a responsibility, a job with a trust for those that I lead. It’s not just a position of authority, it’s a moral authority that I need to lead with. It’s a different approach.”

  ]]>1152af94-eb4e-4c62-ae9a-ffb84e10bddfThu, 24 Mar 2022 05:30:00 -040050:25falsefull365653Meet Stephen M.R. Covey, Global authority on trust, leadership, and culture. New York Times best selling author Stephen M.R. Covey lives and breathes leadership. As the son of leadership author Dr. Stephen R. Covey, his career choice is no surprise, but his work differs in that it’s focused on creating high-trust work culture. In this episode, Stephen explains his “trust and inspire” leadership model in depth, citing specific studies that explain why it’s the approach modern workplaces need in the digital age. “You can’t ‘command and control’ your way to innovation, you’ve got to do it through ‘trust and inspire,’” he says.Ford and the EV split, Stellantis and a few more stumblesIn this episode, Jan covers a few of the noteworthy topics in the automotive industry and how they relate to leadership.

  👉 Ford announcement on the EV split, how will this work?

  👉 Stellantis and a few more stumbles 🤦🏻‍♀️

  👉 "A golf club to a tennis match" Stephen M.R. Covey on command & control leadership

  👉 Surprise guest coming.......

  👉 A new podcast is on the way - check it out here, it officially launches on March 21

  Episodes referenced in this episode:-

  Stefan Krause

  Doug Conant

  Articles referenced in this episode:-

  Ford separating EV business from ICE vehicles

  Tavares: Suppliers will need to eat cost to keep EVs affordable

  Stellantis CEO, UAW spar over worker absenteeism after robust 2021 earnings report

  Boost employee engagement with an internal podcast by Gravitas Detroit, learn more here.

  Meet your host Jan Griffiths and get ready to be inspired in this video short 

  ]]>In this episode, Jan covers a few of the noteworthy topics in the automotive industry and how they relate to leadership.

  👉 Ford announcement on the EV split, how will this work?

  👉 Stellantis and a few more stumbles 🤦🏻‍♀️

  👉 "A golf club to a tennis match" Stephen M.R. Covey on command & control leadership

  👉 Surprise guest coming.......

  👉 A new podcast is on the way - check it out here, it officially launches on March 21

  Episodes referenced in this episode:-

  Stefan Krause

  Doug Conant

  Articles referenced in this episode:-

  Ford separating EV business from ICE vehicles

  Tavares: Suppliers will need to eat cost to keep EVs affordable

  Stellantis CEO, UAW spar over worker absenteeism after robust 2021 earnings report

  Boost employee engagement with an internal podcast by Gravitas Detroit, learn more here.

  Meet your host Jan Griffiths and get ready to be inspired in this video short 

  ]]>1a892051-129c-4407-a025-9013c90bd5c8Thu, 10 Mar 2022 05:30:00 -040020:30truefull364643Meet Doug Conant, former CEO of Campbell Soup CompanyThis episode is sponsored by Lockton, click here to learn more

  Buy the book The Blueprint -  6 Practical Steps to Lift Your Leadership to New Heights

  Keeping employees happy and engaged while advancing a company is a delicate balancing act. Go too easy and the work doesn’t get done; go too hard on them and they check out. Right?

  Not according to Doug Conant, the former Campbell Soup Company CEO who unlocked the secrets of having both an engaged workforce and a thriving organization. When Doug took the helm at Campbell’s in 2001, sales were in decline. It was ranked at the bottom among the top 20 food corporations. Plus, Campbell’s leadership team clearly hadn’t been drinking their V8. In just a few years’ time, Doug was able to boost both morale and the company’s bottom line. 

  The secret sauce is a combination of authenticity, servant leadership, and a tough-minded, tender-hearted management style. Doug thinks authenticity can be summed up with the phrase “what you see is what you get, and what you hear is what I believe.” He spent much of his career trying to please other people without being true to himself but found greater success after battling his own introversion.

  Doug and host Jan Griffiths have an enlightening, candid conversation about leading from the head and the heart — and how that combination drives success and workplace satisfaction. 

  Themes discussed in the episode:

  • Showing up with authenticity
  • How leadership can be both demanding and compassionate
  • Improving employee engagement
  • Servant leadership as a two-way street
  • Why introverts can be leaders, too
  
  

  Featured Guest: Doug Conant

  🥣  What he does: Doug is the founder and CEO of Conant Leadership, giving companies the tools to level up their leadership by leading from the heart. With an extensive C-suite background in roles at Nabisco Foods Company, Campbell Soup Company, and Avon Products, he is a celebrated New York Times best-selling author, speaker, and innovator in the field of leadership. 

  💡 On Gravitas: “[Gravitas is] authenticity. You declare a commitment to something and that’s how you show up, to a point where it’s just unquestionable. You have to be living and breathing it. It has to be the essence of how you show up every day.”

  Episode Highlights

  Timestamped inflection points from the show

  [01:45] Doug’s professional journey: Doug boasts an impressive resume with senior roles at Nabisco Foods, Campbell’s, and Avon. He now is a keynote speaker and author on leadership. 

  [05:46] What’s your story?: Doug gives an overview of his background. 

  [07:57] The authentic zone: This principle is that “what you see is what you get, and what you hear is what I believe.” From there, it’s important to leverage your own talents to elevate the company or team.

  [10:03] Tough mind, tender heart: Doug says you have to be tough on standards while also being tender-hearted with people. 

  [11:35] The three-year path: When you’re recruited into a leadership role, it’s likely because the person before you failed. You’re typically given about three years to prove results. 

  [12:42] The people on the bus: Doug references Jim Collins, author of “Good to Great,” saying that when he started at Campbell’s, they didn’t have the right people “on the bus.” This led to Doug replacing 300 of the top 350 leaders at the company. 

  [14:07] Skyrocketing employee engagement: By making such critical cuts to the management at Campbell’s, Doug showed the non-management employees that he had their backs. Employee engagement metrics went from four-to-one engagement to 77 to one, where 12 to one is a marker of an exceptional organization. 

  [18:17] Dealing with fear: When a new leader steps in, some employees fear change or not “making the cut.” Doug deals with this by being clear about expectations and standards. 

  [22:25] Weakness as a strength: Coming from a traditional, militaristic model of business, Doug worried people would think of him as weak. However, he was up-front in his interview process on how he intended to lead.

  [26:36] Courage is key: Many people aren’t aware of their convictions, but it’s important to explore them and have the courage to stick to your convictions. 

  [27:26] Leading from your experience: Everyone’s leadership style is different because we all have different experiences. Chances are, you’ll be more successful being yourself than trying to fit in a mold. 

  [32:10] The covenant of hard work: Doug is a proponent of servant leadership, with leaders performing as well for employees as they do for their own leaders. He also encourages forgetting perfection, as you only have to be as good as your competitor. 

  [33:39] Dealing with toxic high performers: Clear expectations and continuous feedback can help to check bad attitudes in the workplace.

  [38:03] TSR (Total Stakeholder Returns): The traditional measure is Total Shareholder Returns, but Doug prefers to think of it as Total Stakeholder Returns. 

  [40:58] On gravitas: Doug’s answer to this is simple: What you see is what you get. 

  [42:24] The power of introversion: Doug outlines both the downsides of being an introvert and the benefits introverts bring to the table.

  [46:43] Advice for 25-year-old Doug: Doug follows the advice of Conan O’Brien: “Work hard, be kind and amazing things will happen.”

  ]]>This episode is sponsored by Lockton, click here to learn more

  Buy the book The Blueprint -  6 Practical Steps to Lift Your Leadership to New Heights

  Keeping employees happy and engaged while advancing a company is a delicate balancing act. Go too easy and the work doesn’t get done; go too hard on them and they check out. Right?

  Not according to Doug Conant, the former Campbell Soup Company CEO who unlocked the secrets of having both an engaged workforce and a thriving organization. When Doug took the helm at Campbell’s in 2001, sales were in decline. It was ranked at the bottom among the top 20 food corporations. Plus, Campbell’s leadership team clearly hadn’t been drinking their V8. In just a few years’ time, Doug was able to boost both morale and the company’s bottom line. 

  The secret sauce is a combination of authenticity, servant leadership, and a tough-minded, tender-hearted management style. Doug thinks authenticity can be summed up with the phrase “what you see is what you get, and what you hear is what I believe.” He spent much of his career trying to please other people without being true to himself but found greater success after battling his own introversion.

  Doug and host Jan Griffiths have an enlightening, candid conversation about leading from the head and the heart — and how that combination drives success and workplace satisfaction. 

  Themes discussed in the episode:

  • Showing up with authenticity
  • How leadership can be both demanding and compassionate
  • Improving employee engagement
  • Servant leadership as a two-way street
  • Why introverts can be leaders, too
  
  

  Featured Guest: Doug Conant

  🥣  What he does: Doug is the founder and CEO of Conant Leadership, giving companies the tools to level up their leadership by leading from the heart. With an extensive C-suite background in roles at Nabisco Foods Company, Campbell Soup Company, and Avon Products, he is a celebrated New York Times best-selling author, speaker, and innovator in the field of leadership. 

  💡 On Gravitas: “[Gravitas is] authenticity. You declare a commitment to something and that’s how you show up, to a point where it’s just unquestionable. You have to be living and breathing it. It has to be the essence of how you show up every day.”

  Episode Highlights

  Timestamped inflection points from the show

  [01:45] Doug’s professional journey: Doug boasts an impressive resume with senior roles at Nabisco Foods, Campbell’s, and Avon. He now is a keynote speaker and author on leadership. 

  [05:46] What’s your story?: Doug gives an overview of his background. 

  [07:57] The authentic zone: This principle is that “what you see is what you get, and what you hear is what I believe.” From there, it’s important to leverage your own talents to elevate the company or team.

  [10:03] Tough mind, tender heart: Doug says you have to be tough on standards while also being tender-hearted with people. 

  [11:35] The three-year path: When you’re recruited into a leadership role, it’s likely because the person before you failed. You’re typically given about three years to prove results. 

  [12:42] The people on the bus: Doug references Jim Collins, author of “Good to Great,” saying that when he started at Campbell’s, they didn’t have the right people “on the bus.” This led to Doug replacing 300 of the top 350 leaders at the company. 

  [14:07] Skyrocketing employee engagement: By making such critical cuts to the management at Campbell’s, Doug showed the non-management employees that he had their backs. Employee engagement metrics went from four-to-one engagement to 77 to one, where 12 to one is a marker of an exceptional organization. 

  [18:17] Dealing with fear: When a new leader steps in, some employees fear change or not “making the cut.” Doug deals with this by being clear about expectations and standards. 

  [22:25] Weakness as a strength: Coming from a traditional, militaristic model of business, Doug worried people would think of him as weak. However, he was up-front in his interview process on how he intended to lead.

  [26:36] Courage is key: Many people aren’t aware of their convictions, but it’s important to explore them and have the courage to stick to your convictions. 

  [27:26] Leading from your experience: Everyone’s leadership style is different because we all have different experiences. Chances are, you’ll be more successful being yourself than trying to fit in a mold. 

  [32:10] The covenant of hard work: Doug is a proponent of servant leadership, with leaders performing as well for employees as they do for their own leaders. He also encourages forgetting perfection, as you only have to be as good as your competitor. 

  [33:39] Dealing with toxic high performers: Clear expectations and continuous feedback can help to check bad attitudes in the workplace.

  [38:03] TSR (Total Stakeholder Returns): The traditional measure is Total Shareholder Returns, but Doug prefers to think of it as Total Stakeholder Returns. 

  [40:58] On gravitas: Doug’s answer to this is simple: What you see is what you get. 

  [42:24] The power of introversion: Doug outlines both the downsides of being an introvert and the benefits introverts bring to the table.

  [46:43] Advice for 25-year-old Doug: Doug follows the advice of Conan O’Brien: “Work hard, be kind and amazing things will happen.”

  ]]>be3b544a-074d-46e6-9f24-f33454924807Thu, 24 Feb 2022 05:30:00 -040049:06falsefull363633If you were to describe a typical corporate leader, “tough-minded” might immediately come to mind. But “tender-hearted”? That’s a bit less likely. Believe it or not, a winning combination of tough-mindedness and tender-heartedness was the recipe for Doug Conant when he led The Campbell Soup Company to Gallup’s highest-ever employee engagement scores. Tune in to hear Doug talk about introversion, his leadership experience, and how leadership from the heart is different for every leader. Buy the book The Blueprint - 6 Practical Steps to Lift Your Leadership to New Heights Boost employee engagement with an internal podcast by Gravitas Detroit, learn more here.Stellantis WTF? 10 steps backwardIn this episode, Jan talks about the new supplier Terms and Conditions recently issued by automaker, Stellantis and what this means to the automotive industry.

  Topics covered include:- Command & control leadership, compliance vs conviction, remembering SCORE, the bottom-line impact of collaborative relationships and where do we go from here?

  Here are the links to the articles and episodes quoted in the podcast.

  Automotive News article dated 2/2/22

  Speed of Trust - Stephen Covey see section 9

  Supply Chain Management Review June 2014 - Lost supplier trust

  Interview with Mark Bole, General Motors

  Interview with Stefan Krause, CEO MOOV

  For more on authentic leadership email me directly at Jan@gravitasdetroit.com or visit our website at GravitasDetroit.com

  ]]>In this episode, Jan talks about the new supplier Terms and Conditions recently issued by automaker, Stellantis and what this means to the automotive industry.

  Topics covered include:- Command & control leadership, compliance vs conviction, remembering SCORE, the bottom-line impact of collaborative relationships and where do we go from here?

  Here are the links to the articles and episodes quoted in the podcast.

  Automotive News article dated 2/2/22

  Speed of Trust - Stephen Covey see section 9

  Supply Chain Management Review June 2014 - Lost supplier trust

  Interview with Mark Bole, General Motors

  Interview with Stefan Krause, CEO MOOV

  For more on authentic leadership email me directly at Jan@gravitasdetroit.com or visit our website at GravitasDetroit.com

  ]]>2e51eb8c-7cbe-41ed-ac2e-1046ed50244cThu, 10 Feb 2022 05:30:00 -040016:23truefull362623Meet Mark Bole, Senior Executive at General Motors, Head of V2X & Battery SolutionsHow do you not just survive but thrive as an authentic leader at General Motors (or, indeed, anywhere)?

  It's not very often you come across a large number of people who rave about their boss. But self-described servant leader Mark Bole, Senior Executive at General Motors, Head of V2X & Battery Solutions, has a following. He firmly lives — and leads — in line with his values. “It's not the number of people that I lead — it's the number of people that I impact,” Mark says. 

  Mark’s glittering career in leadership and management spans more than a decade in a diverse array of cultures across the globe. This has helped him appreciate just how powerful diversity makes an organization. 

  When covid came, he sought opportunities in the challenges of remote work, embracing the need to adapt. It was about “learning to be more intentional and deliberate about those personal connections that came more naturally when we were in the workforce,” says Mark.

  In this episode of Finding Gravitas, Mark talks about connecting to the individual, the power of diversity, and leading by example — even (and especially) in failure. It’s about driving a culture where it’s okay to fail. 

  Mark also discusses how leaders rely on their teams in creating an essential shared purpose. It’s important to always get better, but helping other people get better too is part of making an impact. “That resonates with people on a very personal level”, he says. “You see it work once: you do it again.” 

  While storytelling and purpose go hand in hand, it’s crucial to be specific about common objectives. The combination of these things and “giving them wiggle room to learn, be creative and innovative,” is Mark’s approach to authentic leadership — and it works.

  Mark and host Jan Griffiths discuss servant leadership as well as how harnessing the power of diversity unlocks real business potential.

   

  Themes discussed in this episode:

   

  ●     Bringing your whole self to work

  ●     Living and leading in line with your personal values

  ●     Building a joint purpose with people

  ●     Cognitive diversity and making people feel safe

  ●     The simplicity of listening to people in order to support them

  ●     Not needing to have a specific plan

  ●     Following up as a measure of personal accountability

    

  This episode is brought to you by Gravitas Detroit and the power of the internal company podcast, boost employee engagement, and amplify your authentic leadership message today – for more information click here

   

  Featured Guest: Mark Bole

   

  📽️ What he does: Mark is Head of V2X & Battery Solutions at General Motors, with a mission to help GM realize customer, financial and environmental benefits through energy services. A community leader in Detroit serving on boards and supporting initiatives across the city, Mark has traveled the world extensively during his career, holding positions in international operations and leading joint venture relationships.

   

  💡 On Gravitas: “It's really getting better every day — not [just] yourself, but helping others get better. [It’s] people being able to trust you and just know you're going to do the right thing.”

    

  Episode Highlights

  Timestamped inflection points from the show

   

  [3:47] Origin story: Husband and father first, worker second, Mark discusses his glittering career spanning decades across the globe and how it led him to where he is today at GM. His parents instilled in him the values of respect and consideration, and he still carries them today.

  [10:51] The value of cultural exposure: Being an outsider can have its perks. “Many of us go through life with unconscious biases around diversity and inclusion,” he tells Jan. Through experiencing diverse cultures, “you suddenly get the ability to experience what [being an outsider] feels like”.

  [12:40] Creating psychological safety in the workplace: Jan and Mark talk about the importance of a leader connecting with the individual in order to empower them.

  [15:14] Thriving — not just surviving — as an authentic leader: Mark discusses the importance of awareness in making an impactful difference, and how to teach and learn from failure.

  [24:03] Leadership key ingredients: Mark shares what he’s learned is the most effective combination for being a better leader.

  [26:31] The power of diversity: How to embrace diversity and empower your team for the best results. 

  [32:18] Pandemic pointers: Mark has found opportunities during the crisis, and has learned to be more intentional and deliberate about personal connections that came more naturally in the physical workplace. 

  [35:37] Attracting Gen Z: Mark and Jan discuss tips for attracting the newest workforce entrants and how to leverage the gig economy to your advantage. 

  [40:57] On Gravitas: It’s getting better every day and helping others to do the same. It’s also building and maintaining integrity. 

  [44:29] Setup for success: Mark describes how he starts the day and shares some invaluable tips and tricks on personal accountability. First: managing expectations — be it within the relationship, the day, or the product. Second: “If I say I'm going to do something, and I don't do it, I follow up. I don't just let it slide.”

  ]]>How do you not just survive but thrive as an authentic leader at General Motors (or, indeed, anywhere)?

  It's not very often you come across a large number of people who rave about their boss. But self-described servant leader Mark Bole, Senior Executive at General Motors, Head of V2X & Battery Solutions, has a following. He firmly lives — and leads — in line with his values. “It's not the number of people that I lead — it's the number of people that I impact,” Mark says. 

  Mark’s glittering career in leadership and management spans more than a decade in a diverse array of cultures across the globe. This has helped him appreciate just how powerful diversity makes an organization. 

  When covid came, he sought opportunities in the challenges of remote work, embracing the need to adapt. It was about “learning to be more intentional and deliberate about those personal connections that came more naturally when we were in the workforce,” says Mark.

  In this episode of Finding Gravitas, Mark talks about connecting to the individual, the power of diversity, and leading by example — even (and especially) in failure. It’s about driving a culture where it’s okay to fail. 

  Mark also discusses how leaders rely on their teams in creating an essential shared purpose. It’s important to always get better, but helping other people get better too is part of making an impact. “That resonates with people on a very personal level”, he says. “You see it work once: you do it again.” 

  While storytelling and purpose go hand in hand, it’s crucial to be specific about common objectives. The combination of these things and “giving them wiggle room to learn, be creative and innovative,” is Mark’s approach to authentic leadership — and it works.

  Mark and host Jan Griffiths discuss servant leadership as well as how harnessing the power of diversity unlocks real business potential.

   

  Themes discussed in this episode:

   

  ●     Bringing your whole self to work

  ●     Living and leading in line with your personal values

  ●     Building a joint purpose with people

  ●     Cognitive diversity and making people feel safe

  ●     The simplicity of listening to people in order to support them

  ●     Not needing to have a specific plan

  ●     Following up as a measure of personal accountability

    

  This episode is brought to you by Gravitas Detroit and the power of the internal company podcast, boost employee engagement, and amplify your authentic leadership message today – for more information click here

   

  Featured Guest: Mark Bole

   

  📽️ What he does: Mark is Head of V2X & Battery Solutions at General Motors, with a mission to help GM realize customer, financial and environmental benefits through energy services. A community leader in Detroit serving on boards and supporting initiatives across the city, Mark has traveled the world extensively during his career, holding positions in international operations and leading joint venture relationships.

   

  💡 On Gravitas: “It's really getting better every day — not [just] yourself, but helping others get better. [It’s] people being able to trust you and just know you're going to do the right thing.”

    

  Episode Highlights

  Timestamped inflection points from the show

   

  [3:47] Origin story: Husband and father first, worker second, Mark discusses his glittering career spanning decades across the globe and how it led him to where he is today at GM. His parents instilled in him the values of respect and consideration, and he still carries them today.

  [10:51] The value of cultural exposure: Being an outsider can have its perks. “Many of us go through life with unconscious biases around diversity and inclusion,” he tells Jan. Through experiencing diverse cultures, “you suddenly get the ability to experience what [being an outsider] feels like”.

  [12:40] Creating psychological safety in the workplace: Jan and Mark talk about the importance of a leader connecting with the individual in order to empower them.

  [15:14] Thriving — not just surviving — as an authentic leader: Mark discusses the importance of awareness in making an impactful difference, and how to teach and learn from failure.

  [24:03] Leadership key ingredients: Mark shares what he’s learned is the most effective combination for being a better leader.

  [26:31] The power of diversity: How to embrace diversity and empower your team for the best results. 

  [32:18] Pandemic pointers: Mark has found opportunities during the crisis, and has learned to be more intentional and deliberate about personal connections that came more naturally in the physical workplace. 

  [35:37] Attracting Gen Z: Mark and Jan discuss tips for attracting the newest workforce entrants and how to leverage the gig economy to your advantage. 

  [40:57] On Gravitas: It’s getting better every day and helping others to do the same. It’s also building and maintaining integrity. 

  [44:29] Setup for success: Mark describes how he starts the day and shares some invaluable tips and tricks on personal accountability. First: managing expectations — be it within the relationship, the day, or the product. Second: “If I say I'm going to do something, and I don't do it, I follow up. I don't just let it slide.”

  ]]>1c87caf1-85c6-47a5-80c2-c91e9586562cThu, 27 Jan 2022 05:30:00 -040050:42falsefull361613How do you not just survive but thrive as an authentic leader at General Motors (or, indeed, anywhere)? It's not very often you come across a large number of people who rave about their boss. But self-described servant leader Mark Bole, Senior Executive at General Motors, Head of V2X & Battery Solutions, has garnered a following. He firmly lives — and leads — in line with his values. Check out internal podcasting at www.GravitasDetroit.comMeet Lynn Kier, VP Corporate Communications at Diebold NixdorfLearn more about creating your own internal company podcast

  There’s never been a greater need for honesty and transparency — for people to tell it like it is.

  Enter Lynn Kier, VP Communications at Diebold Nixdorf, who talks about the importance of embracing your authentic self to further your personal mission.

  Lynn began her career in 1997 as a financial analyst. After five years, she realised that simply putting her head down and working hard wasn’t the answer. She moved into the automotive industry and later worked her way up to the top of her game in communications. She currently serves on the Forbes Communications Council 

  What’s the magic ingredient for effective communication? “You’ve got to tell stories,” Lynn says. “If you look at all the people who are really successful, they're telling stories. And it resonates with people.”

  On this episode of Finding Gravitas, Lynn talks about the professional challenges she’s faced throughout her career, the importance of self-promotion, and how to bring your authentic self to the table. Lynn is a strong advocate of empowering your team to empower you. This is “what really sets an authentic leader apart,” she says.

  Lynn and host Jan Griffiths discuss traditional weekly meetings versus daily huddles, which are part of a key strategy of Laura Lawson, Chief People Officer at United Wholesale Mortgage. While meetings tend to just end up being about bringing the boss up to speed, huddles bring a team together like a family, Lynn points out.

  There’s a growing need for authenticity in business, particularly on social media. Don Akery, President of TTI Americas, has spoken about the need to evolve along with the workforce while staying true to core values. At the younger end of the spectrum, ambassador for millennials and mobility Katelyn Davis owns her voice and her authentic self regardless of title or company.

    

  Themes discussed in this episode:

  ●     Lynn’s career in communications and the art of self-promotion

  ●     What makes the culture of Diebold Nixdorf so special

  ●     The crucial role of communications and using your own words

  ●     The importance of storytelling in business success

  ●     Refining your personal mission and bringing your authentic self to the table

  ●     Finding your voice on social media

  
  

  Featured Guest: Lynn Kier

   

  🏦 What she does: Lynn is VP of Communications at Diebold Nixdorf, a major bank innovation and retail technology company. With a breadth of experience in the finance and automotive industries, Lynn is leading with a powerful vision of authenticity.

  💡 On gravitas: “I have a lot of value to add. And I'm going to do it my way. It'll resonate with some and maybe not with others. But you’ve got to be human. You’ve got to relate.”

   

  Episode Highlights

  Timestamped inflection points from the show

   

  [3:03] Origin story: Lynn discusses her background, moving from finance to automotive, and how “networking is everything — who you know is everything.”

  [7:50] On self-promotion: At GM, Lynn learned to “self-promote and champion” herself, she says. “You have to lobby for yourself because nobody else is going to do that for you.” Just as importantly, Lynn urges you to “be assertive — maybe be a little aggressive. Don't stop asking for what you want.”

  [9:03] How to stand out: Technical knowledge is rarely what sets people apart. For her, “it was the relationship-building," she says. "It was listening to the opportunities that were out there. It was gaining the trust and support of the customers. And it was being present. It was so much fun.”

  [10:43] We’re more capable than we think: “You can do just about anything that's put in front of you,” explains Lynn. “You know how to do the job, and how to motivate people to get the job done.”

  [16:34] Learning lifelong lessons the tough way: “If you can survive and thrive in the automotive industry, you can do anything,” says Lynn, who took the experience from hard-won battles with her as she moved forward in her career. Now, "I love who I work with," she reports. "I love the culture. I love our mission. And I have fun, even with the [COVID-19] crisis.” 

  [21:24] Daily huddles work wonders: Jan and Lynn discuss why weekly meetings or monthly reviews don’t work as well as short but powerful daily huddles.

  [24:49] Real leadership: “You have to know that your leader has your back. Then you aren't afraid if something doesn't go according to plan, because we can't control everything,” Lynn clarifies. She once saw a note another leader sent to his colleagues during a crisis: Hey, we're all in this together. We did the best we could at the time, [but] we are going to come up with another plan. And we won't let this happen again." 

  [29:06] Communications advice for a changing world: Leaders must listen to their communications teams, but Lynn says telling stories and being authentic are absolutely crucial: “Show the company for what it is — not as a machine. Remember that people are human beings.” 

  [34:57] The power of storytelling: If the mission statement can’t be repeated, remembered, or understood, it’s too complex. It “has to be straightforward and clear," she says. "The power of a story is that it resonates with people.” The story should be relatable to a 10-year-old. “Then you tell your customers or CNBC, or you tweet it. It's pretty simple.”

  [42:04] The importance of your true, authentic self: “Over the years, through experience and observation, you realize: I'm not adding value to this company at the level I could if I'm not me. They hired me, and if I don't bring me, I'm not giving them the best. You’ve got to be your true authentic self.” 

  [55:21] Looking back on the self a quarter-century ago: Knowing what she knows now, Lynn would’ve told her past self coming out of grad school to “go, soar, and just be your authentic you. Your best asset is you.”

  ]]>Learn more about creating your own internal company podcast

  There’s never been a greater need for honesty and transparency — for people to tell it like it is.

  Enter Lynn Kier, VP Communications at Diebold Nixdorf, who talks about the importance of embracing your authentic self to further your personal mission.

  Lynn began her career in 1997 as a financial analyst. After five years, she realised that simply putting her head down and working hard wasn’t the answer. She moved into the automotive industry and later worked her way up to the top of her game in communications. She currently serves on the Forbes Communications Council 

  What’s the magic ingredient for effective communication? “You’ve got to tell stories,” Lynn says. “If you look at all the people who are really successful, they're telling stories. And it resonates with people.”

  On this episode of Finding Gravitas, Lynn talks about the professional challenges she’s faced throughout her career, the importance of self-promotion, and how to bring your authentic self to the table. Lynn is a strong advocate of empowering your team to empower you. This is “what really sets an authentic leader apart,” she says.

  Lynn and host Jan Griffiths discuss traditional weekly meetings versus daily huddles, which are part of a key strategy of Laura Lawson, Chief People Officer at United Wholesale Mortgage. While meetings tend to just end up being about bringing the boss up to speed, huddles bring a team together like a family, Lynn points out.

  There’s a growing need for authenticity in business, particularly on social media. Don Akery, President of TTI Americas, has spoken about the need to evolve along with the workforce while staying true to core values. At the younger end of the spectrum, ambassador for millennials and mobility Katelyn Davis owns her voice and her authentic self regardless of title or company.

    

  Themes discussed in this episode:

  ●     Lynn’s career in communications and the art of self-promotion

  ●     What makes the culture of Diebold Nixdorf so special

  ●     The crucial role of communications and using your own words

  ●     The importance of storytelling in business success

  ●     Refining your personal mission and bringing your authentic self to the table

  ●     Finding your voice on social media

  
  

  Featured Guest: Lynn Kier

   

  🏦 What she does: Lynn is VP of Communications at Diebold Nixdorf, a major bank innovation and retail technology company. With a breadth of experience in the finance and automotive industries, Lynn is leading with a powerful vision of authenticity.

  💡 On gravitas: “I have a lot of value to add. And I'm going to do it my way. It'll resonate with some and maybe not with others. But you’ve got to be human. You’ve got to relate.”

   

  Episode Highlights

  Timestamped inflection points from the show

   

  [3:03] Origin story: Lynn discusses her background, moving from finance to automotive, and how “networking is everything — who you know is everything.”

  [7:50] On self-promotion: At GM, Lynn learned to “self-promote and champion” herself, she says. “You have to lobby for yourself because nobody else is going to do that for you.” Just as importantly, Lynn urges you to “be assertive — maybe be a little aggressive. Don't stop asking for what you want.”

  [9:03] How to stand out: Technical knowledge is rarely what sets people apart. For her, “it was the relationship-building," she says. "It was listening to the opportunities that were out there. It was gaining the trust and support of the customers. And it was being present. It was so much fun.”

  [10:43] We’re more capable than we think: “You can do just about anything that's put in front of you,” explains Lynn. “You know how to do the job, and how to motivate people to get the job done.”

  [16:34] Learning lifelong lessons the tough way: “If you can survive and thrive in the automotive industry, you can do anything,” says Lynn, who took the experience from hard-won battles with her as she moved forward in her career. Now, "I love who I work with," she reports. "I love the culture. I love our mission. And I have fun, even with the [COVID-19] crisis.” 

  [21:24] Daily huddles work wonders: Jan and Lynn discuss why weekly meetings or monthly reviews don’t work as well as short but powerful daily huddles.

  [24:49] Real leadership: “You have to know that your leader has your back. Then you aren't afraid if something doesn't go according to plan, because we can't control everything,” Lynn clarifies. She once saw a note another leader sent to his colleagues during a crisis: Hey, we're all in this together. We did the best we could at the time, [but] we are going to come up with another plan. And we won't let this happen again." 

  [29:06] Communications advice for a changing world: Leaders must listen to their communications teams, but Lynn says telling stories and being authentic are absolutely crucial: “Show the company for what it is — not as a machine. Remember that people are human beings.” 

  [34:57] The power of storytelling: If the mission statement can’t be repeated, remembered, or understood, it’s too complex. It “has to be straightforward and clear," she says. "The power of a story is that it resonates with people.” The story should be relatable to a 10-year-old. “Then you tell your customers or CNBC, or you tweet it. It's pretty simple.”

  [42:04] The importance of your true, authentic self: “Over the years, through experience and observation, you realize: I'm not adding value to this company at the level I could if I'm not me. They hired me, and if I don't bring me, I'm not giving them the best. You’ve got to be your true authentic self.” 

  [55:21] Looking back on the self a quarter-century ago: Knowing what she knows now, Lynn would’ve told her past self coming out of grad school to “go, soar, and just be your authentic you. Your best asset is you.”

  ]]>5d82e0ed-7417-42bf-92ef-f95177f0580dThu, 13 Jan 2022 05:30:00 -040057:29falsefull360603Meet Lynn Kier, VP Communications at Diebold Nixdorf There’s never been a greater need for honesty and transparency — for people to tell it like it is. Enter Lynn Kier, VP of Communications at Diebold Nixdorf, who talks about the importance of embracing your authentic self to further your personal mission.Ready for the big quit 😱The Pandemic has given us cause to pause and rethink how we live our lives.

  In this episode, Jan explores her personal story and how she decided to quit her corporate job along with some things you should consider before you quit.

  ]]>The Pandemic has given us cause to pause and rethink how we live our lives.

  In this episode, Jan explores her personal story and how she decided to quit her corporate job along with some things you should consider before you quit.

  ]]>b4dc867f-e73a-4786-a669-54c395500439Thu, 30 Dec 2021 05:30:00 -040012:20falsefull359593Meet Rich Sheridan, CEO and Co-founder of Menlo Innovations, Author of ‘Joy Inc.’ and ‘Chief Joy Officer’The first time Rich Sheridan touched a computer was in 1971. The CEO and Co-founder of Menlo Innovations, who went on to write “Joy Inc.” and “Chief Joy Officer,” was then a freshman in high school who instantly fell in love with the idea of writing software.

  For Rich, who refers to himself as a “pure Michigan kid,” software was an artistic medium. He started by typing the names and stats of Major League Baseball players into a computer so he and his friends could “play” baseball in the winter. That programming won a contest and essentially launched his career.

  He got his first software programming job shortly thereafter and went on to earn degrees in computer science and engineering. But when he entered the workforce, the world of software development wasn’t what he thought it would be.

  “It was chaos,” he says. “It was firefighting every single day, delivering poor quality all the time. There is nothing satisfying in that kind of career. I don’t care how much money you make; I don’t care how many stock options are thrown at you.” 

  Eventually, Rich became a vice president of research and development for a public company, where he could make the kinds of changes he dreamed of. Unfortunately, he lost that job in 2001 when the dot-com bubble burst, but he took it as a sign to become an entrepreneur. 

  Rich founded Menlo Innovations later that year with a mission to bring joy back into an industry that he always thought could, and should, be joyful.

  Themes discussed in this episode:

  ●     The books that influenced Rich’s career

  ●     The two types of business culture

  ●     Why Rich hates the word failure

  ●     Taking action versus taking a meeting

  ●     Why spending time together is one of the most important ways to build trust

  ●     How to break out of the "numbers game"

  ●     Why entrepreneurship is really about self-discovery

  Featured Guest: Rich Sheridan

   

  📽️ What he does: Rich is the author of “Joy Inc.” and “Chief Joy Officer” as well as the CEO and co-founder of Menlo Innovations, which aims to bring joy back into software development with a stated mission to “end human suffering in the world as it relates to technology.”

  💡 On Gravitas: “When I hear that word, I hear gravity,” says Rich.”Which is [about] grounding. We entrepreneurs have our heads up in the clouds. But it’s our feet on the ground, taking one step each day, held down by that gravity, that’s important. It keeps us connected to reality.”

   

  Episode Highlights

  Timestamped inflection points from the show

   

  [4:34] Origin story: Rich discusses his upbringing as a “pure Michigan kid,” how he got started in software and how he knew the industry needed a change.

  [8:49] Becoming an entrepreneur: When Rich lost his job in 2001, he knew it was time to make the change he always wanted to see, so he started Menlo Innovations.

  [12:20] When teacher becomes student: Rich’s advice to leaders: Read more books. He encourages us to “become students again.” He also touches on unlocking your dreams when you’re stuck in a rut.

  [17:29] Clash of two cultures: The way Rich sees it, it’s important to distinguish between two types of business cultures — the “intentional” culture and the “default” one. He explains that, often, default cultures lead to “hero-based cultures,” in which the only way to scale the hero is by [working] overtime. 

  [19:51] Run the experiment: It’s a given that experiments don’t always work, but that shouldn’t be a reason to stay within the company comfort zone. Rich shares an example of why running experiments is so important — and how he got his team on board to try something new.

  [24:47] Nobody’s perfect: Rich doesn’t like the word fail. In fact, he encourages his team to “make mistakes faster.” Here, Rich explains why making early, small mistakes can help in the long run.

  [29:23] Building trust: Rich says the only way to build serious relationships is through quality, in-person time. “You don’t get to build trust by just waving your hands, saying, ‘Okay, guys, let’s get past the trust thing. We all trust one another,’” he explains. “No, that’s not how trust works. We literally have to spend time together.”

  [36:05] Avoid Groundhog Day: If you’ve ever felt like you’re Bill Murray in “Groundhog Day,” you’re not alone. Most of us have the same daily routines, but that monotony does not lend itself to new ideas. Rich talks about WeWork and the benefits of new “office” environments.

  [46:04] Fear is just a four-letter word: Rich has a simple motto for transparency: “Fear doesn’t make bad news go away. Fear makes bad news go into hiding.” Here, he dives into the importance of frequent transparency and communication.

  [57:56] A journey of self-discovery: Many careers, especially those that involve entrepreneurship, are a journey to self-discovery, Rich says: “The easiest place to identify where to start is the hardest place to begin, and that’s inside of you.” 

  [1:03:26] On Gravitas: When asked what gravitas means to him, Rich talks about being grounded and taking one step at a time.

  Sign up for our 21 traits of authentic leadership online course. and build the culture you deserve

  ]]>The first time Rich Sheridan touched a computer was in 1971. The CEO and Co-founder of Menlo Innovations, who went on to write “Joy Inc.” and “Chief Joy Officer,” was then a freshman in high school who instantly fell in love with the idea of writing software.

  For Rich, who refers to himself as a “pure Michigan kid,” software was an artistic medium. He started by typing the names and stats of Major League Baseball players into a computer so he and his friends could “play” baseball in the winter. That programming won a contest and essentially launched his career.

  He got his first software programming job shortly thereafter and went on to earn degrees in computer science and engineering. But when he entered the workforce, the world of software development wasn’t what he thought it would be.

  “It was chaos,” he says. “It was firefighting every single day, delivering poor quality all the time. There is nothing satisfying in that kind of career. I don’t care how much money you make; I don’t care how many stock options are thrown at you.” 

  Eventually, Rich became a vice president of research and development for a public company, where he could make the kinds of changes he dreamed of. Unfortunately, he lost that job in 2001 when the dot-com bubble burst, but he took it as a sign to become an entrepreneur. 

  Rich founded Menlo Innovations later that year with a mission to bring joy back into an industry that he always thought could, and should, be joyful.

  Themes discussed in this episode:

  ●     The books that influenced Rich’s career

  ●     The two types of business culture

  ●     Why Rich hates the word failure

  ●     Taking action versus taking a meeting

  ●     Why spending time together is one of the most important ways to build trust

  ●     How to break out of the "numbers game"

  ●     Why entrepreneurship is really about self-discovery

  Featured Guest: Rich Sheridan

   

  📽️ What he does: Rich is the author of “Joy Inc.” and “Chief Joy Officer” as well as the CEO and co-founder of Menlo Innovations, which aims to bring joy back into software development with a stated mission to “end human suffering in the world as it relates to technology.”

  💡 On Gravitas: “When I hear that word, I hear gravity,” says Rich.”Which is [about] grounding. We entrepreneurs have our heads up in the clouds. But it’s our feet on the ground, taking one step each day, held down by that gravity, that’s important. It keeps us connected to reality.”

   

  Episode Highlights

  Timestamped inflection points from the show

   

  [4:34] Origin story: Rich discusses his upbringing as a “pure Michigan kid,” how he got started in software and how he knew the industry needed a change.

  [8:49] Becoming an entrepreneur: When Rich lost his job in 2001, he knew it was time to make the change he always wanted to see, so he started Menlo Innovations.

  [12:20] When teacher becomes student: Rich’s advice to leaders: Read more books. He encourages us to “become students again.” He also touches on unlocking your dreams when you’re stuck in a rut.

  [17:29] Clash of two cultures: The way Rich sees it, it’s important to distinguish between two types of business cultures — the “intentional” culture and the “default” one. He explains that, often, default cultures lead to “hero-based cultures,” in which the only way to scale the hero is by [working] overtime. 

  [19:51] Run the experiment: It’s a given that experiments don’t always work, but that shouldn’t be a reason to stay within the company comfort zone. Rich shares an example of why running experiments is so important — and how he got his team on board to try something new.

  [24:47] Nobody’s perfect: Rich doesn’t like the word fail. In fact, he encourages his team to “make mistakes faster.” Here, Rich explains why making early, small mistakes can help in the long run.

  [29:23] Building trust: Rich says the only way to build serious relationships is through quality, in-person time. “You don’t get to build trust by just waving your hands, saying, ‘Okay, guys, let’s get past the trust thing. We all trust one another,’” he explains. “No, that’s not how trust works. We literally have to spend time together.”

  [36:05] Avoid Groundhog Day: If you’ve ever felt like you’re Bill Murray in “Groundhog Day,” you’re not alone. Most of us have the same daily routines, but that monotony does not lend itself to new ideas. Rich talks about WeWork and the benefits of new “office” environments.

  [46:04] Fear is just a four-letter word: Rich has a simple motto for transparency: “Fear doesn’t make bad news go away. Fear makes bad news go into hiding.” Here, he dives into the importance of frequent transparency and communication.

  [57:56] A journey of self-discovery: Many careers, especially those that involve entrepreneurship, are a journey to self-discovery, Rich says: “The easiest place to identify where to start is the hardest place to begin, and that’s inside of you.” 

  [1:03:26] On Gravitas: When asked what gravitas means to him, Rich talks about being grounded and taking one step at a time.

  Sign up for our 21 traits of authentic leadership online course. and build the culture you deserve

  ]]>22163c52-95a7-40a5-a08f-5d40c771545bThu, 16 Dec 2021 05:30:00 -040001:08:08falsefull358583Trust, Transparency and Supply ChainLet's talk about trust and transparency, not only in terms of leadership, internally and with our teams, but externally, with our stakeholders more specifically, with our suppliers. And yes, that's going to lead us into a supply chain discussion and the chip shortage.

  These two traits of authentic leadership have been coming up time and time again in the last couple of months. And that's why I wanted to go deeper. I believe that we have to challenge the way that we lead. We have to break the mold in the way that we lead but not just internally with our people, also externally with our stakeholders.

  Episode links:-

  Kelly Barner

  Kellly's blog Book Review - Contracting in the new economy

  Kate Vitasek

  Kate's book Contracting in the new economy

  ]]>Let's talk about trust and transparency, not only in terms of leadership, internally and with our teams, but externally, with our stakeholders more specifically, with our suppliers. And yes, that's going to lead us into a supply chain discussion and the chip shortage.

  These two traits of authentic leadership have been coming up time and time again in the last couple of months. And that's why I wanted to go deeper. I believe that we have to challenge the way that we lead. We have to break the mold in the way that we lead but not just internally with our people, also externally with our stakeholders.

  Episode links:-

  Kelly Barner

  Kellly's blog Book Review - Contracting in the new economy

  Kate Vitasek

  Kate's book Contracting in the new economy

  ]]>4ae413a8-d890-4d8f-8a3a-01d881cf43f1Thu, 02 Dec 2021 05:30:00 -040015:29falsefull357573Meet Stefan Krause, A driving force in the world of EVsThis episode is sponsored by Lockton, click here to learn more

  Leaders need to have conviction in themselves and their employees. Without it, a compliance mindset can creep in. Seeking compliance is a sign of a “weak manager,” says Stefan Krause, former Chairman & CEO at MOOV

  Throughout his career with BMW and in the electric vehicle (EV) industry, Stefan has built innovative management systems that promote a culture of trust and empowerment among his teams.

  Stefan was born and raised in Colombia and educated at a German school. He explains that one of the skills he learned in Colombia was improvisation, which has stayed with him throughout his professional career. 

  During his 20-year tenure at BMW, Stefan broke out of the leadership mold and found new ways to foster innovation. When he moved to California, he broke into the EV industry with a role as CFO/COO of electric car startup Faraday Future. A few years later, he and some other Faraday employees launched a new EV company called Canoo. Stefan has since left Canoo and continues his mission in the world of mobility with MOOV, a very different kind of company.

  In this episode of Finding Gravitas, Stefan discusses the need for trust and conviction within the workplace. He believes that many traditional original equipment manufacturers (OEMs) have a "compliance culture" instead, causing them to lose employees to more progressive startups. 

  As a leader, Stefan sees people as inherently good. “In the end, human beings want to do the right thing and want to be successful,” he says. 

  “At the end of the day … It’s not the money on your bank account that counts,” Stefan adds. “It’s what you were able to move and push forward in terms of making the world a better place.”

  Stefan and host Jan Griffiths talk about his career journey, his transition to the EV space, and how leaders can use conviction to drive innovation in the workplace.

  Themes discussed in this episode: 

  • Stefan’s leadership experience working for BMW and Deutsche Bank as well as his journey within the EV industry at Faraday and Canoo
  • How small changes in the way we manage people can create significant differences in innovation
  • Being a leader in good times and bad, and what it takes to be what he calls a "bad-weather sailor"
  • Why believing that people are inherently good means less time managing the bad apples 
  • Why trust is the best means for innovation 
  • How the startup culture in California is causing people to leave traditional automotive companies for EV companies 
  • Stefan's advice to people working in traditional OEMs and those just beginning their careers 
  
  

  Featured Guest: Stefan Krause

  🚙  What he does: Stefan is an entrepreneur with extensive experience in leadership roles at blue-chip companies. After spending 20 years driving innovation at BMW, he has since become a leader within the EV industry. He is the former Chairman & CEO at MOOV. Currently, Stefan co-founded B-ON and has become its senior business advisor.

  💡On Gravitas: “I would say it has something to do with how people react to you and what you’re trying to do … Gravitas, for me, is also how you deal with people, how empathetic you are to people.”

  Episode Highlights

  Timestamped inflection points from the show

  [5:18] Origin story: Stefan explains how growing up in Colombia with German parents shaped the unique business ideas that ultimately made him a successful entrepreneur. 

  [8:06] Leadership in good times and bad times: Stefan details what he learned while working for 20 years at BMW, and how he later survived the “longest doomsday of my life” in 2008 at Deutsche Bank. 

  [11:10] The start of the EV industry: After working at Faraday Future in California, Stefan started Canoo with a team of Faraday employees. He shines light on why he has since decided to leave Canoo to focus on his own business.

  [16:13] Break the rules: Rules are very important in German culture. However, while working at BMW Europe, Stefan found a way to speak out, change the system and foster innovation. 

  [22:46] People are good: In his leadership roles, Stefan has noticed that “the same people in different systems work completely differently.” He also acknowledges that you need to take risks to succeed.

  [24:36] Empower and trust employees: Jan and Stefan discuss how the culture in the automotive industry often doesn’t allow for mistakes. Stefan points out that human nature means mistakes happen, and mistakes mean innovation. 

  [30:51] EV culture in California: When building Canoo, Stefan decided to scrap the idea of titles and other “distractions.” Instead, he opted for titles that simply describe what each team member was in charge of.

  [35:49] Compliance vs. conviction: People are leaving traditional OEMs for startups because "OEMs don’t allow them to innovate,” Stefan argues. Jan says that to change workplace culture, leaders have to ask themselves: “Are you looking for compliance, or are you looking for conviction?” 

  [42:45] The ultimate automotive industry question: Stefan shares his advice for traditional OEMs and what it means to “fire your current customers.”

  [48:11] On Gravitas: In terms of leadership, Stefan feels that gravitas is “how you deal with people, and how empathetic you are to people.”

  [51:57] Advice for Gen Z: Stefan offers four points of advice for those just starting in their careers: Network, embrace change, keep your curiosity, and make the world a better place.

  ]]>This episode is sponsored by Lockton, click here to learn more

  Leaders need to have conviction in themselves and their employees. Without it, a compliance mindset can creep in. Seeking compliance is a sign of a “weak manager,” says Stefan Krause, former Chairman & CEO at MOOV

  Throughout his career with BMW and in the electric vehicle (EV) industry, Stefan has built innovative management systems that promote a culture of trust and empowerment among his teams.

  Stefan was born and raised in Colombia and educated at a German school. He explains that one of the skills he learned in Colombia was improvisation, which has stayed with him throughout his professional career. 

  During his 20-year tenure at BMW, Stefan broke out of the leadership mold and found new ways to foster innovation. When he moved to California, he broke into the EV industry with a role as CFO/COO of electric car startup Faraday Future. A few years later, he and some other Faraday employees launched a new EV company called Canoo. Stefan has since left Canoo and continues his mission in the world of mobility with MOOV, a very different kind of company.

  In this episode of Finding Gravitas, Stefan discusses the need for trust and conviction within the workplace. He believes that many traditional original equipment manufacturers (OEMs) have a "compliance culture" instead, causing them to lose employees to more progressive startups. 

  As a leader, Stefan sees people as inherently good. “In the end, human beings want to do the right thing and want to be successful,” he says. 

  “At the end of the day … It’s not the money on your bank account that counts,” Stefan adds. “It’s what you were able to move and push forward in terms of making the world a better place.”

  Stefan and host Jan Griffiths talk about his career journey, his transition to the EV space, and how leaders can use conviction to drive innovation in the workplace.

  Themes discussed in this episode: 

  • Stefan’s leadership experience working for BMW and Deutsche Bank as well as his journey within the EV industry at Faraday and Canoo
  • How small changes in the way we manage people can create significant differences in innovation
  • Being a leader in good times and bad, and what it takes to be what he calls a "bad-weather sailor"
  • Why believing that people are inherently good means less time managing the bad apples 
  • Why trust is the best means for innovation 
  • How the startup culture in California is causing people to leave traditional automotive companies for EV companies 
  • Stefan's advice to people working in traditional OEMs and those just beginning their careers 
  
  

  Featured Guest: Stefan Krause

  🚙  What he does: Stefan is an entrepreneur with extensive experience in leadership roles at blue-chip companies. After spending 20 years driving innovation at BMW, he has since become a leader within the EV industry. He is the former Chairman & CEO at MOOV. Currently, Stefan co-founded B-ON and has become its senior business advisor.

  💡On Gravitas: “I would say it has something to do with how people react to you and what you’re trying to do … Gravitas, for me, is also how you deal with people, how empathetic you are to people.”

  Episode Highlights

  Timestamped inflection points from the show

  [5:18] Origin story: Stefan explains how growing up in Colombia with German parents shaped the unique business ideas that ultimately made him a successful entrepreneur. 

  [8:06] Leadership in good times and bad times: Stefan details what he learned while working for 20 years at BMW, and how he later survived the “longest doomsday of my life” in 2008 at Deutsche Bank. 

  [11:10] The start of the EV industry: After working at Faraday Future in California, Stefan started Canoo with a team of Faraday employees. He shines light on why he has since decided to leave Canoo to focus on his own business.

  [16:13] Break the rules: Rules are very important in German culture. However, while working at BMW Europe, Stefan found a way to speak out, change the system and foster innovation. 

  [22:46] People are good: In his leadership roles, Stefan has noticed that “the same people in different systems work completely differently.” He also acknowledges that you need to take risks to succeed.

  [24:36] Empower and trust employees: Jan and Stefan discuss how the culture in the automotive industry often doesn’t allow for mistakes. Stefan points out that human nature means mistakes happen, and mistakes mean innovation. 

  [30:51] EV culture in California: When building Canoo, Stefan decided to scrap the idea of titles and other “distractions.” Instead, he opted for titles that simply describe what each team member was in charge of.

  [35:49] Compliance vs. conviction: People are leaving traditional OEMs for startups because "OEMs don’t allow them to innovate,” Stefan argues. Jan says that to change workplace culture, leaders have to ask themselves: “Are you looking for compliance, or are you looking for conviction?” 

  [42:45] The ultimate automotive industry question: Stefan shares his advice for traditional OEMs and what it means to “fire your current customers.”

  [48:11] On Gravitas: In terms of leadership, Stefan feels that gravitas is “how you deal with people, and how empathetic you are to people.”

  [51:57] Advice for Gen Z: Stefan offers four points of advice for those just starting in their careers: Network, embrace change, keep your curiosity, and make the world a better place.

  ]]>b1ef5b1b-3c96-492a-b9a5-173d4e5f83a7Thu, 18 Nov 2021 05:30:00 -040056:31falsefull356563Meet Delaina and Luke, members of Gen Z in the workplace.Meet Delaina and Luke, members of Gen Z in the workplace.

  There’s a lot to be gained from a fresh perspective — even then it’s a viewpoint that doesn’t quite align with your own.

  Instead of interviewing a seasoned leader, Jan is flipping the script in this episode. She hosts a conversation with two members of Gen Z, Delaina Yatoma and Luke Tappen, recent graduates of Wayne State University, to uncover their perspectives on good leadership in the workplace.

  In this episode of Finding Gravitas, Delaina and Luke share their perspectives on authentic leadership.

  Delaina graduated in May 2021 and worked full time while attending school. Previously, she was a buyer in the jewelry industry. Now, she works as a data analyst in healthcare.

  Luke, who was homeschooled through the end of high school, graduated in 2019 with degrees in global supply chain management and finance. During college, he held internships in the automotive industry and spent a summer in Hong Kong as a freight forwarder. Now, he is a commodity buyer for a Tier 1 automotive supplier.

  The COVID-19 pandemic has prompted major changes in traditional workplaces and remote work has gone mainstream. Delaina and Luke share their early career perspective on the evolving workplace — as well as where boundaries need to be drawn.

  Luke notes the value of in-person interaction when you’re just starting out in the workplace: “It's really important to have those water-cooler discussions. So that is something that's missed [in remote work environments].”

  Delaina and Luke share their perspective on effective leadership, noting the need for leaders who are willing to communicate with employees of all levels and be honest about their struggles.

  “Leaders who are relatable — in reason and purpose — I think are easier to follow and to be inspired by,” says Delaina.

   

  Themes discussed in this episode:

   

  ●     How much do members of Gen Z really care about a company’s mission? Are we to believe what the media says?

  ●     Balancing a company’s values and mission with nuts-and-bolts business operations

  ●     Gen Z’s view on workplace flexibility and remote work

  ●     Using “reverse mentorship” to learn from those just starting out

  ●     Gen Z speaks: advice for leadership

  Featured Guests: Delaina Yatoma and Luke Tappen

   

  📈 What they do: Delaina and Luke are both graduates of Wayne State University. Delaina graduated in 2021 and is a data analyst in the healthcare industry. Luke graduated in 2019 and is a commodity buyer for a Tier 1 auto supplier.

  💡 On gravitas: Luke discusses the importance of leaders who attract people to them with warmth and kindness.

  
  

  Episode Highlights

  Timestamped inflection points from the show

   

  [2:32] Breaking out: Delaina and Luke, both recent graduates of Wayne State University, discuss their experiences in the workforce since graduating from college.

  [4:20] Mission critical: Members of Gen Z are known for wanting to work for companies with strong values. The guests discuss their views and share what values they look for in a company’s mission statement. “I do believe that both successful business leaders and companies have clarity. They have clarity on who they are, what they want, and who they want to be,” says Delaina.

  [8:40] Balancing act: Delaina and Luke share their perspectives on their regard for business metrics versus the mission of their work.

  [14:59] A better culture: As COVID-19 forced companies to shift traditional work structures, many employees have embraced the greater flexibility of remote work. As fresh faces in the workforce, the guests share their opinions on workplace cultures, placing emphasis on flexible and hybrid models.

  [24:00] Leadership expectations: Delaina and Luke divulge what characteristics and values a leader should exude, finding common ground with approachability. “Anyone that's going to follow someone isn't going to follow someone that doesn't show confidence,” Luke observes.

  [25:28] On gravitas: Luke emphasizes the point that a good leader draws people in to them through their confidence and warmth.

  [30:07] Reverse card: When the mentor becomes the mentee, that’s when growth happens. “A lot of the things that I thought may have been obvious to this leader that I experienced reverse mentoring with were not obvious,” Delaina says.

  [35:04] Starting the day off right: Delaina and Luke lay out their morning routines. The consensus? Start your day off with some mindful moments away from your phone.

  [39:41] Gen Z’s advice to leaders: Delaina and Luke impart their advice for senior leaders — honesty and communication go a long way.

  ]]>Meet Delaina and Luke, members of Gen Z in the workplace.

  There’s a lot to be gained from a fresh perspective — even then it’s a viewpoint that doesn’t quite align with your own.

  Instead of interviewing a seasoned leader, Jan is flipping the script in this episode. She hosts a conversation with two members of Gen Z, Delaina Yatoma and Luke Tappen, recent graduates of Wayne State University, to uncover their perspectives on good leadership in the workplace.

  In this episode of Finding Gravitas, Delaina and Luke share their perspectives on authentic leadership.

  Delaina graduated in May 2021 and worked full time while attending school. Previously, she was a buyer in the jewelry industry. Now, she works as a data analyst in healthcare.

  Luke, who was homeschooled through the end of high school, graduated in 2019 with degrees in global supply chain management and finance. During college, he held internships in the automotive industry and spent a summer in Hong Kong as a freight forwarder. Now, he is a commodity buyer for a Tier 1 automotive supplier.

  The COVID-19 pandemic has prompted major changes in traditional workplaces and remote work has gone mainstream. Delaina and Luke share their early career perspective on the evolving workplace — as well as where boundaries need to be drawn.

  Luke notes the value of in-person interaction when you’re just starting out in the workplace: “It's really important to have those water-cooler discussions. So that is something that's missed [in remote work environments].”

  Delaina and Luke share their perspective on effective leadership, noting the need for leaders who are willing to communicate with employees of all levels and be honest about their struggles.

  “Leaders who are relatable — in reason and purpose — I think are easier to follow and to be inspired by,” says Delaina.

   

  Themes discussed in this episode:

   

  ●     How much do members of Gen Z really care about a company’s mission? Are we to believe what the media says?

  ●     Balancing a company’s values and mission with nuts-and-bolts business operations

  ●     Gen Z’s view on workplace flexibility and remote work

  ●     Using “reverse mentorship” to learn from those just starting out

  ●     Gen Z speaks: advice for leadership

  Featured Guests: Delaina Yatoma and Luke Tappen

   

  📈 What they do: Delaina and Luke are both graduates of Wayne State University. Delaina graduated in 2021 and is a data analyst in the healthcare industry. Luke graduated in 2019 and is a commodity buyer for a Tier 1 auto supplier.

  💡 On gravitas: Luke discusses the importance of leaders who attract people to them with warmth and kindness.

  
  

  Episode Highlights

  Timestamped inflection points from the show

   

  [2:32] Breaking out: Delaina and Luke, both recent graduates of Wayne State University, discuss their experiences in the workforce since graduating from college.

  [4:20] Mission critical: Members of Gen Z are known for wanting to work for companies with strong values. The guests discuss their views and share what values they look for in a company’s mission statement. “I do believe that both successful business leaders and companies have clarity. They have clarity on who they are, what they want, and who they want to be,” says Delaina.

  [8:40] Balancing act: Delaina and Luke share their perspectives on their regard for business metrics versus the mission of their work.

  [14:59] A better culture: As COVID-19 forced companies to shift traditional work structures, many employees have embraced the greater flexibility of remote work. As fresh faces in the workforce, the guests share their opinions on workplace cultures, placing emphasis on flexible and hybrid models.

  [24:00] Leadership expectations: Delaina and Luke divulge what characteristics and values a leader should exude, finding common ground with approachability. “Anyone that's going to follow someone isn't going to follow someone that doesn't show confidence,” Luke observes.

  [25:28] On gravitas: Luke emphasizes the point that a good leader draws people in to them through their confidence and warmth.

  [30:07] Reverse card: When the mentor becomes the mentee, that’s when growth happens. “A lot of the things that I thought may have been obvious to this leader that I experienced reverse mentoring with were not obvious,” Delaina says.

  [35:04] Starting the day off right: Delaina and Luke lay out their morning routines. The consensus? Start your day off with some mindful moments away from your phone.

  [39:41] Gen Z’s advice to leaders: Delaina and Luke impart their advice for senior leaders — honesty and communication go a long way.

  ]]>788be01f-35bd-4f35-a490-de5b5d575ccfThu, 04 Nov 2021 05:30:00 -040047:14falsefull355553Meet Paul Glantz, co-founder and chairman - Emagine EntertainmentThe pandemic hasn’t been easy for business leaders. And that’s especially true for people leading businesses that physically bring people together. 

  But rather than lamenting the challenges of the last 18+ months, Paul Glantz, co-founder and chairman of luxury movie theater company Emagine Entertainment, believes he’s the “luckiest guy on earth.” 

  A CPA by training, Paul spent 27 years of his career at Proctor Financial — the last 10 as its president. The entrepreneurial bug bit and Paul started a company rooted in his passion for the movies. Today, Emagine operates 27 luxury theatres with a combined 23,141 seats and 244 screens in Michigan, Illinois, Minnesota, and Wisconsin.

  The pandemic has proved to be a tough hurdle for Emagine. “To be candid with you, I misjudged the duration of the pandemic on several occasions,” Paul admits.

  In this episode of Finding Gravitas, Paul talks about navigating a challenging business environment since the onset of the COVID-19 pandemic, including the company’s decision to continue to pay employee health insurance — after it was forced to furlough some workers. Paul believes in leading with empathy, but says keeping loyal employees is ultimately about “enlightened self-interest.” 

  He also discusses how his company drives innovation and implements new technology. Although Emagine is known for introducing digital and luxury enhancements to the theater experience, Paul doesn’t see himself as a visionary. Instead, he views innovation as necessary for sustainability in business. 

  “A lot of the things that we've done in our theatres, folks say, Oh, you've been such an innovator … this is great,” he explains. “Candidly, I think everything we've done has been largely driven by the need to survive.” 

  Paul and host Jan Griffiths discuss what it means to lead authentically as well as how gratitude can inform leadership style. 

  Themes discussed in this episode: 

  • The “most difficult thing” Paul had to do in his entrepreneurial career
  • Why business success starts and ends with great customer service 
  • Giving back to more than 1,000 different organizations 
  • How a fear of failure drives Paul’s desire to serve
  • Admitting problems and acknowledging weaknesses
  • Why it makes sense to put the interest of others ahead of your own 
  • Being a leader who doesn’t like daily routines
  
  

  Featured Guest: Paul Glantz

  📽️ What he does: Paul is co-founder and chairman of Emagine Entertainment, which operates 27 luxury theatres in Michigan, Illinois, Minnesota, and Wisconsin. An expert in the cinematic exhibition industry, Paul led Emagine to the forefront of dramatic technological enhancements.

  💡 On Gravitas: “It's leading with conviction but recognizing you don't have all the answers, and incorporating the views and the input of others to help you form a better organization.”

  Episode Highlights

  [4:21] Origin story: Paul discusses his background and explains why he thinks of himself as “the luckiest guy on earth.” 

  [9:18] When COVID came: Paul talks about the state of his movie theater business when the pandemic first hit as well as his mindset. “To be candid with you, I misjudged the duration of the pandemic on several occasions,” he tells Jan. 

  [15:10] Leaders might not have the answers: Jan and Paul talk about acknowledging weaknesses as a leader. 

  [14:32] Servant leadership: At Emagine Entertainment, teammates are treated with “kid gloves” and a lot of empathy. During the pandemic, Paul made sure general managers never missed a paycheck. He did have to furlough some employees but continued to pay their health insurance. 

  [27:08] Tech and leadership: When thinking about leading with technology, Paul doesn’t consider himself a visionary. He shares how a disappointing opening night led him to make bigger investments in technology.

  [33:12] Setting the tone with customers: Paul emphasizes the importance of customer service, noting that all success in business stems from pleasing the customer. 

  [39:32] Ch-ch-ch-changes: Leaders need to move with the times. Paul reflects on adapting to change (even when it’s not convenient). “If we don't embrace change, if we don't recognize that there are perhaps better ways to do business ... I think we're doomed to failure,” Paul says.

  [44:15] On Gravitas: When asked what gravitas means to him, Paul talks about leading while recognizing you don’t have all the answers. 

  [49:19] No two days are the same: Paul describes himself as “the least regimented guy in the world.” He starts his days at different times and enjoys a mix of things in his schedule. 

  ]]>The pandemic hasn’t been easy for business leaders. And that’s especially true for people leading businesses that physically bring people together. 

  But rather than lamenting the challenges of the last 18+ months, Paul Glantz, co-founder and chairman of luxury movie theater company Emagine Entertainment, believes he’s the “luckiest guy on earth.” 

  A CPA by training, Paul spent 27 years of his career at Proctor Financial — the last 10 as its president. The entrepreneurial bug bit and Paul started a company rooted in his passion for the movies. Today, Emagine operates 27 luxury theatres with a combined 23,141 seats and 244 screens in Michigan, Illinois, Minnesota, and Wisconsin.

  The pandemic has proved to be a tough hurdle for Emagine. “To be candid with you, I misjudged the duration of the pandemic on several occasions,” Paul admits.

  In this episode of Finding Gravitas, Paul talks about navigating a challenging business environment since the onset of the COVID-19 pandemic, including the company’s decision to continue to pay employee health insurance — after it was forced to furlough some workers. Paul believes in leading with empathy, but says keeping loyal employees is ultimately about “enlightened self-interest.” 

  He also discusses how his company drives innovation and implements new technology. Although Emagine is known for introducing digital and luxury enhancements to the theater experience, Paul doesn’t see himself as a visionary. Instead, he views innovation as necessary for sustainability in business. 

  “A lot of the things that we've done in our theatres, folks say, Oh, you've been such an innovator … this is great,” he explains. “Candidly, I think everything we've done has been largely driven by the need to survive.” 

  Paul and host Jan Griffiths discuss what it means to lead authentically as well as how gratitude can inform leadership style. 

  Themes discussed in this episode: 

  • The “most difficult thing” Paul had to do in his entrepreneurial career
  • Why business success starts and ends with great customer service 
  • Giving back to more than 1,000 different organizations 
  • How a fear of failure drives Paul’s desire to serve
  • Admitting problems and acknowledging weaknesses
  • Why it makes sense to put the interest of others ahead of your own 
  • Being a leader who doesn’t like daily routines
  
  

  Featured Guest: Paul Glantz

  📽️ What he does: Paul is co-founder and chairman of Emagine Entertainment, which operates 27 luxury theatres in Michigan, Illinois, Minnesota, and Wisconsin. An expert in the cinematic exhibition industry, Paul led Emagine to the forefront of dramatic technological enhancements.

  💡 On Gravitas: “It's leading with conviction but recognizing you don't have all the answers, and incorporating the views and the input of others to help you form a better organization.”

  Episode Highlights

  [4:21] Origin story: Paul discusses his background and explains why he thinks of himself as “the luckiest guy on earth.” 

  [9:18] When COVID came: Paul talks about the state of his movie theater business when the pandemic first hit as well as his mindset. “To be candid with you, I misjudged the duration of the pandemic on several occasions,” he tells Jan. 

  [15:10] Leaders might not have the answers: Jan and Paul talk about acknowledging weaknesses as a leader. 

  [14:32] Servant leadership: At Emagine Entertainment, teammates are treated with “kid gloves” and a lot of empathy. During the pandemic, Paul made sure general managers never missed a paycheck. He did have to furlough some employees but continued to pay their health insurance. 

  [27:08] Tech and leadership: When thinking about leading with technology, Paul doesn’t consider himself a visionary. He shares how a disappointing opening night led him to make bigger investments in technology.

  [33:12] Setting the tone with customers: Paul emphasizes the importance of customer service, noting that all success in business stems from pleasing the customer. 

  [39:32] Ch-ch-ch-changes: Leaders need to move with the times. Paul reflects on adapting to change (even when it’s not convenient). “If we don't embrace change, if we don't recognize that there are perhaps better ways to do business ... I think we're doomed to failure,” Paul says.

  [44:15] On Gravitas: When asked what gravitas means to him, Paul talks about leading while recognizing you don’t have all the answers. 

  [49:19] No two days are the same: Paul describes himself as “the least regimented guy in the world.” He starts his days at different times and enjoys a mix of things in his schedule. 

  ]]>ee9078f1-5962-4c54-b950-837080339f37Thu, 21 Oct 2021 05:30:00 -040054:26falsefull354543The pandemic hasn’t been easy for business leaders. And that’s especially true for people leading businesses that physically bring people together. But rather than lamenting the challenges of the last 18+ months, Paul Glantz, co-founder and chairman of luxury movie theater company Emagine Entertainment, believes he’s the “luckiest guy on earth.” A CPA by training, Paul spent 27 years of his career at Proctor Financial — the last 10 as its president. The entrepreneurial bug bit and Paul started a company rooted in his passion for the movies. Today, Emagine operates 27 luxury theatres with a combined 23,141 seats and 244 screens in Michigan, Illinois, Minnesota, and Wisconsin.Break the Mold - Authentic Leadership LIVE!In the season 3 opening episode, Jan shares the audio from the highly energetic and engaging speech at the Centre for Automotive Research conference, Management Briefing Sessions In Traverse City, Michigan.

  We dive into authentic leadership and the behaviors that support and detract away from it and why authentic leadership is critical to our future and the way we lead.

  The audio refers to slides in the presentation, click here to access the slide deck.

  Click here for the full video of the speech

  Engage with us for more tools to help you on your authentic leadership journey at www. gravitasdetroit.com

  Enjoy!

  ]]>In the season 3 opening episode, Jan shares the audio from the highly energetic and engaging speech at the Centre for Automotive Research conference, Management Briefing Sessions In Traverse City, Michigan.

  We dive into authentic leadership and the behaviors that support and detract away from it and why authentic leadership is critical to our future and the way we lead.

  The audio refers to slides in the presentation, click here to access the slide deck.

  Click here for the full video of the speech

  Engage with us for more tools to help you on your authentic leadership journey at www. gravitasdetroit.com

  Enjoy!

  ]]>f179c1ac-47c3-471d-9b2f-2321dc5dc203Thu, 07 Oct 2021 06:30:00 -040044:41falsefull353533Time to go deeperIn this episode, Jan explores the deeper questions around authentic leadership and the plans for season 3 including an increased focus on Gen Z
  ]]>In this episode, Jan explores the deeper questions around authentic leadership and the plans for season 3 including an increased focus on Gen Z
  ]]>8478aaf4-e532-477a-9321-5907ea004667Wed, 22 Sep 2021 09:00:00 -040016:45falsefull252522In this episode, Jan explores the deeper questions around authentic leadership and the plans for season 3 including an increased focus on Gen ZBoost Employee Engagement with an Internal PodcastAudio from a recent webinar exploring the benefits of an internal podcast for your business or your team along with exactly what you need to know before you start.

  Presentation slides

  Webinar video

  How to be a great podcast guest - mini course

  ]]>Audio from a recent webinar exploring the benefits of an internal podcast for your business or your team along with exactly what you need to know before you start.

  Presentation slides

  Webinar video

  How to be a great podcast guest - mini course

  ]]>8fae2e9e-1c9e-4c54-ac1e-05203b4a0c99Wed, 01 Sep 2021 09:30:00 -040034:18falsefull251512Audio from a recent webinar exploring the benefits of an internal podcast for your business or your team along with exactly what you need to know before you start. Presentation slides Webinar video How to be a great podcast guest - mini courseThe MissionJan Griffiths, President of Gravitas Detroit talked about the mission on the Automotive Leaders Podcast
  ]]>Jan Griffiths, President of Gravitas Detroit talked about the mission on the Automotive Leaders Podcast
  ]]>ac88caff-20af-4ef8-9f0f-0c5e482cd8c4Wed, 18 Aug 2021 10:15:00 -040020:30falsefull250502Meet Carrie Uhl, Chief Procurement Officer for GE HealthcareIn this podcast, you’ll meet Carrie Uhl, Chief Procurement Officer for GE Healthcare. Carrie is one of the most impactful supply chain leaders in not one, but two different industries. She shares with us her belief in bringing her best self to work, being tough on issues and not people, and being relentlessly positive.

  02:24 – Carrie’s formative years in Pittsburgh

  04:15 – First job in Supply Chain, with Guardian Industries

  05:31 – After many years in Automotive, moving on to healthcare

  08:46 – Carrie’s leadership style

  10:14 – How Carrie creates a safe environment

  12:50 – Building high-performance teams

  17:48 – Lean Thinking

  18:30 – Carrie’s definition of Gravitas

  22:17 – How Carrie’s leadership style has evolved

  28:16 – Developing people globally

  31:14 – Work/Life balance

  36:15 – Carrie’s surprising morning routine

  40:47 – Carrie’s advice to her 25-year-old self

  42:38 – Carrie’s legacy

  Please share your thoughts on this episode, email me at Jan@gravitasdetroit.com,  I'd love to hear from you.

  ]]>In this podcast, you’ll meet Carrie Uhl, Chief Procurement Officer for GE Healthcare. Carrie is one of the most impactful supply chain leaders in not one, but two different industries. She shares with us her belief in bringing her best self to work, being tough on issues and not people, and being relentlessly positive.

  02:24 – Carrie’s formative years in Pittsburgh

  04:15 – First job in Supply Chain, with Guardian Industries

  05:31 – After many years in Automotive, moving on to healthcare

  08:46 – Carrie’s leadership style

  10:14 – How Carrie creates a safe environment

  12:50 – Building high-performance teams

  17:48 – Lean Thinking

  18:30 – Carrie’s definition of Gravitas

  22:17 – How Carrie’s leadership style has evolved

  28:16 – Developing people globally

  31:14 – Work/Life balance

  36:15 – Carrie’s surprising morning routine

  40:47 – Carrie’s advice to her 25-year-old self

  42:38 – Carrie’s legacy

  Please share your thoughts on this episode, email me at Jan@gravitasdetroit.com,  I'd love to hear from you.

  ]]>eccf8b31-b95e-42cd-82c8-0e1c03111c7eWed, 04 Aug 2021 09:30:00 -040044:34falsefull249492In this podcast, you’ll meet Carrie Uhl, Chief Procurement Officer for GE Healthcare. Carrie is one of the most impactful supply chain leaders in not one, but two different industries. She shares with us her belief in bringing her best self to work, being tough on issues and not people, and being relentlessly positive.Meet Carla Bailo, former President and CEO at the Center for Automotive ResearchDownload the 21 traits of authentic leadership e book

  In this podcast, you’ll meet Carla Bailo, President and CEO of the Center for Automotive Research. Carla shares with us her love of cars and deep roots in the automotive industry. Her long career has been full of opportunities to start from a blank slate, she loves doing things no one has done before. She also enjoys breaking molds and challenging people to think differently.

  02:27 – Carla’s deep roots in automotive

  05:30 – GMC ride and handling performance on big rigs, driving cross-country

  09:30 – Moving to Nissan’s newly opened R&D center, the “blank sheet of paper” job

  11:36 – Joint venture with Ford, negotiating differences in culture and customer expectations

  19:00 – Request from President to start three new departments for R&D

  23:50 – Moving to Japan for 5 yrs to be program director for trucks and SUVs globally

  27:37 – Moving back to be head of R&D for North and South America

  28:00 – Retiring from Nissan, working for Ohio State to do mobility research

  29:48 – Asked to go to the Center for Automotive Research

  32:00 – Modernizing the CAR – MBS conference  

  37:24 – Gen Z has a totally new way of thinking about things, employers have to change too

  38:45 – What authentic leadership is to Carla

  48:29 – The joys of getting back to in-person human interaction

  54:20 – Carla’s definition of Gravitas

  56:23 – Advice for her 25-year-old self

  1:02:23 – Carla’s morning routine

  Please share your thoughts on this episode, email me at Jan@gravitasdetroit.com,  I'd love to hear from you.

  ]]>Download the 21 traits of authentic leadership e book

  In this podcast, you’ll meet Carla Bailo, President and CEO of the Center for Automotive Research. Carla shares with us her love of cars and deep roots in the automotive industry. Her long career has been full of opportunities to start from a blank slate, she loves doing things no one has done before. She also enjoys breaking molds and challenging people to think differently.

  02:27 – Carla’s deep roots in automotive

  05:30 – GMC ride and handling performance on big rigs, driving cross-country

  09:30 – Moving to Nissan’s newly opened R&D center, the “blank sheet of paper” job

  11:36 – Joint venture with Ford, negotiating differences in culture and customer expectations

  19:00 – Request from President to start three new departments for R&D

  23:50 – Moving to Japan for 5 yrs to be program director for trucks and SUVs globally

  27:37 – Moving back to be head of R&D for North and South America

  28:00 – Retiring from Nissan, working for Ohio State to do mobility research

  29:48 – Asked to go to the Center for Automotive Research

  32:00 – Modernizing the CAR – MBS conference  

  37:24 – Gen Z has a totally new way of thinking about things, employers have to change too

  38:45 – What authentic leadership is to Carla

  48:29 – The joys of getting back to in-person human interaction

  54:20 – Carla’s definition of Gravitas

  56:23 – Advice for her 25-year-old self

  1:02:23 – Carla’s morning routine

  Please share your thoughts on this episode, email me at Jan@gravitasdetroit.com,  I'd love to hear from you.

  ]]>1a88d1c1-9018-4064-85f1-a9276972dd3fWed, 21 Jul 2021 09:30:00 -040001:06:34falsefull248482In this podcast, you’ll meet Carla Bailo, former President and CEO of the Center for Automotive Research. Carla shares with us her love of cars and deep roots in the automotive industry. Her long career has been full of opportunities to start from a blank slate, she loves doing things no one has done before. She also enjoys breaking molds and challenging people to think differently. Click here to pledge your support. In this podcast, you’ll meet Carla Bailo, President and CEO of the Center for Automotive Research. Carla shares with us her love of cars and deep roots in the automotive industry. Her long career has been full of opportunities to start from a blank slate, she loves doing things no one has done before. She also enjoys breaking molds and challenging people to think differently.Meet Jesse Jacoby, Change Leadership GuruToday, you're going to meet the change leadership guru. Jesse Jacoby is the founder of the business consulting service Emergent, which focuses on organizational change management and business transformations. Jessie is exactly the subject matter expert we need right now, to help us all transition into this new way of doing business. We will benefit from his experience, and expertise to navigate this new normal, and avoid pitfalls along the way.

  02:28 – How Jan and Jesse met

  04:39 – Jesse’s background – developing a strong work ethic

  06:30 – Joining Accenture to satisfy curiosity about the workings of large corporations

  07:47 – Started consulting business, Emergent

  10:10 – Why so many change efforts fail

  13:45 – Qualities of authentic leaders

  17:29 – Figuring out a flexible work model, companies with a culture of trust have a huge advantage

  21:51 – Remember this is an ongoing process

  25:56 – The dangers of inconsistency

  29:26 – The importance of leading by example

  34:09 – Remembering the human element of change

  38:35– What Jesse would say to his 25-year-old self

  41:38 – How Jesse starts his day

  Please share your thoughts on this episode, email me at Jan@gravitasdetroit.com,  I'd love to hear from you.

   

  ]]>Today, you're going to meet the change leadership guru. Jesse Jacoby is the founder of the business consulting service Emergent, which focuses on organizational change management and business transformations. Jessie is exactly the subject matter expert we need right now, to help us all transition into this new way of doing business. We will benefit from his experience, and expertise to navigate this new normal, and avoid pitfalls along the way.

  02:28 – How Jan and Jesse met

  04:39 – Jesse’s background – developing a strong work ethic

  06:30 – Joining Accenture to satisfy curiosity about the workings of large corporations

  07:47 – Started consulting business, Emergent

  10:10 – Why so many change efforts fail

  13:45 – Qualities of authentic leaders

  17:29 – Figuring out a flexible work model, companies with a culture of trust have a huge advantage

  21:51 – Remember this is an ongoing process

  25:56 – The dangers of inconsistency

  29:26 – The importance of leading by example

  34:09 – Remembering the human element of change

  38:35– What Jesse would say to his 25-year-old self

  41:38 – How Jesse starts his day

  Please share your thoughts on this episode, email me at Jan@gravitasdetroit.com,  I'd love to hear from you.

   

  ]]>9c172f2c-5d5b-48f6-bf04-6bd65fa31603Wed, 07 Jul 2021 09:30:00 -040044:01falsefull247472Today, you're going to meet the change leadership guru. Jesse Jacoby is the founder of the business consulting service Emergent, which focuses on organizational change management and business transformations. Jessie is exactly the subject matter expert we need right now, to help us all transition into this new way of doing business. We will benefit from his experience, and expertise to navigate this new normal, and avoid pitfalls along the way.Meet Mark Lecher, President & CEO of HFIIn this episode, you’ll meet Mark Lecher, President and CEO of HFI. Follow his journey from an impoverished beginning where he had to start working at age 12, to being the President and CEO of a tier-two Automotive Interiors company. Mark speaks of being true to your purpose, being your authentic self, and bringing out the best in your team by demonstrating trust.

  02:29 – Mark’s blue-collar beginnings

  04:20 - Learning self-reliance from his mother

  06:17 – High School, College, and accounting at PricewaterhouseCoopers

  07:25 – A business unit’s transition from a family-owned business to being part of a large corporation

  10:00 – Becoming CFO of GST Auto Leather, 3 days before division spin-off

  12:54 – Embracing the “gray area” in leadership

  16:39 – Being a servant leader

  20:24 – When you’re playing a part, you’re not being yourself

  25:39 – Demonstrating trust with your team members

  29:20 – How Mark starts his day

  35:45 – Mark’s definition of Gravitas

  40:29 – Advice for young leaders

  44:00 – What Mark would say to his 25-year-old self

  49:33 – Mark’s legacy

  Please share your thoughts on this episode, email me at Jan@gravitasdetroit.com,  I'd love to hear from you.

   

  ]]>In this episode, you’ll meet Mark Lecher, President and CEO of HFI. Follow his journey from an impoverished beginning where he had to start working at age 12, to being the President and CEO of a tier-two Automotive Interiors company. Mark speaks of being true to your purpose, being your authentic self, and bringing out the best in your team by demonstrating trust.

  02:29 – Mark’s blue-collar beginnings

  04:20 - Learning self-reliance from his mother

  06:17 – High School, College, and accounting at PricewaterhouseCoopers

  07:25 – A business unit’s transition from a family-owned business to being part of a large corporation

  10:00 – Becoming CFO of GST Auto Leather, 3 days before division spin-off

  12:54 – Embracing the “gray area” in leadership

  16:39 – Being a servant leader

  20:24 – When you’re playing a part, you’re not being yourself

  25:39 – Demonstrating trust with your team members

  29:20 – How Mark starts his day

  35:45 – Mark’s definition of Gravitas

  40:29 – Advice for young leaders

  44:00 – What Mark would say to his 25-year-old self

  49:33 – Mark’s legacy

  Please share your thoughts on this episode, email me at Jan@gravitasdetroit.com,  I'd love to hear from you.

   

  ]]>5e412eb4-a950-4f31-8bc3-2649953fa7d1Wed, 23 Jun 2021 09:30:00 -040051:06falsefull246462Today, you'll meet Mark Lecher, Mark is the President and CEO of HFI, a supplier of interior automotive products. Mark, by his own admission, came from the poor side of the tracks, he started work at age 12. We'll explore why leadership is about much, much more than the numbers. Mark should know since he started his career in accounting with PwC, worked his way up to CFO, and then moved into a broader business leadership role as CEO.The Power of the RESTARTAs pandemic restrictions come to an end, we find ourselves facing another transition. Many of us are heading back to the office, but not necessarily in the same way we did it before. There is understandably some concern over what this “new normal” is going to look like.

  In this episode, we are going to delve into research and strategies that harness the power of the restart to help us successfully lead through this transition.

   

  00:50 Going back to the office

  02:38 Some science behind the restart: http://dx.doi.org/10.1287/mnsc.2014.1901.

  04:45 Use this transition to break the mold of corporate leadership

  08:43 Talking about culture… yes, again

  09:45 7 things to establish a High-Performance Team - #1, Connection

  12:40 #2 Get it off your chest

  14:06 #3 What we love

  16:52 #4 Strengths

  21:00 #5 Trust battery

  24:32 #6 Team Traits

  26:17 #7 What now?

  29:20 Take advantage of the Gravitas Workshop to harness the power of the restart.

  Please share your thoughts on this episode, email me at Jan@gravitasdetroit.com,  I'd love to hear from you.

   

  ]]>As pandemic restrictions come to an end, we find ourselves facing another transition. Many of us are heading back to the office, but not necessarily in the same way we did it before. There is understandably some concern over what this “new normal” is going to look like.

  In this episode, we are going to delve into research and strategies that harness the power of the restart to help us successfully lead through this transition.

   

  00:50 Going back to the office

  02:38 Some science behind the restart: http://dx.doi.org/10.1287/mnsc.2014.1901.

  04:45 Use this transition to break the mold of corporate leadership

  08:43 Talking about culture… yes, again

  09:45 7 things to establish a High-Performance Team - #1, Connection

  12:40 #2 Get it off your chest

  14:06 #3 What we love

  16:52 #4 Strengths

  21:00 #5 Trust battery

  24:32 #6 Team Traits

  26:17 #7 What now?

  29:20 Take advantage of the Gravitas Workshop to harness the power of the restart.

  Please share your thoughts on this episode, email me at Jan@gravitasdetroit.com,  I'd love to hear from you.

   

  ]]>03b5d724-0d21-4c65-817f-dd27283da02fWed, 09 Jun 2021 10:31:00 -040031:20falsefull245452As pandemic restrictions come to an end, we find ourselves facing another transition. Many of us are heading back to the office, but not necessarily in the same way we did it before. There is understandably some concern over what this “new normal” is going to look like. In this episode, we are going to delve into research and strategies that harness the power of the restart to help us successfully lead through this transition.Meet Jason Stocker, President, C&U AmericasIn this episode, you'll meet Jason Stocker, President of C&U Americas. We’ll learn about his blue-collar roots, how he took inspiration from a 1980’s sitcom to send him on his career path, and how he lives his life with volition.

  02:13 Jason’s story

  05:49 Honing in on Accounting as a career choice

  08:30 Incentive to graduate college at lightning speed

  12:44 Living and breathing volition

  15:35 Jumping into sales

  21:00 Desiring to create wealth, as well as have an impact, identifying qualities of a leader

  25:00 Look up Sumantra Ghoshal, work on volition

  30:30 Automotive industry is at a turning point

  38:00 Importance of conflict management

  45:20 It’s ok to fail

  49:20 Jason’s definition of Gravitas

  56:23 Finding your own definition of work-life balance

  1:03:15 Storytelling and imagination as an essential tool

  Please share your thoughts on this episode, email me at Jan@gravitasdetroit.com,  I'd love to hear from you.

   

  ]]>In this episode, you'll meet Jason Stocker, President of C&U Americas. We’ll learn about his blue-collar roots, how he took inspiration from a 1980’s sitcom to send him on his career path, and how he lives his life with volition.

  02:13 Jason’s story

  05:49 Honing in on Accounting as a career choice

  08:30 Incentive to graduate college at lightning speed

  12:44 Living and breathing volition

  15:35 Jumping into sales

  21:00 Desiring to create wealth, as well as have an impact, identifying qualities of a leader

  25:00 Look up Sumantra Ghoshal, work on volition

  30:30 Automotive industry is at a turning point

  38:00 Importance of conflict management

  45:20 It’s ok to fail

  49:20 Jason’s definition of Gravitas

  56:23 Finding your own definition of work-life balance

  1:03:15 Storytelling and imagination as an essential tool

  Please share your thoughts on this episode, email me at Jan@gravitasdetroit.com,  I'd love to hear from you.

   

  ]]>1c4e947e-bc41-40a8-b946-3617d987b729Wed, 26 May 2021 09:00:00 -040001:20:10falsefull244442In this episode, you'll meet Jason Stocker, President of C&U Americas. We’ll learn about his blue-collar roots, how he took inspiration from a 1980’s sitcom to send him on his career path, and how he lives his life with volition.Meet Mary, Powerful role model, born 1892In this episode, Jan shares her thoughts on Mother’s Day, what she learned from her grandmother and mother, and how their influence translates into powerful lessons about psychological safety and leading with Gravitas through challenging times.

  00:50 Mother’s Day musings

  01:24 My grandmother, Mary

  05:23 My mother’s encouragement

  07:40 Psychological safety. Important in parenting, and in leadership

  09:30 Coming out of the pandemic

  11:40 Challenges will require a leader with Gravitas

  13:20 The new Gravitas Workshop

  ]]>In this episode, Jan shares her thoughts on Mother’s Day, what she learned from her grandmother and mother, and how their influence translates into powerful lessons about psychological safety and leading with Gravitas through challenging times.

  00:50 Mother’s Day musings

  01:24 My grandmother, Mary

  05:23 My mother’s encouragement

  07:40 Psychological safety. Important in parenting, and in leadership

  09:30 Coming out of the pandemic

  11:40 Challenges will require a leader with Gravitas

  13:20 The new Gravitas Workshop

  ]]>dbef2a43-0133-4a1e-af3c-188d93c441f7Wed, 12 May 2021 09:00:00 -040015:58falsefull243432In this episode, Jan shares her thoughts on Mother’s Day, what she learned from her grandmother and mother, and how their influence translates into powerful lessons about psychological safety and leading with Gravitas through challenging times.Meet Kimberley Gardiner, Senior VP of Marketing, VolkswagenDownload the 21 traits of authentic leadership e book

  In this episode, you’ll meet Kimberley Gardiner, Senior Vice President of Marketing for Volkswagen. She truly is a model in leading authentically with confidence, caring, and understanding.

  You’ll learn how her twin passions for marketing and the environment propelled her into a career in automotive, and how her many experiences and her love for variety helped her become a true change agent. She talks about her game plan for effecting change within Volkswagen, including removing silos and “thinking small” to achieve big things. She discusses marketing the automotive industry to a new generation, and how important it is to understand their needs.

  02:47 – Kimberley’s story

  03:38 – Falling in love with marketing, and the environment

  04:57 – Job opportunity at Toyota, marketing for Prius

  06:56 – Using experiences in and outside of automotive to be an agent for change

  08:05 – Why Volkswagen?

  11:51 – Understanding other’s perspectives to effect change

  14:36 – Breaking down silos and “thinking small”

  17:24 – Marketing a career in automotive to a new generation

  21:18 – Starting at VW

  22:16 – Getting to know the team, and coming up with a plan

  25:58 – What authentic leadership means to Kimberley

  33:53 – Advice to a leader wanting to embrace authenticity

  36:36 – Embracing failure

  40:24 – What Gravitas means to Kimberley

  41:27 – How Kimberley starts her day

  50:22 – Advice to her 25-year-old self

  ]]>Download the 21 traits of authentic leadership e book

  In this episode, you’ll meet Kimberley Gardiner, Senior Vice President of Marketing for Volkswagen. She truly is a model in leading authentically with confidence, caring, and understanding.

  You’ll learn how her twin passions for marketing and the environment propelled her into a career in automotive, and how her many experiences and her love for variety helped her become a true change agent. She talks about her game plan for effecting change within Volkswagen, including removing silos and “thinking small” to achieve big things. She discusses marketing the automotive industry to a new generation, and how important it is to understand their needs.

  02:47 – Kimberley’s story

  03:38 – Falling in love with marketing, and the environment

  04:57 – Job opportunity at Toyota, marketing for Prius

  06:56 – Using experiences in and outside of automotive to be an agent for change

  08:05 – Why Volkswagen?

  11:51 – Understanding other’s perspectives to effect change

  14:36 – Breaking down silos and “thinking small”

  17:24 – Marketing a career in automotive to a new generation

  21:18 – Starting at VW

  22:16 – Getting to know the team, and coming up with a plan

  25:58 – What authentic leadership means to Kimberley

  33:53 – Advice to a leader wanting to embrace authenticity

  36:36 – Embracing failure

  40:24 – What Gravitas means to Kimberley

  41:27 – How Kimberley starts her day

  50:22 – Advice to her 25-year-old self

  ]]>7b154fd3-5a0b-402d-b2a1-3f38017565b5Wed, 28 Apr 2021 10:39:00 -040054:00falsefull242422In this episode, you’ll meet Kimberley Gardiner, Senior Vice President of Marketing for Volkswagen. She truly is a model in leading authentically with confidence, caring, and understanding. You’ll learn how her twin passions for marketing and the environment propelled her into a career in automotive, and how her many experiences and her love for variety helped her become a true change agent.Back to the office and 10,000 downloads 🤔The way we work is forever changed, in this episode I share my thoughts and experiences on the subject and why this is an opportunity for leaders.
  ]]>The way we work is forever changed, in this episode I share my thoughts and experiences on the subject and why this is an opportunity for leaders.
  ]]>6b5de346-1376-486c-ac36-a50abd299d78Wed, 14 Apr 2021 11:03:00 -040018:49falsefull241412The way we work is forever changed, in this episode I share my thoughts and experiences on the subject and why this is an opportunity for leaders.Meet Jason Stein, Publisher of Automotive NewsIn this episode, you'll meet one of the most well-known figures in the automotive industry. Jason Stein, Publisher of Automotive News, has spent decades interviewing automotive industry leaders, now he’s on the other side of the mic.  

  We learn about his journey from a small-town sports reporter, to becoming the publisher of the most well-respected source of automotive news today. We’ll hear what he’s learned about leadership from his own experience, as well as from the many automotive leaders he’s interviewed. We discuss the challenges of changing the well-entrenched culture in the automotive industry and why it’s imperative to evolve. 

  00:50 The interviewer is now the interviewed 

  02:42 Jason’s story 

  05:07 Starting a car column in Fort Wayne Journal Gazette Morning newspaper 

  08:10 From Reporter to Publisher 

  10:43 Ex-pat assignment’s effect on leadership style 

  17:06 Leaders Jason has interviewed that inspired him 

  21:25 The need for traditional auto companies to evolve 

  23:25 The obstacles to changing the way the automotive industry operates 

  27:12 Building a foundation of trust to spark innovation 

  32:38 Jason’s interpretation of Gravitas 

  34:27 Failures and lessons learned 

  39:43 How Jason starts his day and how he avoids distraction 

  43:26 Advice to 20-something self  

  ]]>In this episode, you'll meet one of the most well-known figures in the automotive industry. Jason Stein, Publisher of Automotive News, has spent decades interviewing automotive industry leaders, now he’s on the other side of the mic.  

  We learn about his journey from a small-town sports reporter, to becoming the publisher of the most well-respected source of automotive news today. We’ll hear what he’s learned about leadership from his own experience, as well as from the many automotive leaders he’s interviewed. We discuss the challenges of changing the well-entrenched culture in the automotive industry and why it’s imperative to evolve. 

  00:50 The interviewer is now the interviewed 

  02:42 Jason’s story 

  05:07 Starting a car column in Fort Wayne Journal Gazette Morning newspaper 

  08:10 From Reporter to Publisher 

  10:43 Ex-pat assignment’s effect on leadership style 

  17:06 Leaders Jason has interviewed that inspired him 

  21:25 The need for traditional auto companies to evolve 

  23:25 The obstacles to changing the way the automotive industry operates 

  27:12 Building a foundation of trust to spark innovation 

  32:38 Jason’s interpretation of Gravitas 

  34:27 Failures and lessons learned 

  39:43 How Jason starts his day and how he avoids distraction 

  43:26 Advice to 20-something self  

  ]]>db02f387-090c-43bd-9af5-14a1212cdbccWed, 31 Mar 2021 01:25:00 -040045:48falsefull240402In this episode, you'll meet one of the most well-known figures in the automotive industry. Jason Stein, Publisher of Automotive News, has spent decades interviewing automotive industry leaders, now he’s on the other side of the mic.Let's talk about GravitasMore importantly, now than ever before, effective leaders need to demonstrate the quality of Gravitas. Why is that? And what is Gravitas, anyway?

  In this episode, Jan answers those questions and more, exploring the meaning of Gravitas, how it can be developed, and why the changing landscape of business demands an upgraded approach to leadership, now.

  00:51 What is Gravitas?

  04:04 Judge me by how many times I fell down and got back up

  05:56 Join the pity party?

  06:53 In the weeds

  10:07 Growth mindset

  11:16 Being collaborative

  13:22 Being kind

  16:46 Why do we need Gravitas now?

  17:29 The brand

  19:05 Start early

  19:41 The Gravitas Workshop

  ]]>More importantly, now than ever before, effective leaders need to demonstrate the quality of Gravitas. Why is that? And what is Gravitas, anyway?

  In this episode, Jan answers those questions and more, exploring the meaning of Gravitas, how it can be developed, and why the changing landscape of business demands an upgraded approach to leadership, now.

  00:51 What is Gravitas?

  04:04 Judge me by how many times I fell down and got back up

  05:56 Join the pity party?

  06:53 In the weeds

  10:07 Growth mindset

  11:16 Being collaborative

  13:22 Being kind

  16:46 Why do we need Gravitas now?

  17:29 The brand

  19:05 Start early

  19:41 The Gravitas Workshop

  ]]>d90cb380-8bb2-41db-b1c9-de8488ae8631Wed, 17 Mar 2021 11:03:00 -040021:13falsefull239392Let's talk about Gravitas. What is it? How do you get it? Why do you need it? And why is it more important now than ever before? In this episode, Jan explores the meaning of Gravitas in leadership and why the leadership model of the future will be very different.Meet Diana Lee, Co-Founder & CEO of the Constellation AgencyDownload the 21 traits of authentic leadership e book

  Meet Diana Lee, CEO of the Constellation Agency, a company that experienced 4000% growth in the past three years. Through this exponential growth, she strives for a high level of honesty, transparency, and vulnerability. In this episode, she shares her formula for hiring and retaining top new talent in a highly desirable fast-paced environment, and you’ll hear how she encourages her team to self-advocate for continued growth and fulfillment. She also tells the heartwarming story of how she encouraged the automotive sector to come together to benefit the community.

  01:55 First impressions

  04:18 Diana’s story

  07:16 Moving up the ranks in automotive retail

  08:20 Difference between “Consulting” and “Coaching”

  15:11 Transparency in leadership, encouraging self-advocacy

  21:42 Attracting and retaining the next generation of talent

  29:20 Lessons from the pandemic

  43:06 Challenging the billable hours model

  49:07 The Do-Good Auto Coalition (love wins, always)

  59:39 Advice to your 25yr old self

  01:03:35 The legacy

  ]]>Download the 21 traits of authentic leadership e book

  Meet Diana Lee, CEO of the Constellation Agency, a company that experienced 4000% growth in the past three years. Through this exponential growth, she strives for a high level of honesty, transparency, and vulnerability. In this episode, she shares her formula for hiring and retaining top new talent in a highly desirable fast-paced environment, and you’ll hear how she encourages her team to self-advocate for continued growth and fulfillment. She also tells the heartwarming story of how she encouraged the automotive sector to come together to benefit the community.

  01:55 First impressions

  04:18 Diana’s story

  07:16 Moving up the ranks in automotive retail

  08:20 Difference between “Consulting” and “Coaching”

  15:11 Transparency in leadership, encouraging self-advocacy

  21:42 Attracting and retaining the next generation of talent

  29:20 Lessons from the pandemic

  43:06 Challenging the billable hours model

  49:07 The Do-Good Auto Coalition (love wins, always)

  59:39 Advice to your 25yr old self

  01:03:35 The legacy

  ]]>0caa447e-0fb9-4a91-a1e3-de92f88a69feWed, 03 Mar 2021 10:00:00 -040001:05:55falsefull238382Meet Diana Lee, CEO of the Constellation Agency, a company that experienced 4000% growth in the past three years. Through this exponential growth, she strives for a high level of honesty, transparency, and vulnerability. In this episode, she shares her formula for hiring and retaining top new talent in a highly desirable fast-paced environment, and you’ll hear how she encourages her team to self-advocate for continued growth and fulfillment.Are you clear?In this solo episode, I'll explore a personal perspective on clarity. How it applies to leadership in life, work, and each and every day.

  Reference:

  Warren Harris episode  #33

  John Anderson - Replace Retirement

  ]]>In this solo episode, I'll explore a personal perspective on clarity. How it applies to leadership in life, work, and each and every day.

  Reference:

  Warren Harris episode  #33

  John Anderson - Replace Retirement

  ]]>2a30627f-63bb-44ed-be94-070fd5350ddbWed, 17 Feb 2021 14:40:00 -040022:54falsefull237372In this solo episode, I'll explore a personal perspective on clarity. How it applies to leadership in life, work, and each and every day.Meet Warren Harris, CEO of Tata TechnologiesThis episode is sponsored by Lockton, click here to learn more

  Meet Warren Harris, CEO of Tata Technologies, as he sits down with host Jan Griffiths to discuss the experiences, challenges, and critical milestones that shaped his career path to becoming a CEO. 

  Warren talks about what Tata Technologies does and the intricacies of Indian business culture, explaining how their company defines and nurtures innovation by embracing a global mindset.  

  Warren discusses how they maintain a safe work environment, emphasizing his commitment to addressing human factor issues, promoting organizational health, and embracing vulnerability-based trust. 

  Warren reflects on his experiences and shares valuable advice he would give to his 25-year-old self. He emphasizes the importance of being present, enjoying the journey, and embracing opportunities for personal growth.

  Moreover, he shares the lessons they learned from the challenges posed by the pandemic, highlighting the importance of organization alignment and understanding the company's purpose. Warren also explains how constant communication facilitated by technology proved effective in helping them deal with the challenges they faced.

  Finally, Warren shares his aspirations for his legacy and the impact he hopes to leave behind, emphasizing the importance of building purpose-driven organizations that champion inclusivity and collaboration.

  Themes discussed in this episode:

  • Shifting from a command and control type of leadership
  • The Importance of Authentic Leadership
  • The role of vulnerability-based trust in fostering a safe and transparent work environment
  • Defining the concept of Gravitas
  • Exploration of the cultural dynamics and Indian business culture
  • Personal accountability, including the rituals and mindset shifts necessary for setting oneself up for success
  • How the pandemic has accelerated changes in leadership styles and organizational dynamics
  • Purpose-driven leadership, global inclusivity, and meaningful impact across cultures
  
  

  Featured: Warren Harris

  What he does: Warren Harris is the CEO of Tata Technologies, a global engineering services company that offers product development and digital solutions. Warren has been associated with the company and its predecessor firms for over 25 years. His career has progressed from engineering to several technical management positions worldwide. Warren has led the company through significant expansions and mergers and established it as a major player in engineering services on a global scale.

  On leadership: “Leadership is a responsibility. It's a service. And it's an obligation that one has to the company and to the individuals that are a part of it. And I think when you look at leadership in that particular way, it's very humbling and interjects a balance to decision-making, which I think is healthy.”

  
  

  Mentioned in this episode:

  • IMechE – Institution of Mechanical Engineers
  • CATIA - Computer-Aided Three-Dimensional Interactive Application
  • The Tata Group, Tata Motors & Tata Consultancy Services
  • Episode with Andy Palmer
  • Harvard’s Advanced Management Program
  • The Advantage: Why Organizational Health Trumps Everything Else In Business by Patrick Lencioni 
  
  

  
  

  Episode Highlights:

  [00:02:08] Warren's story: Warren recounts his journey from humble beginnings in the UK to becoming Chief Executive of Tata Technologies.

  [00:07:24] Indian business culture: The dialogue rethinks views on Indian-owned businesses, showing Tata Group's community focus and the growing global influence of Indian companies.

  [00:17:30] Creating a safe environment: The importance of fostering a safe work environment is emphasized, with a focus on cohesive leadership, clarity of organizational purpose, and a culture of vulnerability-based trust

  [00:27:07] Leadership style: Warren's leadership style is discussed, with a focus on his view of leadership as a responsibility and service to the company and its individuals rather than a personal prize.

  [00:34:05] Gravitas: Jan and Warren explore their concept of Gravitas in leadership.

  [00:37:37] How do you start your day?: The importance of personal accountability and starting the day right is discussed, with Warren sharing how his morning routine helps him focus and maintain clarity.

  [00:41:22] Advice to your 25-year-old self: Warren reflects on his journey and advises his younger self to be present and enjoy the journey.

  [00:45:25] Learning from the pandemic: Lessons learned from the pandemic are discussed, including the importance of organizational alignment, virtual collaboration, and authenticity.

  [00:52:06] The legacy: Warren discusses his aspirations for his legacy, emphasizing the importance of organizations that prioritize purpose, inclusivity, and collaboration.

  
  

  Top Quotes:

  [00:11:45] Warren: “The way in which India is changing, the way in which the Indian business community is changing, gives me tremendous confidence that not only will India continue to be relevant today, it will have an increasingly influential role on business and the economic world in the years to come.”

  [00:15:22] Warren: “The best definition I've come across for innovation is fresh ideas that have true economic value. And I think innovation comes from diversity. It comes through and from an environment that encourages different perspectives to be applied to a challenge or a problem statement.”

  [00:22:57] Warren: “One of the things that I challenge my team to do is either agree and commit or disagree and commit on decisions that we make as an organization. Typically, I find if there's been debate, if there's been an opportunity to have that passion exposed in terms of the key issues, then regardless of the decision, people will weigh in. If you get people to weigh in, then you get people to own the decision. You get ownership that drives accountability. Accountability drives results.”

  [00:34:34] Warren: “I look at Gravitas as being in the context of the business as being substance, something that's real, something that's meaningful; I advocate inside of the organization for the strategy being the driving force of our organization and the fact that compelling purpose is the basis on which we build a culture, and we build the plan for the organization. To my mind, that's a commitment to Gravitas; that's a commitment to the substance. That's a commitment to meaning that hopefully will resonate with all of our stakeholders.”

  ]]>This episode is sponsored by Lockton, click here to learn more

  Meet Warren Harris, CEO of Tata Technologies, as he sits down with host Jan Griffiths to discuss the experiences, challenges, and critical milestones that shaped his career path to becoming a CEO. 

  Warren talks about what Tata Technologies does and the intricacies of Indian business culture, explaining how their company defines and nurtures innovation by embracing a global mindset.  

  Warren discusses how they maintain a safe work environment, emphasizing his commitment to addressing human factor issues, promoting organizational health, and embracing vulnerability-based trust. 

  Warren reflects on his experiences and shares valuable advice he would give to his 25-year-old self. He emphasizes the importance of being present, enjoying the journey, and embracing opportunities for personal growth.

  Moreover, he shares the lessons they learned from the challenges posed by the pandemic, highlighting the importance of organization alignment and understanding the company's purpose. Warren also explains how constant communication facilitated by technology proved effective in helping them deal with the challenges they faced.

  Finally, Warren shares his aspirations for his legacy and the impact he hopes to leave behind, emphasizing the importance of building purpose-driven organizations that champion inclusivity and collaboration.

  Themes discussed in this episode:

  • Shifting from a command and control type of leadership
  • The Importance of Authentic Leadership
  • The role of vulnerability-based trust in fostering a safe and transparent work environment
  • Defining the concept of Gravitas
  • Exploration of the cultural dynamics and Indian business culture
  • Personal accountability, including the rituals and mindset shifts necessary for setting oneself up for success
  • How the pandemic has accelerated changes in leadership styles and organizational dynamics
  • Purpose-driven leadership, global inclusivity, and meaningful impact across cultures
  
  

  Featured: Warren Harris

  What he does: Warren Harris is the CEO of Tata Technologies, a global engineering services company that offers product development and digital solutions. Warren has been associated with the company and its predecessor firms for over 25 years. His career has progressed from engineering to several technical management positions worldwide. Warren has led the company through significant expansions and mergers and established it as a major player in engineering services on a global scale.

  On leadership: “Leadership is a responsibility. It's a service. And it's an obligation that one has to the company and to the individuals that are a part of it. And I think when you look at leadership in that particular way, it's very humbling and interjects a balance to decision-making, which I think is healthy.”

  
  

  Mentioned in this episode:

  • IMechE – Institution of Mechanical Engineers
  • CATIA - Computer-Aided Three-Dimensional Interactive Application
  • The Tata Group, Tata Motors & Tata Consultancy Services
  • Episode with Andy Palmer
  • Harvard’s Advanced Management Program
  • The Advantage: Why Organizational Health Trumps Everything Else In Business by Patrick Lencioni 
  
  

  
  

  Episode Highlights:

  [00:02:08] Warren's story: Warren recounts his journey from humble beginnings in the UK to becoming Chief Executive of Tata Technologies.

  [00:07:24] Indian business culture: The dialogue rethinks views on Indian-owned businesses, showing Tata Group's community focus and the growing global influence of Indian companies.

  [00:17:30] Creating a safe environment: The importance of fostering a safe work environment is emphasized, with a focus on cohesive leadership, clarity of organizational purpose, and a culture of vulnerability-based trust

  [00:27:07] Leadership style: Warren's leadership style is discussed, with a focus on his view of leadership as a responsibility and service to the company and its individuals rather than a personal prize.

  [00:34:05] Gravitas: Jan and Warren explore their concept of Gravitas in leadership.

  [00:37:37] How do you start your day?: The importance of personal accountability and starting the day right is discussed, with Warren sharing how his morning routine helps him focus and maintain clarity.

  [00:41:22] Advice to your 25-year-old self: Warren reflects on his journey and advises his younger self to be present and enjoy the journey.

  [00:45:25] Learning from the pandemic: Lessons learned from the pandemic are discussed, including the importance of organizational alignment, virtual collaboration, and authenticity.

  [00:52:06] The legacy: Warren discusses his aspirations for his legacy, emphasizing the importance of organizations that prioritize purpose, inclusivity, and collaboration.

  
  

  Top Quotes:

  [00:11:45] Warren: “The way in which India is changing, the way in which the Indian business community is changing, gives me tremendous confidence that not only will India continue to be relevant today, it will have an increasingly influential role on business and the economic world in the years to come.”

  [00:15:22] Warren: “The best definition I've come across for innovation is fresh ideas that have true economic value. And I think innovation comes from diversity. It comes through and from an environment that encourages different perspectives to be applied to a challenge or a problem statement.”

  [00:22:57] Warren: “One of the things that I challenge my team to do is either agree and commit or disagree and commit on decisions that we make as an organization. Typically, I find if there's been debate, if there's been an opportunity to have that passion exposed in terms of the key issues, then regardless of the decision, people will weigh in. If you get people to weigh in, then you get people to own the decision. You get ownership that drives accountability. Accountability drives results.”

  [00:34:34] Warren: “I look at Gravitas as being in the context of the business as being substance, something that's real, something that's meaningful; I advocate inside of the organization for the strategy being the driving force of our organization and the fact that compelling purpose is the basis on which we build a culture, and we build the plan for the organization. To my mind, that's a commitment to Gravitas; that's a commitment to the substance. That's a commitment to meaning that hopefully will resonate with all of our stakeholders.”

  ]]>68fe8cd3-beff-482b-bde3-bd39b7b24625Tue, 02 Feb 2021 22:50:00 -040054:21falsefull236362Meet the man who’s in love with India, Detroit, and Technology. You're going to meet Warren Harris, the CEO of Tata Technologies. In this episode, we explore automotive business culture, Indian business culture, his leadership style, the Patrick Lencioni influence, and why Warren believes in the health of his organization, and how he builds a cohesive leadership team.Meet David Chislett – Chief Activator & Weapon of Mass CreationMeet David Chislett - Author, poet, musician, artist, entrepreneur, and a man on a mission to activate creativity in as many people as he can. This podcast will challenge your perception of creativity, what it is, how it works and how to unleash creativity in your team.

  1:55    David’s story

  6:10    Going deep into innovation & creativity

  22:20 Music & managing creatives

  28:00 Labels

  35:00 What is a creativity workshop?

  37:00 Creating a culture of innovation

  49:00 Is now the time?

  57:10 How do you start your day?

  1:02:50  Advice to your 25yr old self

  ]]>Meet David Chislett - Author, poet, musician, artist, entrepreneur, and a man on a mission to activate creativity in as many people as he can. This podcast will challenge your perception of creativity, what it is, how it works and how to unleash creativity in your team.

  1:55    David’s story

  6:10    Going deep into innovation & creativity

  22:20 Music & managing creatives

  28:00 Labels

  35:00 What is a creativity workshop?

  37:00 Creating a culture of innovation

  49:00 Is now the time?

  57:10 How do you start your day?

  1:02:50  Advice to your 25yr old self

  ]]>ac474725-e8a5-482f-a466-39192c024c00Wed, 20 Jan 2021 10:30:00 -040001:07:07falsefull235352Meet David Chislett - Author, poet, musician, artist, entrepreneur, and a man on a mission to activate creativity in as many people as he can. This podcast will challenge your perception of creativity, what it is, how it works and how to unleash creativity in your team.The Power of Your WordsShort 10-minute bonus episode
  ]]>Short 10-minute bonus episode
  ]]>370f4328-46fb-42a2-928a-57deebc11265Sun, 17 Jan 2021 17:00:00 -040010:33falsebonus234342Sunday morning reflections and the 1st year party Short 10-minute bonus episodeMeet Aled Miles, President & CEO of Sauce Labs and the foremost authority on digital confidenceIn this episode, we explore the technology culture Aled has successfully led his entire career, specifically, how to create a high-performance team in an environment that demands fast-paced change and constant innovation in order to survive.

  Listen for the Welsh Star Wars connection!

  Click here for more on Sauce Labs

  03:00 Aled’s story

  10:07 Authentic leadership

  15:14 Creating the high-performance team

  22:12 Starting the day

  31:51 The Auto industry through the eyes of a tech guy

  37:19 Innovation culture

  45:01 The vine of trust

  54:46 Advise to your 25 yr old self

  58:00 Being a Welsh Government envoy & the Star Wars connection

  ]]>In this episode, we explore the technology culture Aled has successfully led his entire career, specifically, how to create a high-performance team in an environment that demands fast-paced change and constant innovation in order to survive.

  Listen for the Welsh Star Wars connection!

  Click here for more on Sauce Labs

  03:00 Aled’s story

  10:07 Authentic leadership

  15:14 Creating the high-performance team

  22:12 Starting the day

  31:51 The Auto industry through the eyes of a tech guy

  37:19 Innovation culture

  45:01 The vine of trust

  54:46 Advise to your 25 yr old self

  58:00 Being a Welsh Government envoy & the Star Wars connection

  ]]>0e01310b-9b2e-4d8a-84a8-80beca57f8c4Wed, 06 Jan 2021 11:00:00 -040001:04:19falsefull233332In this episode, we explore the technology culture Aled has successfully led his entire career, specifically, how to create a high-performance team in an environment that demands fast-paced change and constant innovation in order to survive. Listen for the Welsh Star Wars connection!Finding the light - My Personal Authentic Leadership JourneyDownload the 21 traits of authentic leadership e book

  This is a solo episode produced to share my personal authentic leadership journey with you. You'll hear about the origins of Dream it, Brand it, Own it, the power of storytelling, why I wished I started speaking up in meetings - sooner, embracing the gray and the milestone photoshoot with Brad Ziegler.

   

  ]]>Download the 21 traits of authentic leadership e book

  This is a solo episode produced to share my personal authentic leadership journey with you. You'll hear about the origins of Dream it, Brand it, Own it, the power of storytelling, why I wished I started speaking up in meetings - sooner, embracing the gray and the milestone photoshoot with Brad Ziegler.

   

  ]]>43aa13e4-be5c-4c89-8e41-afff5eb49b9fMon, 04 Jan 2021 01:49:00 -040019:34falsebonus232322This is a solo episode produced to share my personal authentic leadership journey with you. You'll hear about the origins of Dream it, Brand it, Own it, the power of storytelling, why I wished I started speaking up in meetings - sooner, embracing the gray and the milestone photoshoot with Brad Ziegler.Meet Dr Steve Taubman – The Mindset ExpertDr. Steve Taubman, aka The Anxiety Doc is a bestselling author, keynote speaker, and coach. In this episode, you’ll hear how an ex-neurotic, ex-Long Island chiropractor underwent a personal life transformation that led to his helping others discover the keys to their success and, how all of this relates to your authentic leadership journey.

  More on Dr. Steve Taubman

  2:27     His story

  12:16   Experiences as the MTV spring break hypnotist

  16:43   Nerves that fire together, wire together

  20:27   Making micro corrections

  24:29   Fear interrupts the flow

  32:08   Clean up your act

  40:48   Wash one dish

  45:00   Energy

  50:25   Advice to your 25 yr. old self

  52:32   The legacy

  ]]>Dr. Steve Taubman, aka The Anxiety Doc is a bestselling author, keynote speaker, and coach. In this episode, you’ll hear how an ex-neurotic, ex-Long Island chiropractor underwent a personal life transformation that led to his helping others discover the keys to their success and, how all of this relates to your authentic leadership journey.

  More on Dr. Steve Taubman

  2:27     His story

  12:16   Experiences as the MTV spring break hypnotist

  16:43   Nerves that fire together, wire together

  20:27   Making micro corrections

  24:29   Fear interrupts the flow

  32:08   Clean up your act

  40:48   Wash one dish

  45:00   Energy

  50:25   Advice to your 25 yr. old self

  52:32   The legacy

  ]]>c1e90c8c-713c-44fe-b138-6de788647b21Wed, 23 Dec 2020 11:00:00 -040057:07falsefull231312Dr. Steve Taubman, aka The Anxiety Doc is a bestselling author, keynote speaker, and coach. In this episode, you’ll hear how an ex-neurotic, ex-Long Island chiropractor underwent a personal life transformation that led to his helping others discover the keys to their success and, how all of this relates to your journey in authentic leadership.Meet Tim Fiore – Senior Vice President and Chief Procurement Officer For Ryder System,Inc. and Chair for the Institute for Supply Management’s (ISM®) Manufacturing Business Survey Committee (PMI®).From spacesuits to trucks across multiple timezones, Tim Fiore speaks not only about his craft in the world of the supply chain, but he is also the spokesman for a key economic indicator known as the  Manufacturing Business Survey (PMI®)

  Tim makes the case for authentic leadership and is grounded by his humanity, caring, and respect for his people, the business, and all of its stakeholders.

  02:03 Janet Yellen can dance!

  03:32 Tim’s story

  12:41 The evolution of the supply chain

  15:20 Lessons from the Pandemic

  22:00 Embracing WFH

  29:41 The high-performance team

  40:29 Innovation

  46:28 Transparency

  51:36 Respect

  55:25 Advice to your 25-year-old self

  1:00:59 What is Gravitas?

  1:02:07 The Legacy

  ]]>From spacesuits to trucks across multiple timezones, Tim Fiore speaks not only about his craft in the world of the supply chain, but he is also the spokesman for a key economic indicator known as the  Manufacturing Business Survey (PMI®)

  Tim makes the case for authentic leadership and is grounded by his humanity, caring, and respect for his people, the business, and all of its stakeholders.

  02:03 Janet Yellen can dance!

  03:32 Tim’s story

  12:41 The evolution of the supply chain

  15:20 Lessons from the Pandemic

  22:00 Embracing WFH

  29:41 The high-performance team

  40:29 Innovation

  46:28 Transparency

  51:36 Respect

  55:25 Advice to your 25-year-old self

  1:00:59 What is Gravitas?

  1:02:07 The Legacy

  ]]>d9e41832-637e-4fd2-9989-a23112703760Wed, 09 Dec 2020 13:53:00 -040001:05:35falsefull230302From spacesuits to trucks across multiple timezones, Tim Fiore speaks not only about his craft in the world of supply chain, but he is also the spokesman for a key economic indicator known as the Manufacturing Business Survey (PMI®) Tim makes the case for authentic leadership and is grounded by his humanity, caring, and respect for his people, the business, and all of its stakeholders.Meet Clint Bruce - Former Navy Special Warfare Officer, NFL Player and EntrepreneurClint Bruce is a former Navy Special Warfare Officer, a graduate of the US Naval Academy, decorated athlete, former NFL player, and seasoned entrepreneur. He is dedicated to helping leaders protect, perform, endure, and compete while helping veterans and their families transition successfully from service.In this episode Clint shares lessons from the ballfield, the battlefield, and the boardroom (and the farm)Clint is humble, authentic, inspirational, and REAL – Enjoy!

  Check out this link  https://www.clintbruce.com

  01:58 – Clint’s story

  05:10 – Wisdom from the farm

  20:00 – The Todd Ballard connection and “building high ground for hard days”

  29:00 – Vulnerability in the Special Ops team

  32:00 – Learning and performing at the same time

  34:10 – Are you climbing the right ridgeline?

  38:00 – Authentic leadership

  45:00 - Trust

  47:05 – Advice to your 25-year-old self

  49:04 – Asking the difficult questions

  52:00 – Open door policy – do you really have it?

  56:30 – High-performing team, tactical and moral

  58:49 - Gravitas

  1:00:03 – Starting the day

  1:04:00 – The legacy

  ]]>Clint Bruce is a former Navy Special Warfare Officer, a graduate of the US Naval Academy, decorated athlete, former NFL player, and seasoned entrepreneur. He is dedicated to helping leaders protect, perform, endure, and compete while helping veterans and their families transition successfully from service.In this episode Clint shares lessons from the ballfield, the battlefield, and the boardroom (and the farm)Clint is humble, authentic, inspirational, and REAL – Enjoy!

  Check out this link  https://www.clintbruce.com

  01:58 – Clint’s story

  05:10 – Wisdom from the farm

  20:00 – The Todd Ballard connection and “building high ground for hard days”

  29:00 – Vulnerability in the Special Ops team

  32:00 – Learning and performing at the same time

  34:10 – Are you climbing the right ridgeline?

  38:00 – Authentic leadership

  45:00 - Trust

  47:05 – Advice to your 25-year-old self

  49:04 – Asking the difficult questions

  52:00 – Open door policy – do you really have it?

  56:30 – High-performing team, tactical and moral

  58:49 - Gravitas

  1:00:03 – Starting the day

  1:04:00 – The legacy

  ]]>e6d11c01-f0df-4cf4-a734-3aee64f5fb53Wed, 25 Nov 2020 01:02:00 -040001:06:57falsefull229292Clint Bruce is a former Navy Special Warfare Officer, a graduate of the US Naval Academy, decorated athlete, former NFL player, and seasoned entrepreneur. He is dedicated to helping leaders protect, perform, endure, and compete while helping veterans and their families transition successfully from service. In this episode Clint shares lessons from the ballfield, the battlefield, and the boardroom (and the farm) Clint is humble, authentic, inspirational, and REAL – Enjoy!Re-energizing your teamIn this short bonus episode, I'll share with you ideas you can implement immediately to help re-energize your team and prepare for 2021
  ]]>In this short bonus episode, I'll share with you ideas you can implement immediately to help re-energize your team and prepare for 2021
  ]]>05381d9c-398f-42b3-8e3a-7210c2c9b2a5Sun, 22 Nov 2020 21:16:00 -040016:35falsebonus228282In this short bonus episode, I'll share with you ideas you can implement immediately to help re-energize your team and prepare for 2021.Meet Fred LoweryThe leadership journey of the Tennessee boy who thought he’d made it when he became a design & release engineer for General Motors, he was wrong, that was just the beginning. Meet the man who progressed from GM to Maytag to become the Senior Vice President and President for Thermo Fisher Scientific’s Life Sciences Solutions and Laboratory Products business, and in April 2019 appointed as a member of the DuPont Board of Directors and was recently named one of the most influential people in the fight against COVID 19

  03:31 – Fred’s story

  09:41 – Keeping the edge

  14:23 – Do you stay or leave the plant when COVID19 hits?

  17:16 –  Creating the high-performance team

  20:46 – Tearing down the walls

  23:47 – Getting to trust

  27:34 – Diversity & inclusion

  29:59 - Reverse mentoring

  31:25 – The Pandemic – what we’ve learned

  34:51 – Speed at scale

  39:45 – Gravitas

  50:55 – Starting the day

  55:09 – Advice to your 25yr old self

  59:57 – The board member perspective

  1:03:55 – The legacy

  ]]>The leadership journey of the Tennessee boy who thought he’d made it when he became a design & release engineer for General Motors, he was wrong, that was just the beginning. Meet the man who progressed from GM to Maytag to become the Senior Vice President and President for Thermo Fisher Scientific’s Life Sciences Solutions and Laboratory Products business, and in April 2019 appointed as a member of the DuPont Board of Directors and was recently named one of the most influential people in the fight against COVID 19

  03:31 – Fred’s story

  09:41 – Keeping the edge

  14:23 – Do you stay or leave the plant when COVID19 hits?

  17:16 –  Creating the high-performance team

  20:46 – Tearing down the walls

  23:47 – Getting to trust

  27:34 – Diversity & inclusion

  29:59 - Reverse mentoring

  31:25 – The Pandemic – what we’ve learned

  34:51 – Speed at scale

  39:45 – Gravitas

  50:55 – Starting the day

  55:09 – Advice to your 25yr old self

  59:57 – The board member perspective

  1:03:55 – The legacy

  ]]>106ead78-5b47-42bd-8d7c-1e8830f5bbb0Wed, 11 Nov 2020 11:00:00 -040001:08:29falsefull227272The leadership journey of the Tennessee boy who thought he’d made it when he became an engineer for General Motors, he was wrong, that was just the beginning. Meet the man who progressed from GM to Maytag to become the Sr. Vice President and President for Thermo Fisher Scientific’s Life Sciences Solutions and Laboratory Products business, and in April 2019 appointed as a member of the DuPont Board of Directors and was recently named one of the most influential people in the fight against COVID 19The 21 Traits of Authentic LeadershipSeason 2 launches with studio upgrades and a new look.

  In this episode, Jan talks about the 21 traits of authentic leadership compiled from Season 1 along with a sneak peek at the guest line up for Season 2

  ]]>Season 2 launches with studio upgrades and a new look.

  In this episode, Jan talks about the 21 traits of authentic leadership compiled from Season 1 along with a sneak peek at the guest line up for Season 2

  ]]>52f56970-9e34-4309-891e-61d1461e6b29Wed, 28 Oct 2020 02:06:00 -040053:03falsefull226262Season 2 launches with studio upgrades and a new look. In this episode, Jan talks about the 21 traits of authentic leadership compiled from Season 1 along with a sneak peek at the guest line up for Season 2Season 1 Behind the scenes and episode highlightsSign up for The Automotive Leaders Letter

  In its debut season, the "Automotive Leaders Podcast," hosted by Jan Griffiths, takes you on a journey to explore the essence of authentic leadership. With a diverse array of guests, Jan leads you through conversations highlighting the significance of staying true to oneself in a corporate world where authenticity often takes a backseat. You'll encounter inspiring stories and profound perspectives from various leaders throughout the season. They collectively emphasize the importance of upholding one's values and consistently delivering one's personal best despite the competitive games and ego-driven behaviors that often plague the corporate world. 

  Notably, the podcast explores the critical role of leaders during crises, drawing from real-life experiences like the challenges posed by the COVID-19 pandemic. These stories exemplify how authentic leadership truly shines when facing adversity. Beyond leadership, the season also addresses pressing societal issues, including the profound impact of the Black Lives Matter movement. This broader perspective extends authentic leadership to encompass general social and moral responsibilities, underscoring the significance of leaders engaging in these essential dialogues. As the season concludes, it imparts valuable wisdom, providing a clear understanding of the fundamental principles of authentic leadership.

  Themes discussed in this episode:

  • Authentic leadership
  • Value of continuous learning and adaptability
  • Leadership during crises
  • Societal issues and responsibilities
  • Different perspectives on authentic leadership
  • Personal Best and Values
  • Communication and Transparency
  
  

  Featured: Jan Griffiths

  What she does: Jan is the founder and CEO of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast.

  
  

  Mentioned in this episode:

  • Phil Ideson, Founder Art of Procurement
  • Episode with Don Akery
  • Episode with Laura Lawson, EVP, Chief People Officer at UWM
  • Episode with Renee Harmon,  VP Leadership Development Team at UWM
  • Episode with Kevin Browett, Former CEO, Renaissance Media Solutions
  • Episode with Jeneanne Hanley, Board Member of KLA, Former President of Lear E-Systems
  • Mary Barra, CEO of General Motors
  • Episode with Nick Skislak, Founder of SS Digital Media
  • Episode with Kristy Fercho
  • Episode with Heather Klish, Former President, Dura Automotive
  • Episode with Cathy Mott, Emotional Intelligence Expert
  • Episode with Nick Norris, Navy SEAL
  • Book Extreme Ownership by Jocko Willink, The C4 Foundation
  • Episode with Mira Griffiths, Co-Founder and Podcast Host at The Mind Takeaway
  • Episode with Jim Bianchi, President of Bianchi Public Relations
  • Episode with John Anderson, Founder, Replace Retirement
  • “Who will you become after the Crisis?” with Dave Sanderson, Author of Moments Matter
  • Episode with Ryan Berman, Co-founder of Courageous
  • Episode with Michael Chime, CEO of Prepared
  • Episode with Katelyn Davis, Ambassador for Millennials and Mobility
  • Episode No. 1 & Sign up for The Automotive Leaders Letter

    In its debut season, the "Automotive Leaders Podcast," hosted by Jan Griffiths, takes you on a journey to explore the essence of authentic leadership. With a diverse array of guests, Jan leads you through conversations highlighting the significance of staying true to oneself in a corporate world where authenticity often takes a backseat. You'll encounter inspiring stories and profound perspectives from various leaders throughout the season. They collectively emphasize the importance of upholding one's values and consistently delivering one's personal best despite the competitive games and ego-driven behaviors that often plague the corporate world. 

    Notably, the podcast explores the critical role of leaders during crises, drawing from real-life experiences like the challenges posed by the COVID-19 pandemic. These stories exemplify how authentic leadership truly shines when facing adversity. Beyond leadership, the season also addresses pressing societal issues, including the profound impact of the Black Lives Matter movement. This broader perspective extends authentic leadership to encompass general social and moral responsibilities, underscoring the significance of leaders engaging in these essential dialogues. As the season concludes, it imparts valuable wisdom, providing a clear understanding of the fundamental principles of authentic leadership.

    Themes discussed in this episode:

    • Authentic leadership
    • Value of continuous learning and adaptability
    • Leadership during crises
    • Societal issues and responsibilities
    • Different perspectives on authentic leadership
    • Personal Best and Values
    • Communication and Transparency
    
    

    Featured: Jan Griffiths

    What she does: Jan is the founder and CEO of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast.

    
    

    Mentioned in this episode:

    • Phil Ideson, Founder Art of Procurement
    • Episode with Don Akery
    • Episode with Laura Lawson, EVP, Chief People Officer at UWM
    • Episode with Renee Harmon,  VP Leadership Development Team at UWM
    • Episode with Kevin Browett, Former CEO, Renaissance Media Solutions
    • Episode with Jeneanne Hanley, Board Member of KLA, Former President of Lear E-Systems
    • Mary Barra, CEO of General Motors
    • Episode with Nick Skislak, Founder of SS Digital Media
    • Episode with Kristy Fercho
    • Episode with Heather Klish, Former President, Dura Automotive
    • Episode with Cathy Mott, Emotional Intelligence Expert
    • Episode with Nick Norris, Navy SEAL
    • Book Extreme Ownership by Jocko Willink, The C4 Foundation
    • Episode with Mira Griffiths, Co-Founder and Podcast Host at The Mind Takeaway
    • Episode with Jim Bianchi, President of Bianchi Public Relations
    • Episode with John Anderson, Founder, Replace Retirement
    • “Who will you become after the Crisis?” with Dave Sanderson, Author of Moments Matter
    • Episode with Ryan Berman, Co-founder of Courageous
    • Episode with Michael Chime, CEO of Prepared
    • Episode with Katelyn Davis, Ambassador for Millennials and Mobility
    • Episode No. 1 & No. 2 with Ann Carter, C-Suite Supply Chain Executive
    • Episode with Paul Humphries, former President of Reliability Solutions at Flex
    • Episode with Todd Ballard, former Chief Marketing Officer at GoPro
    • Episode with Dr. Andy Palmer, former COO of Nissan and CEO of Aston Martin
    • Season 2 Episode with Clint Bruce - Former Navy Special Warfare Officer, NFL Player and Entrepreneur
    
    

    
    

    Episode Highlights:

    [00:57] Podcasting odyssey: Jan's journey from podcasting novice to the culmination of Season 1, embracing challenges and growing in the podcasting environment.

    [04:46] Mastering authentic leadership in a competitive world: A recap and summary of the key principles of authentic leadership discussed throughout the season. Reflecting on the wisdom shared by diverse leaders

    ]]>c7bfde51-1189-41e6-a9a9-c9ee53105466Thu, 10 Sep 2020 14:30:00 -040040:42falsefull125251As season 1 comes to a close we take this opportunity to share the podcast mission, the journey so far, episode highlights, and some behind the scenes moments not previously shared. There’s a Where are they now? update for a few of our guests and we explain why we're taking a short break before starting season 2 next month. Enjoy the journey so far, with all it's fails, flaws, fumbles, and fun!Meet Dr Andy Palmer, former COO of Nissan and CEO of Aston MartinImagine starting your career as a draftsman in the automotive industry in the UK, and then…….. you become the CEO of one of the most iconic car companies on the planet. Andy shares his leadership journey that takes him from the more aggressive style of leadership we saw in the industry in the early eighties, through to his experience in Japan and how he's taken the best of all of that leadership experience to become who he is today. He openly shares his vulnerabilities, what he does to deal with those vulnerabilities, how he inspires a team, how he galvanizes a team around a mission, and much more.

    02:18 – Andy’s story

    10:20 – Leadership style – the evolution

    15:42 – Command and control

    19:16 – Best team experience

    21:08 – Creating psychological safety

    22:48 – It’s ok to fail

    26:45 – Wales

    29:13 – Authentic leadership

    31:20 – Napoleon vs. Wellington

    36:11 – Gravitas

    37:51 – Galvanizing a team behind a vision

    42:02 – Keeping it real

    49:27 – The daily routine

    51:12 – Advice to your 25yr old self

    57:16 – The legacy

    ]]>Imagine starting your career as a draftsman in the automotive industry in the UK, and then…….. you become the CEO of one of the most iconic car companies on the planet. Andy shares his leadership journey that takes him from the more aggressive style of leadership we saw in the industry in the early eighties, through to his experience in Japan and how he's taken the best of all of that leadership experience to become who he is today. He openly shares his vulnerabilities, what he does to deal with those vulnerabilities, how he inspires a team, how he galvanizes a team around a mission, and much more.

    02:18 – Andy’s story

    10:20 – Leadership style – the evolution

    15:42 – Command and control

    19:16 – Best team experience

    21:08 – Creating psychological safety

    22:48 – It’s ok to fail

    26:45 – Wales

    29:13 – Authentic leadership

    31:20 – Napoleon vs. Wellington

    36:11 – Gravitas

    37:51 – Galvanizing a team behind a vision

    42:02 – Keeping it real

    49:27 – The daily routine

    51:12 – Advice to your 25yr old self

    57:16 – The legacy

    ]]>c2cc6814-7b88-4cfc-9279-48881a8e2cfeWed, 26 Aug 2020 10:00:00 -040001:03:12falsefull124241Imagine starting your career as a draftsman in the automotive industry in the UK, and then…….. you become the CEO of one of the most iconic car companies on the planet. Andy shares his leadership journey that takes him from the more aggressive style of leadership we saw in the industry in the early eighties, through to his experience in Japan and how he's taken the best of all of that leadership experience to become who he is today.The Quest for Gravitas – Meet Todd Ballard, Chief Marketing Officer, visionary and authentic leaderTodd Ballard, the former Chief Marketing Officer for GoPro possesses that unique combination of an entrepreneurial spirit, creativity, and authentic leadership. Todd spent 13 years at GoPro where he strategically directed the global marketing, brand development, and media vision for the company, taking it from a start-up to a publicly-traded $1B+ consumer electronics business. Todd shares his leadership insights and best practices to build high-performance teams in this fast-paced, high tech, growth environment.

    In this episode, you’ll hear all about Todd’s leadership journey, his offsite meetings, and the “5 dependencies” approach, how he builds collaboration, and why “ building high ground for low days” is important to him.

    02:09 – Todd’s story

    05:50 – Leadership style evolution

    07:16 – Avoiding silos

    09:24 - What’s your job?

    14:10 – The Tombstone test

    22:36 – Authentic leadership

    25:44 – The toxic employee

    29:05 – Building high ground for low days

    32:24 – Managing creatives

    40:10 – Advice to your 25yr old self

    ]]>Todd Ballard, the former Chief Marketing Officer for GoPro possesses that unique combination of an entrepreneurial spirit, creativity, and authentic leadership. Todd spent 13 years at GoPro where he strategically directed the global marketing, brand development, and media vision for the company, taking it from a start-up to a publicly-traded $1B+ consumer electronics business. Todd shares his leadership insights and best practices to build high-performance teams in this fast-paced, high tech, growth environment.

    In this episode, you’ll hear all about Todd’s leadership journey, his offsite meetings, and the “5 dependencies” approach, how he builds collaboration, and why “ building high ground for low days” is important to him.

    02:09 – Todd’s story

    05:50 – Leadership style evolution

    07:16 – Avoiding silos

    09:24 - What’s your job?

    14:10 – The Tombstone test

    22:36 – Authentic leadership

    25:44 – The toxic employee

    29:05 – Building high ground for low days

    32:24 – Managing creatives

    40:10 – Advice to your 25yr old self

    ]]>9cc670f1-9370-4fc3-9176-b3f56ed11cabWed, 12 Aug 2020 18:04:00 -040055:01falsefull123231Todd Ballard, the former Chief Marketing Officer for GoPro possesses that unique combination of an entrepreneurial spirit, creativity, and authentic leadership. Todd spent 13 years at GoPro where he strategically directed the global marketing, brand development, and media vision for the company, from a start-up to a publicly-traded $1B+ consumer electronics business. Todd shares his leadership insights to build high-performance teams in this fast-paced, high tech, growth environment.The Quest for Gravitas – Meet Paul Humphries, President of Reliability Solutions at FlexPaul is the man responsible for inspiring my bone-deep commitment to authentic leadership, he was my first boss back in Wales in the early ’80s as he modeled authentic leadership with every fiber of his being and this was well before the term “authentic” became a thing. Paul has experienced tremendous success in his career and now runs a significant portion of a $25Billion+ company and he hasn’t changed a bit from those early days back in Wales. It’s my honor and privilege to share with you the leadership insights from one of the most down to earth, real and authentic leaders the corporate world has ever seen.

    In this episode, we share personal stories from the early days, screw-ups, vision, innovation, attracting talent, and much more.

    00:00 – Paul’s story

    07:14 – Screw ups

    11:47 – Learning to fail

    13:23 -  Innovation

    18:17 – Attracting talent

    21:17 – Vision & purpose

    33:25 – Giving back

    36:32 – Advice to my 25yr old self

    40:18 – The legacy

    ]]>Paul is the man responsible for inspiring my bone-deep commitment to authentic leadership, he was my first boss back in Wales in the early ’80s as he modeled authentic leadership with every fiber of his being and this was well before the term “authentic” became a thing. Paul has experienced tremendous success in his career and now runs a significant portion of a $25Billion+ company and he hasn’t changed a bit from those early days back in Wales. It’s my honor and privilege to share with you the leadership insights from one of the most down to earth, real and authentic leaders the corporate world has ever seen.

    In this episode, we share personal stories from the early days, screw-ups, vision, innovation, attracting talent, and much more.

    00:00 – Paul’s story

    07:14 – Screw ups

    11:47 – Learning to fail

    13:23 -  Innovation

    18:17 – Attracting talent

    21:17 – Vision & purpose

    33:25 – Giving back

    36:32 – Advice to my 25yr old self

    40:18 – The legacy

    ]]>58edd683-ebca-4d49-89c7-d35d86de3656Wed, 29 Jul 2020 19:21:00 -040042:35falsefull122221Paul is the man responsible for my bone-deep commitment to authentic leadership, he was my first boss back in Wales in the early ’80s as he modeled authentic leadership with every fiber of his being and this was well before the term “authentic” became a thing. Paul has experienced tremendous success in his career and now runs a significant portion of a $25Billion+ company and he hasn’t changed a bit from those early days back in Wales.The Quest for Gravitas – Ann Carter Part 2 and the questions I didn’t know how to askDownload the 21 traits of authentic leadership e book

    Ann Carter is the leader people love to follow and if you listened to part 1 you’ll know why. In this episode, we have an open and candid discussion about racism in the workplace. I was reluctant to record this episode because quite frankly I didn’t know where to take the discussion and what questions to ask. I had to be open and honest about that feeling, so I put myself in a safe space with Ann Carter, and we had the conversation. Our intent is to encourage others to have similar conversations and make strides towards eradicating racism.  

    00:50 – Why I didn’t know what questions to ask

    04:59 – The term to use

    07:02 – Advice to leaders in the corporate world

    13:54 – The conversations white people have

    15:19 – Racism, discrimination, and bias

    17:38 – The recruiting process

    27:38 – The process of promotion

    32:40 – Being silent

    34:15 – Advice to the younger generation

    38:22 – The value of diversity

    ]]>Download the 21 traits of authentic leadership e book

    Ann Carter is the leader people love to follow and if you listened to part 1 you’ll know why. In this episode, we have an open and candid discussion about racism in the workplace. I was reluctant to record this episode because quite frankly I didn’t know where to take the discussion and what questions to ask. I had to be open and honest about that feeling, so I put myself in a safe space with Ann Carter, and we had the conversation. Our intent is to encourage others to have similar conversations and make strides towards eradicating racism.  

    00:50 – Why I didn’t know what questions to ask

    04:59 – The term to use

    07:02 – Advice to leaders in the corporate world

    13:54 – The conversations white people have

    15:19 – Racism, discrimination, and bias

    17:38 – The recruiting process

    27:38 – The process of promotion

    32:40 – Being silent

    34:15 – Advice to the younger generation

    38:22 – The value of diversity

    ]]>e92cc46d-c4fa-4138-bdbf-196ccbaffa6aTue, 21 Jul 2020 20:31:00 -040044:01falsefull121211Ann Carter is the leader people love to follow and if you listened to part 1 you’ll know why. In this episode, we have an open and candid discussion about racism in the workplace. I was reluctant to record this episode because quite frankly I didn’t know where to take the discussion and what questions to ask. I put myself in a safe space with Ann Carter, and we had the conversation. Our intent is to encourage others to have similar conversations and make strides towards eradicating racism.The Quest for Gravitas – Meet the leader people love to follow - Ann Carter - Part 1Download the 21 traits of authentic leadership e book

    Ann Carter is the leader people love to follow. Don’t take my word for it just ask anyone who has worked with her.  Ann has experienced tremendous success in the C suite and across multiple industries, Automotive, Oil & Gas, Chemical, Aerospace, and Healthcare, she sees no barriers to success and leads the charge in the area of supplier and workplace diversity and inclusion, it's her mission.

    This Harvard grad has a story to tell and one that will inspire you on your authentic leadership journey. She is a compassionate leader who has the confidence to inspire, but also the humility to be respectful and encouraging. 

    There is a part 2 to this podcast, tune in to part 1 to find out why.  I had to be vulnerable in part 2, more to follow.

    02:26 – Ann’s story

    12:49 – Automotive to Healthcare

    14:23 – Authentic Leadership

    19:00 – Aligning and breaking down silos

    23:09 – The games we play in the boardroom

    27:46 - Mentoring

    31:35 – Advice to your 25-year-old self

    36:27 – Leading through a crisis

    43:16 – Employee engagement

    49:25 – Fun in the workplace

    53:11 – The legacy

    ]]>Download the 21 traits of authentic leadership e book

    Ann Carter is the leader people love to follow. Don’t take my word for it just ask anyone who has worked with her.  Ann has experienced tremendous success in the C suite and across multiple industries, Automotive, Oil & Gas, Chemical, Aerospace, and Healthcare, she sees no barriers to success and leads the charge in the area of supplier and workplace diversity and inclusion, it's her mission.

    This Harvard grad has a story to tell and one that will inspire you on your authentic leadership journey. She is a compassionate leader who has the confidence to inspire, but also the humility to be respectful and encouraging. 

    There is a part 2 to this podcast, tune in to part 1 to find out why.  I had to be vulnerable in part 2, more to follow.

    02:26 – Ann’s story

    12:49 – Automotive to Healthcare

    14:23 – Authentic Leadership

    19:00 – Aligning and breaking down silos

    23:09 – The games we play in the boardroom

    27:46 - Mentoring

    31:35 – Advice to your 25-year-old self

    36:27 – Leading through a crisis

    43:16 – Employee engagement

    49:25 – Fun in the workplace

    53:11 – The legacy

    ]]>21da2e20-c1b3-49dc-8fd3-b6d061f71640Fri, 03 Jul 2020 18:35:00 -040055:41falsefull120201Ann Carter is the leader people love to follow. Don’t take my word for it just ask anyone who has worked with her. Ann has experienced tremendous success in the C suite and across multiple industries, Automotive, Oil & Gas, Chemical, Aerospace, and Healthcare, she sees no barriers to success and leads the charge in the area of supplier and workplace diversity and inclusion, it's her mission. This Harvard grad has a story to tell and one that will inspire you on your authentic leadership journey.Meet the Ambassador for Millennials and Mobility – Katelyn DavisDownload the 21 traits of authentic leadership e book

    Katelyn Davis believes passionately about the future of the Automotive Industry and her dedication has never wavered even during the difficult times of the downturn she persevered and encouraged others to share her passion. In this episode, you’ll learn about Katelyn’s story, her automotive roots, and her leadership beliefs. Katelyn dispels some of the myths of the Millennial generation and shares with us how she approaches social media and how she embodies the header on her LinkedIn profile as “Storyteller for the Automotive and Mobility Industry”

    Katelyn is currently a director at Lambert, a nationally ranked top-5 automotive and transportation public relations firm, supporting a number of key accounts in the automotive and mobility space. Prior to joining Lambert, Katelyn was the director of MICHauto, Michigan’s automotive and mobility industry association, and she held corporate affairs and communications positions with a Tier 1 automotive supplier and an OEM. During her career, Katelyn’s projects were recognized with four national awards which included internal communications campaigns and a user-generated social media campaign. Katelyn is a board member of the Automotive Public Relations Council, a co-lead for the Women in Mobility organization, and a graduate of Leadership Detroit Class XLI.

    You can reach Katelyn at https://www.linkedin.com/in/katelynsdavis/

    01:50 – Katelyn’s story

    06:50 – Leadership style

    11:41 – Influencers

    13:48 – The leadership model for the future / Millennials – dispel the myth

    19:06 – The power of the One on One meeting

    22:16 – Being personable and maintaining respect

    24:11 – Your voice on social media

    30:50 – Gravitas

    31:37 – Energy

    34:55 – Mary Barra

    37:35 – Continuous learning

    39:08 – Advice to your 25-year-old self

    41:44 – The legacy

    ]]>Download the 21 traits of authentic leadership e book

    Katelyn Davis believes passionately about the future of the Automotive Industry and her dedication has never wavered even during the difficult times of the downturn she persevered and encouraged others to share her passion. In this episode, you’ll learn about Katelyn’s story, her automotive roots, and her leadership beliefs. Katelyn dispels some of the myths of the Millennial generation and shares with us how she approaches social media and how she embodies the header on her LinkedIn profile as “Storyteller for the Automotive and Mobility Industry”

    Katelyn is currently a director at Lambert, a nationally ranked top-5 automotive and transportation public relations firm, supporting a number of key accounts in the automotive and mobility space. Prior to joining Lambert, Katelyn was the director of MICHauto, Michigan’s automotive and mobility industry association, and she held corporate affairs and communications positions with a Tier 1 automotive supplier and an OEM. During her career, Katelyn’s projects were recognized with four national awards which included internal communications campaigns and a user-generated social media campaign. Katelyn is a board member of the Automotive Public Relations Council, a co-lead for the Women in Mobility organization, and a graduate of Leadership Detroit Class XLI.

    You can reach Katelyn at https://www.linkedin.com/in/katelynsdavis/

    01:50 – Katelyn’s story

    06:50 – Leadership style

    11:41 – Influencers

    13:48 – The leadership model for the future / Millennials – dispel the myth

    19:06 – The power of the One on One meeting

    22:16 – Being personable and maintaining respect

    24:11 – Your voice on social media

    30:50 – Gravitas

    31:37 – Energy

    34:55 – Mary Barra

    37:35 – Continuous learning

    39:08 – Advice to your 25-year-old self

    41:44 – The legacy

    ]]>8d907d66-175e-4a83-a225-d9f3b67bda59Tue, 16 Jun 2020 11:53:00 -040044:31falsefull119191Katelyn Davis believes passionately about the future of the Automotive Industry and her dedication has never wavered even during the difficult times of the downturn she persevered and encouraged others to share her passion. In this episode, you’ll learn about Katelyn’s story, her automotive roots, and her leadership beliefs. Katelyn dispels some of the myths of the Millennial generation and shares with us how she approaches social media.The Quest for Gravitas – Meet the Generation Z CEO – Michael ChimeMove over Millennials, Gen Z is coming through! In this episode, you’ll get inside the mind of a Gen Z CEO, Yale student, football player, and purpose-driven leader.

    Michael Chime is the CEO and founder of Prepared, a company on a mission to pursue a safer world for everyone. Michael and the team created an App that connects schools and emergency services in real-time during crisis situations where every second counts.

    In this episode you’ll learn about vision, passion, courage, defying conventional wisdom, and leadership from a Gen Z point of view.

    https://preparedapp.com/

    02:13 – Michael’s story

    06:39 – Football, the passion, the selection process, the decision

    16:01 – The visualization process

    20:39 – Yale

    22:38 – School shootings, the impact, the purpose

    29:37 – Being authentic

    34:11 – Building the company culture

    42:15 – Personal brand

    47:30 – A typical day

    50:57 – Influencers

    55:41 – Advice to non-Gen Z listeners

    ]]>Move over Millennials, Gen Z is coming through! In this episode, you’ll get inside the mind of a Gen Z CEO, Yale student, football player, and purpose-driven leader.

    Michael Chime is the CEO and founder of Prepared, a company on a mission to pursue a safer world for everyone. Michael and the team created an App that connects schools and emergency services in real-time during crisis situations where every second counts.

    In this episode you’ll learn about vision, passion, courage, defying conventional wisdom, and leadership from a Gen Z point of view.

    https://preparedapp.com/

    02:13 – Michael’s story

    06:39 – Football, the passion, the selection process, the decision

    16:01 – The visualization process

    20:39 – Yale

    22:38 – School shootings, the impact, the purpose

    29:37 – Being authentic

    34:11 – Building the company culture

    42:15 – Personal brand

    47:30 – A typical day

    50:57 – Influencers

    55:41 – Advice to non-Gen Z listeners

    ]]>d7a74c5e-f7df-4325-aa98-97b3bde9768cFri, 29 May 2020 15:22:00 -040001:06:23falsefull118181Move over Millennials, Gen Z is coming through! In this episode, you’ll get inside the mind of a Gen Z CEO, Yale student, football player, and purpose-driven leader. Michael Chime is the CEO and founder of Prepared, a company on a mission to pursue a safer world for everyone. Michael and the team created an App that connects schools and emergency services in real-time. In this episode you’ll learn about vision, passion, courage, defying conventional wisdom, and leadership from a Gen Z point of view.It’s Time for Courage – Inside the mind of Ryan Berman, the man who wrote the book on Courage“Every company should have a potential future fear because fear leads to growth” – Ryan Berman. NOW is the time to face that fear of the unknown and a very uncertain future, NOW is the time to unleash COURAGE in our organizations.  “What could the future of your company look like with an infusion of courage?” – Ryan Berman In 2019 Ryan sparked the courage movement that set out to reinvent businesses by galvanizing people, inspiring leaders, and celebrating courageous action in life and in business. 

    In this episode, you’ll meet Ryan Berman, once an intern at MTV, now a major thought leader in the world of leadership change and branding and, very much an authentic leader. Ryan is the founder of Courageous, a change consultancy that develops Courage Brands and trains companies on how to operationalize courage through Courage Bootcamp. Ryan has spent a career developing meaningful stories for household brands—like Caesars Entertainment, Major League Baseball, New Era, Subway, and UNICEF—and he believes that courage is the ultimate competitive advantage for any willing business, being or brand. Ryan used the courage methodology detailed in the book Return on Courage to launch his own Courage Brand called Sock Problems, a charitable sock company that socks different problems in the world.

    https://www.couragebrands.com/

    https://www.returnoncourage.com/

    You can reach Ryan on Linkedin at https://www.linkedin.com/in/courageousideas/

    04:41 How we met

    06:56 Ryan’s Story, with a few twists and turns

    14:18 Millennials, change, and the New Normal

    18:58 Back to Ryan’s Story

    38:24 Interviewing leaders for the book, Steve Wilhite, Russell Weiner, Eric Ryan and more

    47:59 Time to put your business in timeout

    49:51 Back to work, where do we start?

    53:49 Fear of failure, trust, and vulnerability

    57:45  Take the mask off

    59:22  Get the rallying cry behind your why

    01:01:57  Advice from Ryan 

    ]]>“Every company should have a potential future fear because fear leads to growth” – Ryan Berman. NOW is the time to face that fear of the unknown and a very uncertain future, NOW is the time to unleash COURAGE in our organizations.  “What could the future of your company look like with an infusion of courage?” – Ryan Berman In 2019 Ryan sparked the courage movement that set out to reinvent businesses by galvanizing people, inspiring leaders, and celebrating courageous action in life and in business. 

    In this episode, you’ll meet Ryan Berman, once an intern at MTV, now a major thought leader in the world of leadership change and branding and, very much an authentic leader. Ryan is the founder of Courageous, a change consultancy that develops Courage Brands and trains companies on how to operationalize courage through Courage Bootcamp. Ryan has spent a career developing meaningful stories for household brands—like Caesars Entertainment, Major League Baseball, New Era, Subway, and UNICEF—and he believes that courage is the ultimate competitive advantage for any willing business, being or brand. Ryan used the courage methodology detailed in the book Return on Courage to launch his own Courage Brand called Sock Problems, a charitable sock company that socks different problems in the world.

    https://www.couragebrands.com/

    https://www.returnoncourage.com/

    You can reach Ryan on Linkedin at https://www.linkedin.com/in/courageousideas/

    04:41 How we met

    06:56 Ryan’s Story, with a few twists and turns

    14:18 Millennials, change, and the New Normal

    18:58 Back to Ryan’s Story

    38:24 Interviewing leaders for the book, Steve Wilhite, Russell Weiner, Eric Ryan and more

    47:59 Time to put your business in timeout

    49:51 Back to work, where do we start?

    53:49 Fear of failure, trust, and vulnerability

    57:45  Take the mask off

    59:22  Get the rallying cry behind your why

    01:01:57  Advice from Ryan 

    ]]>fe0a5d6f-f4a7-4d53-ade7-a6e057ae1922Mon, 11 May 2020 18:29:00 -040001:05:08falsefull117171In this episode, you’ll meet Ryan Berman, once an intern at MTV, now a major thought leader in the world of leadership change and branding and, very much an authentic leader. Ryan is the founder of Courageous, a change consultancy that develops Courage Brands and trains companies on how to operationalize courage through Courage Bootcamp. Ryan has spent a career developing meaningful stories for household brands—like Caesars Entertainment, Major League Baseball, New Era, Subway, and UNICEFWho will you become after the Crisis? Inside the Mind of the last passenger on “The Miracle on the Hudson”We are starting back to work soon and there’s some anxiety around our “New Normal” and exactly what that means, but first a question we must ask and answer for ourselves. A question that holds the answer to how we plan to live the rest of lives, it’s simply this -  How has this crisis changed us?  We explore this topic from a man who has lived his life in 2 distinct parts – BEFORE the plane went down on January 15th, 2009, and AFTER.

    In this episode, you’ll meet Dave Sanderson, the last passenger on US Airways flight 1549 that ditched into the Hudson River.  Dave made many interesting personal leadership choices during that experience but perhaps, more importantly, he made a personal choice on HOW to live his LIFE after the incident. Dave is an inspirational survivor, speaker, and author of the book “Moments Matter”. His thoughts on leadership have made him an internationally sought-out speaker. The last passenger off the back of the plane on that fateful day, he was largely responsible for the well-being and safety of others, risking his own life in frigid water to help other passengers off the plane. Despite the hazards to himself, Sanderson thought only of helping others and emerged from the wreckage with a mission: to encourage others to do the right thing. Today, he travels the globe sharing his inspirational and motivational leadership messages to help people make a difference in how they do business and live their lives.

    https://davesandersonspeaks.com/

    You can reach Dave on LinkedIn at  https://www.linkedin.com/in/hiredavesanderson/

    03:00   Dave’s story

    11:45   Throw the baby! / when people freeze

    14:33   It’s not always the person with the title

    17:12   You asked General Norman Schwarzkopf - what?

    21:42   Life Before and after January 15

    36:19 No one dies today

    42:17   Challenging bureaucracy

    51:31   The morning routine

    1:00:03  I made a choice

    ]]>We are starting back to work soon and there’s some anxiety around our “New Normal” and exactly what that means, but first a question we must ask and answer for ourselves. A question that holds the answer to how we plan to live the rest of lives, it’s simply this -  How has this crisis changed us?  We explore this topic from a man who has lived his life in 2 distinct parts – BEFORE the plane went down on January 15th, 2009, and AFTER.

    In this episode, you’ll meet Dave Sanderson, the last passenger on US Airways flight 1549 that ditched into the Hudson River.  Dave made many interesting personal leadership choices during that experience but perhaps, more importantly, he made a personal choice on HOW to live his LIFE after the incident. Dave is an inspirational survivor, speaker, and author of the book “Moments Matter”. His thoughts on leadership have made him an internationally sought-out speaker. The last passenger off the back of the plane on that fateful day, he was largely responsible for the well-being and safety of others, risking his own life in frigid water to help other passengers off the plane. Despite the hazards to himself, Sanderson thought only of helping others and emerged from the wreckage with a mission: to encourage others to do the right thing. Today, he travels the globe sharing his inspirational and motivational leadership messages to help people make a difference in how they do business and live their lives.

    https://davesandersonspeaks.com/

    You can reach Dave on LinkedIn at  https://www.linkedin.com/in/hiredavesanderson/

    03:00   Dave’s story

    11:45   Throw the baby! / when people freeze

    14:33   It’s not always the person with the title

    17:12   You asked General Norman Schwarzkopf - what?

    21:42   Life Before and after January 15

    36:19 No one dies today

    42:17   Challenging bureaucracy

    51:31   The morning routine

    1:00:03  I made a choice

    ]]>868ba6d7-4a27-420e-a3c5-c69fc7d3ae17Mon, 27 Apr 2020 16:00:00 -040001:05:14falsefull116161We are starting back to work soon and there’s some anxiety around our “New Normal” and exactly what that means, but first a question we must ask and answer for ourselves, it’s simply this - How has this crisis changed us? We explore this topic from a man who has lived his life in 2 distinct parts – BEFORE the plane went down on January 15th, 2009, and AFTER. In this episode, you’ll meet Dave Sanderson, the last passenger on US Airways flight 1549 that ditched into the Hudson River.Leading through the Crisis and Beyond - Time to reconnect with your company vision and your legacy – Insights from John Anderson – Co Founder of The CEO Advantage and Author of Replace RetirementDuring the pandemic, as routines are turned upside down and corporate playbooks tossed aside, John Anderson—entrepreneur and author of Replace Retirement—brings a fresh perspective on leadership, vision, and the concept of Retirement with his rallying call: “Don’t retire, refire.”

    John’s story starts at IBM, where he began his career before building a successful office furniture business.  Along the way, he found mentorship in Verne Harnish and worked with thought leaders like Jim Collins and Patrick Lencioni to develop transformative coaching practices for executives.

    A key part of his approach is the 10-year vision—a tool he uses to help leaders set clear goals, handle challenges, and align personal and professional priorities. Inspired by Ari Weinzweig’s visioning methods and Stephen Covey’s focus on “what matters,” John explains how leaders can use a long-term vision to guide their teams, even in uncertain times.

    Instead of chasing the traditional “work-life balance,” John suggests focusing on energy management. For him, a fulfilling life is about identifying what energizes you and intentionally designing your career and personal life to maximize those pursuits.

    Throughout the episode, you’ll hear advice, including tips on developing vision statements, communicating transparently during crises, and building routines that support personal and professional growth.

    By the end, John inspires listeners to rethink their legacy and embrace self-transformation, regardless of age. For leaders facing uncertainty or figuring out their next steps, his insights provide a roadmap to navigating change with confidence, resilience, and a renewed sense of purpose.

    Featured guest: John Anderson

    What he does: John Anderson is a business advisor, entrepreneur, and co-founder of The CEO Advantage, a coaching and consulting firm dedicated to helping organizations achieve exceptional results. With extensive experience guiding companies across public and private sectors, John specializes in helping executives and entrepreneurs develop clear visions, build strong management teams, and drive meaningful outcomes. He is also the founder of Replace Retirement, where he inspires leaders of all ages to rethink their future, adopt an exponential mindset, and craft a purposeful, rewarding, and fulfilling life plan.

    
    

    Mentioned in this episode:

    • REPLACE RETIREMENT: Living Your Legacy in the Exponential Age
    • CREATE YOUR LEGACY MAP™
    
    

    
    

    Episode Highlights:

    [00:04:16] John’s story

    [00:09:54] Developing a vision for your business

    [00:22:21] Crisis leadership style

    [00:26:16] A daily routine to set you up for success

    [00:41:45] Time to rethink retirement

    [01:03:55] The tapestry of your life

    [01:12:05] Your legacy map

    [01:14:38] This is the time

    ]]>During the pandemic, as routines are turned upside down and corporate playbooks tossed aside, John Anderson—entrepreneur and author of Replace Retirement—brings a fresh perspective on leadership, vision, and the concept of Retirement with his rallying call: “Don’t retire, refire.”

    John’s story starts at IBM, where he began his career before building a successful office furniture business.  Along the way, he found mentorship in Verne Harnish and worked with thought leaders like Jim Collins and Patrick Lencioni to develop transformative coaching practices for executives.

    A key part of his approach is the 10-year vision—a tool he uses to help leaders set clear goals, handle challenges, and align personal and professional priorities. Inspired by Ari Weinzweig’s visioning methods and Stephen Covey’s focus on “what matters,” John explains how leaders can use a long-term vision to guide their teams, even in uncertain times.

    Instead of chasing the traditional “work-life balance,” John suggests focusing on energy management. For him, a fulfilling life is about identifying what energizes you and intentionally designing your career and personal life to maximize those pursuits.

    Throughout the episode, you’ll hear advice, including tips on developing vision statements, communicating transparently during crises, and building routines that support personal and professional growth.

    By the end, John inspires listeners to rethink their legacy and embrace self-transformation, regardless of age. For leaders facing uncertainty or figuring out their next steps, his insights provide a roadmap to navigating change with confidence, resilience, and a renewed sense of purpose.

    Featured guest: John Anderson

    What he does: John Anderson is a business advisor, entrepreneur, and co-founder of The CEO Advantage, a coaching and consulting firm dedicated to helping organizations achieve exceptional results. With extensive experience guiding companies across public and private sectors, John specializes in helping executives and entrepreneurs develop clear visions, build strong management teams, and drive meaningful outcomes. He is also the founder of Replace Retirement, where he inspires leaders of all ages to rethink their future, adopt an exponential mindset, and craft a purposeful, rewarding, and fulfilling life plan.

    
    

    Mentioned in this episode:

    • REPLACE RETIREMENT: Living Your Legacy in the Exponential Age
    • CREATE YOUR LEGACY MAP™
    
    

    
    

    Episode Highlights:

    [00:04:16] John’s story

    [00:09:54] Developing a vision for your business

    [00:22:21] Crisis leadership style

    [00:26:16] A daily routine to set you up for success

    [00:41:45] Time to rethink retirement

    [01:03:55] The tapestry of your life

    [01:12:05] Your legacy map

    [01:14:38] This is the time

    ]]>98697f93-245d-4902-97e1-e1ba616e12e3Mon, 20 Apr 2020 11:15:00 -040001:20:34falsefull115151How well has your vision guided you through the crisis? What’s next for you? your team, your company? This is the perfect time to reconnect with your purpose and define your driving force. John Anderson is a lifelong business strategist and entrepreneur. Through his recently published book Replace Retirement: Living Your Legacy in the Exponential Age, and in his coaching business Anderson shares his passion for living the second half of life better than the first half.Leading through the Crisis - How to Handle Communication – Insights from Jim Bianchi, President of Bianchi Public RelationsHow we communicate will set the tone for how we lead through this crisis and set the stage for how we lead AFTER the crisis, in the world of the new normal. Relationships with ALL stakeholders are critical to our success and how we navigate the complex world of communication right now during the crisis will either cement those relationships to build a strong foundation for the future or destroy them. This is an opportunity to galvanize the team, the business and maybe even the industry.

    Communication is one of the key traits of authentic leadership and in this episode,  we look to an industry veteran in the field to help us understand and explore this topic.

    Meet Jim Bianchi,  President, Bianchi Public Relations, with more than 35 years of experience on both the corporate and agency sides, Jim is a senior, hands-on PR professional directing Bianchi Public Relations, a Detroit area firm recognized nationally for its expertise in working with automotive and technology suppliers.

    Jim’s firm has been named among the “Best of Michigan Business” and one of "101 Best & Brightest Companies” in Metro Detroit … and has been ranked by PR industry journals as the largest independent PR firm based in Detroit and one of the top technology PR firms in the U.S.

    Inducted into the PRSA Detroit Hall of Fame in 2012 for his contributions to the PR industry, Jim was also named the first recipient of Wayne State University Department of Communication’s Alumni Achievement Award in 2003. And around Detroit, Jim is often called “the dean of auto supplier PR.”

    Jim received a Bachelor of Arts degree in journalism from Wayne State University in Detroit and is accredited in public relations by the Public Relations Society of America (PRSA), Jim is a member of the Automotive Press Association, the Automotive Public Relations Council, the Detroit Chapter of PRSA, the Detroit Regional Chamber of Commerce, the Troy Chamber of Commerce and the Marketing & Sales Executives of Detroit. He is also an affiliate member of the Society of Automotive Engineers and has served as a judge for the International Automotive Media Competition awards.

    https://www.bianchipr.com/    https://www.linkedin.com/in/jbianchi/

    02:36 Jim’s story

    04:25 Emotional turmoil / bring calm

    08:57 Global impact

    12:51 Audio, video & written

    14:50 Authenticity

    15:42 The Trump / Cuomo comparison

    19:43 Employee engagement / after the crisis

    23:02 The supply chain impact /dealing with all stakeholders

    36:12 Management by talking around

    38:35 People will remember how you make them feel

    ]]>How we communicate will set the tone for how we lead through this crisis and set the stage for how we lead AFTER the crisis, in the world of the new normal. Relationships with ALL stakeholders are critical to our success and how we navigate the complex world of communication right now during the crisis will either cement those relationships to build a strong foundation for the future or destroy them. This is an opportunity to galvanize the team, the business and maybe even the industry.

    Communication is one of the key traits of authentic leadership and in this episode,  we look to an industry veteran in the field to help us understand and explore this topic.

    Meet Jim Bianchi,  President, Bianchi Public Relations, with more than 35 years of experience on both the corporate and agency sides, Jim is a senior, hands-on PR professional directing Bianchi Public Relations, a Detroit area firm recognized nationally for its expertise in working with automotive and technology suppliers.

    Jim’s firm has been named among the “Best of Michigan Business” and one of "101 Best & Brightest Companies” in Metro Detroit … and has been ranked by PR industry journals as the largest independent PR firm based in Detroit and one of the top technology PR firms in the U.S.

    Inducted into the PRSA Detroit Hall of Fame in 2012 for his contributions to the PR industry, Jim was also named the first recipient of Wayne State University Department of Communication’s Alumni Achievement Award in 2003. And around Detroit, Jim is often called “the dean of auto supplier PR.”

    Jim received a Bachelor of Arts degree in journalism from Wayne State University in Detroit and is accredited in public relations by the Public Relations Society of America (PRSA), Jim is a member of the Automotive Press Association, the Automotive Public Relations Council, the Detroit Chapter of PRSA, the Detroit Regional Chamber of Commerce, the Troy Chamber of Commerce and the Marketing & Sales Executives of Detroit. He is also an affiliate member of the Society of Automotive Engineers and has served as a judge for the International Automotive Media Competition awards.

    https://www.bianchipr.com/    https://www.linkedin.com/in/jbianchi/

    02:36 Jim’s story

    04:25 Emotional turmoil / bring calm

    08:57 Global impact

    12:51 Audio, video & written

    14:50 Authenticity

    15:42 The Trump / Cuomo comparison

    19:43 Employee engagement / after the crisis

    23:02 The supply chain impact /dealing with all stakeholders

    36:12 Management by talking around

    38:35 People will remember how you make them feel

    ]]>dc3eaa83-2817-4297-a50c-34fdf724e7d0Mon, 13 Apr 2020 11:43:00 -040040:12falsefull114141How we communicate will set the tone for how we lead through this crisis and set the stage for how we lead AFTER the crisis, in the world of the new normal. Relationships with ALL stakeholders are critical to our success and how we navigate the complex world of communication right now during the crisis will either cement those relationships to build a strong foundation for the future or destroy them. This is an opportunity to galvanize the team, the business and maybe even the industry.Leading through the Crisis - The Wartime Refugee Perspective with Mira GriffithsLast week we explored leadership insights from that elite group of warriors known as the Navy SEALS, well trained for combat in extreme, uncertain and unstable times. This week we take a different perspective, still very much within the scope of leading through a crisis, dealing with an enemy, riding the emotional roller coaster of our entirely changed lives but this time through the lens of a wartime refugee.  What can we learn from her experience? How did she make the shift from victim to inspirational coach? Why this crisis can be a source for creativity to flourish and why authentic leadership is so important right now – TODAY!

    In this episode you’ll meet Mira Griffiths, Mira grew up in the time of the civil war in the country previously known as Yugoslavia, she and her family had to flee the city she was born in and leave everything to be destroyed during the war. Mira has since lived and worked in Serbia, UAE & Germany and her work has always been related to helping people overcome the consequences of physical and psychological trauma, loss and pain in their life in general, relationships, work, and the future. Helping them understand who they are and how their experience is created which consequently brings back authenticity, aliveness, courage, creativity, joy, love and compassion back in their lives.

    ​Mira has a BSc in Physiotherapy, Advanced Diploma in Hypnotherapy, Counselling and Psychology, Diploma in CBT (Cognitive Behavioural Therapy) and Advanced Pain Management, and she has completed her NLP (Neuro-Linguistic Programming) Masters, is a Certified NLP and Certified Clarity Coach. She also studied emotions and human behavior through the Paul Eckman International Institute. Mira is a co-founder along with her husband, Peter Griffiths of The Mind Takeaway, a company committed to supporting leaders to grow and become the best that they can be.  Mira and Peter have created a groundbreaking online program people can join from any part of the world, visit   https://www.themindtakeaway.com/authentic-leadership-project for more information or contact Mira directly via email  info@themindtakeaway.com 

    Mira and Peter firmly believe the world needs more compassionate and authentic leaders who are able to meet the complex needs of the everchanging environments we live and work in. 

    ]]>Last week we explored leadership insights from that elite group of warriors known as the Navy SEALS, well trained for combat in extreme, uncertain and unstable times. This week we take a different perspective, still very much within the scope of leading through a crisis, dealing with an enemy, riding the emotional roller coaster of our entirely changed lives but this time through the lens of a wartime refugee.  What can we learn from her experience? How did she make the shift from victim to inspirational coach? Why this crisis can be a source for creativity to flourish and why authentic leadership is so important right now – TODAY!

    In this episode you’ll meet Mira Griffiths, Mira grew up in the time of the civil war in the country previously known as Yugoslavia, she and her family had to flee the city she was born in and leave everything to be destroyed during the war. Mira has since lived and worked in Serbia, UAE & Germany and her work has always been related to helping people overcome the consequences of physical and psychological trauma, loss and pain in their life in general, relationships, work, and the future. Helping them understand who they are and how their experience is created which consequently brings back authenticity, aliveness, courage, creativity, joy, love and compassion back in their lives.

    ​Mira has a BSc in Physiotherapy, Advanced Diploma in Hypnotherapy, Counselling and Psychology, Diploma in CBT (Cognitive Behavioural Therapy) and Advanced Pain Management, and she has completed her NLP (Neuro-Linguistic Programming) Masters, is a Certified NLP and Certified Clarity Coach. She also studied emotions and human behavior through the Paul Eckman International Institute. Mira is a co-founder along with her husband, Peter Griffiths of The Mind Takeaway, a company committed to supporting leaders to grow and become the best that they can be.  Mira and Peter have created a groundbreaking online program people can join from any part of the world, visit   https://www.themindtakeaway.com/authentic-leadership-project for more information or contact Mira directly via email  info@themindtakeaway.com 

    Mira and Peter firmly believe the world needs more compassionate and authentic leaders who are able to meet the complex needs of the everchanging environments we live and work in. 

    ]]>84c98129-e9aa-49ab-ba0e-df1a2c2a4045Mon, 06 Apr 2020 09:00:00 -040041:44falsefull113131In this episode you’ll meet Mira Griffiths, Mira grew up in the time of the civil war in the country previously known as Yugoslavia, she and her family had to flee the city she was born in and leave everything to be destroyed during the war. What can we learn from her experience? How did she make the shift from victim to inspirational coach? Why this crisis can be a source for creativity to flourish and why authentic leadership is so important right now – TODAY!Leading through the Crisis - The Navy SEAL Perspective with Nick NorrisIt's Sunday, March 29th, 2020 and we are in the midst of a global crisis, the COVID 19 crisis.  Leaders are challenged with an unprecedented situation where there is no corporate playbook to follow and very little evidence of contingency planning.

    Where can we look for guidance? for leadership insight in this time of crisis, this time of uncertainty - who is ever really trained for this?

    The answer – the military – and we look to an elite group of warriors known as the NAVY SEALS

    In this episode, you’ll meet Nick Norris. Nick was clearly born to serve, he not only served his country as a Navy SEAL but continues to serve the Navy SEAL community with his active involvement with the C4 foundation www.c4foundation.org  . The C4 Foundation honors the legacy of Charles Humphrey Keating IV, a heroic Navy SEAL who gave his life defending our country and the freedoms we enjoy.

    Nick also serves in his current role as CEO and co-founder of Protect Products, a wellness company committed to positively impacting customer health with both personal care products and nutritional supplements. www.protektproducts.com

    Nick embodies the qualities of his brand and this is EXACTLY the type of leadership we need right now, leading through this crisis can be the most rewarding and, yes, exhilarating experience of our lifetime if we step up and embrace this leadership opportunity right NOW!

    06:42 Nick Norris – Nick’s story

    09:43 Contingency planning is everything

    12:08 Why are SEALS so effective?

    14:47 Micromanagement – The handicap

    17:51 Trust and Hell Week

    19:56 Love and compassion

    23:55 Calm breeds calm

    27:30 A time for creativity

    30:59 Balancing emotions and vulnerability

    36:22 The sand table

    46:47 Dealing with toxic employees

    51:35 Can you trust too much?

    54:09 Extreme sports, pushing the limits, inside your head

    1:03:05 Starting your day and Nick’s morning routine

    1:07:49 Changing habits

    ]]>It's Sunday, March 29th, 2020 and we are in the midst of a global crisis, the COVID 19 crisis.  Leaders are challenged with an unprecedented situation where there is no corporate playbook to follow and very little evidence of contingency planning.

    Where can we look for guidance? for leadership insight in this time of crisis, this time of uncertainty - who is ever really trained for this?

    The answer – the military – and we look to an elite group of warriors known as the NAVY SEALS

    In this episode, you’ll meet Nick Norris. Nick was clearly born to serve, he not only served his country as a Navy SEAL but continues to serve the Navy SEAL community with his active involvement with the C4 foundation www.c4foundation.org  . The C4 Foundation honors the legacy of Charles Humphrey Keating IV, a heroic Navy SEAL who gave his life defending our country and the freedoms we enjoy.

    Nick also serves in his current role as CEO and co-founder of Protect Products, a wellness company committed to positively impacting customer health with both personal care products and nutritional supplements. www.protektproducts.com

    Nick embodies the qualities of his brand and this is EXACTLY the type of leadership we need right now, leading through this crisis can be the most rewarding and, yes, exhilarating experience of our lifetime if we step up and embrace this leadership opportunity right NOW!

    06:42 Nick Norris – Nick’s story

    09:43 Contingency planning is everything

    12:08 Why are SEALS so effective?

    14:47 Micromanagement – The handicap

    17:51 Trust and Hell Week

    19:56 Love and compassion

    23:55 Calm breeds calm

    27:30 A time for creativity

    30:59 Balancing emotions and vulnerability

    36:22 The sand table

    46:47 Dealing with toxic employees

    51:35 Can you trust too much?

    54:09 Extreme sports, pushing the limits, inside your head

    1:03:05 Starting your day and Nick’s morning routine

    1:07:49 Changing habits

    ]]>b6146380-e51c-484f-ab6e-eebadc7d8e18Mon, 30 Mar 2020 01:30:00 -040001:12:21falsefull112121It's Sunday, March 29th, 2020 and we are in the midst of a global crisis, the COVID 19 crisis. Leaders are challenged with an unprecedented situation where there is no corporate playbook to follow. Where can we look for guidance? for leadership insight in this time of crisis, this time of uncertainty - who is ever really trained for this? The answer – the military – and we look to an elite group of warriors known as the NAVY SEALS In this episode, you’ll meet Nick Norris.Leading through the Crisis / The Emotional Intelligence View with Cathy MottHow was your week? Adjusting to life with the new norm?

    Do you have the new work routine set up and your teams all charging ahead? Working from home all figured out?

    My answer is - NO, not even close, I wasn't nearly as productive as I wanted to be, I struggled to get out of bed, keep my energy up and focus on anything for more than 5 minutes. I was angry, scared, emotional and at times a bit crazy.

    I craved interaction with other people, and I judged myself for not being productive and not having the willpower to pull through it.  What happened to me?

    In this episode, we explore the rollercoaster of emotions many of us went through last week through the eyes of an Emotional Intelligence expert and coach, Cathy Mott

    We explore the grief cycle, the 4 quadrants of emotional intelligence, active listening, vulnerability, fear, why we need to lead ourselves first before leading others and much more.

    There are valuable insights to share as we step up and lead through this crisis.

    00:53 What happened to me last week

    08:03 The grief cycle

    10:20 Take the space you need

    11:16 Judging yourself

    14:34 Active listening

    20:24 Vulnerability/strength and balance

    22:51 Time to be tough?

    23:58 Coaching questions

    26:10 The 4 stages of Emotional Intelligence

    29:20 Resilience

    31:16 Taking action and accountability

    37:27 Advice from Cathy as we face Monday

    ]]>How was your week? Adjusting to life with the new norm?

    Do you have the new work routine set up and your teams all charging ahead? Working from home all figured out?

    My answer is - NO, not even close, I wasn't nearly as productive as I wanted to be, I struggled to get out of bed, keep my energy up and focus on anything for more than 5 minutes. I was angry, scared, emotional and at times a bit crazy.

    I craved interaction with other people, and I judged myself for not being productive and not having the willpower to pull through it.  What happened to me?

    In this episode, we explore the rollercoaster of emotions many of us went through last week through the eyes of an Emotional Intelligence expert and coach, Cathy Mott

    We explore the grief cycle, the 4 quadrants of emotional intelligence, active listening, vulnerability, fear, why we need to lead ourselves first before leading others and much more.

    There are valuable insights to share as we step up and lead through this crisis.

    00:53 What happened to me last week

    08:03 The grief cycle

    10:20 Take the space you need

    11:16 Judging yourself

    14:34 Active listening

    20:24 Vulnerability/strength and balance

    22:51 Time to be tough?

    23:58 Coaching questions

    26:10 The 4 stages of Emotional Intelligence

    29:20 Resilience

    31:16 Taking action and accountability

    37:27 Advice from Cathy as we face Monday

    ]]>d8ccabb9-2b8f-4405-9bfb-8f0c48f6a564Mon, 23 Mar 2020 00:12:00 -040041:22falsefull111111How was your week? Adjusting to life with the new norm? My answer is - NO, not even close, I wasn't nearly as productive as I wanted to be, I struggled to get out of bed, keep my energy up and focus on anything for more than 5 minutes. I was angry, scared, emotional and at times a bit crazy. What happened to me? In this episode, we explore the rollercoaster of emotions many of us went through last week through the eyes of an Emotional Intelligence expert and coach, Cathy MottAre you ready to lead through the COVID19 crisis?These are troubling times indeed yet they open up an opportunity to connect with people on a deep and meaningful level like never before.

    It's time to step up and embrace one of the most rewarding leadership experiences of our lifetime. Are you ready?

    In this episode, we cover exactly what it takes to lead through this crisis.

    Staying positive

    Providing meaning

    Galvanizing the team

    Fears of leading a remote team

    Trust issues?

    How to manage the demands of the family when you work from home

    Technical tips

    Designing your workspace

    and much more.

    ]]>These are troubling times indeed yet they open up an opportunity to connect with people on a deep and meaningful level like never before.

    It's time to step up and embrace one of the most rewarding leadership experiences of our lifetime. Are you ready?

    In this episode, we cover exactly what it takes to lead through this crisis.

    Staying positive

    Providing meaning

    Galvanizing the team

    Fears of leading a remote team

    Trust issues?

    How to manage the demands of the family when you work from home

    Technical tips

    Designing your workspace

    and much more.

    ]]>f6d955f2-33f0-4cfd-b904-8774f5879a2fSat, 14 Mar 2020 00:28:00 -040029:34falsefull110101These are troubling times indeed yet they open up an opportunity to connect with people on a deep and meaningful level like never before. It's time to step up and embrace one of the most rewarding leadership experiences of our lifetime. Are you ready? In this episode, we cover exactly what it takes to lead through this crisis. Staying positive Providing meaning Galvanizing the team Fears of leading a remote team How to manage the demands of the family when you work from homeThe Quest for Gravitas with Heather Klish, Global Vice President Logistics & Lean Manufacturing – DelphiDownload the 21 traits of authentic leadership e book

    (Recorded when Heather was Global Vice President Logistics & Lean Manufacturing – Delphi)

    Meet Heather Klish, Heather is the daughter of a GM tool & die maker on a mission to positively impact American manufacturing and she’s rocking it.

    Tune in to hear how she prioritizes family, faith, career, and fitness and how her leadership compass and moral compass guide her leadership philosophy.

    In this episode, you can expect to hear how Heather transformed herself from an introverted engineer to a global leader who clearly recognizes “It’s a people business”

    We explore how the power of visualization and positive affirmation early on in her career impacted her life. How she galvanizes people around a vision and drives accountability into the details yet staying true to her firm belief in empowerment and fully supporting her team.  We go deep into Trust, the speed of trust and the hard-line impact on a business. All of this and more…..

    There are valuable insights to share as we pursue our quest to find GRAVITAS.

    03:27 Heather’s story

    07:27 Why did you pick manufacturing?  

    08:57 Leadership style

    12:11 The power of negative knowledge

    13:11 Evolving from that introverted engineer

    15:06 Mentors and the power of visualization

    17:05 Galvanizing a team around a vision

    21:17 Detail-oriented or micromanager?

    23:46 Gravitas

    27:16 Lead by example, leadership compass

    29:06 Hot buttons

    30:06 Advice to your 25year old self

    32:00 Working through fear – coaching

    34:25 Leading yourself

    36:41 Saying NO

    39:42 Positive energy

    42:40 Advice to an emerging leader

    ]]>Download the 21 traits of authentic leadership e book

    (Recorded when Heather was Global Vice President Logistics & Lean Manufacturing – Delphi)

    Meet Heather Klish, Heather is the daughter of a GM tool & die maker on a mission to positively impact American manufacturing and she’s rocking it.

    Tune in to hear how she prioritizes family, faith, career, and fitness and how her leadership compass and moral compass guide her leadership philosophy.

    In this episode, you can expect to hear how Heather transformed herself from an introverted engineer to a global leader who clearly recognizes “It’s a people business”

    We explore how the power of visualization and positive affirmation early on in her career impacted her life. How she galvanizes people around a vision and drives accountability into the details yet staying true to her firm belief in empowerment and fully supporting her team.  We go deep into Trust, the speed of trust and the hard-line impact on a business. All of this and more…..

    There are valuable insights to share as we pursue our quest to find GRAVITAS.

    03:27 Heather’s story

    07:27 Why did you pick manufacturing?  

    08:57 Leadership style

    12:11 The power of negative knowledge

    13:11 Evolving from that introverted engineer

    15:06 Mentors and the power of visualization

    17:05 Galvanizing a team around a vision

    21:17 Detail-oriented or micromanager?

    23:46 Gravitas

    27:16 Lead by example, leadership compass

    29:06 Hot buttons

    30:06 Advice to your 25year old self

    32:00 Working through fear – coaching

    34:25 Leading yourself

    36:41 Saying NO

    39:42 Positive energy

    42:40 Advice to an emerging leader

    ]]>176a0872-7212-4fee-b58e-67b3dc542ef5Mon, 09 Mar 2020 06:30:00 -040045:36falsefull1991Meet Heather Klish, Heather is the daughter of a GM tool & die maker on a mission to positively impact American manufacturing and she’s rocking it. Tune in to hear how she priorities family, faith, career and fitness and how her leadership compass and moral compass guide her leadership philosophy. In this episode, you can expect to hear how Heather transformed herself from an introverted engineer to a global leader who clearly recognizes “It’s a people business”The Quest for Gravitas with Kristy Fercho, President of Mortgage – Flagstar Bank – Vice Chair Mortgage Bankers Association(Recorded when Kristy was President of mortgage at Flagstar bank)

    Meet Kristy Fercho, the daughter of a track coach from Compton CA on a mission to help people achieve the American dream of homeownership and she’s rocking it! a leader with GRAVITAS exuding warmth, competency, and connection. Three words describe Kristy – Energy, Light, and Grace, you’ll know exactly what that means after you tune in to this podcast.

    In this episode, you can expect to hear how her father’s coaching philosophy influenced her leadership style and drives her to focus on “personal best” for herself and others.

    We explore what happened that day she displayed enormous courage and vulnerability on stage that resulted in an overwhelming outpour of social media attention and support.

    We dive deep into an open and honest discussion about race, gender, industry stereotypes and fitting a corporate mold.

    There are valuable insights to share as we pursue our quest to find GRAVITAS.

    03:00 Kristy’s story

    04:57 Being your best self

    09:22 Staying true to yourself

    12:09 Breaking the mold

    16:41 Attracting Millennials

    18:34 Embracing social media

    22:48 Courage, leadership and vulnerability

    33:01 Advice to your 25-year-old self

    35:42 What’s your legacy?

    36:49 Leadership influence – see people

    41:21 Gravitas - Energy, Grace & Light

    ]]>(Recorded when Kristy was President of mortgage at Flagstar bank)

    Meet Kristy Fercho, the daughter of a track coach from Compton CA on a mission to help people achieve the American dream of homeownership and she’s rocking it! a leader with GRAVITAS exuding warmth, competency, and connection. Three words describe Kristy – Energy, Light, and Grace, you’ll know exactly what that means after you tune in to this podcast.

    In this episode, you can expect to hear how her father’s coaching philosophy influenced her leadership style and drives her to focus on “personal best” for herself and others.

    We explore what happened that day she displayed enormous courage and vulnerability on stage that resulted in an overwhelming outpour of social media attention and support.

    We dive deep into an open and honest discussion about race, gender, industry stereotypes and fitting a corporate mold.

    There are valuable insights to share as we pursue our quest to find GRAVITAS.

    03:00 Kristy’s story

    04:57 Being your best self

    09:22 Staying true to yourself

    12:09 Breaking the mold

    16:41 Attracting Millennials

    18:34 Embracing social media

    22:48 Courage, leadership and vulnerability

    33:01 Advice to your 25-year-old self

    35:42 What’s your legacy?

    36:49 Leadership influence – see people

    41:21 Gravitas - Energy, Grace & Light

    ]]>b6c51654-5349-4a5c-ab9b-897834bbcc6dSun, 01 Mar 2020 22:30:00 -040044:38falsefull1881Meet Kristy Fercho, the daughter of a track coach from Compton CA on a mission to help people achieve the American dream of homeownership. In this episode, you can expect to hear how her father’s coaching philosophy influenced her leadership style and drives her to focus on “personal best” for herself and others. We explore what happened that day she displayed enormous courage and vulnerability on stage.Meet Nick Skislak , Founder of SS Digital MediaMeet Nick Skislak, Nick comes from the small town of Sparta, Michigan and learned very quickly how to rock Google ad words like Gary Vaynerchuck. Nick made the bold decision to launch his business in 2008 in the metro Detroit area and he’s never looked back. Nick is a Millennial leading a company of multi-generational employees and he embodies all the traits of leadership we need for the future.

    In this episode, you can expect to hear how Nick made the shift from being “in the weeds” on everything to trusting, delegating and letting go. He talks openly about having “the tough conversations” with his team and his thoughts around “radical transparency” and what that really means.

    We go deep into trust, safety, complacency, vulnerability and the creative process. Nick sees his role as a guide and mentor.  “We’re here to make each other better” and “We’re arm in arm” are quotes driving his leadership philosophy. 

    Nick is passionate about breaking down silos and you’ll hear why and how he does that.

    One of his favorite quotes comes from The Andy Griffith Show, “I’d rather be nice than right”

    There are valuable insights to share as we pursue our quest to find GRAVITAS.

    ]]>Meet Nick Skislak, Nick comes from the small town of Sparta, Michigan and learned very quickly how to rock Google ad words like Gary Vaynerchuck. Nick made the bold decision to launch his business in 2008 in the metro Detroit area and he’s never looked back. Nick is a Millennial leading a company of multi-generational employees and he embodies all the traits of leadership we need for the future.

    In this episode, you can expect to hear how Nick made the shift from being “in the weeds” on everything to trusting, delegating and letting go. He talks openly about having “the tough conversations” with his team and his thoughts around “radical transparency” and what that really means.

    We go deep into trust, safety, complacency, vulnerability and the creative process. Nick sees his role as a guide and mentor.  “We’re here to make each other better” and “We’re arm in arm” are quotes driving his leadership philosophy. 

    Nick is passionate about breaking down silos and you’ll hear why and how he does that.

    One of his favorite quotes comes from The Andy Griffith Show, “I’d rather be nice than right”

    There are valuable insights to share as we pursue our quest to find GRAVITAS.

    ]]>96b8fb22-4081-48d5-bb72-7b9980f745c3Mon, 24 Feb 2020 02:36:00 -040044:38falsefull1771In this episode, you can expect to hear how Nick made the shift from being “in the weeds” on everything to trusting, delegating and letting go. He talks openly about having “the tough conversations” with his team and his thoughts around “radical transparency” and what that really means. We go deep into trust, safety, complacency, vulnerability and the creative process. Nick sees his role as a guide and mentor. “We’re here to make each other better”The Quest for Gravitas with Jeneanne Hanley, a recognized transformational leader , Board member of KLA and previously President of Lear E SystemsDownload the 21 traits of authentic leadership e book

    Meet Jeneanne Hanley, a leader with over 25 years’ experience in the automotive industry culminating in her position as President of the E Systems division at Lear Corp, a business with revenues over $5B, 50 sites and 70,000 people. It’s clear that her mission is to match “people with purpose”, she leads with a firm belief in “modeling behavior” and “we win as a team”.  A self-confessed “strategy zealot” and a “list person” Jeneanne takes us through many facets of authentic leadership.

    In this episode, you can expect to hear how she engages a team around a new technology play specifically in the EV space, how they embrace innovation and execute in troubled times, particularly when “there’s fear in the air”. The transition to a company with a Silicon Valley based culture and more.

    You’ll hear insights gleaned from her interview with Mary Barra CEO of General Motors and Jocko Willink, the Navy Seal and co-author of the book “Extreme Ownership”

    There are valuable insights to share as we pursue our quest to find GRAVITAS.

    03:01 Jeneanne’s story

    08:01 The Mary Barra interview

    11:02 2010 – the year of the Volt

    12:27 Fear in the air

    16:08 Innovation – allowing people to experiment

    18:37 Engineers must have a seat at the table

    19:58 Working for a Silicon Valley based company

    22:16 Connecting hearts and minds

    25:59 The Jocko Willink interview

    30:52 Personal accountability

    32:36 Authentic leadership

    40:21 Gravitas

    41:34 Fun and the corporate offsite

    44:31 Advice to my 25-year-old self

    47:08 What’s your legacy?

    ]]>Download the 21 traits of authentic leadership e book

    Meet Jeneanne Hanley, a leader with over 25 years’ experience in the automotive industry culminating in her position as President of the E Systems division at Lear Corp, a business with revenues over $5B, 50 sites and 70,000 people. It’s clear that her mission is to match “people with purpose”, she leads with a firm belief in “modeling behavior” and “we win as a team”.  A self-confessed “strategy zealot” and a “list person” Jeneanne takes us through many facets of authentic leadership.

    In this episode, you can expect to hear how she engages a team around a new technology play specifically in the EV space, how they embrace innovation and execute in troubled times, particularly when “there’s fear in the air”. The transition to a company with a Silicon Valley based culture and more.

    You’ll hear insights gleaned from her interview with Mary Barra CEO of General Motors and Jocko Willink, the Navy Seal and co-author of the book “Extreme Ownership”

    There are valuable insights to share as we pursue our quest to find GRAVITAS.

    03:01 Jeneanne’s story

    08:01 The Mary Barra interview

    11:02 2010 – the year of the Volt

    12:27 Fear in the air

    16:08 Innovation – allowing people to experiment

    18:37 Engineers must have a seat at the table

    19:58 Working for a Silicon Valley based company

    22:16 Connecting hearts and minds

    25:59 The Jocko Willink interview

    30:52 Personal accountability

    32:36 Authentic leadership

    40:21 Gravitas

    41:34 Fun and the corporate offsite

    44:31 Advice to my 25-year-old self

    47:08 What’s your legacy?

    ]]>a5a4ad81-7914-46cf-9204-099585bd6b4aSun, 16 Feb 2020 21:20:00 -040049:58falsefull1661Meet Jeneanne Hanley, a leader with over 25 years’ experience in the automotive industry culminating in her position as President of the E Systems division at Lear Corp, a business with revenues over $5B, 50 sites and 70,000 people. In this episode, you can expect to hear how she engages a team around a new technology play. You’ll hear insights gleaned from her interview with Mary Barra CEO of General Motors and Jocko Willink, the Navy Seal and co-author of the book “Extreme Ownership”The Quest for Gravitas with Kevin Browett , CEO Renaissance Media SolutionsMeet Kevin Browett, Kevin comes from a one red light town in Pennsylvania he rose through the corporate ranks to head up an $18 Billion P&L  and then……..the pivot, a magazine? tune in to hear his story it covers toys, drugs, start-ups, martial arts and more.

    In this episode you can expect to hear about a man who was born to serve, it’s in his DNA, it started with the community he grew up in and continues to be a driving force in his life today as he unites the community. Kevin supports the philosophy of “no man left behind” and practices servant leadership in his professional and personal life.  He holds several board positions, supports charity organizations and is proud to put family first, all of this with a strong sense of personal accountability and a strict workout routine starting at 3AM !

    Kevin speaks openly about failure, lessons learned from the experience and standing up in the boardroom to take the unpopular stand.

    There are valuable insights to share as we pursue our quest to find GRAVITAS.

    03:41 Kevin’s story

    07:11 We want somebody like you

    08:45 Financial bonus or something else - incentives

    11:47 It’s about trust

    12:27 Staying true to yourself when others are not

    19:09 Failure and lessons learned

    21:44 The pivot

    32:06 Personal accountability – 3AM ?

    37:09 Boards, charities and making it all work

    41:59 The GRAVITAS factor

    43:54 What’s your legacy ?

    ]]>Meet Kevin Browett, Kevin comes from a one red light town in Pennsylvania he rose through the corporate ranks to head up an $18 Billion P&L  and then……..the pivot, a magazine? tune in to hear his story it covers toys, drugs, start-ups, martial arts and more.

    In this episode you can expect to hear about a man who was born to serve, it’s in his DNA, it started with the community he grew up in and continues to be a driving force in his life today as he unites the community. Kevin supports the philosophy of “no man left behind” and practices servant leadership in his professional and personal life.  He holds several board positions, supports charity organizations and is proud to put family first, all of this with a strong sense of personal accountability and a strict workout routine starting at 3AM !

    Kevin speaks openly about failure, lessons learned from the experience and standing up in the boardroom to take the unpopular stand.

    There are valuable insights to share as we pursue our quest to find GRAVITAS.

    03:41 Kevin’s story

    07:11 We want somebody like you

    08:45 Financial bonus or something else - incentives

    11:47 It’s about trust

    12:27 Staying true to yourself when others are not

    19:09 Failure and lessons learned

    21:44 The pivot

    32:06 Personal accountability – 3AM ?

    37:09 Boards, charities and making it all work

    41:59 The GRAVITAS factor

    43:54 What’s your legacy ?

    ]]>447bdc67-1c4a-4d1d-bdad-3e151251068bMon, 10 Feb 2020 02:14:00 -040045:30falsefull1551Meet Kevin Browett, Kevin comes from a one red light town in Pennsylvania he rose through the corporate ranks to head up an $18 Billion P&L and then……..the pivot, a magazine? tune in to hear his story it covers toys, drugs, start-ups, martial arts and more.The Quest for Gravitas with Renee Harmon, VP Leadership Coach at United Wholesale Mortgage, they call her “coach” and she has great insights to share about the coaching culture at UWMMeet Renee Harmon, they call her “coach”  and they acknowledge her with a slight tip of the head as they pass her by in the hallways and wide open spaces at United Wholesale Mortgage and you can feel the level of respect and warmth toward her servant leadership approach.

    In this episode you can expect to hear more about the coaching culture at UWM and the training program that supports over 500 + leaders and placed UWM in the top #5 ranking of training teams across the country.

    How technology plays a part in improving employee engagement and a very different approach to the traditional performance review.

    “We’re not the culture police” states Harmon

    There are valuable insights to share as we pursue our quest to find GRAVITAS.

    01:38 Renee’s story

    03:37 The leadership development program

    05:58 People are our greatest asset

    06:31 Did she say retention rate of over 90% ?

    09:34 Not the culture police

    10:12 The team huddle

    12:50 Automotive culture – impact ?

    15:07 Service level agreements

    16:46 Where did the dance party idea come from ?

    23:28 Nurturing psychological safety

    24:54 Technology and the impact on employee engagement

    27:43 Advice to your 25 year old self

    28:24 What’s your legacy ?

    ]]>Meet Renee Harmon, they call her “coach”  and they acknowledge her with a slight tip of the head as they pass her by in the hallways and wide open spaces at United Wholesale Mortgage and you can feel the level of respect and warmth toward her servant leadership approach.

    In this episode you can expect to hear more about the coaching culture at UWM and the training program that supports over 500 + leaders and placed UWM in the top #5 ranking of training teams across the country.

    How technology plays a part in improving employee engagement and a very different approach to the traditional performance review.

    “We’re not the culture police” states Harmon

    There are valuable insights to share as we pursue our quest to find GRAVITAS.

    01:38 Renee’s story

    03:37 The leadership development program

    05:58 People are our greatest asset

    06:31 Did she say retention rate of over 90% ?

    09:34 Not the culture police

    10:12 The team huddle

    12:50 Automotive culture – impact ?

    15:07 Service level agreements

    16:46 Where did the dance party idea come from ?

    23:28 Nurturing psychological safety

    24:54 Technology and the impact on employee engagement

    27:43 Advice to your 25 year old self

    28:24 What’s your legacy ?

    ]]>3bf56454-12e4-4690-951b-4ff643842ec9Mon, 03 Feb 2020 10:00:00 -040031:25falsefull1441In this episode you can expect to hear more about the coaching culture at UWM and the training program that supports over 500 + leaders and placed UWM in the top #5 ranking of training teams 01:38 Renee’s story 03:37 The leadership development program 06:31 Retention rate of over 90% ? 10:12 The team huddle 15:07 Service level agreements 23:28 Nurturing psychological safety 24:54 Technology and the impact on employee engagementThe Quest for Gravitas with Laura Lawson - Chief People Officer - United Wholesale MortgageMeet Laura Lawson, an authentic leader who takes her skills and creativity from her Hollywood job on the Ellen show and becomes the “chief architect of culture” for a mortgage company in Michigan hiring over 3,000 people in 2019.  Laura exemplifies the servant leadership model of leadership and practices it every-day at UWM.  Tune in to hear what this culture is all about and how they make it a reality at UWM.  Yes, there is GRAVITAS in Pontiac Michigan, a city once known for car production.

     

    01:33 Detroit – the mortgage town ?

    03:20 Laura’s story

    05:33 The pivot

    08:18 Our first meeting

    09:28 Ascending to the C suite

    12:16 Culture

    14:30 Blame culture

    15:25 Fun and friendship

    16:45 Coming from automotive ?

    19:44 On-boarding

    21:18 Thumb pointer

    22:47 Coaching

    24:23 Technology

    28:05 Your time

    31:50 Dance party ?

    35:42 What about the metrics ?

    39:01 Advice to leaders going through cultural transformation

    42:47 Does Mat Ishbia have GRAVITAS ?

    45:40 Legacy

    ]]>Meet Laura Lawson, an authentic leader who takes her skills and creativity from her Hollywood job on the Ellen show and becomes the “chief architect of culture” for a mortgage company in Michigan hiring over 3,000 people in 2019.  Laura exemplifies the servant leadership model of leadership and practices it every-day at UWM.  Tune in to hear what this culture is all about and how they make it a reality at UWM.  Yes, there is GRAVITAS in Pontiac Michigan, a city once known for car production.

     

    01:33 Detroit – the mortgage town ?

    03:20 Laura’s story

    05:33 The pivot

    08:18 Our first meeting

    09:28 Ascending to the C suite

    12:16 Culture

    14:30 Blame culture

    15:25 Fun and friendship

    16:45 Coming from automotive ?

    19:44 On-boarding

    21:18 Thumb pointer

    22:47 Coaching

    24:23 Technology

    28:05 Your time

    31:50 Dance party ?

    35:42 What about the metrics ?

    39:01 Advice to leaders going through cultural transformation

    42:47 Does Mat Ishbia have GRAVITAS ?

    45:40 Legacy

    ]]>df74b755-d960-4b93-a9cc-268e922abd89Mon, 27 Jan 2020 10:00:00 -040049:24falsefull1331Meet Laura Lawson, an authentic leader who takes her skills and creativity from her Hollywood job on the Ellen show and becomes the “chief architect of culture” for a mortgage company in Michigan hiring over 3,000 people in 2019. Laura exemplifies the servant leadership model of leadership and practices it every-day at UWM. Tune in to hear what this culture is all about and how they make it a reality at UWM. Yes, there is GRAVITAS in Pontiac Michigan, a city once known for car production.Meet Don Akery, President of TTI AmericasMeet Don Akery, a man who walks the talk when it comes to authentic leadership, a man who knows what it takes to take care of all of his stakeholders, customers, suppliers, owners, and most importantly, employees. We will explore today exactly how he does that and stays true to himself.

    When people come to work at TTI they tend to stay.  The values statement at TTI talks about providing a home and it hasn’t changed in 40 years, the culture has evolved with the times and retained its core values.

    A real southern boy from Atlanta Georgia who sold subscriptions to the Atlanta Newspaper and now runs a Berkshire Hathaway company, Don has valuable insights to share as we pursue our quest to find GRAVITAS.

    02:20 Don’s story

    03:49 Technology and leadership model changes

    05:40 Attracting Millennials

    07:07 Embracing social media

    13:09 The executive roadshow / with a waiting list ?

    20:52 That irresistible quality of leadership

    21:36 The TTI story / the American dream

    23:18 Working for Warren Buffett

    29:48 Positional power vs supportive / coaching leadership

    34:33 Creating a home for people

    40:07 Advice to your 25 year old self

    43:14 What’s your legacy ?

    ]]>Meet Don Akery, a man who walks the talk when it comes to authentic leadership, a man who knows what it takes to take care of all of his stakeholders, customers, suppliers, owners, and most importantly, employees. We will explore today exactly how he does that and stays true to himself.

    When people come to work at TTI they tend to stay.  The values statement at TTI talks about providing a home and it hasn’t changed in 40 years, the culture has evolved with the times and retained its core values.

    A real southern boy from Atlanta Georgia who sold subscriptions to the Atlanta Newspaper and now runs a Berkshire Hathaway company, Don has valuable insights to share as we pursue our quest to find GRAVITAS.

    02:20 Don’s story

    03:49 Technology and leadership model changes

    05:40 Attracting Millennials

    07:07 Embracing social media

    13:09 The executive roadshow / with a waiting list ?

    20:52 That irresistible quality of leadership

    21:36 The TTI story / the American dream

    23:18 Working for Warren Buffett

    29:48 Positional power vs supportive / coaching leadership

    34:33 Creating a home for people

    40:07 Advice to your 25 year old self

    43:14 What’s your legacy ?

    ]]>37c31283-c0e9-47cd-aae8-42fd16a2ccfbMon, 20 Jan 2020 10:00:00 -040046:10falsefull1221When people come to work at TTI they tend to stay. The values statement at TTI talks about providing a home and it hasn’t changed in 40 years, the culture has evolved with the times and retained its core values. A real southern boy from Atlanta Georgia who sold subscriptions to the Atlanta Newspaper and now runs a Berkshire Hathaway company, Don has valuable insights to share as we pursue our quest to find GRAVITAS.Who is Jan and Why the Quest for Gravitas ?In this episode, Jan provides the background on her transformation from farm girl to Automotive executive and her passion for authentic leadership. You’ll hear about the questions that will be asked and answered during the podcast series and the type of guests we can expect to hear from as we launch the quest to find GRAVITAS

    00:27  Jan’s background

    02:45 Moving to America

    04:04 Dial it back, tone down the personality

    04:52 The dream job

    06:10 Now what? aligned to purpose?

    07:04 Start my own business, are you crazy?

    07:50 Launching Gravitas Detroit

    09:34 What is authentic leadership?

    12:28 Have you given yourself permission to lead?

    13:18 The industrial revolution model

    15:18 The types of guests you can expect to hear from

    16:06 Staying true to yourself

    ]]>In this episode, Jan provides the background on her transformation from farm girl to Automotive executive and her passion for authentic leadership. You’ll hear about the questions that will be asked and answered during the podcast series and the type of guests we can expect to hear from as we launch the quest to find GRAVITAS

    00:27  Jan’s background

    02:45 Moving to America

    04:04 Dial it back, tone down the personality

    04:52 The dream job

    06:10 Now what? aligned to purpose?

    07:04 Start my own business, are you crazy?

    07:50 Launching Gravitas Detroit

    09:34 What is authentic leadership?

    12:28 Have you given yourself permission to lead?

    13:18 The industrial revolution model

    15:18 The types of guests you can expect to hear from

    16:06 Staying true to yourself

    ]]>277cd5a5-90da-49e7-8e5f-f54178c24dcbThu, 16 Jan 2020 00:55:00 -040019:20falsefull1111In this episode Jan provides the background on her transformation from farm girl to Automotive executive and her passion around authentic leadership. You’ll hear about the questions that will be asked and answered during the podcast series and the type of guests we can expect to hear from as we launch the quest to find GRAVITASThe Automotive Leaders Podcast, TrailerWelcome to the Automotive Leaders Podcast, where we help you prepare for the future by sharing insights, stories, and skills from leading voices in the automotive world.

    I’m your host, Jan Griffiths — that passionate, rebellious farmer’s daughter from Wales with over 35 years of experience in the auto industry. 

    I’m on a mission to create a more authentic leadership culture, one in which people can thrive.

    “Command and control” as a leadership model is DEAD. Authentic leadership is in.

    It’s time to break the mold.

    So what exactly is authentic leadership and how do you practice it? What are the challenges facing auto industry leaders today?

    We’re in a transformational time. EVs and autonomous driving are entirely new product portfolios. But have our models of leadership and business culture evolved to meet the moment?

    You can’t have one without the other.

    In this podcast, you’ll hear in-depth interviews, powerful insights and fun facts from the people at the forefront of these groundbreaking shifts in the auto industry. 

    We publish a new episode every 2 weeks, one long form guest interview between 40 and 50 minutes followed by a solo episode where I’ll deconstruct the guest interview and go deeper into the leadership traits discussed.

    As a listener, you can also access the 21 traits of authentic leadership pdf  to help you on your leadership journey.

    Download the 21 traits of authentic leadership e book

    Start your journey into authentic leadership today by digging in to our library of episodes with thought leaders such as Stephen M.R. Covey where we focus specifically on the automotive industry and explain why the C & C model is well and truly dead , the author Daniel Pink on the Power of Regret and how this applies to leaders in the auto industry, Sandy Stojkovski CEO of Vitesco, Steve Kiefer former head of global purchasing for GM and Stefan Krause former CEO of Canoo and a recognised leader in the mobility space and many more.

    You can find a complete list that’s easy to navigate on our website, theautomotiveleaderspodcast.com. 

    Easily navigate our back catalogue of episodes

    Each episode has robust show notes to help you navigate the episode along with a full episode transcript.

    If you prefer to watch a video rather than pure audio you can find us on the Gravitas Detroit  YouTube channel 

    Learn more about your host, Jan Griffiths in this short video

    Stay true to yourself, be you , and lead with Gravitas, the hallmark of authentic leadership.

    ]]>Welcome to the Automotive Leaders Podcast, where we help you prepare for the future by sharing insights, stories, and skills from leading voices in the automotive world.

    I’m your host, Jan Griffiths — that passionate, rebellious farmer’s daughter from Wales with over 35 years of experience in the auto industry. 

    I’m on a mission to create a more authentic leadership culture, one in which people can thrive.

    “Command and control” as a leadership model is DEAD. Authentic leadership is in.

    It’s time to break the mold.

    So what exactly is authentic leadership and how do you practice it? What are the challenges facing auto industry leaders today?

    We’re in a transformational time. EVs and autonomous driving are entirely new product portfolios. But have our models of leadership and business culture evolved to meet the moment?

    You can’t have one without the other.

    In this podcast, you’ll hear in-depth interviews, powerful insights and fun facts from the people at the forefront of these groundbreaking shifts in the auto industry. 

    We publish a new episode every 2 weeks, one long form guest interview between 40 and 50 minutes followed by a solo episode where I’ll deconstruct the guest interview and go deeper into the leadership traits discussed.

    As a listener, you can also access the 21 traits of authentic leadership pdf  to help you on your leadership journey.

    Download the 21 traits of authentic leadership e book

    Start your journey into authentic leadership today by digging in to our library of episodes with thought leaders such as Stephen M.R. Covey where we focus specifically on the automotive industry and explain why the C & C model is well and truly dead , the author Daniel Pink on the Power of Regret and how this applies to leaders in the auto industry, Sandy Stojkovski CEO of Vitesco, Steve Kiefer former head of global purchasing for GM and Stefan Krause former CEO of Canoo and a recognised leader in the mobility space and many more.

    You can find a complete list that’s easy to navigate on our website, theautomotiveleaderspodcast.com. 

    Easily navigate our back catalogue of episodes

    Each episode has robust show notes to help you navigate the episode along with a full episode transcript.

    If you prefer to watch a video rather than pure audio you can find us on the Gravitas Detroit  YouTube channel 

    Learn more about your host, Jan Griffiths in this short video

    Stay true to yourself, be you , and lead with Gravitas, the hallmark of authentic leadership.

    ]]>0e4bf38f-9566-413d-aabc-4ce370a12680Wed, 08 Jan 2020 15:45:00 -040005:36falsetrailer11Welcome to the Automotive Leaders Podcast, where we help you prepare for the future by sharing insights, stories, and skills from leading voices in the automotive world. I’m your host, Jan Griffiths — that passionate, rebellious farmer’s daughter from Wales with over 35 years of experience in the auto industry. I’m on a mission to create a more authentic leadership culture, one in which people can thrive.