Finding Gravitas - SoundSage

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Tariffs bought this industry a window. Ramiro Gutierrez, President of North America, ZF Group, is not convinced we are using it.

He has spent 30 years in the automotive industry, and he left it once. Aerospace turned out to be slower than he expected, with cycles running roughly five times longer, and he returned to ZF for engineering. What he came back to is a company spending around 8% of revenue on R&D and now under real pressure to prove that money produces a return.

That pressure is where this conversation starts, and it goes somewhere most tier one interviews do not. Ramiro walks through what his Chinese customers are doing with hardware ZF has already put on the vehicle. A customer looked at ZF’s active suspension and figured out that lifting a wheel lets you change a flat tire without a jack. At CES, ZF showed a tire-noise function built from a damper and a chassis sensor, both already on the car. Same hardware, new functionality, software doing the work.

Meanwhile, the Western specification book has been growing for a hundred years, page after page, all for good reasons, until it moved past anything a customer can feel. The cost is real, and the value is not.

Ramiro is direct about tariffs. He calls them a tool in the sandbox, useful for buying time. He is just as direct about what happens if the industry spends that time defending the status quo instead of closing the gap.

Then there is the leadership half of it. He is president of ZF North America and head of the global steering business unit, sitting between a German foundation owner under enormous pressure and a workforce spread across the US, Mexico, and Canada. His answer to that complexity is not a new org chart. It is communication treated as an investment, people sent to see other realities with their own eyes, consensus built and then closed, and accountability that sounds like “where are we” rather than “why didn’t you.”

The clock is running. Ramiro believes the future is bright. He also believes we have to move.

Themes Discussed in this Episode

Creating value through software, not more hardware
Why Chinese OEMs adopt technology faster
Tariffs as a tool with an expiration date
The hundred-year specification problem
Communication as a leadership investment
Positive accountability without micromanagement
Leading a German-owned business across three countries
Engineering ambition meeting financial discipline

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

🎥 Watch the full episode on YouTube:

https://www.youtube.com/@jangriffithsautomotiveleaders

Featured Guest: Ramiro Gutierrez, President of North America, ZF Group

Ramiro has led ZF Group's North America region since June 2024, based in Northville, Michigan, and he also heads the company's global Steering business unit, which puts him at the center of the by-wire chassis technology ZF is now putting into production.

This is his second tour at ZF. He joined in 2005 as a sales director, rose to senior vice president of sales, and left in 2017 for Aptiv and then Howmet Aerospace, where he was president of Engineered Structures. Thirty years in this industry on both sides of the Atlantic gives him a read on the Chinese market that very few North American executives have.

About Your Host – Jan Griffiths

Jan Griffiths is the champion for culture change and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She brings honesty, energy, and courage to every conversation, proving that authentic, human-centered leadership is the future of the automotive industry.

Mentioned in this Episode:

21 Traits of Authentic Leadership

Episode Highlights[02:14] Two tours at ZF: Ramiro left automotive for aerospace, expecting something different, found the cycles about five times longer, and came back for the engineering.

[06:38] Engineering money has to earn its keep: ZF spends roughly 8% of revenue on engineering, and Ramiro explains why every euro of it now has to show a return.

[08:58] The flat tire that changed the conversation: A customer took ZF’s active suspension and figured out how to lift a wheel instead of using a jack, then how to rock a car out of a sand trap. All of it through software.

[13:42] Cost reduction versus value reduction: Jan asks how to get this thinking into legacy automotive. Ramiro names the trap: taking cost out by taking value out, and the customer feels it.

[15:57] Steer-by-wire and video games at the charger: Decoupling the wheel from the rack opens up functionality nobody paid extra hardware for, and Ramiro names who is doing it first.

[18:58] Tariffs are a tool in the sandbox: Useful for buying time to compete and change. Dangerous if that time creates an artificial bubble instead.

[20:57] Send him to China: Rather than another briefing, Ramiro told his government relations lead to get on a plane, because some realities cannot be explained through words.

[24:57] The engineering dream meets the P&L: As a foundation-owned company rather than a listed one, ZF has always had financials in the room. Ramiro explains why they are now the drumbeat and what that does to culture.

[28:54] A hundred years of specifications: Page after page added for good reasons, until the spec book passed what a customer can perceive. Ramiro’s engineers drive a vehicle from another region and call it no good, and the answer is that people there buy it by the hundreds of thousands.

[31:46] Who are you as a leader: Straightforward, sometimes too direct, consensus first, and then execution. He describes the two kinds of people you find when a commitment slips, and which one you can build an organization on.

Top Quotes

[27:35] Ramiro Gutierrez: “The adoption of technology that we have in front of our Chinese OEMs is exponentially higher than the adoption of technology that we have from our traditional OEMs.”

[34:00] Ramiro Gutierrez: “If you have the first kind of individuals, the only option for you is to go micromanage, and then it’s going to kill you.”

[35:56] Ramiro Gutierrez: “I look at communication as an investment. You invest in getting everybody aligned with what you think is the right thing to do.”

If this episode resonated, share it with a fellow automotive leader and subscribe to The Automotive Leaders Podcast, where we’re shaping the future of authentic leadership in the automotive industry.

This podcast episode is also available on YouTube. Check out our YouTube channel at Jangriffithsautomotiveleaders

Send us your feedback or questions — email Jan at Jan@Gravitasdetroit.com.

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In the automotive industry, we often focus on the vehicle itself, the technology within it, the smart factories, and artificial intelligence. Ford is leading the way in all these areas, even reimagining the assembly line that Henry Ford created back in 1913. However, that is not the whole story. The hardware has never been the main focus.

The real story lies in the culture; it's about how more than 100,000 individuals think, act, and make decisions, and whether they can adapt faster than the legacy companies that were built to move at a different pace.

In this episode of the Automotive Leaders Podcast, Jan Griffiths interviews Bryce Currie, Ford's Chief Manufacturing Officer, who oversees more than 40 plants worldwide. Both Bryce and Jan began their careers in a command-and-control environment, where plant managers were feared, meetings featured thrown books, and no one felt comfortable offering alternative ideas because they weren’t being heard. However, Bryce opted for a different approach. He identifies as a servant leader and has dedicated 51 weeks of his life to traveling by bus to demonstrate his commitment.

These bus tours form the core of their discussion. Over the course of a week, Bryce visits four plants with 50 employees from every level and function, working from 5:30 in the morning until 10:30 at night, all focused on learning to operate Ford's production system in a unified way. This initiative is how Bryce turns culture into a tangible experience for the team. He emphasizes aspects that many leaders overlook: he turns off his phone so his team can learn to operate independently, encourages two ideas from every operator, and uses Thomas Edison's 2,332 inventions as a benchmark for what his team can achieve in a single year.

This conversation explores what it takes to accelerate a company with over a century of history. Trust and kindness are powerful business tools. He advocates for accountability without fear, highlighting that culture should not be viewed as a soft concept; rather, it is the backbone that drives results.

If you’re a leader in this industry, Bryce will illustrate what shifts when you stop trying to control your team and start believing in them.

Themes Discussed in this Episode

Why culture is the real transformation story at Ford
Breaking command and control at the manufacturing scale
Servant leadership across 40-plus Ford plants
The bus tour is a culture change engine
Empowerment over micromanagement in a legacy organization
Activating the minds of 100,000 people
Driving innovation through frontline operator ideas

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

🎥 Watch the full episode on YouTube:

https://www.youtube.com/@jangriffithsautomotiveleaders

Featured Guest: Bryce Currie, Chief Manufacturing Officer at Ford

Bryce is responsible for Ford's global manufacturing operations, producing some of the industry's most dynamic vehicles. He also oversees Ford Global Manufacturing Engineering, Material Planning & Logistics, Advanced Technology & Platforms, and Safety. Currie leads with a commitment to servant leadership, empowering teams to innovate and achieve their full potential. Since joining Ford in 2023, he has applied his Lean expertise to enhance operational performance and cultivate a people-centric culture. He does it through principles of efficiency, waste reduction, collaboration, recognition, and continuous improvement.

About Your Host – Jan Griffiths

Mentioned in this Episode:

21 Traits of Authentic Leadership
Jim Voss and Tenneco's transformation (Episode 186 and Episode 187)
Jim Collins, author of Good to Great

Episode Highlights[03:25] Who Are You as a Leader? Bryce answers with servant leadership and credits his father, who rejected command-and-control back in the '70s and '80s.

[04:26] Unlearning Command and Control: Bryce traces his mindset back to the Toyota Production System and its real lesson: respect for people.

[05:37] Fear Culture That Died: Why the rock-star CEOs of the '90s faded while the people-first leaders lasted.

[08:51] From a Relay Race to a Basketball Court: Jan and Bryce break down the mindset shift from siloed handoffs to a whole team on the floor at once.

[09:19] Inside the Bus Tour: Bryce explains the immersion experience he built in 1991 and how it rewires culture plant by plant.

[14:50] Why He Shuts His Phone Off: Making time with the people the priority, and trusting his team to run without him.

[17:41] Empowerment or Micromanagement: How Bryce pushes real decision-making down through a company over 100 years old.

[19:41] The Pushback and the Right Talent: What happened when a proud, tenured team met a new way of leading.

[27:42] Thomas Edison and the 2,332 Challenge: How one number became a company-wide innovation target that operators blew past.

[32:48] Culture Is Not Soft: Bryce makes the business case with statistical proof and a message for the naysayers.

Top Quotes

[03:45] Bryce Currie: "I believe in people, and innovation comes from people if you treat them the right way."

[05:53] Bryce Currie: "The ones that have stuck around for many, many years are the ones who have believed in the fact that the people are what make the company, and they'll follow the process, but you build it off of that culture."

[34:44] Bryce Currie: "The companies that last, that do it year over year over year, they have that it factor, and that it factor is through the people, and it delivers the results."

This podcast episode is also available on YouTube. Check out our YouTube channel at Jangriffithsautomotiveleaders

Send us your feedback or questions — email Jan at Jan@Gravitasdetroit.com.

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In 1976, an 11-year-old girl from a small farm in Wales stood before a glass case in Greenwich, England, staring at strange uniforms and a document called the Constitution. The exhibition was titled "The British Story of the American Revolution." That was all Jan Griffiths knew of America, what she could see through the glass.

Decades later, she sits in the engine room of that country, in Detroit, at the heart of the auto industry.

This episode marks America's 250th anniversary, and Jan tells her own story to get at something bigger. She takes us from the shop floor at BorgWarner in Kenfig, South Wales, where the smell of oil and coolant hooked her for life, to Muncie, Indiana, to the drive up I-75 when the Detroit skyline first came into view, and something rushed through her. It is the story of what this country and this industry gave a young woman who would not have had the same shot back home in the 1980s. She names the people who believed in her, and she means every one of them.

Then she turns it forward. Jan draws a straight line from Frederick Taylor's work in 1911 and Henry Ford's moving assembly line in 1913 to the management playbook most legacy automakers still run today. The country is 250 years old. The industry's operating system is barely younger, and it has hardly changed. Culture is not soft, she says. Culture is how we behave and how we decide, and the industry does not have another century to sort it out, while Chinese OEMs move at speed, and relay-race handoffs slow down every decision.

She points to Jim Voss and the movement building inside Tenneco as proof of what happens when people rise up for a cause. And she reminds us what Detroit already knows about getting knocked down and coming back, from bankruptcy to two of the Big Three going under and returning stronger.

This is one immigrant's love for two countries and one industry, and a challenge to every leader who still talks about transformation instead of defining it.

Themes Discussed in this Episode

An immigrant's love for two countries
From a Welsh farm to Detroit's engine room
Why culture is not soft
The 100-year-old automotive playbook
Competing with Chinese OEMs on speed
Moving from a relay race to all players on the court
Detroit's grit and comeback story
Leaders defining transformation, not just talking about it

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

🎥 Watch the full episode on YouTube:https://www.youtube.com/@jangriffithsautomotiveleadersAbout Your Host – Jan GriffithsJan Griffiths is the champion for culture change and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She brings honesty, energy, and courage to every conversation, proving that authentic, human-centered leadership is the future of the automotive industry.

Mentioned in this episode* Jim Voss and Tenneco's transformation (Episode 186 and Episode 187) * 21 Traits of Authentic Leadership (free PDF) * Catalyst | Detroit: When AI Meets Manufacturing Reality (September 22nd 2026 | Detroit, Michigan)

Episode Highlights [01:19] Through the glass in Greenwich: Jan takes us to 1976, an 11-year-old on a school trip staring at an exhibition called The British Story of the American Revolution, the first time America was more than something on TV. * [03:03] Hooked on the shop floor: BorgWarner in Kenfig, South Wales, the smell of oil and coolant, and the moment a farm girl fell for automotive manufacturing. * [03:58] "Don't go to Detroit": Why Jan ignored the warnings out of Muncie, took the torque converter job in Sterling Heights, and felt a rush the first time the skyline came into view on I-75. * [07:30] A moment of gratitude: Jan names the people who believed in her and shaped her career, from Paul Humphreys to Lon Offenbacher. * [08:40] You never fully assimilate: What a psychiatrist once told her about immigrants, and why she can love Wales and America at the same time. * [10:53] Culture is not soft: Jan pushes back on the eye-roll, defining culture as how we behave and how we decide, not hierarchy and performative theater. * [11:52] A playbook from 1911: Frederick Taylor's work, Henry Ford's 1913 assembly line, and why the industry's operating system has barely changed since. * [14:43] From relay race to basketball: The handoffs and resistance points that slow legacy automakers, and what it looks like when everyone plays on the court. * [18:09] All in:* Jan's closing challenge to leaders who talk about transformation instead of defining it, and why the industry cannot wait.

Top Quotes[02:44] Jan Griffiths: "Never in my wildest dreams did I think that I would go from peering through the glass at America to being firmly planted in the engine of that country in Detroit, but here we are."

[10:53] Jan Griffiths: "Culture is how we behave. It's how we act. It's our framework for how we make decisions, for how we operate."

[17:23] Jan Griffiths: "Detroit didn't just put America on wheels. It built the model, the system for people to share in that prosperity, and we need that back again."

[18:29] Jan Griffiths: "I am all in on this country, I am all in on this industry, and I am most definitely all in on Detroit."

This podcast episode is also available on YouTube. Check out our YouTube channel at Jangriffithsautomotiveleaders

Send us your feedback or questions — email Jan at Jan@Gravitasdetroit.com.

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In Part 1, Jim Voss, CEO of Tenneco, took on a company in need of a turnaround. In Part 2, he hands you the playbook behind it.

This is the Tenneco Way. Not a poster on a wall. Not a slide deck someone presents once a month. It’s the operating system running a 100-year-old company with more than 60,000 people across 28 countries. And as Jim puts it, it is the company's sustainable competitive advantage.

Jim sees culture as the most powerful advantage a leader can build. It's the thing that drives every result you actually care about, because people drive results, and culture shapes people.

From there, it builds. Simplify, kill the bureaucracy and the silos, and go hunt for friction instead of waiting for it to find you. Organizational velocity, the differentiator Jim believes will separate the winners from everyone else. Tenacious execution, because strategy gets eaten alive without it. Accountability and ownership without a shred of micromanagement. And win, treated as a mindset, not an outcome.

Then Jim gets practical. How do you roll core values out to 60,000 people in 28 countries without peanut-buttering it across the wall? The Tenneco mindset and the power of humility. Why did he grow his own talent through Tenneco University and the P3 standards that went from impossible to gold? This is not the legacy playbook. This is a transformation that actually happened, told by the leader who lived it.

Themes Discussed in this Episode

Why culture is an operating system, not a soft HR initiative
The six gears of the Tenneco Way
Radical candor and building a company where bad news travels fast
Redefining failure: we never fail, we win or we learn
Organizational velocity as the next great competitive differentiator
Accountability and ownership without micromanagement
The Tenneco mindset and the power of humility
P3 standards and the pride that drives performance

🎥 Watch the full episode on YouTube:

https://www.youtube.com/@jangriffithsautomotiveleaders

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

Featured Guest: Jim Voss, CEO at Tenneco

Jim is the CEO of Tenneco, a global automotive supplier with operations spanning 28 countries and more than 60,000 employees. Before joining Tenneco in 2022, he spent more than a decade with Apollo Global Management as an operating advisor and portfolio CEO, leading complex business transformations across multiple industries. With nearly 30 years of leadership experience in industrial, chemical, and manufacturing sectors, Jim is known for driving operational excellence, building high-performance cultures, and leading large-scale turnarounds. He also serves as Chairman of Vacuumschmelze and sits on the boards of ABC Technologies and Kem One.

About Your Host – Jan Griffiths

Mentioned in this Episode:

21 Traits of Authentic Leadership
Execution: The Discipline of Getting Things Done by Bossidy and Charan

Episode Highlights

[01:38] The Tenneco Way: Jim defines it plainly. It is the operating system and the company's sustainable competitive advantage, built on the belief that people drive every result.

[04:18] The six gears: Jan and Jim walk through the framework gear by gear, starting with core values.

[04:35] Radical candor: Start with the truth. Build an organization with the courage and the skills to have the tough conversations that get to the facts.

[08:11] Bad news travels fast: Jim's tell for a healthy culture. In most companies, good news flies and bad news crawls. He pays attention to how fast the bad news moves.

[15:14] Simplify: Reject bureaucracy, minimize layers, eliminate silos. Go find the friction instead of waiting for someone to bring you a problem.

[18:10] Organizational velocity: Jim's pick for the number one differentiator going forward. It takes getting every element right, from strategy to frontline competency.

[22:48] Tenacious execution: The bedrock of everything. Strategy gets eaten alive without execution, and Jim spends 95 percent of his time on it.

[24:00] Accountability without micromanagement: Why control is the easy way out and the enemy of true ownership.

[32:38] The Tenneco mindset: If he could keep only one gear, this is it. The power of humility, learned from the All Blacks, and refusing to be a victim of anything.

[41:08] P3: People, Pride, Performance: Manufacturing standards so rigorous that plants winning OEM awards weren't yet certified bronze, developed bottom-up with plant managers.

Top Quotes

[01:38] Jim Voss: "The Tenneco Way is our operating system. More importantly, it's our sustainable competitive advantage. "

[26:44] Jim Voss: " A winning culture is learned."

[47:23] Jim Voss: " Good leadership never builds something around an individual, whether it's the CEO or anyone in the organization. "

This podcast episode is also available on YouTube. Check out our YouTube channel at Jangriffithsautomotiveleaders

Send us your feedback or questions — email Jan at Jan@Gravitasdetroit.com.

Execution: The Discipline of Getting Things Done

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How do you take a 100-plus-year-old automotive company with 158 manufacturing sites, operations in 28 countries, more than 60,000 employees, and over 30 brands and transform it into a top-performing company?

That’s the question at the heart of Tenneco’s remarkable turnaround story.

In less than three years, under the leadership of CEO Jim Voss and his team, Tenneco doubled its EBITDA margins, becoming a leader within its peer group. But before the performance came the hard part: confronting a deeply entrenched command-and-control culture and reimagining how leadership works inside a legacy automotive company.

In Part 1 of this two-part series, Jim shares his unconventional path to the automotive industry, his private equity background with Apollo, what he discovered when he arrived at Tenneco in 2022, and why culture became the foundation of the company's transformation.

This is a conversation about leadership, trust, organizational velocity, and the courage required to challenge decades of legacy thinking.

Themes Discussed in this Episode

Why Tenneco's turnaround began with culture.
What Jim found when he walked into Tenneco in 2022
Breaking away from command-and-control leadership
Why organizational velocity is now a competitive advantage
The challenge of transforming legacy automotive organizations
How leaders create cultures that drive execution
High care and high accountability as a leadership model
Why manufacturing plants should sit at the top of the organizational pyramid

🎥 Watch the full episode on YouTube:

https://www.youtube.com/@jangriffithsautomotiveleaders

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

Featured Guest: Jim Voss, CEO at Tenneco

About Your Host – Jan Griffiths

Mentioned in this Episode:

21 Traits of Authentic Leadership

Episode Highlights

[01:08] The turnaround everyone is talking about: Jan opens the episode by laying out the scale and complexity of Tenneco’s transformation and why this may be one of the most significant leadership turnaround stories in automotive today.

[03:05] From chemicals to automotive: Jim explains his unconventional journey into the automotive industry and why, despite never working directly in a Tier One supplier before Tenneco, he had spent decades working alongside the automotive ecosystem.

[04:25] The Apollo influence: Jim shares what nearly fifteen years with Apollo Global Management taught him about creating value through talent, culture, and operational excellence rather than relying on short-term cost-cutting measures.

[05:25] Walking into the mess: When Jim arrived at Tenneco, he saw two realities at the same time: a company filled with great people, technology, and capability, but struggling with culture and execution.

[07:34] Why culture came first: Jim discusses the command-and-control environment he inherited and explains why changing leadership behavior became the first priority in transforming the business.

[09:00] Turning the pyramid upside down: Jim challenges traditional organizational thinking, arguing that manufacturing plants and distribution centers should sit at the top of the organizational hierarchy because they create the value that drives the company.

[12:24] Seeing automotive through fresh eyes: As an outsider to traditional automotive leadership, Jim reflects on the industry's strengths, blind spots, and the urgent need to adapt to a faster-moving competitive environment.

[15:59] The power of organizational velocity: Jim introduces one of the core principles behind Tenneco's transformation: organizational velocity. He explains why strategy, structure, and leadership competencies must work together to enable faster decision-making and execution.

[17:15] Leadership for a different game: The leadership skills that created success twenty years ago are not necessarily the skills required to win today. Jim explains why organizations must honestly assess whether their leaders are equipped for the future.

[18:39] A student of human behavior: Drawing on his background in psychology, sociology, and organizational development, Jim explains why understanding people is every bit as important as understanding the numbers.

[20:46] High care. High accountability: Jim shares the leadership philosophy driving Tenneco's culture today: caring deeply about people while maintaining world-class standards and accountability.

Top Quotes

[10:10] Jim Voss: "My job isn't to score touchdowns for Tenneco. I'm a blocker and a tackler for the folks out there doing the work."

[17:06] Jim Voss: "You have to have leaders that are fearless, and you have to have leaders that have the ability to make decisions without 100% of the information."

[20:53] Jim Voss: "You have to care about people. You cannot be a leader if you don't."

This podcast episode is also available on YouTube. Check out our YouTube channel at Jangriffithsautomotiveleaders

Send us your feedback or questions — email Jan at Jan@Gravitasdetroit.com.

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Season 7 of the Automotive Leaders Podcast is officially coming to a close, and Jan Griffiths is taking a moment to reflect on the journey, the lessons, and what’s ahead for the automotive industry. In this short solo episode, Jan shares why stepping back matters, how the team is preparing for an even stronger Season 8, and why listener feedback is shaping the future direction of the podcast.

Jan also gives a preview of the powerful two-part season opener returning June 11th, featuring a transformational CEO who turned around a massive global automotive supplier in less than four years by focusing on leadership, culture, and organizational change.

If you’ve ever struggled with bureaucracy, slow decision-making, legacy systems, or culture challenges inside automotive, this upcoming season is for you.

Mentioned in this episode:

M1 Studios
Email Jan at jan@gravitasdetroit.com
Subscribe to our YouTube channel for video podcasts

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For the first time in 26 years of the Working Relations Index, every single North American OEM moved up the chart. Ford, Toyota, Stellantis, Honda, GM, and Nissan all scored higher than the year before. That has never happened. Not once.

In this special episode, Jan sits down with Dr. Angela Johnson, principal at Plante Moran responsible for the WRI, along with Sig Huber, Chief Commercial Officer of Elm Analytics and former supplier risk leader at Toyota and Fiat Chrysler. Three sharp voices. One story the industry needs to hear.

Tariffs. EV cost recovery. Permacrisis fatigue. Return-to-office mandates. Four undercurrents shaped this year's results, and they all point to the same place. When OEMs can't control the macro, they lean into what they can control. Communication. Accessibility. Buyer responsiveness. Taking the meeting. Listening. Acting. That's what moved the needle, and the suppliers noticed.

Ford's 32-point jump is the second-largest gain in WRI history, and Liz Door led that charge from the top. Stellantis is showing the early signs of a real turnaround under Filosa. GM's still working through cultural inertia, but the relationship side keeps moving in the right direction. And Toyota and Honda aren't slowing down.

Angela also unpacks her new 6C framework. It's the bridge between transactional and relational. Commercial fairness, consistency, clear expectations, communication, continuity, and collaboration. It's the structure the industry's been missing.

But here's the harder truth. The next 18 to 24 months will test every relationship in this industry. Cost of goods sold is climbing. Supplier financial distress is creeping back. Cross-functional alignment inside the OEMs is slipping. The playbook's changing. The question isn't whether we can do this together. It's whether we will.

Here's the link to the WRI 2026 Study

Themes Discussed in this Episode

First-time-ever WRI result: all six OEMs scored up
Permacrisis fatigue and the shift toward collaboration
Tariffs, EV cost recovery, and commercial fairness
The 6C framework: bridging transactional and relational
Ford's record-setting jump and Liz Door's leadership
Stellantis's rebound under Filosa
GM's ongoing culture change
Top 50 suppliers, organizational memory, and cultural inertia
Return-to-office mandates and buyer performance
Cross-functional decline inside the OEMs
From cost reduction to resilience: the playbook is changing

🎥 Watch the full episode on YouTube:

https://www.youtube.com/@jangriffithsautomotiveleaders

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

Featured Guest: Dr. Angela Johnson – Principal, Plante Moran

Dr. Angela Johnson leads Plante Moran's supplier relations analytics and oversees the team that runs the annual Working Relations Index (WRI) Study. She brings more than 30 years of automotive experience at General Motors across multiple functions, paired with a doctorate in Industrial Engineering from Wayne State University.

Angela helps organizations understand how trust, governance, and day-to-day commercial behaviors shape performance across large manufacturing ecosystems. She is also the architect of the 6C framework introduced in the 2026 WRI Study.

Featured Guest: Sig Huber – Chief Commercial Officer, Elm Analytics

Sig is the Chief Commercial Officer of Elm Analytics, a leading source of supplier financial health and risk data. Before Elm, Sig ran supplier risk management for Toyota and global supplier risk management for Fiat Chrysler, giving him a rare view from both the top and the bottom of the WRI scale.

He is a frequent voice on the show when the conversation turns to supplier resiliency, financial distress, and the operational realities of managing risk across a global supply network.

About Your Host – Jan Griffiths

Mentioned in this Episode:

Plante Moran 2026 OEM-Supplier Working Relations Index (WRI) Study
Kumar Galhotra (COO, Ford) – John McElroy interview on the Ford reorganization [Autoline AfterHours]

Episode Highlights

[01:21] A first in 26 years: Every single North American OEM moved up the WRI chart this year. That's never happened before. Jan sets the table for why this result matters.

[03:43] 10,000 supplier comments and a real tone shift: Angela describes more than three times as many comments as in prior years, with less frustration and finger-pointing. Suppliers are putting real thought into it because they believe the OEMs are listening.

[06:21] The four undercurrents: EV, tariffs, return-to-office, and permacrisis fatigue. Angela breaks down the forces driving this year's results and why suppliers are giving OEMs credit for leaning into what they can control.

[09:36] The 6Cs: the bridge between transactional and relational: Angela introduces her new framework. Think of it as a Maslow's hierarchy of supplier relationships. Commercial fairness, consistency, clear expectations, communication, continuity, and collaboration.

[12:00] Ford's 32-point jump and Liz Door's leadership: The biggest OEM gain this year and the second-largest in WRI history. Angela credits Liz Door for engaging the supply base, taking meetings, and driving those behaviors all the way down to the buyer level.

[14:12] Stellantis's strong rebound: A 22-point jump under new leadership. Sig shares what he's seen working with Filosa in Brazil and why consistency and continuity will determine whether this turnaround sticks.

[18:57] GM's culture change keeps moving: GM hit its highest-ever WRI score. The relationship side keeps trending up even as suppliers pushed back on some resiliency initiatives.

[25:38] Cross-functional alignment is slipping: A fascinating data point. Across the board, suppliers reported a decline in OEM cross-functional integration. Angela and Sig dig into why uncertainty inside the OEMs may be the cause.

[29:14] The 100-pound backpack: organizational memory and cultural inertia: Top 50 suppliers still rate the Detroit Three below their average and Nissan, Honda, and Toyota above. Angela's analogy lands hard. The Detroit Three are walking uphill with a 100-pound backpack, while Toyota, Honda, and Nissan cruise by on e-bikes with turbo boost.

[34:13] Return-to-office is showing up in the data: Buyer accessibility, responsiveness, and issue resolution all improved. Angela makes the call: getting people back in the office is helping supplier relationships. The data backs it up.

Top Quotes

[01:21] Jan Griffiths: “Never, ever in 26 years have all six OEMs shown an increase, and that's hard to imagine with everything that we've had to deal with in 2025 and the early part of 2026.”

[12:40] Dr. Angela Johnson: “Liz led this charge. She engaged for the supply base, took meetings with the supply base, communicated more with the supply base, and she drove those behaviors down through her organization.”

[32:08] Dr. Angela Johnson: “There's a bit of Stellantis, GM, and Ford are walking up a hill carrying a 100-pound backpack. They have to put in more effort. Meanwhile, Nissan, Toyota, and Honda go cruising by them on an e-bike with a turbo boost.”

[36:00] Dr. Angela Johnson: “I am convinced there are enough indicators in the data to say getting everybody back in the office more, definitely beneficial to your supplier relationships.”

[32:49] Sig Huber: “What's happening with all of these disruptions that are coming one after the other after the other, you can't deal with that on a brute force basis.”

This podcast episode is also available on YouTube. Check out our YouTube channel at Jangriffithsautomotiveleaders

Send us your feedback or questions — email Jan at Jan@Gravitasdetroit.com.

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What does it really mean to lead at the highest level in the automotive industry today?

In this episode, Jan Griffiths sits down with Phil Biggs, the man quietly trusted by more than 100 CEOs across automotive and beyond. Known as the “CEO whisperer,” Phil has spent nearly a decade creating a confidential space where leaders can speak openly about the pressure, uncertainty, and responsibility that comes with the top job.

And one thing is clear: leadership has changed.

The old command-and-control model is breaking under the weight of constant disruption. Tariffs. Supply chain shocks. AI. Workforce shifts. EV uncertainty. The pressure never stops. Phil shares what he’s learned from years of listening to CEOs behind closed doors and why emotional intelligence, trust, and authenticity are now non-negotiable leadership traits.

This conversation goes deep into the loneliness of leadership, the tension between kindness and toughness, and why the best CEOs know how to balance both humanity and accountability. Jan and Phil also unpack the dangerous automotive habit of glorifying leaders who stay buried in the weeds instead of empowering their teams to lead.

At its core, this episode is about the future of leadership in automotive and the cultural shift required to survive what’s coming next.

Because today’s leaders don’t need more control.

They need courage, trust, and the ability to lead humans through uncertainty.

Themes Discussed in this Episode

Why leadership at the top is often deeply lonely
The role trust plays in high-level CEO conversations
Why command-and-control leadership no longer works
The balance between kindness and toughness in leadership
Emotional intelligence as a critical CEO competency
Why automotive leaders must stop glorifying micromanagement
Empowering teams is more important than controlling them
How disruption is reshaping leadership expectations across automotive

🎥 Watch the full episode on YouTube:

https://www.youtube.com/@jangriffithsautomotiveleaders

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

Featured Guest: Phil Biggs, Director, US Automotive Team, PwC

Phil is the Client Relationship Executive for PwC Private in Greater Michigan and a member of PwC’s U.S. Automotive team. With more than 25 years of automotive experience, Phil has worked across consulting, business development, and executive leadership roles in both multinational corporations and early-stage technology companies. His client portfolio has included leading organizations such as Amway, Penske, Rivian, Denso, Meijer, and Gordon Food Service.

About Your Host – Jan Griffiths

Mentioned in this Episode:

Meet Doug Conant, former CEO of Campbell Soup Company
AutoLine After Hours with John McElroy

Episode Highlights

[01:57] The CEO Council begins: Phil shares how a small dinner of five leaders evolved into one of the most trusted CEO peer groups in automotive.

[04:21] No PowerPoints allowed: Why Phil banned slide decks and created a space for real conversation instead.

[05:30] The loneliness at the top: Jan and Phil unpack why CEOs desperately need trusted peer conversations.

[07:29] The DNA of a modern CEO: Phil explains why uncertainty and disruption are now permanent leadership conditions.

[09:48] Kindness and toughness: Phil reflects on Jan’s AutoCulture 2.0 chapter and the leadership balance exemplified by Alan Mulally and Doug Conant.

[11:01] High EQ matters: Why emotional intelligence has become a critical trait for CEOs navigating transformation.

[14:10] The danger of living in the weeds: Jan challenges automotive’s obsession with detail-heavy leadership and micromanagement.

[16:35] Empowerment over control: Why future-ready CEOs must trust their teams and stop owning every decision.

[17:44] Breaking the silo mentality: Jan and Phil compare legacy automotive structures to modern, fast-moving team dynamics.

[18:36] Mentorship and the missing middle: Phil explains why leadership development and coaching are now essential.

[20:55] Authentic leadership vs. command and control: A candid discussion about what leadership must become in today’s automotive industry.

[21:44] Building a CEO brand: Why authenticity matters more than self-promotion and how leaders earn credibility.

[27:40] Workforce challenges keep CEOs up at night: Why talent, culture, and leadership pipelines dominate executive conversations.

[28:18] How CEOs should think about AI: Phil outlines four priorities leaders should focus on right now, including data readiness and security.

[31:21] Phil’s final message to CEOs: “Be the best Maytag repairman you can be.”

[36:24] Life after PwC: Phil opens up about retirement, cancer survival, music, charity work, and what comes next.

[38:17] Defining Phil Biggs’ personal brand: Jan shares the feedback she heard repeatedly from industry leaders: “He’s an all-around good human.”

Top Quotes

[11:09] Phil Biggs: “ You've got to care enough to be kind. You've got to be tough and have that mentality.”

[11:12] Phil Biggs: “The CEO has to think about how I am reinventing the future while I’m managing the very tough issues of today.”

[16:36] Jan Griffiths: “You have to trust and empower your people.”

[21:17] Jan Griffiths: “Authentic leadership is leadership that really comes from the heart.”

This podcast episode is also available on YouTube. Check out our YouTube channel at Jangriffithsautomotiveleaders

Send us your feedback or questions — email Jan at Jan@Gravitasdetroit.com.

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What happens when a 100-year-old luxury brand decides to think like a startup?

In this episode, Jan Griffiths sits down with Joaquin Nuño-Whelan, President of Lincoln, live from Newlab at Michigan Central. This is not a conversation about cars. This is about leadership, culture, and what it really takes to transform a legacy brand from the inside out.

Joaquin shares how he’s doing exactly that. Building a team-first culture rooted in trust. Reframing Lincoln’s identity around “quiet luxury” and Gravitas. And leading in a way that rejects the old command-and-control model in favor of authenticity, clarity, and ownership.

But this conversation goes beyond the brand. Joaquin opens up about something deeper, his commitment to developing people. From empowering his teams inside Lincoln to investing his time in education and nonprofit work, he is actively shaping the next generation of talent entering the industry.

That belief becomes real when you hear from Diego Vargas, a student at Detroit Cristo Rey. His voice brings a grounded, honest perspective on opportunity, growth, and what young people need from today’s leaders. It’s a powerful reminder that the future of this industry will be defined by the leaders we develop now.

This episode hits at the core of AutoCulture 2.0: leadership, trust, and the courage to do things differently.

Themes Discussed in this Episode

Why momentum is the most underrated leadership force inside legacy organizations
The connection between leadership DNA and brand identity
What “quiet luxury” really means and why it matters now
How to lead authentically inside a command-and-control culture
The power of trusting teams to unlock ownership and performance
Why legacy OEMs must think like startups to stay relevant
The role of education and early talent in shaping the future workforce
Bridging industry leadership with student opportunity through programs like FIRST

🎥 Watch the full episode on YouTube:

https://www.youtube.com/@jangriffithsautomotiveleaders

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

Featured Guest: Joaquin Nuño-Whelan, President, Lincoln Joaquin is the president of Lincoln, effective May 1, 2025, where he leads the brand’s global operations and drives its continued evolution as a world-class luxury brand, advancing its global product portfolio and delivering differentiated, connected customer experiences worldwide; he reports to Lisa Materazzo, Ford’s CMO, with dual reporting to Andrew Frick, president of Ford Blue and Model e and interim head of Ford Pro, and brings more than 25 years of global experience in vehicle and technology development with a strong focus on luxury and premium vehicles, having joined Ford in 2024 as Vehicle Program Director for full-size utilities after serving as senior vehicle line director for new programs at Rivian and holding multiple leadership roles over a 20-plus-year career at General Motors, and he holds a bachelor’s degree in mechanical engineering from the University of Detroit Mercy and a Master of Science degree from Rensselaer Polytechnic Institute.

Featured Guest: Diego Vargas, Student, Detroit Cristo ReyDiego represents the next generation of automotive talent. As a student at Detroit Cristo Rey, he brings a fresh, grounded perspective on opportunity, education, and what young people need from today’s leaders and organizations.

About Your Host – Jan GriffithsJan Griffiths is the champion for culture change and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She brings honesty, energy, and courage to every conversation, proving that authentic, human-centered leadership is the future of the automotive industry.

Episode Highlights[02:30] Who are you as a leader?: Joaquin defines his leadership through one word: momentum, built by trusting people, removing friction, and creating ownership so teams can move with purpose and pride.

[03:55] Leading inside a legacy OEM: Jan challenges the reality of driving change inside a legacy system, and Joaquin explains how aligning leadership, culture, and timing created the conditions for transformation at Ford and Lincoln.

[06:45] The inflection point: Why Lincoln, why now: Joaquin shares how Lincoln sits at a rare moment of strength, where industry shifts, brand heritage, and leadership freedom collide to create a bold opportunity.

[08:05] Thinking like a 100-year-old startup: Lincoln’s mission becomes clear: operate with startup energy inside a legacy structure, moving fast while honoring a century of brand equity.

[09:45] Rediscovering Lincoln’s DNA: A visit to the Lincoln Motor Heritage Museum sparks a deeper understanding of the brand’s roots, reshaping how the team thinks about its future.

[11:20] What “quiet luxury” really means: Joaquin reframes quiet luxury as gravitas, a confident, grounded presence that doesn’t need to shout but commands attention through authenticity.

[13:00] Evolving the brand with emotion and edge: Lincoln isn’t staying still; the strategy is to layer emotional connection and subtle fierceness onto its foundation of elegance and restraint.

[15:10] Leadership DNA meets brand DNA: Joaquin connects his personal leadership style to the Lincoln brand, grounded, intentional, and built on listening before acting.

[17:00] Rejecting the loud, disruptive leader stereotype: Instead of flipping tables, Joaquin leads by learning first, then acting decisively, reinforcing a culture of respect and trust.

[19:00] The shift to authentic leadership: A candid discussion on moving away from command-and-control toward leading from the heart, where vulnerability and clarity drive better outcomes.

[21:30] Letting go of the leadership “mold”: Joaquin reflects on the moment he stopped trying to fit expectations and started leading with conviction, unlocking freedom and mental clarity.

[24:00] Confidence, vulnerability, and risk: Authentic leadership requires all three, and Joaquin shares how embracing them creates stronger teams and better decisions.

[27:00] Advice for the next generation: From students to future leaders, the message is clear: believe in something, go after it, and don’t wait for permission to lead.

[30:30] Final reflections on leadership and legacy: As the conversation closes, the focus returns to impact, building teams, shaping culture, and creating something that lasts beyond the individual.

Top Quotes[02:35] Joaquin Nuño-Whelan: “ What I try to do as a leader is create positive momentum and you'll see it in the way I work with the team, in the way I report things out, in the way I drive the culture of the team.”

[10:48] Joaquin Nuño-Whelan: “When a Lincoln pulls up, it should have this sense of Gravitas So, what that means for us as a brand is we're doubling down on all of that goodness from the past, but we're going to add some more emotion, more emotional connection, more a little bit of underlying fierceness that is 'when you need it, it's there' kind of thing.”

[14:30] Joaquin Nuño-Whelan: “Believe in something and go after it. When I stopped worrying about what everyone thought so much, and I think everyone kind of goes through that journey as they're getting older. And then, it is a risk because you have to be vulnerable, you have to speak from the heart, but it's actually the most liberating feeling.”

About Detroit Cristo Rey

Detroit Cristo Rey is a coed Catholic high school for those of all faiths. Our students receive a high-quality, college preparatory education and professional work experience – all at an affordable cost. Grounded in faith, morals and service, our curriculum provides students with the building blocks to make a difference in their families, the community and the world.

This podcast episode is also available on YouTube. Check out our YouTube channel at Jangriffithsautomotiveleaders

Send us your feedback or questions — email Jan at Jan@Gravitasdetroit.com.

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The USMCA review is fast approaching, uncertainty is building across the automotive industry, and leaders are asking a critical question: Is the agreement that binds North America together at risk?

Colin Bird, the Consul General of Canada in Detroit, United States, brings clarity. This is not a collapse or a dramatic reset. It is a built-in review designed to test whether the agreement still works in a world that has fundamentally changed. The environment that shaped USMCA no longer exists. Supply chains are strained, global competition is intensifying, and China has accelerated ahead in the EV space.

The real issue is not whether the agreement survives. The issue is whether North America can operate effectively under pressure. July 1 is not a breaking point. It’s part of a process meant to ensure the agreement stays relevant while the industry evolves at speed.

Colin makes it clear that the real danger comes when North America starts putting up barriers within its own system. The automotive supply chain has been built over decades to operate seamlessly across borders. When tariffs or policy decisions disrupt that flow, it does not just impact one country. It makes the entire region less competitive at a time when global players are moving fast.

This episode is about what matters now: certainty, coordination, and competitiveness. The industry doesn’t need more noise or political posturing. It needs alignment. Because if North America wants to win, it must act as one integrated system, not three separate countries.

Themes Discussed in this Episode

What the USMCA “review” really means
Why July 1 is not a cliff, but a checkpoint
The risk of disrupting a deeply integrated supply chain
How tariffs and policy decisions can backfire on North America
Why China’s EV acceleration changes everything
The critical role of certainty and predictability for investment
What leaders must focus on to stay competitive globally

🎥 Watch the full episode on YouTube:

https://www.youtube.com/@jangriffithsautomotiveleaders

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

Featured Guest: Colin BirdColin is the Consul General of Canada in Detroit, United States, brings deep, real-world expertise in international trade at a moment when it matters most to the automotive industry. With a background in government studies from Harvard and a law degree from the University of Ottawa, he has worked across the full spectrum of North American and global trade, from serving as counsel to the NAFTA Secretariat to leading trade law and policy on complex issues like aerospace and softwood lumber. He played a central role in the U.S.-Canada trade relationship while based in Washington, D.C., including during the transformation of NAFTA into USMCA. Colin has also represented Canada at the World Trade Organization and at the highest global forums, including the OECD, G7, and G20. Today, in Detroit, he operates at the heart of the North American automotive ecosystem, where trade policy directly impacts manufacturing, investment, and competitiveness across the region.

Episode Highlights[02:43] Inside the Deal: Colin takes us back to the renegotiation of NAFTA into USMCA and why Detroit sits at the center of a deeply integrated, cross-border manufacturing system.

[03:37] From Tension to Alignment: What began as a tough negotiation shifted toward shared goals: higher wages, stronger labor standards, and rebuilding North American manufacturing.

[06:29] Review, Not Renegotiation: July 1 is not a breaking point. It is a structured review to ensure the agreement keeps pace with change.

[08:11] The Need for Certainty: In a volatile environment, the industry is asking for predictability to support investment and long-term planning.

[10:49] Reading the Political Noise: Colin explains how to interpret strong political language and separate negotiation tactics from real risk.

[13:08] Industry Is Driving the Agenda: Automotive leaders across all three countries are aligned. Protect the agreement. Improve it. Do not disrupt it.

[14:00] The Cost of Disruption: Breaking supply chains that took decades to build weakens North America and opens the door for global competitors.

[16:30] Competing with China: The real competitive pressure is external. China’s acceleration in EVs raises the stakes for North America to act as one system.

[18:45] Avoiding Self-Inflicted Damage: Tariffs and internal barriers do not strengthen local economies. They reduce overall competitiveness across the region.

[21:10] A Fragile Global System: Colin reflects on how global trade systems are becoming less stable, forcing countries to rethink resilience and strategy.

[24:00] Securing the Supply Chain: Critical minerals, energy, and manufacturing inputs are now strategic priorities, not just operational concerns.

[27:15] What Leaders Must Focus On Now: The path forward is clear: reduce friction, strengthen coordination, and move faster as a unified region.

Top Quotes[08:11] Colin Bird: “What is required at a moment of great challenge to our industry is predictability, some certainty, some coordination in how we address challenges from offshore.”

[03:37] Colin Bird: “We wanted to make sure that there were advantages to being located here, bringing back investment and manufacturing to the heartland of both of our countries.”

[10:49] Colin Bird: “There’s a win-win outcome that can preserve what we have created here in North America in terms of reducing barriers to effectively building vehicles together.”

This podcast episode is also available on YouTube. Check out our YouTube channel at Jangriffithsautomotiveleaders

Send us your feedback or questions — email Jan at Jan@Gravitasdetroit.com.

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Q1 was a wild ride. Tariffs. Geopolitical shocks. Supply chain chaos. And now Q2 is here, and the question no one's asking out loud is: are you walking into your quarterly review meetings with the same playbook you've always used?

Are you making decisions the same way? Operating the same way? Thinking the same way?

Because if you are, this episode is for you.

In this solo episode, Jan Griffiths lays out five things every automotive leader needs to confront as we head into Q2 2026. This is not a pep talk. This is a reality check.

The ground is shifting. Trade agreements are uncertain. Chinese competitors are moving faster than ever. And the old playbook, the one built on certainty, hierarchy, and control, is a liability.

Jan covers the five forces shaping Q2 2026 and what you need to do about them: from the geopolitical storm still raging, to the reinvention mandate, to why trust is a P&L lever, not a soft skill. She also shares a personal update on her new role as Executive Advisor with Seraph, a global manufacturing and operations consulting firm.

If you're heading into Q2 with the same mindset as Q1, this episode will challenge you to change that, now!

Themes Discussed in this Episode

The geopolitical storm: tariffs, the Iran conflict, global oil crisis, chip shortages, and USMCA renegotiation
Why resilience without reinvention is just endurance
The reinvention mandate: speed, process destruction, and AI as an accelerator, not a crutch
Trust and transparency as competitive weapons, not cultural nice-to-haves
Why command-and-control leadership is a speed killer and authentic leaders are winning
Over-customization and why stopping it could be the fastest path to speed and cost reduction
The WRI scorecard: OEMs will be judged on supplier relationships in May
Jan's new Executive Advisor role with Seraph
Three actions you can take this week to start Q2 differently

🎥 Watch the full episode on YouTube:

https://www.youtube.com/@jangriffithsautomotiveleaders

About Your Host – Jan Griffiths

Mentioned in this episode

Listen to the Auto Supply Chain Champions Podcast powered by QAD
The Automotive Leaders Podcast with Lori Lancaster, Vice Chairwoman at Emotiv Mobility
The North American Automotive Industry's Road to Resilience McKinsey report
GM and Ford should reconsider parts consolidation by John McElroy

Episode Highlights

[00:01:26] Q2 Is Here. Now What?: The rules have changed permanently. Stop waiting for certainty. Clarity is not coming

[00:02:20] The Geopolitical Storm: Tariffs, the Supreme Court EPA decision fallout, an Iran conflict, a global oil crisis, a looming chip shortage, and USMCA renegotiation in July.

Jan also flags Canada allowing 49,000 Chinese OEM vehicles into the country, and what that means when they start crossing into the US.

Upcoming guest: Colin Bird, Consul General for Canada, will join the podcast to discuss USMCA. Submit your questions to Jan on LinkedIn.

[00:07:05] The Reinvention Mandate: Tear apart your processes and target a 50% reduction in cycle time. Chinese OEMs already launch vehicles in half the time legacy OEMs can. Jan references Terry Woychowski at Caresoft for the data and points to QAD’s framing, systems of record to systems of action, as the right mindset for agentic AI.

[00:11:10] Trust and Transparency: Trust is a P&L lever. Approval processes built on decades of mistrust are killing speed. The WRI scorecard drops in May and will show which OEMs are walking the talk with suppliers and which ones aren’t.

[00:14:35] Authentic Leaders Are Winning: Command and control is too slow. Jan references Lori Lancaster, Vice Chair at Emotive Mobility, on leaders who wait too long to ask for help. When people hide problems instead of raising them, it's a speed killer. Culture is the operating system.

[00:16:50] Stop Customizing What Nobody Cares About: The McKinsey North American Automotive Road to Resilience report and Terry Woychowski at Caresoft make the case: the industry agonizes over components consumers don’t care about. Chinese OEMs don’t. Jan previews an upcoming conversation with the President of Horse North America on shared component strategy.

[00:18:30] Personal Update: Jan has taken on an Executive Advisor role with Seraph, a global manufacturing and operations consulting firm focused on supply chain and operational improvement. She also shares an update on the Automotive Leaders YouTube channel.

[00:20:15] Closing: Three Things You Can Do This Week

Identify one decision that can be pushed downstream and push it down today
Name one process that slows you down and kill it
Have an honest executive-level conversation about your culture playbook and how to rewire it

Top Quotes

[00:04:50] "We have to stop waiting for clarity. Clarity is not coming. The only response to all of this is resilience."

[00:05:00] "Resilience is the ability to absorb shocks, pivot fast, and keep executing while the rules change around you."

[00:11:05] "Trust isn't soft. It's a P&L lever."

[00:12:43] "People who've been trained to hide problems instead of raising them -- and to protect themselves instead of protecting the business -- that mentality is a speed killer."

[00:13:21] "Culture is not soft. Culture is the operating system. It is how we behave. It is how we make decisions. It is our playbook. It's time for us to rewire our operating system."

[00:18:27] "Resilience without reinvention is just endurance. You'll survive, but you won't win."

[00:18:36] "Reinvention without trust is just a memo that nobody really reads."

This podcast episode is also available on YouTube. Check out our YouTube channel at Jangriffithsautomotiveleaders

Send us your feedback or questions — email Jan at Jan@Gravitasdetroit.com.

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Reinvention in the automotive industry is no longer optional. It is survival. In this episode, Jan Griffiths sits down with Lori Lancaster, Vice Chair of Emotiv Mobility, to break down what reinvention really looks like when you are living it, not talking about it from a distance. The old playbook is cracking, and incremental improvement will not get us where we need to go. Yet many leaders are still holding on, waiting for direction instead of stepping up to create it.

Lori did not wait. She made the decision to step back from the EV hype, resist the pressure to go all in, and focus instead on the real constraint holding the industry back. Infrastructure. That shift required courage. It meant challenging conventional thinking and refusing to follow the herd. Instead of chasing what everyone else was doing, she looked at where the real opportunity was and made a strategic move to meet it.

That decision led to a bold reinvention of the business. By taking core automotive manufacturing capabilities such as process discipline, scale, and precision, Lori and her team expanded into energy and transformer production while exploring emerging mobility spaces like eVTOL. This was not diversification for the sake of it. It was a deliberate move to stabilize the business, reduce reliance on automotive cycles, and position the company for what comes next.

But reinvention is not just about strategy. It is about leadership. Lori grounds her approach in servant leadership, accountability, and clarity of purpose. She makes it clear that transformation only works when people understand the why, when they are engaged in the journey, and when leaders create an environment of trust. Without that foundation, even the best strategy will fail.

The message is simple and direct. If you are waiting for certainty, you are already behind. If you are waiting for direction, you have missed the point. Reinvention belongs to leaders who are willing to see what is coming, make the hard calls, and move forward without a safety net.

Themes Discussed in this Episode

Reinvention as a survival strategy
Why incremental improvement is no longer enough
Breaking free from OEM dependency and legacy thinking
The real barrier to EV adoption: infrastructure, not vehicles
Diversification beyond automotive to stabilize volatility
Translating automotive manufacturing discipline into new industries
Leadership courage in high-risk, uncertain decisions
Servant leadership vs command-and-control in transformation
Accountability through clarity of purpose and shared vision
Culture as the foundation for successful reinvention

🎥 Watch the full episode on YouTube:

https://www.youtube.com/@jangriffithsautomotiveleaders

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

Featured Guest: Lori Lancaster

Lori is a seasoned automotive and advanced manufacturing executive known for leading organizations through complex industry change. Over the course of her career, she has overseen large-scale operations supporting major OEMs, helping guide companies through supply chain disruption, operational transformation, and the shift toward electrified mobility.

She began her career as a critical care nurse at Massachusetts General Hospital, an experience that shaped her leadership style and approach to decision-making in fast-moving, high-pressure environments.

About Your Host – Jan Griffiths

Mentioned in this episode

Dakkota
eVTOL (Electric Vertical Take-Off and Landing)

Episode Highlights

[01:26] Reinvention is survival, not strategy: Jan opens with a hard truth. The legacy automotive model is breaking, and incremental improvement is no longer enough to compete.

[02:36] Defining leadership: servant, not command-and-control: Lori shares her leadership philosophy. Lead by example. Serve the team. Hold people accountable without losing trust.

[03:47] Challenging old-school leadership norms: Jan calls out the industry’s past. Command-and-control once ruled. Lori explains how she chose a different path and why it works.

[04:18] Engagement and buy-in drive accountability: Lori breaks down the real meaning of accountability. It starts with listening, aligning on vision, and helping people understand the why.

[06:00] The industry’s biggest trap: incremental thinking: Jan challenges the status quo. Automotive is great at small improvements, but that mindset is now holding companies back.

[07:18] From healthcare to automotive: A powerful personal reinvention. Lori shares how starting in healthcare shaped her ability to lead in high-pressure environments.

[09:11] Building Emotiv Mobility: The strategy comes to life. Leveraging automotive discipline and processes to enter energy and infrastructure markets.

[09:59] Post-COVID reality check: COVID, chips, and EV pressure collide. Lori describes the moment leaders had to decide: follow the hype or think differently.

[10:30] The bold call: don’t go all in on EVs: Lori makes a high-risk decision. Limited capital means choosing carefully, not chasing trends.

[11:03] Identifying the real problem: infrastructure: Range anxiety and lack of infrastructure become the real barrier. Lori shifts focus to solving that instead of chasing vehicle programs.

[12:11] Breaking free from OEM dependency: Jan highlights a critical shift. Lori didn’t wait for OEM direction. She created her own path forward.

[16:54] Culture as the foundation for reinvention: Lori reinforces that transformation is not just about strategy. Culture, trust, and team alignment make or break execution.

[22:22] The 21 Traits of Authentic Leadership: When asked which traits resonate most, Lori points to listening, transparency, empowerment, and heart-first leadership. These are not concepts. They are daily behaviors that build trust and drive results.

[26:52] The courage to lead differently: Reinvention demands uncomfortable decisions. Lori reflects on the risk, the doubt, and the importance of staying true to your convictions.

Top Quotes

[01:26] Jan: “Reinvention isn't a buzzword anymore, it's survival.”

[02:36] Lori: “I like to think of myself as a servant leader, right? As somebody who, you know, sets an example for the team. If I'm not willing to do something, I wouldn't think my team, I shouldn't be able to expect my team to be willing to do something.”

[04:18] Lori: “I think to do that you have to really engage and listen to the people, you have to take their ideas and meld them with the vision you see for the company and figure out a way that will work to get to where you want to go.”

[05:15] Lori: “You have to help people understand the ‘why’.”

This podcast episode is also available on YouTube. Check out our YouTube channel at Jangriffithsautomotiveleaders

Send us your feedback or questions — email Jan at Jan@Gravitasdetroit.com.

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If you had told Jan a year ago she would bring a member of Congress onto this show, she would have said you were crazy.

But this isn’t about politics.

It’s about survival.

It’s about supply chains, tariffs, China, semiconductors, and the reality that policy decisions now move faster than most production lines.

In this episode of the Automotive Leaders Podcast, Jan Griffiths sits down with Congresswoman Haley Stevens, often called the “manufacturing geek,” for a direct conversation about industrial policy, public-private partnership, national security, and what automotive leaders should expect from Washington.

Whether we like it or not, policy volatility is now a leadership variable.

Themes Discussed in this Episode

Why Manufacturing Mondays keep policymakers grounded in shop-floor reality
Lessons from the 2008–2009 auto rescue and bipartisan public-private partnership
The Chips and Science Act and reshoring semiconductor production
China’s 95% dominance in rare earth processing and why it matters
Critical minerals, battery recycling, and national competitiveness
Tariff volatility and the cost of policy uncertainty
USMCA review, Canada relationships, and North American stability
The Chinese OEM threat and rule-based trade enforcement
What automotive leaders can expect from policymakers moving forward

🎥 Watch the full episode on YouTube:

https://www.youtube.com/@jangriffithsautomotiveleaders

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

Featured Guest: Congresswoman Haley StevensCongresswoman Haley Stevens is a Michigan native who served as Chief of Staff on President Obama’s auto rescue team, helping save 200,000 Michigan jobs. Elected to Congress in 2018, she flipped a Republican-held seat and has since championed Michigan’s manufacturing and auto industries. She has introduced legislation to strengthen domestic supply chains, counter China’s influence in critical minerals and auto production, and push back against tariffs impacting Michigan families. Stevens has been recognized as one of the most effective Democrats in Congress, particularly on science and technology issues, and is currently running to be Michigan’s next U.S. Senator.

About Your Host – Jan Griffiths

Mentioned in this episode* Cirba Solutions

Episode Highlights[01:26] Why Jan Brought a Policymaker Onto the Show: Policy now shapes daily decisions in automotive. Jan explains why Washington can no longer be ignored.

[04:09] Nearly 200 Manufacturing Mondays Visits: Haley Stevens shares how nearly 200 shop floor visits keep her grounded in real manufacturing issues.

[07:03] Inside the Auto Task Force During GM’s Bankruptcy: A firsthand look at the bipartisan effort to stabilize GM and protect American jobs during the crisis.

[10:03] Chips and Reshoring Strategy: From pandemic shortages to the CHIPS Act, rebuilding semiconductor strength became a national priority.

[11:14] China’s 95% Control of Critical Minerals: China dominates processing and refining. Stevens calls it a supply chain and national security risk.

[14:17] USMCA and Canada Trade Tensions: Uncertainty around trade agreements creates instability for manufacturers across North America.

[15:20] 55 Tariff Announcements in 100 Days: Volatility is the real problem. Constant tariff changes leave suppliers scrambling.

[16:57] The Chinese OEM Threat: Chinese automakers are expanding globally. The competitive pressure is real, even if we do not see it yet.

[18:26] What Leaders Should Expect from Policymakers: Leaders need steady voices who understand the supply chain and fight for fair competition.

Top Quotes[07:53] Haley Stevens: “We were caught holding the bag and we needed to act.”

[10:03] Haley Stevens: “They're doing 95% of that processing and refining, we've seeded an industry to them.”

[00:15:20] Haley Stevens: “When you mention the White House tab that's open, 55 tariffs announcements in the first a hundred days, and then many more from that. I mean, manufacturers didn't know which way is up.”

[00:18:37] Haley Stevens: “Well, look, I think we need reasonable policy makers who actually have an understanding of the industries and the jobs that they are lawmaking around.”

[00:19:20] Jan Griffiths: “I would agree. It's the volatility that kills us. Tariffs are here. They're a reality, whether we like it or not, it's part of the administration moving forward. They're here, but it's the way that they're administered that we have a problem with.”

The automotive industry does not operate in a vacuum.

Trade policy, tariffs, semiconductor access, critical minerals, and global competition now shape execution decisions daily.

You cannot lead at speed if you ignore the forces shaping your environment.

This podcast episode is also available on YouTube. Check out our YouTube channel at Jangriffithsautomotiveleaders

Send us your feedback or questions — email Jan at Jan@Gravitasdetroit.com.

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Download the full webinar slides hereSpecial Audio from the February 20th Seraph Webinar

Tariffs were struck down.

So why does the pressure still feel the same?

If the Supreme Court ruled against IEEPA, why aren’t costs meaningfully lower?

This special episode is different.

It is the full audio recording from the February 20th Seraph IEEPA Tariff Revocation Impact Webinar, led by Ambrose Conroy, CEO of Seraph.

In this episode of the Automotive Leaders Podcast, Jan Griffiths joins Ambrose and Harrison Catlin as they break down what the Supreme Court decision actually changed and what it didn’t.

Headlines suggested relief. But Section 122 tariffs were implemented almost immediately. Effective rates dropped briefly, then climbed back up — not fully to prior IEEPA levels, but still materially impactful.

This conversation goes beyond policy.

It is about enterprise risk, supply chain resilience, and what leaders must do next.

Themes Discussed in this Episode

What the Supreme Court ruling actually changed
How Section 122 partially restored tariff levels
The three critical dates: entry date, liquidation date, protest window
How Post Summary Corrections (PSC) impact refund strategy
OEM debit risk and cascading supply chain pressure
Why geopolitics — not just tariffs — is the real long-term risk
The July 2026 convergence: Section 122 expiration and USMCA negotiations
Using AI and prediction markets to anticipate legal outcomes
Why reshoring must continue regardless of short-term tariff shifts

Featured Guest:Ambrose Conroy is the Founder and CEO of Seraph, a global operational excellence and manufacturing strategy firm. He advises CEOs, boards, and private equity leaders on supply chain restructuring, footprint acceleration, and industrial resilience in volatile geopolitical environments.

Ambrose is known for his reality-first perspective on manufacturing strategy and for translating global uncertainty into decisive operational action.

About Your Host – Jan GriffithsJan Griffiths is a champion for culture transformation and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She brings honesty, energy, and courage to every conversation, proving that authentic, human-centered leadership is the future of the automotive industry.

Episode Highlights[01:05] Supreme Court strikes down IEEPA tariffs

[02:00] Section 122 implemented and effective rates climb back

[06:07] What tools remain available to the administration

[11:55] Refund mechanics: entry date, liquidation date, PSC filings

[14:46] OEM debit risk and supply chain tension

[18:08] China, Taiwan, and geopolitical escalation

[25:47] July 2026 - Section 122 expiration meets USMCA negotiations

[30:00] AI and prediction markets used to model the ruling

[32:00] Why tariffs are likely here to stay

Top Quotes[11:38] Ambrose: “ Tariffs are a core tenet.”

[17:23] Ambrose: “ Pre-COVID supply chain was, was a function that was seen as supportive. Now it's so core, and it's so critical, and it's so impactful so many times because everything is so fragile since we've sought the lowest cost and lowest price and not necessarily taken into account true resiliency. “

[27:43] Jan: “Get your arms around the data, get visibility all the way through the supply chain. And make sure that you know those dates, the entry date and the liquidation date, and that you've got the right team of people around you with the right set of expertise.”

[26:34] Ambrose: “ The only thing that it is clear to me if you if you want to sell a product in the United States, make it in the United States, source it in the United States.”

This podcast episode is also available on YouTube. Check out our YouTube channel at Jangriffithsautomotiveleaders

Send us your feedback or questions — email Jan at Jan@Gravitasdetroit.com.

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This conversation goes straight at the tension every legacy leader feels but rarely names.

How do you build something new inside a company designed for stability?

How do you move fast inside a system built to control risk?

How do you create urgency without burning out your team?

In this episode of the Automotive Leaders Podcast, Jan Griffiths sits down with Ted Cannis, former CEO of Ford Pro and longtime executive at Ford Motor Company.

Ted didn’t just grow revenue. He helped build an integrated ecosystem of vehicles, software, charging, service, and financing. But this conversation isn’t about the numbers. It’s about the leadership and culture required to produce them.

Ted shares what it really takes to drive change inside a legacy organization. Why data is your most powerful ally. Why shared metrics matter more than motivation. Why speed is a discipline. And why every bold initiative faces what he calls “status quo snapback.”

He also makes a surprising admission. He’s a self-confessed micromanager. And that opens up one of the most honest leadership moments we’ve had on the show.

This episode is about disciplined change.

Not hype. Not slogans. Not transformation theater.

Real leadership inside real constraints.

Themes Discussed in this Episode

Why building inside constraints sharpens leadership
The power of going to the gemba instead of managing from the conference room
Using data to win enterprise-level change
How shared metrics break down silos
Why speed requires preparation, not chaos
The danger of “sketchy scoping” in big strategic bets
What “status quo snapback” looks like inside legacy organizations
Can micromanagement and authentic leadership coexist?

Watch the full episode on YouTube - click here

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

Featured Guest - Ted Cannis

Ted Cannis is the former CEO of Ford Pro, where he scaled the business to $67B in revenue and $9B EBIT by integrating commercial vehicles, SaaS, charging, service, and financing into one global ecosystem.

Across a 30+ year career at Ford Motor Company, Ted led global electrification strategy, investor relations, and international operations. He is known for combining operational discipline with enterprise-level vision and has been featured in CNBC, The Wall Street Journal, and Forbes.

Today, he serves as a strategic advisor and board-level collaborator across mobility, energy, and technology ventures.

Episode Highlights[02:47] “Build within constraints” — Ted’s leadership mindset

[06:17] Why going to the gemba is a strategic investment, not a luxury

[12:16] Using hard data to sell change across the enterprise

[15:43] Speed, impatience, and seizing decision windows

[19:04] The Culture Change Hub — leaders, teams, rituals, rules, metrics, stories

[22:18] Why C-suite sponsorship is non-negotiable

[26:23] Pivoting fast when the plan breaks

[28:24] “Status quo snapback” and how initiatives quietly die

[30:39] Vision and ownership as the core of authentic leadership

[32:46] The micromanagement confession

Top Quotes[02:48] Ted: “I build within constraints. Set a vision of where you want to go and be pragmatic about how you get there.”

[07:25] Ted: “You can’t be blind. You have to go and see.”

[14:14] Jan: “Speed is everything. The way we make decisions, how we make decisions, and the speed of those decisions.”

[22:49] Ted: “If you really want change in a large company or a small one, it needs to come from the top.”

[28:44] Ted: “The most exciting days for the project are the day it's announced. That is the high. It never gets any better.”

[31:59] Ted: “You have to own the pivot. No matter what.”

This podcast episode is also available on YouTube. Check out our YouTube channel at Jangriffithsautomotiveleaders

Send us your feedback or questions — email Jan at Jan@Gravitasdetroit.com.

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This conversation doesn’t sugarcoat anything. The auto industry is under real pressure, and leaders can’t afford denial or delay.

In this episode of the Automotive Leaders Podcast, Jan Griffiths sits down with Jamie Butters, now an independent journalist, speaker, emcee, and content creator who has spent decades reporting from every corner of the automotive ecosystem.

Jamie brings a clear, grounded view of where the industry stands at the start of 2026. China’s competitive advantage is no longer theoretical. Affordability is becoming an existential issue. Tariffs and geopolitics are injecting uncertainty that freezes investment. AI is everywhere, but leaders still struggle to separate real value from noise.

They unpack why legacy automotive culture slows decision-making, how bespoke thinking drives unnecessary cost, and why speed is now a leadership requirement, not a nice-to-have. The conversation also digs into Tesla’s influence on manufacturing thinking, the future of dealer AI tools, and what’s at stake as the UAW heads into a pivotal leadership year.

This episode is about reality. Not hype. Not fear. Just the hard truths automotive leaders need to face if they want to compete, adapt, and lead with courage.

Themes Discussed in this Episode

Why China’s scale and speed threaten global incumbents
How affordability became automotive’s silent crisis
Where AI delivers value and where it quietly creates waste
The cultural cost of bespoke thinking in legacy organizations
Tariffs, uncertainty, and their chilling effect on investment
What UAW leadership changes could mean for competitiveness
Why speed of decision-making is now a core leadership skill

Watch the full video on YouTube - click here

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

Featured Guest

Jamie Butters is an independent automotive journalist, speaker, emcee, and content creator. He previously served as Executive Editor and Chief Content Officer at Automotive News, Detroit bureau chief for The Wall Street Journal, and automotive editor at Bloomberg. Jamie is known for connecting the dots early, telling the truth plainly, and translating complex industry dynamics into language leaders can actually use.

Mentioned in this Episode1. Automotive News 2. Bloomberg 3. The Wall Street Journal 4. USMCA 5. UHY RFQ white paper

Episode Highlights

[02:08] Jamie’s move to independence and why now is the right moment

[04:51] Why China’s competitive threat feels distant in Detroit but isn’t

[07:47] Affordability, regulation, and how the industry boxed itself in

[13:29] The hidden cost of bespoke thinking in the supply base

[17:20] Tesla’s influence on China’s manufacturing mindset

[18:30] Using AI where customers don’t see it but value it

[25:03] Tariffs, uncertainty, and frozen investment

[31:03] What’s at stake in the next UAW leadership cycle

[36:18] Why speed of decision-making defines modern leadership

Top Quotes[05:24] Jamie: “It's a real challenge when you're competing with players in an economy that is not a capitalist market economy. They have different motivators; they have different factors that determine who survives. And so, it's a really asymmetric competition. ”

[08:24] Jamie: “ They really never made money on small cars. Being able to focus on the bigger ones, it's more profitable, it's less good for the environment, and it does make it harder for low to middle-income people to buy a new vehicle. ”

[14:54] Jan: “If you change the process but you’re still feeding it with legacy thinking, what have you really achieved?”

[18:50] Jamie: “You should focus where you have the most cost and where the consumer doesn’t really know or care how you get it done.”

[25:17] Jamie: “Just having those threats continue to come really paralyzes investment.”

[36:14] Jan: “Speed is everything. The way we make decisions, how we make decisions, the speed of those decisions.”

This podcast episode is also available on YouTube. Check out our YouTube channel at Jangriffithsautomotiveleaders

Send us your feedback or questions — email Jan at Jan@Gravitasdetroit.com.

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Re-industrializing America sounds bold. Necessary. Inevitable.

But on factory floors across the country, automation keeps stalling before it ever delivers real value.

Robots sit unused. Projects drag on for years. Leaders know automation is essential, yet decisions stall, risks get avoided, and the same problems repeat. This episode goes straight to the heart of why.

Jan Griffiths is joined by Søren Peters, CEO of HowToRobot, a global marketplace helping manufacturers source and implement robotics more effectively. Søren has spent decades leading digital transformation and operational change, giving him a front-row seat to why automation struggles inside real plants, not PowerPoint decks.

This conversation moves past hype. It tackles the real blockers: fear-based leadership, siloed decision-making, short-term contracts, poor education, and a complete lack of ownership once robots hit the shop floor. Automation doesn’t fail because the technology isn’t ready. It fails because organizations aren’t.

Søren challenges leaders to rethink how they assess risk, train their workforce, and take responsibility for change. Buying a robot isn’t a technology decision. It’s a leadership decision. And without courage, clarity, and accountability, even the smartest automation strategy will collapse.

If the automotive industry is serious about rebuilding manufacturing capacity, closing labor gaps, and preparing for an AI-enabled future, leaders must stop waiting for certainty and start owning the change.

Themes Discussed

Why automation failures are leadership failures, not technology failures
The risk-avoidance mindset is slowing manufacturing transformation
How siloed decision-making kills automation on the shop floor
Why education matters beyond engineers and integrators
The hidden impact of short-term supplier contracts on ROI
What successful automation leaders do differently
Why ownership and courage matter more than tool

Watch the full video on YouTube - click here

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

Featured Guest

Søren Peters is the CEO of HowToRobot, a global industrial robot marketplace that helps manufacturers find, evaluate, and implement automation solutions more effectively. He has spent over two decades leading companies through digital transformation, outsourcing, and large-scale operational change across Europe and the United States. Søren brings a pragmatic, leadership-first perspective to automation, grounded in what actually works inside manufacturing plants.

About Your Host – Jan Griffiths

Jan Griffiths is a champion for culture change and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She is the author of AutoCulture 2.0 and the co-host of the Auto Supply Chain Prophets podcast. Jan brings honesty, energy, and courage to every conversation, proving that authentic, human-centered leadership is the future of the automotive industry.

Mentioned in this Episode

HowToRobot
UHY RFQ white paper

Episode Highlights

[02:55] Re-industrialization sounds great until automation decisions stall for years

[04:12] Why factories don’t need humanoids, they need basics that work

[06:35] The real reason companies delay buying robots for a decade

[09:10] Fear, risk, and leadership paralysis inside manufacturing

[12:58] Why training only engineers guarantees automation failure

[14:41] Robots are workers, and leaders must manage them as such

[18:04] Short-term contracts destroy long-term automation ROI

[19:52] Financing, trust, and the reality of buying unfamiliar technology

[21:21] What the DNA of a successful automation leader really looks like

Top Quotes

[11:20] Soren Peters: “I think it’s leadership. And I think those who want to be the one who takes the torch and says, I will take the risk. I will bear the burden.”

[14:52] Soren Peters: “A robot is a worker in a sense, and it comes with different ROIs, it comes with different behaviors.”

[15:15] Soren Peters: “And a robot also has a sick day. But we are also saying to everybody, a robot never gets sick — and it’s not, well, but it does.”

[25:48] Jan Griffiths: “The tech mindset is let’s get this technology and play with it. Let’s break it. Let’s break it. Let’s iterate it.”

This podcast episode is also available on YouTube. Check out our YouTube channel at Jangriffithsautomotiveleaders

Send us your feedback or questions — email Jan at Jan@Gravitasdetroit.com.

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2025 didn’t just challenge the automotive industry.

It exposed it.

Tariffs that shifted overnight. Another chip crisis. A sudden rethink on EVs. Then Ford dropped the bomb: nearly $20 billion in charges as it pivoted away from EVs, stranding capital across the supply chain. And on top of it all, AI is moving faster than most leaders can keep up with.

In this solo episode, Jan Griffiths presses pause on the noise and calls it what it really was: feedback.

Not chaos.

A signal.

2025 showed us exactly where legacy leadership breaks under pressure. Command-and-control slowed decision-making. Rigid processes collapsed under uncertainty. And waiting for perfect data became a competitive disadvantage.

As we step into 2026, Jan lays out what leadership must become if this industry wants to survive, not just react. She challenges leaders to stop pretending they have all the answers and start learning out loud. To trade certainty for curiosity. Ego for humility. Silos for systems thinking.

AI is not the threat. Speed is the reality. And culture is still the differentiator.

This episode is a direct, honest conversation with leaders who feel the weight of what’s coming and know the old playbook won’t get them there. Jan breaks down the five leadership categories that will define success in 2026 and beyond, and why standing still is no longer an option.

If 2025 cracked the foundation, 2026 is the year leaders decide whether to rebuild or repeat the same mistakes.

Watch the full video on YouTube - click here

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

Themes Discussed

Why 2025 wasn’t chaos, but critical feedback for automotive leaders
The leadership behaviors that failed under pressure
Learning out loud instead of waiting for perfect answers
Intellectual humility as a competitive advantage
Why speed now matters more than certainty
How AI is forcing a shift away from rigid org charts
The leadership mindset required to win in 2026

About Your Host – Jan Griffiths

Mentioned in this Episode1. AI‑Era Leadership Self‑Assessment

Episode Highlights[01:26] Reflecting on 2025: Challenges and Lessons

[04:32] Leadership Traits for 2026

[04:45] Mindset and Intellectual Humility

[06:03] Systems Thinking and Bias Awareness

[07:20] AI and Business Processes

[08:27] Leadership Styles in the Age of AI

[09:47] Decision Making and Accountability

[11:26] Trust, Culture, and Empowerment

[14:51] Humanity and Empathy in Leadership

This podcast episode is also available on YouTube. Check out our YouTube channel at Jangriffithsautomotiveleaders

Send us your feedback or questions — email Jan at Jan@Gravitasdetroit.com.

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Sometimes a conversation hits so deeply that it demands a part two , and that’s exactly what happened after our episode with MIT’s Dr. Bryan Reimer. The response was immediate, and the very first message came from CADIA CEO Cheryl Thompson, who had been quietly diving deep into AI for months. Her reaction captured what so many leaders are feeling right now: excitement, overwhelm, fear, and possibility all at once.

This episode brings Cheryl and Bryan together to talk about what AI is really doing inside companies — not the hype, but the human impact. The emotional truth? AI is forcing us to look hard at our culture, our trust levels, and our willingness to unlearn the habits that hold us back. That’s where transformation starts.

Cheryl shares how AI has changed the way she works, creates, leads, and even manages her daily life. But she’s honest about the trap many leaders fall into: using AI to produce more… instead of stepping back to breathe, think, and lead. Bryan brings the research lens, grounding the conversation in what AI can do, what it can’t, and how leaders must shift from delegation to collaboration if they want AI to be truly useful.

Together they unpack psychological safety, generational differences, the rise of agentic AI, and the cultural tension AI exposes inside legacy automotive. And they remind us that AI will not replace leaders — but leaders who use AI well will absolutely outpace those who don’t.

This isn’t a conversation about technology. It’s a conversation about courage, trust, and the future of leadership in an industry that desperately needs to move faster while staying true to its values.

Themes Discussed in This Episode1. How trust and culture determine whether AI succeeds or stalls 2. Why leaders must collaborate with AI instead of delegating blindly 3. What the Wow, Whoa, Grow framework reveals about human behavior 4. How generational differences shape AI adoption and comfort levels 5. Why AI in automotive demands unlearning old processes, not just adding tools 6. The risk of locking down AI too tightly — and the risk of letting it run wild 7. How small businesses and startups are using AI to outrun traditional OEMs

Watch the Full Video on YouTube - click here

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

Featured Guests

Cheryl Thompson, CEO, CADIA

Cheryl leads the CADIA: Culture Evolved, where she equips organizations to build equitable, high-performing cultures. A former manufacturing engineering leader in the automotive industry, Cheryl is known for her human-centered approach to leadership, her commitment to psychological safety, and her skillful integration of AI into learning and development. She helps teams work smarter, remove friction, and accelerate change by pairing technology with deep emotional awareness.

Dr. Bryan Reimer, Research Scientist, MIT

Dr. Bryan Reimer is a Research Scientist at the MIT Center for Transportation & Logistics and a founding member of the MIT AgeLab. His work examines how humans and automation interact in real-world conditions, including driving, attention, decision-making, and safety. He leads three major academic–industry consortia focused on human-centered vehicle technology and is the author of How to Make AI Useful, a practical guide for leaders navigating AI’s cultural and operational impact.

About Your Host – Jan GriffithsJan Griffiths is a champion for culture transformation and the host of the Automotive Leaders Podcast. A former automotive executive with a rebellious spirit, Jan is known for challenging outdated norms and inspiring leaders to ditch command and control. She brings honesty, energy, and courage to every conversation, proving that authentic, human-centered leadership is the future of the automotive industry.

Mentioned in This Episode1. How to Make AI Useful by Dr. Bryan Reimer 2. CADIA 3. McKinsey research on the “second muscle” of leadership

Episode Highlights1. [02:35] Cheryl’s AI “wow” moment: Enthusiasm turns into overload, forcing her to reset and take the lead back from the tool. 2. [04:06] Bryan on LLMs: Useful copilots, not autopilots — and only one part of a much larger AI ecosystem. 3. [07:18] Human in the Loop: Cheryl and Bryan break down why AI must be viewed as an opinion, not a fact. 4. [11:14] Next-level use cases: Cheryl explains how to move beyond meeting summaries into real business transformation. 5. [14:00] Leaders must stop throwing AI to IT: AI adoption requires business alignment, courage, and clarity. 6. [16:33] Culture and unlearning: Why legacy processes slow AI more than technology does. 7. [20:52] Generational differences: Gen X trusts AI most; boomers the least; Gen Z remains skeptical. 8. [23:03] The collaboration equation: Neural activity drops when we delegate to AI — but rises when we collaborate with it. 9. [32:18] Capturing knowledge before it walks out the door: AI as a tool for organizational memory. 10. [34:29] Final advice: Leaders must experiment, question, and use AI to learn faster than the pace of change.

Top Quotes1. “AI won’t replace us, but leaders who use it well will outrun those who don’t.” — Cheryl Thompson 2. “Large language models are opinions. You have to decide whether you trust that electronic opinion.” — Bryan Reimer 3. “The future belongs to those who ask how AI becomes useful, not those who sit on the sidelines.” — Bryan Reimer 4. “Most people are using maybe one percent of AI’s potential. The opportunity is enormous.” — Cheryl Thompson

Jan Griffiths1. “You cannot codify a bad culture. You have to fix the human issues first.” 2. “Leaders today can’t throw AI over the wall to IT. This is a business responsibility.”

This podcast episode is also available on YouTube. Check out our YouTube channel at Jangriffithsautomotiveleaders

Send us your feedback or questions — email Jan at Jan@Gravitasdetroit.com.

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AI dominates every conversation in the automotive industry, but very few companies know how to make it truly useful. That focus on real value is what led MIT research scientist Dr. Bryan Reimer to write How to Make AI Useful.

The idea began casually over dinner in Lisbon, when someone asked him what he really thought about AI. Bryan didn’t dive into predictions about machines taking over. He focused on something more practical: how AI only matters when it’s built with people in mind.

He breaks AI down into three realities: the excitement of what it could do, the fear that follows when we realize what it might do, and the long, steady work required to make it truly valuable.

AI can automate the basics and even create new content, but its real strength is amplifying human skill, not replacing it. The goal isn’t an autopilot workforce. It’s a copilot.

That means the fear that AI will take jobs is misplaced. AI changes work; it doesn’t erase it. Just as assisted driving has changed how we drive, rather than removing the driver, AI will shift roles and demand new skills.

Bryan points out that layoffs blamed on AI are often just business decisions wearing a convenient mask. The real question is how companies use AI to make work better rather than cheaper.

To do that, leaders in automotive need to unlearn old habits. Years of rigid processes, slow decision-making, and fear of change make it hard for AI to deliver value.

He argues that useful AI requires trust and transparency. It’s hard for any organization to move forward when fear, hidden approvals, and layers of bureaucracy control decisions. If employees can’t be trusted to make decisions, AI won’t save them. The real challenge is cultural, not technical.

Bryan expands the conversation globally. Japan is embracing robotics as companions, while Europe is focusing heavily on privacy. Culture shapes how AI grows, and automotive companies need to pay attention to what consumers value, not just what tech can do.

He connects this to China as well. China’s speed is not about dumping features into cars. It’s about building products people can afford and use. If Western brands only chase faster or cheaper without real value, they will lose.

AI becomes useful when companies start small, test real-world problems, and continually improve the tool until it actually helps people do their work. That progress may cost more in the beginning, but better safety features, more accurate data, and enhanced customer experiences rarely come from shortcuts. The goal is not to replace people. It’s to build technology that helps them perform at a higher level.

Watch the Full Video on YouTube - click here

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

Themes discussed in this episode:

How AI becomes useful only when it is designed to support human judgment instead of replacing workers
Why the “Wow, Whoa, and Grow” framework helps companies move beyond AI hype and build tools that solve real problems
How assisted driving proves that advanced technology still depends on human responsibility and oversight to deliver safe, reliable results
The importance of unlearning outdated processes before applying AI to existing workflows in automotive
Why a lack of trust inside automotive organizations slows down AI adoption more than the technology itself
Lessons from China’s speed in product development and why Western automakers should prioritize value and accessibility over rushed innovation
What automotive leaders can learn from the pharmaceutical model of testing, releasing, and improving technology through data-driven updates over time
Why leaders should start small, run narrow pilots, and scale only after AI tools prove measurable value for customers and business results

Featured guest: Dr. Bryan Reimer

What he does: Dr. Bryan Reimer is a Research Scientist at the MIT Center for Transportation & Logistics and a key member of the MIT AgeLab. His work focuses on how drivers behave in an increasingly automated world, using a combination of psychology, big data, and real-world testing to study attention, distraction, and human interaction with vehicle technology. He leads three major academic-industry consortia that are developing new tools to measure driver attention, evaluate how people use advanced driving systems, and improve in-vehicle information design, thereby guiding automakers and policymakers toward safer, human-centered mobility solutions.

Mentioned in this episode:

MIT Center for Transportation & Logistics
MIT AgeLab
MIT AVT | Advanced Vehicle Technology Consortium
AI Sweden | National center for applied AI
Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update
How to Make AI Useful: Moving beyond the hype to real progress in business, society, and life

Episode Highlights:

[03:04] Lisbon, Wine, and a Big Question: A casual dinner in Portugal, fueled by a few glasses of wine, led to a book built around a simple idea: AI only matters when it helps real people, not just shows off technology.

[05:13] The Wow, Whoa, and Grow: AI starts with excitement, triggers hesitation when its power becomes real, and only becomes useful when organizations move past fear and begin building systems that support people, policy, and long-term value.

[09:55] Fear vs. Reality: Layoff headlines make AI sound like a job killer, yet its real impact is changing how work is done, not removing it, and companies often use AI as an excuse while human skills and responsibilities continue to grow alongside the technology.

[11:50] Header: AI note-taking creates efficiency, but the real shift comes when companies unlearn old processes and use AI to turn meeting outputs into work plans that assign tasks, drive follow-through, and reshape how the work actually gets done.

[15:04] Unlearning to Compete: To meet China’s pace and build vehicles people can actually afford and use, the industry must rethink old development cycles and focus on AI that supports drivers rather than chasing fully automated cars.

[19:31] Different Cultures, Different AI: Japan embraces robotics as companions, Europe prioritizes privacy, and the U.S. remains cautious, showing how each culture adapts AI in its own way and must shape policies that reflect human needs, not just technology trends.

[21:03] Technology Moves Fast. Institutions Don’t.: Austin’s Law explains why automated driving and AI can advance quickly while governments, policies, and organizations move slowly, creating delays driven by fear, inconsistent rules, and low trust within the systems trying to adopt new technology.

[24:39] Trust Before Technology: Layers of approvals, hidden decisions, and bureaucratic red tape break trust inside automotive companies, and without a culture that empowers people to act, AI has nowhere to grow and no one who believes in it.

[27:59] Fix Culture, Then Code: AI can’t succeed in a blame-driven industry, because once decisions are written into software, companies must own them, learn from them, and evolve like the pharmaceutical model that improves systems over time instead of pointing fingers.

[30:14] Copilot, Not Cost-Cutting: AI isn’t a cheap layoff tool, it creates value when leaders plan for lifecycle costs, learn through small pilots, and use it as a decision-support copilot instead of dumping out low-value work.

[35:08] AI Plus People: AI can speed up translation work, but the real value comes from pairing it with human expertise, where the best results may cost more yet deliver a higher-quality experience that’s worth it.

[38:31] Mindset Over Machines: Real progress happens when leaders stop fearing the technology or spending blindly on it, and instead redesign their processes with a practical, consumer-focused mindset that keeps core values intact while evolving how work gets done.

Top Quotes:

[10:28] Bryan: “I don't think AI, like any other technological revolution, is going to shake all the jobs. I think what it is going to do is change the nature of work. It's automation by a different language. Automation doesn't replace work; it changes the nature of it.”

[23:03] Bryan: “Technology is evolving much faster than the institutional changes to support that, and that fear is a limiting factor. And that's where the fear and hype of AI become so challenging: we need to find a middle ground that allows us to build and evolve these technologies forward faster and more efficiently, while managing the overhype. Automation's going to change the nature of work, and we're going to get rid of all employees due to the fear of, "What am I going to do if technology takes over?" And I think a lot of that comes down to balancing trust, trust in institutions, trust in organizations, trust in my colleagues.”

[37:59] Bryan: “We've got to think about what the value proposition for that is and how we deploy AI and other technologies. If we keep chasing better, faster, cheaper, and that's the sole output, I could tell you that the Chinese will win with that. Our strength is going to become how we strategically focus on each of those elements in a more optimal system. And that's exactly how I think Detroit and other western and legacy automakers are going to have to reinvent, driving the mobility experience to compete with a growing potential tsunami of Chinese cars across the world.”

This podcast episode is also available on YouTube. Check out our YouTube channel at Jangriffithsautomotiveleaders

Send us your feedback or questions — email Jan at Jan@Gravitasdetroit.com.

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Inside Panasonic’s gigafactories in Nevada and Kansas, machines never stop running. Every second, 70 batteries roll off the line, powered by thousands of people working 24/7. At the center of it all is Allan Swan, a Scotsman who left aerospace to lead one of the most ambitious manufacturing operations in America.

Allan begins by explaining what a gigafactory really is and what it takes to manage a workforce of almost 8,000 people while producing billions of batteries a year.

At Panasonic, Allan flipped the hierarchy, putting his name at the bottom of the org chart to remind everyone that leaders exist to serve their people. For him, leadership isn’t about hitting KPIs; it’s about getting the people side right first. When communication is clear and employees have what they need to do their jobs, the results follow naturally.

He shares how Panasonic built a no-blame culture, where problems are met with curiosity rather than fear. Through a system called CIG — Control, Influence, and Gravity — issues are quickly directed to the people who can resolve them, with no hierarchy or politics in the way.

One of his favorite examples is the “door story,” where a small request from a team led to significant changes in trust and teamwork across the plant.

Allan also explains how recognition helps maintain high morale in an environment that never stops. Teams celebrate wins every day through thank-you cards, high-five points, and open conversations that connect everyone to the company’s mission. The focus isn’t just on electrification and sustainability, but on providing people with meaningful work that can change their lives.

Allan’s approach to leadership is anything but distant. He spends time on the factory floor every day, talking with teams, asking questions, and seeing problems firsthand. For him, leadership means being present and approachable, not hiding behind emails or titles.

In the end, Allan’s message to other leaders is simple: real change doesn’t come from massive initiatives or slogans. It begins with small, consistent actions that show people that you care. Fix one problem. Listen to one person. Keep showing up. That’s how culture and performance grow together.

Watch the full video on YouTube - click here

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

Themes discussed in this episode:

The shift from aerospace to EV manufacturing and what it taught Allan Swan about leadership
The evolution of leadership from command-and-control to people-first management in large-scale manufacturing
How Panasonic’s gigafactories produce 70 batteries every second with a people-driven approach
Why focusing on people before KPIs drives long-term performance across Panasonic’s gigafactories
How Panasonic’s Control, Influence, and Gravity (CIG) system helps teams escalate issues and make faster decisions
How recognition programs such as “Did You Win Today?” and “High-Five Points” help sustain motivation in 24/7 production environments
The value of hiring people for energy and mindset rather than industry experience in a new manufacturing sector
How daily visibility and “gemba walks” keep leaders connected to people and grounded in real operations

Featured guest: Allan Swan

What he does: Allan Swan leads Panasonic Energy’s battery manufacturing operations in the United States, overseeing the company’s gigafactories in Sparks, Nevada, and De Soto, Kansas. Under his leadership, Panasonic has grown into the leading global producer of cylindrical lithium-ion batteries, powering much of today’s electric vehicle industry. With a focus on people, innovation, and performance, Allan has helped transform the Nevada facility from a startup into a world-class smart factory producing over two billion cells each year. His work drives Panasonic’s mission to advance clean energy, create thousands of American jobs, and build a more sustainable future.

On Leadership: “We've got one job as leaders, that's to make sure our people have got the right tools to do their job. They're accountable for doing the job. We are accountable to make sure they've got the right tools to do their job. And that's what we hone in on every single day. And by doing that, we created a really amazing culture that, quite frankly, KPIs are irrelevant because you just keep blowing past them all the time. And everybody wins.”

Episode Highlights:

[07:18] People Before Numbers: Success isn’t measured by spreadsheets but by how well leaders equip and support their people to win every day.

[11:44] Resilience Through No Blame: Of the 21 traits of authentic leadership, Allan connects most with resilience, built through a no-blame culture where people feel safe to make mistakes, learn fast, and keep moving forward.

[17:33] Wrong Question, Right Answer: Instead of playing pricing games, Allan builds trust with EV customers by focusing on transparency; aligning cost curves, solving gaps together, and keeping speed at the center of every partnership.

[21:03] Mindset Over Resume: Allan shares why even the most impressive credentials don’t matter if a leader can’t roll up their sleeves, stay adaptable, and thrive in a fast-moving, disruptive culture.

[24:56] The Door Lesson: A manager’s request to add a door turned into a real test of leadership, showing how solving even small issues can build trust, prove accountability, and strengthen a high-performance culture.

[30:07] Celebrating the Wins: From “Did you win today?” scoreboards to handwritten thank-you cards and high-five points, Allan keeps thousands of employees motivated through simple, constant recognition.

[33:37] Leading with Presence: Allan defines authentic leadership through daily visibility; rolling up his sleeves, walking the floor, and listening so every employee knows they’re seen, heard, and supported.

[34:40] One Language, One Team: By aligning every level of the factory around the same daily metrics and transparent communication, Allan built a culture where shop floor employees feel heard, valued, and proud to power America’s clean energy future.

[37:39] Beyond the Factory Floor: Allan opens up about his life outside work, from his love for America’s can-do spirit to the morning habits and simple routines that keep him grounded and ready to lead.

[42:46] Start with Small Steps: Allan’s advice for leaders facing change is simple: skip the big leaps, take one step at a time, and start by showing up where it matters most: on the floor with your people.

Top Quotes:

[07:48] Allan: “I don't look at KPIs, I look at how we operate with the people. Because if we get the people right, and we get the communication right, and we get working with them right, any KPI in the world will look after itself. That's what I believe in.”

[12:02] Allan: “We never blame anybody ever. Nobody gets to blame. So, if we have a problem, we accept it with a grateful heart. That is our message. Then, we go about looking at that problem, understanding what happened, getting to the countermeasure, fixing it, and then we eliminate that particular problem.”

[21:28] Allan: “I've met some amazing people from around, the auto industry, and others, and they are just amazing. I mean, their resumes are to die for, quite frankly, but their mindset isn't right. And unfortunately, we haven't chosen them because the mindset won't work. Because you can't be in an ivory tower somewhere sending emails. That's not, you gotta have your sleeve rolled up and go on the floor and do the thing. And, as I said, go and talk to the teams and really spend a lot of time there. And if you don't have that mindset, it won't work.”

[43:22] Allan: “Small steps are good. People talk about this leap. I don't believe in that. I actually believe just one small step at a time, and just make a difference and engage. So, for example, if there are leaders listening, go to the floor. Go to the floor, see some of those problems. See that door issue that I talked about earlier, and fix it. And you'll be amazed. The catalyst effect that will have will be huge.”

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When people in the automotive world talk about leaders who bring out the best in others, Kim Less's name always surfaces. As Vice President of aftersales for Nissan Americas, she leads a team of more than 1,600 people in the U.S., Canada, Mexico, and South America.

Her leadership philosophy? Constant gentle pressure. The phrase, which came from Danny Meyer, perfectly captures how Kim shows up daily.

To her, "constant" means persistence and accountability. "Gentle" means having your team's back while guiding them toward growth. And "pressure" is the drive to win, move with urgency, and deliver. Together, they form the balance she strives for: leading with calm confidence but never without expectation.

At Nissan, Kim has spent years redefining what aftersales means inside the organization. For her, aftersales isn't an "afterthought," it's the engine that fuels brand loyalty and future sales.

Leading across multiple countries means managing different cultures, languages, and expectations. Kim talks about how she's brought the entire Americas region together as one unified team. She does that by traveling to meet teams in person and building relationships and credibility. Over time, those consistent actions turned into a shared culture built on mutual respect and accountability.

As the automotive industry evolves, Nissan is focused on simplifying its processes to make quicker decisions. Kim recalls working with the dealer advisory board to streamline 60 dealer-facing programs; removing or simplifying two-thirds to sharpen focus on what truly matters.

To her, simplification isn't about doing less; it's about removing distractions so teams can move faster and stay focused on impact.

She ties that same thinking to the importance of trust inside organizations. Once people trust each other and the data and systems they rely on, they no longer waste time validating every decision. That's when speed naturally follows.

She also reflects on the personal side of leadership and the lessons from finding balance. Earlier in her career, while raising twins, she often hesitated to step away from work for family events. Over time, she learned that setting boundaries wasn't a weakness but a necessity.

Now, she mentors others, urging them to "own their calendar," set limits, and protect their well-being. It's advice she lives by and passes down to emerging leaders who often feel pressured to choose between career and personal life.

Watch the Full Video on YouTube - click here

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

Themes discussed in this episode:

How Kim Less applies “constant gentle pressure” to balance accountability, empathy, and performance in leading Nissan Aftersales Americas
The leadership lessons Kim Less learned from Saturn and GM that shaped her people-first approach at Nissan
Why calm leadership and consistency drive stronger team alignment across multiple cultures and regions in the Americas
The business case for aftersales as a core growth engine that strengthens brand loyalty and customer lifetime value
The transformation of Nissan’s Aftersales organization through simplification, streamlined programs, and faster decision-making
The process of uniting 1,600 employees across North and South America under one shared vision and operating model
The importance of visiting markets and building relationships in person to earn credibility and alignment
How setting boundaries, owning your calendar, and leading with authenticity sustain energy and focus in high-pressure roles

Featured guest: Kim Less

What she does: As Vice President of Aftersales for Nissan Americas, Kim Less leads the organization’s mission to strengthen customer satisfaction, brand loyalty, and profitability across North and South America. Since her appointment in 2022, she has guided aftersales strategy, dealer operations, and parts logistics with a focus on delivering exceptional ownership experiences. With more than 30 years in global supply chain, manufacturing, engineering, and aftersales, Kim combines operational expertise with a people-first leadership style that’s earned her wide respect across the industry.

Episode Highlights:

[03:34] Constant. Gentle. Pressure.: Kim shares the simple philosophy that defines her leadership: steady persistence, genuine care, and the right kind of pressure to keep her team moving forward together.

[07:07] Where It All Began: Kim reflects on her early years at Saturn and GM, where hands-on experience and teamwork shaped the foundation of how she leads today.

[08:29] Leading with Energy: Among the 21 traits of Authentic Leaders, Positive energy, Kim says, can change the tone of a room, lift people through chaos, and turn tough moments into opportunities for progress.

[12:14] Rethinking Aftersales: Aftersales isn’t an afterthought — it’s the engine of brand loyalty and future sales, turning every service visit into a lasting customer relationship.

[17:49] One Team, One Vision: Bringing together diverse teams across the Americas, Kim led Nissan Aftersales to operate as one unified organization with shared goals and faster results.

[19:48] The Trust Formula: Bringing a diverse team together, Kim credits persistence and genuine relationships as the real secret. Taking the time to visit each market, listen, and build trust until collaboration becomes second nature.

[23:31] Steady in the Storm: When everything’s shifting, Kim believes leadership means staying calm, being honest about the challenges, and showing up for your people so they don’t lose their footing.

[28:15] Speed Through Trust: For Kim, real speed starts with trust. When people believe in the data, the systems, and each other, decisions move faster, complexity fades, and the whole organization starts to flow.

[32:23] Faith, Family, and Coke Zero: Between morning reflections, family time, and a daily Coke Zero, Kim shares the simple routines and guilty pleasures that keep her grounded outside the office.

[35:06] Owning Your Calendar title: Kim admits she once hesitated to set boundaries but learned that real leadership means taking control of your time; showing that balance isn’t weakness, it’s strength.

Top Quotes:

[14:07] Kim: “A lot of what I do within our company and externally and within dealerships is explain the importance of aftersales. What it can do to your business, what it can do to our business. Here's an interesting data point: A vehicle owner who services with their dealership is three times more likely to purchase their next vehicle from that dealership. Think about that. Think about the importance of servicing with the dealership, how important that is to brand loyalty, 'cause my role is driving brand loyalty through positive ownership experiences and then keeping that customer for life. So, they come back and drop future sales, they'll buy another new car or truck or SUV from us.”

[26:03] Kim: “I'm the kind of person that I'm gonna step up and say, that's on me, right? That's on me. I'm gonna think differently next time. And I encourage my team to call me out like I wanna be challenged. I wanna be challenged as a leader. And no reason not to speak up and say, "Let's rethink this. I'm not sure that's the right path. Let's try something different." I'm all about that.”

[31:21] Kim: “Taking out complexity, getting really focused on what matters most to us, which is selling cars, parts, accessories. Keeping customers on that journey with us, growing our business. So, again, simplification can be an enabler to speed. We're taking that approach. It's working. So, we're gonna keep going down that path, 'cause I think to really be out in front in our industry right now, you've gotta go faster.”

[38:07] Kim: “Be your best at work and mental well-being. Own your calendar. Draw those lines. Set the boundaries.”

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How does a 65-year-old automotive supplier reinvent itself for the future? That’s the question Jeff Edwards, Chairman and CEO of Cooper Standard, answers in this episode.

With 22,000 employees across 20 countries, Cooper Standard is navigating one of the fastest periods of change in its history; not by clinging to the past, but by transforming how it leads, operates, and builds culture.

Jeff explains that the company’s strength begins with its people. Of the ~22,000 employees, 18,000 work in plants every day. They are the heartbeat of the business, and their mindset defines how the company performs.

Culture once lived within HR, but today, that’s no longer the case. And at Cooper Standard, every leader owns it. The values and purpose that guide the business aren’t just words in a handbook; they shape decisions, behavior, and priorities across the organization.

Jeff reinforces them in quarterly meetings with employees worldwide, making sure new hires understand how the company operates and what it stands for.

Jeff explains how Cooper Standard continues to invest in better tools and infrastructure to support faster, more informed decisions — and sees AI as a future opportunity to help teams work smarter.

However, Jeff points out that no system works without the right mindset. Change only happens when people are willing to adopt new ways of working together.

Jeff also describes how Cooper Standard restructured its organization two years ago into three business units: Fluids, Sealing, and Industrial Specialty. Each has its own president who is responsible for performance. The new setup flattened decision-making and pushed authority closer to the work.

Instead of questioning the change, employees embraced it. They wanted to understand how it would improve them, not why it was happening. That response, Jeff says, is the product of a healthy culture built on trust and shared purpose.

The conversation closes where every great company story should — with its people. At Cooper Standard, leadership isn’t a title or a process; it’s the daily act of listening, learning, and helping others grow. Decisions are made through conversation, not command. Ideas come from every corner of the company, shaped by the experience of those who build, design, and lead on the floor each day.

That shared approach to leadership is what keeps Cooper Standard moving; steady, united, and ready for whatever the next chapter demands.

Watch the full video on YouTube - click here

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

Themes discussed in this episode:

The transformation of Cooper Standard from a legacy automotive supplier into a future-focused global manufacturer
The link between company culture and faster decision-making in today’s competitive automotive industry
How Cooper Standard is strengthening its digital infrastructure to improve decision-making speed
The structural transformation that created three focused business units and improved Cooper Standard’s responsiveness to customers
Why collaboration and teamwork between leaders and teams matter more than hierarchy in a modern organization
The importance of maintaining zero-incident safety standards as a reflection of company culture and care for employees
The connection between trust, open communication, and long-term success in a global automotive supply chain

Featured guest: Jeff Edwards

What he does: Jeff Edwards, Chairman and CEO of Cooper Standard, brings nearly four decades of experience in the automotive industry. Since joining the company as CEO and Board member in 2012, and later assuming the role of Chairman in 2013, he has focused on driving long-term value through culture, innovation, and results. Before Cooper Standard, he spent 28 years at Johnson Controls, where he rose through a series of leadership roles to become Corporate Vice President and Group Vice President and General Manager of the Automotive Experience Asia Group. He also serves on the Board of Directors of Standex International Corp., contributing to its Compensation and Nominating & Corporate Governance Committees.

On Leadership: “When you're responsible for as many folks as our plant managers are, you find that courage to act or courage to not act is the way you ultimately define success. So, it isn't always about the decision you made. You may decide to not do something and that might be the best one you've ever made. I think, to be willing to open up and think differently and listen for answers around the world, at least within the automotive industry, is important.”

Episode Highlights:

[02:23] Built by People, Not Walls: Culture isn’t defined by logos or buildings—it’s shaped every day by the 18,000 people on the plant floor who own problems, fix them, and keep getting better.

[03:39] From Command to Connection: Leadership at Cooper Standard starts on the shop floor, where accountability, collaboration, and shared purpose have replaced the old command-and-control mindset.

[05:36] Culture Isn’t an HR Project: Cooper Standard’s culture works because every leader and employee takes responsibility for it, keeping the company focused on people, performance, and progress.

[07:48] Culture Drives Speed: A strong culture keeps people aligned, decisions quick, and innovation moving as the industry shifts faster than ever.

[11:19] The Heart of Leadership: Great leadership, Jeff says, comes from resilience in tough times, empathy that sees through others’ eyes, and the integrity to do what’s right when it’s hardest.

[15:52] The Cooper Standard DNA: The people who thrive at Cooper Standard work hard, stay genuine, care about others, and never stop learning—because being a great teammate matters as much as being a great leader.

[17:26] Redefining the Structure: Cooper Standard rebuilt its organization around three business units, giving each leader full ownership and creating a flatter, faster model focused on performance and people.

[24:45] The Excitement of Change: Jeff sees the rise of hybrid and electric vehicles as a turning point for the industry, where the right culture and strong relationships will decide who wins.

[26:37] Partnership Through Innovation: By mastering the basics and focusing on innovation, Cooper Standard turns supplier relationships into true partnerships that drive smarter, more efficient solutions for the hybrid and electric future.

[32:52] The Power of Conversation: Jeff values learning through real conversations, asking questions, and listening to different perspectives to uncover better answers and stronger decisions.

Top Quotes:

[02:35] Jeff: “We've got 65 years and counting in the automotive industry, and you kinda have to earn your way every day. And you have to be very convinced that you love a fast-paced environment. You also have to be convinced that every day has gotta be better than what you just did and be okay with that. So, to me, it always starts with the folks that come to work for us in our plants. You mentioned we're in 20 countries, we have 22,000 employees, and about 18,000 of those show up in our factories every single day. And so, if you don't have something that kind of ties that all together, what do you have?”

[04:08] Jeff: “We really spend an awful lot of time talking about leadership. We talk about what's important and what isn't. We also talk about what's acceptable and what isn't from a leadership point of view. And I've found it's not only about educating those that are in leadership positions; if you educate everyone that comes to work, then they know what it looks like, but they know what it doesn't look like. And so, it holds us all accountable. And I think it's a lot better than one person shouting orders rooftop, especially when your rooftop has to span 20 countries and a lot more languages than just that.”

[11:59] Jeff: “I think that companies that can figure out how to stay focused, to do things the right way for the right reasons, and have a resolve to get it done are the ones that are gonna be successful. And those also usually are led by people in all leadership roles that are approachable, that have empathy, that have the ability to see things through the eyes of others.”

[15:59] Jeff: “You have to have the right work ethic. You have to be real. You have to care. You have to be a teammate, in addition to a leader. There isn't a leader in the company, me included, that doesn't have to be a good teammate, and so, you got to be both.”

[25:56] Jeff: “We talked about speed. We talked about accuracy. We talked about having people that really care and want to build relationships with their customers and the supply base. These are all things that are gonna be required to win, to be competitive, and to make sure the customer feels that you're worthy of the next purchase order. And I think they always prefer to give it to somebody they like versus somebody they don't like.”

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Why do so many companies spend millions shaping their external image while missing the most important audience: their own people? That’s the question Jan Griffiths brings to Tina Kozak, CEO of Franco, in this episode of the Automotive Leaders Podcast. Together, they explain why internal communication is often overlooked, and what leaders can do to fix it.

Tina talks about her “head and heart” style of leadership, which balances business strategy with empathy and emotional intelligence. She shares how mentors and coaches shaped that approach and how it helped her lead Franco through a recent acquisition. While the finance team handled the numbers, she put her energy into people, making sure employees and clients felt supported through the change.

In legacy industries like automotive, employees are still too often seen as replaceable. Tina challenges that thinking, arguing that leaders earn loyalty when they consistently support their people, not just when business is booming.

Technology and AI are also discussed. Tina shares examples of how Franco uses tools like generative AI to make communication easier and more accessible for employees.

Jan connects it to her passion for internal podcasts, especially when paired with AI translation, to give shop-floor workers a direct line to leadership in their own language.

Both agree that leaders often underestimate how much their words and actions ripple through employees’ lives, far beyond the workplace.

Jan admits she used to see communications as nothing more than “corporate messaging.” She even remembers being afraid to post on LinkedIn without approval; a fear that silenced genuine voices and wasted a chance to connect.

Tina builds on this, explaining how employees can be a company’s greatest ambassadors if supported with the right tools and freedom. Authentic advocacy, she says, is far more powerful than polished ads.

Tina closes with practical advice: start with empathy. Instead of only pushing out the messages leadership wants to deliver, consider what employees want and need to know.

Ask questions, listen carefully, and act on the patterns you hear. That, she argues, is how internal communication shifts from a one-way broadcast to a true partnership.

Themes discussed in this episode:

The “head and heart” leadership style that balances strategy with empathy and emotional intelligence
Lessons from mentors and coaches that shaped Tina Kozak’s leadership approach in the automotive industry
How focusing on people, not just numbers, made Franco’s acquisition successful
Why legacy industries like automotive struggle with internal communication and employee connection
How consistent communication builds trust, loyalty, and long-term employee engagement
The role of technology and AI in simplifying and improving employee communication
The missed opportunity when leaders dismiss communications as “corporate messaging”
How employee advocacy strengthens culture and why authentic voices beat polished campaigns

Featured guest: Tina Kozak

What she does: As CEO and majority shareholder of Detroit-based Franco, Tina Kozak leads one of the region’s top integrated communications agencies. She combines strategic insight with a human-centric approach she calls “Head and Heart” leadership, guiding her team and clients with equal focus on results and empathy.

Under her leadership, Franco has grown rapidly, expanding from a traditional PR firm into a full-service agency delivering communications strategy, change management, and internal communications support across industries.

On Leadership: I am a head and heart leader. I got here because I've studied, I'm smart and intellectual, I know business strategy, I'm curious, and I'm a good listener. But the heart piece is equally, and sometimes, more important. I mean, the emotional intelligence and sort of that human-centric view of business. So, I take a very integrated look at my leadership and my responsibilities as a leader and think about it as the head and the heart.

Mentioned in this Episode:

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

Episode Highlights:

[02:25] Head and Heart: Tina describes herself as a “head and heart” leader—grounded in strategy and intellect but driven just as much by empathy, curiosity, and the human side of business.

[05:00] Shaped by Mentors: From a tough-but-nurturing journalist to a coach who pushed her to define her values, Tina’s leadership journey was built on guidance that made her own style possible.

[08:04] Heart First, Vision Clear: When asked which of the 21 traits stand out, Tina points to two: leading with heart and always casting a vision. For her, it’s not enough to have purpose—you have to communicate it in a way that connects everyone who matters.

[08:49] People Over Paper: Tina explains why Franco’s acquisition worked by focusing less on spreadsheets and more on people, trust, and relationships through a slow, purposeful integration.

[11:02] Not Just Cogs: Too many companies still see employees as replaceable parts, but lasting success comes when leaders treat the relationship as a partnership built on trust and loyalty.

[15:02] ROI of Communication: Stronger internal communication creates more than messages; it builds alignment across teams, boosts loyalty, and drives performance.

[17:04] Tech That Connects: From podcasts that reach the shop floor to AI tools that simplify everyday questions, technology can close the communication gap and make work feel clearer, easier, and even happier.

[21:48] Ripple Effect of Leadership: The way leaders treat people doesn’t stop at work; it follows employees home, shaping families, relationships, and everyday life in ways leaders often overlook.

[25:41] Your Best Ambassadors: Employees already carry trust within their own networks. When given freedom and support to share authentically, they become the strongest voice for your culture and brand.

[27:54] Start With Empathy: Closing the communication gap begins with asking what employees actually want to know, listening closely, and acting on the patterns that surface.

[30:15] The Personal Side: Tina reflects on what fuels her life and leadership, sharing the motivations, habits, and passions that shape who she is beyond the CEO title.

Top Quotes:

[04:20] Tina: “There’s so much research and so many case studies on businesses that do prioritize emotional intelligence and people and empathy, and the proof is in the results. They outperform their competitors. Because they don't just know their people. They really know their people. They don't just have a spreadsheet of their competitors. They really know.”

[09:03] Tina: “We’re a people business. We don't make a product. Our services are delivered by people. They're all unique. I always say we don't win work, we don't keep work, because we write the best press release or the right script. We do write great press releases and excellent content, but we win work because of the people and who they are and how they connect to clients and how they understand.”

[11:47] Tina: “I like to think about an employer-employee relationship as a partnership. I think that people have a choice of what they do when they get up in the morning. And one thing that I loathe is when, you know, the economy maybe isn't as good. And so, companies go like, well, we don't have to treat our people as well, like the job market's terrible. What are they going to do? What? We need to treat.”

[22:13] Tina: “If you have the power to impact somebody's life and what happens at their dinner table that evening, or what happens on the weekend when they finally get some downtime, don't you wanna have a positive impact? I think you're exactly right. I think many of us underestimate the impact we have on people.”

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Ford just made waves with news of a $30,000 EV pickup built on a universal platform. It promises fewer parts, lower costs, and faster assembly. But Jan Griffiths asks a bigger question: if automakers can reinvent the product, why not reinvent the way business gets done?

That’s where Kate Vitasek comes in. As the creator of the Vested Methodology, Kate has spent more than 20 years studying how companies negotiate. She joins Jan to unpack how the old “win at all costs” mindset still lingers in the industry and why it’s holding leaders back.

Kate walks through the history: the 80s and 90s were all about leverage and power. The 90s brought interest-based bargaining, which used data instead of bravado. More recently, companies are experimenting with collaboration, where both sides actually work together to solve problems and create value.

But change doesn’t come easy. Short-term wins might seem like progress, but they often backfire. Kate describes this as “shading,” when the other side feels mistreated and resists or retaliates. She uses examples from union negotiations, supplier relationships, and even global trade disputes to show how this cycle keeps repeating.

Collaboration offers a different path. Instead of focusing only on price or concessions, it creates agreements that match intent with execution, protect both parties, and provide space for innovation.

Kate explains how her Vested framework turns adversarial supplier or union relationships into productive, long-term partnerships built on trust and results. Still, consistency is key: you can’t have one division trying to collaborate while another sticks to power plays.

Jan ties this back to leadership. Command-and-control might have worked decades ago, but it doesn’t inspire people now. Negotiation that depends on control and bravado is outdated in the face of current challenges. Leaders who show up with openness, clarity, and a willingness to co-create solutions will succeed.

And the advice for leaders listening? Start small. You don’t need to change everything overnight. Pilot a collaborative negotiation on one deal, measure the results, and use that success to expand the approach.

Themes discussed in this episode:

The shift from power-based negotiation to collaborative partnerships in the automotive industry
The evolution of negotiation models from the 1980s to today’s business environment
The role of trust, transparency, and shared outcomes in strengthening supplier relationships
Why authentic leadership aligns with collaboration better than command-and-control management
How adversarial union negotiations can transform into long-term, cooperative agreements
The connection between cultural consistency and successful collaborative business models
Why outdated power tactics undermine innovation and efficiency in global supply chains
How the Vested Methodology creates sustainable value for both buyers and suppliers

Featured guest: Kate Visatek

What she does: Kate is a recognized authority on strategic partnerships and the creator of the Vested® business model, a framework that helps organizations move from “what’s in it for me” to “what’s in it for we.” An accomplished author of seven books and a faculty member at the University of Tennessee, she combines award-winning research with real-world experience from companies like P&G and Microsoft to show leaders how to build collaborative, innovative, and sustainable business relationships.

Mentioned in this episode:

Getting to We: Negotiating Agreements for Highly Collaborative Relationships
A New Approach to Contracts by David Frydlinger, Oliver Hart, and Kate Vitasek
What Is Vested?
Collaborative Contracting Course
Vested Executive Education Course
Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

Episode Highlights:

[04:30] From Power to Partnership: Negotiation has evolved from leverage and bravado in the 80s to today’s growing shift toward collaboration and shared value.

[10:31] The Illusion of Short-Term Wins: Power-based negotiation might deliver quick gains, but it breeds resentment and retaliation. Kate explains how this “shading” effect, seen in cases like GM’s bankruptcy talks, shows why leaders must shift toward long-term collaboration.

[13:17] Collaboration Isn’t Slower: Power-based negotiations drag on with endless trade-offs, while collaborative deals set clear principles from the start. Kate explains how the Vested Methodology not only delivers better results in the same timeframe but can even turn toxic, adversarial relationships into trusting, long-term partnerships.

[17:56] Power’s Hidden Costs: Monopoly deals may lower prices upfront, but they trigger retaliation and rising long-term costs. Kate explains why leaders need clear strategies and collaborative processes to break out of this cycle.

[20:56] Ego Kills Deals: Lack of trust can be fixed with education, but ego is harder to overcome. Kate explains how power-driven egos fuel win-at-all-costs behavior that destroys collaboration.

[22:41] When Ego Shapes Policy: Trade disputes over rare earth magnets show how ego-driven moves spark retaliation. Kate argues that transparency and co-creation, not power plays, are the only way to stabilize high-stakes supply chains.

[24:28] From Intent to Action: Broad agreements often fall apart in the details. Kate explains how the Vested Methodology links vision, principles, and contract clauses so companies actually buy the outcomes they wanted, not just transactions on paper.

[26:31] Culture Must Be Consistent: One division’s collaborative mindset can’t succeed if another clings to power-based tactics. Kate shares how a billion-dollar aerospace deal collapsed because the company couldn’t honor that balance.

[28:36] Defining How You Negotiate: Few leaders ever sit down to define their company’s negotiation style. Jan and Kate stress the need for those conversations and encourage leaders to start small, piloting collaborative deals one at a time to build real cultural change.

[30:53] Quickfire Takeaways: In a rapid round, Kate shares what leadership style is dead, the trait every negotiator need, and the one word that should never enter a deal.

[33:00] Start with a Pilot: Kate’s advice for leaders: don’t overhaul everything at once — test one deal, learn from it, and build change step by step.

Top Quotes:

[10:04] Kate: “By being transparent, leaning in and saying: You know what? Let's create a trusting environment. Let's look at transparency. Let's look at the total cost of ownership. And now, let's work to solve a problem to lower our cost structure to make our supply chains more efficient. Because if I can work with you to drive efficiency in the supply chain, it reduces the cost structure. We can both win.”

[12:23] Kate: “What a collaborative approach does is it takes this win-lose out, and it actually says, 'Let's choose to create a trusting relationship through transparency, through problem solving, value creation.’ So, not value extraction, not value exchange, value creation.”

[16:05] Kate: “If I'm going to the flea market, I'm never going to see the guy again. Don't use the Vested Methodology. But on a deal where the stakes are high, you have repetitive, you're seeing those players again and again. They're your key supply chain partners, your unions. You're not just firing all the union. You've got to deal with them. And so, when you have these repetitive relationships, changing the nature and using a more collaborative value creation is game-changing.”

[33:32] Kate: “You don't have to change every single thing that you're doing, but just give it a try. If you've got a deal that's stuck, a supply chain relationship, if you're stuck with your union, like with Island Health and the Hospitalist, learn and try.”

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This episode is also available in English - click here

La carrera de Tony Trecapelli en la industria automotriz comenzó en Saturn, donde pudo ver, de primera mano, cómo podía ser la cultura centrada en personas. Se confiaba en los empleados, se fomentaba la colaboración y los líderes trataban a la fuerza de trabajo como compañeros. Ese ambiente formó su perspectiva desde el principio.

Cuando después entró a GM, sintió un ambiente muy diferente. Las decisiones se tomaban arriba y se esperaba que las personas siguieran las órdenes sin cuestionarlas.

Ver ambas caras de la industria le permitió a Tony decidir qué tipo de líder quería ser. En vez de imponer y controlar, se comprometió a liderar dando entrenamiento y apoyo.

Ahora, como presidente y CEO de Gemini Group, Tony aplica esas lecciones todos los días. Nos habla sobre cómo crear un ambiente de trabajo donde las personas pueden intentar, cometer errores y aprender sin miedo a ser castigados. Desde su punto de vista, así es cómo se crea resiliencia: no evitando los riesgos, sino enfrentando los retos y adaptándose juntos.

Tony también reflexiona sobre las raíces de Gemini: un pueblo pequeño en Michigan. Es un lugar donde la gente se conoce, las relaciones importan y la compañía se esfuerza en mantener ese espíritu vivo incluso mientras opera a nivel global. Describe cómo esos valores influencian a diario la toma de decisiones y ayudan a estabilizar la organización en una industria impredecible.

La conversación aborda la realidad de ser un proveedor de segundo nivel. Tony comparte cómo los aranceles, las transiciones de vehículos, EV e híbridos y la competencia global crean en conjunto incertidumbre constante.

En vez de fingir tener todas las respuestas, se enfoca en ser transparente y abierto con su equipo, asegurándose de comprender los retos y sentirse conectado con la misión más importante.

Tony también se abre a un nivel más personal. Nos platica sobre qué lo motiva como líder, las rutinas que lo preparan para el día y las maneras en las que recarga sus baterías fuera del trabajo.

El episodio cierra con preguntas y respuestas de la audiencia en vivo, dándole a Tony la oportunidad de responder directamente preguntas sobre el futuro de Gemini, su estilo de liderazgo y las lecciones que lo formaron.

Los oyentes obtendrán de esta conversación más que una historia sobre la trayectoria de un líder; encontrarán un vistazo honesto al liderazgo en la industria automotriz hoy en día. El mensaje de Tony es muy directo: el liderazgo se trata de poner primero a las personas y la cultura es lo que lleva a las compañías a través del cambio.

Los temas que se tratan en este episodio:

Las lecciones de liderazgo que Tony Trecapelli tomó de la cultura colaborativa de Saturn y aplicó en su carrera
La diferencia entre liderazgo de servicio y los estilos de comando y control de las organizaciones automotrices
Por qué Tony lidera al Gemini Group con una mentalidad de coach, que anima a mejorar a través de los errores
Las realidades y los retos diarios de los proveedores de segundo nivel en la volátil cadena de suministro automotriz
El impacto de los aranceles, las transiciones EV y la incertidumbre política sobre las decisiones comerciales para los proveedores
Cómo han moldeado el enfoque de liderazgo de Tony sus mentores, sus hábitos personales y valores
Por qué la transparencia y la comunicación clara son esenciales para fomentar la confianza durante periodos de cambio

Invitado Especial: Tony Trecapelli

A qué se dedica: Anthony A. Trecapelli es el CEO de Gemini Group, dirige las operaciones a lo largo de 18 sedes y más de 1,400 empleados. Se unió a la compañía en 2013, trayendo consigo más de tres décadas de experiencia en la industria automotriz.

Su participación en el sector va más allá de Gemini. Anthony forma parte del Consejo Asesor de Ingeniería de Manufactura de Ferris State y de la Junta de la GLBMA en la Universidad Estatal del Valle de Saginaw. También es miembro de la Asociación de Proveedores de Equipos Originales (OEM), contribuyendo con conversaciones más profundas que moldean la industria.

La formación académica de Anthony incluye una licenciatura en Administración de Empresas de la Universidad de Phoenix, una maestría en Operaciones de Manufactura de la Universidad de Kettering y un certificado en Sistemas de Manufactura Flexible Lean.

Fuera de sus roles profesionales, ha dedicado tiempo al trabajo voluntario con grupos como SAE Wheels in Motion, Rochester Community Schools y Oakland Township Fire & Rescue, lo que refleja su compromiso con la comunidad y la industria.

Sobre el Liderazgo: “¿Quién soy como líder? Sin importar cuánto intente ser otra cosa, soy coach y sirvo. Me encanta dar entrenamiento. Me encanta ayudar a las personas a convertirse en algo que nunca imaginaron que podrían ser. Me encanta servir a los demás. Me encanta servir a mi familia y a la comunidad. Y lo he hecho. Eso es lo que me impulsa. Si no tuviera gente a quien servir, no sería la persona que está sentada aquí frente a ustedes hoy. Eso es seguro.

En este episodio se menciona:

Leading Through Change: The Culture Shift Automotive Leaders Need to Compete Today with Terry Woychowski

Puntos Destacables del Episodio:

[04:25] Cimentado en la Cultura de Saturn: Tony reflexiona sobre cómo el tiempo que pasó en Saturn moldeó su identidad como líder y por qué ahora se ve a sí mismo como coach y sirviente.

[05:57] Liderar sin Perderse a uno Mismo: A pesar de años en ambientes tradicionales, Tony explica cómo se mantuvo leal a su mentalidad de líder-sirviente y por qué ahora prospera en Gemini.

[06:47] Valor en la Autenticidad: Tony comparte cómo el haberse mantenido fiel a sus valores, incluso cuando no lo entendían, cultivó confianza y probó que el perdón y la paciencia pueden ser herramientas poderosas en el liderazgo.

[08:22] Cultura en los Detalles Pequeños: Tony explica cómo hasta el gesto o hábito más pequeño en un líder puede marcar el tono para la cultura de la compañía.

[12:00] El Negocio es Personal: Desde sus primeros mentores hasta los recordatorios memorables, Tony recuerda la sabiduría de liderazgo que todavía lo guía hoy.

[14.35] Elegir Gravitas Primero: Tony revela por qué Gravitas destacó de entre los 21 rasgos y lo llama la cualidad que los líderes no pueden fingir, la que inspira a que los demás den lo mejor de sí mismos.

[17:39] Una Mejor Manera: Tony recuerda como el haber visto la cultura familiar de un proveedor le enseñó que incluso en una industria despiadada, las compañías pueden elegir operar con un estilo diferente.

[19:15] Los Equipos Siempre Ganan: Para Tony, el progreso real en la industria automotriz surge cuando las compañías valoran más el éxito colectivo que los logros personales, y advierte que, si no es así, ganará la competencia.

[21:20] Más Ventajas: Para Gemini, los aranceles trajeron algunos gastos, pero a última instancia resultaron en más trabajo y ventas.

[22:39] Pesimista Dudoso: Aunque es optimista por naturaleza, Tony admite que el caos de los programas EV y los volúmenes de producción volátiles lo hace sentir pesimista sobre el futuro cercano.

[27:13] El Reto Más Grande Hasta Ahora: Al responder sobre sus luchas como líder, Tony no elige una crisis en particular. Dice que crear un equipo es el trabajo más difícil e importante de todos.

[29:11] Decisiones que Atormentan: Tony reflexiona en el lado oscuro del liderazgo, donde cada elección conlleva un costo personal por cómo afecta la vida de las personas.

[30:47] Por Qué Nosotros No: Al enfrentar demandas imposibles, Tony Trecapelli explica por qué su lema es sencillo: alguien más va a hacer este trabajo, así que, ¿por qué no su equipo?

[36:48] Riesgo y Recompensa: Tony explica por qué la próxima década requiere un cambio de mentalidad: Los empleados necesitan sentirse cómodos tomando riesgos si quieren tener resultados duraderos.

[41:47] La Mejor Jugada: Tony explica por qué irse de GM y entrar a Gemini fue la mejor decisión de su carrera y cómo le dio el ambiente que extrañaba.

[44:59] Liderar Viviendo: Tony Trecapelli dice que la única manera de mantener una cultura de coaching es poniendo el ejemplo él mismo, viviendo el comportamiento que espera de los demás.

Mejores Citas:

[20:31] Tony: “No tengan miedo de ser un equipo. Están compitiendo contra personas que, por su propia cultura nacional, son un equipo. Y no tendremos ninguna oportunidad si no lo conseguimos.”

[31:16] Tony: “Tienes que mejorar constantemente porque tienes que darte cuenta de que tu competencia también debe hacerlo, así que, si no lo haces, te estás quedando atrás. Tienes que desafiarte a ti mismo para lograr cosas que nunca antes has logrado, y tienes que convencerte de que vas a ganar. Vas a encontrar la manera de ganar esto porque si no, alguien más lo hará.”

[34:26] Tony: “Podrías conseguir más acción de una reunión porque tiene una agenda y así sucesivamente.Pero obtengo algo de más valor de una conversación porque no sabes a dónde va a ir si. Y la gente tiende a abrirse un poco. Nos conocemos un poco mejor. No se sabe que va a surgir. Podrías empezar a dibujar en la pizarra. Podrías comenzar hablando de pesca y terminar hablando sobre alguna estrategia compleja para la empresa o nuestro negocio.Y si no hubieras tenido esa conversación, no habría sucedido nada de nada ”

[36:48] Tony: “ Necesitamos sentirnos más cómodos tomando riesgos y debemos de hacer que ganar se convierta en un hábito. Perder es un hábito. Ganar también puede serlo. No podemos tener miedo de cometer errores. No podemos evitar el riesgo.”

[45:00] Tony: “ Tienes que dejar que la gente se desahogue. Tienes que dejar que la gente te grite. Tienes que dejar que lo superen, que lo pasen, que hagan el cambio, que lo saquen todo. Otra crítica, “¿por qué dejaste que esa persona hiciera eso? Eso no es muy inteligente. Se quejaron contigo durante 45 minutos. Eres el director ejecutivo.” Pero en realidad a mi no me molesta en lo absoluto. Todos son humanos. Tienen que desahogarse. Si realmente quieres que alguien se comprometa, es un evento emocional significativo, a menos que ya estén viviendo donde tú estás. Es fácil, pero no todos están ahí. Así que es un evento emocional significativo para las personas.”

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

This episode is available in Spanish - click here

Watch the full video on YouTube - click here

Tony Trecapelli's career in automotive began at Saturn, where he saw firsthand what a people-centered culture could look like. Employees were trusted, collaboration was encouraged, and leaders treated the workforce as partners. That environment shaped his perspective early on.

When he later moved into GM, the environment felt very different. Decisions came from the top, and people were expected to follow orders without question.

Seeing both sides of the industry gave Tony a clear choice about the kind of leader he wanted to be. Instead of command and control, he committed to leading through coaching and support.

Now, as President and CEO of Gemini Group, Tony applies those lessons every day. He talks about creating a workplace where people can try, make mistakes, and learn without fear of punishment. In his view, that's how resilience is built — not by avoiding risk, but by facing challenges and adapting together.

Tony also reflects on Gemini's small-town Michigan roots. It's a place where people know each other, relationships matter, and the company works hard to keep that spirit alive even as it operates globally. He describes how those values influence daily decisions and help steady the organization in an unpredictable industry.

The conversation turns to the realities of being a tier two supplier. Tony shares how tariffs, EV and hybrid transitions, and global competition create constant uncertainty.

Instead of pretending to have all the answers, he focuses on being transparent and open with his team, making sure they understand the challenges and feel connected to the bigger mission.

Tony also opens up on a more personal level. He talks about what fuels his drive as a leader, the routines that set the tone for his day, and the ways he steps back to recharge outside of work.

The episode closes with a live audience Q&A, giving Tony the chance to respond directly to questions about Gemini's future, his leadership style, and the lessons that shaped him.

What listeners get from this conversation is more than a story about one leader's journey; it's an honest look at leadership in automotive today. Tony's message is straightforward: leadership is about people first, and culture is what carries a company through change.

Themes discussed in this episode:

The leadership lessons Tony Trecapelli carried from Saturn’s collaborative culture into his career
The difference between servant leadership and command-and-control styles in automotive organizations
Why Tony leads Gemini Group with a coaching mindset that encourages growth through mistakes
The daily realities and challenges tier two suppliers face in a volatile automotive supply chain
The impact of tariffs, EV transitions, and political uncertainty on business decisions for suppliers
The role of mentors, personal habits, and values in shaping Tony’s leadership approach
Why transparency and clear communication are essential for building trust during times of change

Featured guest: Tony Trecapelli

What he does: Anthony A. Trecapelli is the CEO of Gemini Group, where he leads operations across 18 locations and more than 1,400 employees. He joined the company in 2013, bringing with him over three decades of experience in the automotive industry.

His involvement in the field extends beyond Gemini. Anthony serves on the Ferris State Manufacturing Engineering Advisory Board and the GLBMA Board at Saginaw Valley State University. He is also a member of the Original Equipment Suppliers Association, contributing to broader conversations shaping the industry.

Anthony’s academic background includes a bachelor’s degree in Business Management from the University of Phoenix, a master’s in Manufacturing Operations from Kettering University, and a certificate in Lean Flexible Manufacturing Systems.

Outside of his professional roles, he has dedicated time to volunteer work with groups such as SAE Wheels in Motion, Rochester Community Schools, and Oakland Township Fire & Rescue, reflecting his commitment to community and industry.

On Leadership: “Who am I as a leader? No matter how hard I try to be something else at times, I'm a coach and I'm a servant. I love coaching. I love to help people become something they never thought they could be. I love to serve. I love to serve others. I love to serve my family. I love to serve the community—and I have. That's what turns my wheels. If I didn't have people to serve, I would not be the person who's sitting here in front of you today. That's for sure.”

Mentioned in this episode:

Leading Through Change: The Culture Shift Automotive Leaders Need to Compete Today with Terry Woychowski
Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

Episode Highlights:

[03:34] Built on Saturn’s Culture: Tony reflects on how his time at Saturn shaped his identity as a leader and why he now sees himself first as a coach and a servant.

[05:20] Leading Without Losing Yourself: Despite years in traditional top-down environments, Tony explains how he stayed true to his servant-leader mindset and why it now thrives at Gemini.

[07:29] Courage in Authenticity: Tony shares how staying true to himself, even when misunderstood, built trust and proved that forgiveness and patience can be powerful tools in leadership.

[09:27] Culture in the Small Things: Tony explains how even the smallest gestures and habits from leaders set the tone for company culture.

[13:08] Business Is Personal: From early mentors to timeless reminders, Tony recalls the leadership wisdom that still guides him today.

[16:16] Choosing Gravitas First: Tony reveals why Gravitas stood out from the 21 traits, calling it the one quality that leaders can’t fake and the one that inspires people to give their all.

[19:46] A Better Way: Tony recalls how witnessing a supplier’s family-like culture taught him that even in a ruthless industry, companies can choose to operate differently.

[21:31] Teams Win Always: For Tony, real progress in automotive comes when companies value collective success over personal advancement, warning that without it, competition will win.

[23:58] More Upside Here: For Gemini, tariffs brought some costs but ultimately delivered more business back home than they took away.

[26:24] Reluctant Pessimist: Though naturally optimistic, Tony admits the chaos around EV programs and volatile production volumes leaves him pessimistic about the near future.

[30:56] Biggest Challenge Yet: Asked about leadership struggles, Tony doesn’t point to a single crisis—he says building a team is the hardest and most important work of all.

[32:01] Decisions That Haunt: Tony reflects on the hidden side of leadership, where every choice carries a personal cost because of how it impacts people’s lives.

[34:33] Why Not Us: Faced with impossible demands, Tony Trecapelli explains why his go-to mantra is simple: someone will win the business, so why not his team?

[41:38] Risk and Reward: Tony explains why the next decade requires a mindset shift—employees must get comfortable taking risks if they want lasting results.

[47:16] Best Move Made: Tony explains why leaving GM for Gemini was the best decision of his career, giving him the environment he had been missing.

[50:20] Leading by Living: Tony Trecapelli says the only way to sustain a coaching culture is to model it himself—living the behavior he expects from others.

Top Quotes:

[23:14] Tony: “Don't be afraid to be a team. You're competing against some people who are, by their very national culture, a team. And you're competing against those people, and we don't stand a chance if we don't get this.”

[35:39] Tony: “You have to constantly be improving yourself because you have to internalize the fact that your competition must also be, so if you're not, you're falling behind. You have to challenge yourself to be able to accomplish things you've never accomplished before, and you have to convince yourself that you're going to win. You're gonna find a way to win this because if you don't, someone else will win.”

[39:13] Tony: “You might get more action out of a meeting, 'cause it's got an agenda and so on and so forth. But I get more value out of a discussion because you don't know where it's going to go. And people tend to open up a little bit. You get to know each other a little better. There's no telling what you're going to work out. You might start whiteboarding something. You might start out talking about fishing and end up talking about some complex strategy around the company or our business. And you just don't know. If you don't have the discussion, I know what will happen: a whole lot of nothing.”

[41:56] Tony: “We need to be more comfortable taking risks, and we need to make a habit of winning. Losing is a habit, so is winning. We can't be afraid to make mistakes. We can't avoid risk.”

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Sometimes the best leadership lesson comes from pressing pause. That's why Jan Griffiths has decided to step away from the usual guest interviews to share something personal: she's taking a break. Not a long one, just enough to recharge and remind us all that rest isn't weakness; it's strength. Leaders set the tone, and showing it's okay to step back is an important aspect of the role.

But this isn't a goodbye. Jan gives a sneak peek at what's coming next. She is preparing for a September 12th webinar showcasing AI-powered podcast translation, technology that allows leaders to communicate with employees in multiple languages while keeping their voices intact. It's a breakthrough for reaching shopfloor workers who often get left out of corporate communication.

She also teases upcoming guests and topics: Tina Kozak, CEO of Franco, will dive deep into internal communications; a CEO of a tier two supplier will shed light on tariffs and nearshoring challenges; and negotiation expert Kate Vitasek will explore deal-making styles in today's volatile trade climate.

The message is simple yet impactful: Take the break you need, mark your calendar for the webinar, and stay tuned for conversations designed to advance the auto industry.

Themes discussed in this episode:

The importance of taking short breaks to recharge as a leader
Introducing AI-powered podcast translation for multilingual communication
Closing communication gaps with shop floor employees who lack email access
Upcoming guest: Tina Kozak, CEO of Franco, on strategic internal communication
Exploring the tier two supplier perspective on tariffs and nearshoring pressures
Future episode with Kate Vitasek on negotiation styles and collaborative agreements

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:

Reaching Every Worker with AI-Powered Internal Podcasts Webinar
Episodes with Kate Vitasek: Stellantis US Crisis: Leadership Failure Demands a New Strategy & Transforming UAW Strike Negotiations for a Win-Win Outcome
21 Traits of Authentic Leadership PDF

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

Watch the full video on YouTube - Click here

If you’re still leading like it’s 1995, or worse, 1985, you’re holding this industry back.

We’ve spent decades obsessing over products and systems, yet barely stopped to ask ourselves: What kind of leaders are we? That’s the question Jan wants you to sit with. Because if we don’t change how we lead, the rest doesn’t matter.

The truth is, the Command-and-control style is still prevalent today, especially in moments of uncertainty. Too many leaders retreat into control when what’s really needed is trust and empowerment. That reaction is driving away the very talent the industry needs to stay competitive. The solution? Building a culture where people can make decisions, collaborate across silos, and adapt quickly.

But it’s not just about shifting behavior—it’s also about how leaders communicate change.. When rolling out new tech, leaders need to involve people. Otherwise, the change will fail, not because of the tool but because the people weren’t part of the journey.

That’s when Jan introduces the idea of the leadership statement. This is about sitting down, reflecting on your values, thinking about the leaders who shaped you, and being honest about the kind of leader you want to be.

We’re so used to asking our teams for commitment. What if, instead, you asked yourself what you are committing to them? What are you promising as their leader?

Jan shares an example from Goodyear CEO Mark Stewart. His leadership commitment? “I’m in 1000%.” He didn’t just say it; he moved to Ohio to back it up. That’s what authentic leadership looks like.

The clock’s ticking. Chinese OEMs are gaining ground, and the window to evolve is closing fast. If we don’t change our leadership and culture now, no amount of AI, tech, or process improvement will save us.

It starts with you. The way you lead, the culture you create, and the commitments you’re willing to make.

Themes discussed in this episode:

Why the automotive industry can’t compete globally with 1990s leadership models
How to evaluate and improve your leadership style to match today’s industry needs
Why trust and empowerment are key to keeping young talent in automotive
Why building a strong leadership culture is critical to EV and supply chain transformation
How automotive leaders fall into micromanagement during crisis—and how to break the habit
The importance of writing a real, personal leadership commitment
Why Chinese automakers are taking the lead in the global market and what legacy OEMs must do to catch up

Your Host

Mentioned in this episode:

Stop Leading Automotive Like It’s 1995
Leading Through Change: The Culture Shift Automotive Leaders Need to Compete Today with Terry Woychowski
Meet Stephen M. R. Covey, Global authority on trust, leadership, and culture. New York Times best-selling author
Reviving an Icon: Leadership, Innovation, and the New Goodyear Mindset with Mark Stewart
Meet Jesse Jacoby, Change Leadership Guru
21 Traits of Authentic Leadership PDF
Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

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

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Jay Butler doesn't just understand troubled operations. He's worked through them at every level. From the production lines of Nissan and Mercedes-Benz and now as a consultant for distressed plants, he has seen what causes operations to fall apart. And the biggest problems don't come from the floor. They come from leadership.

Jay starts by sharing how poor leadership decisions create ripple effects that reach all the way to the floor. Holiday shifts that never end. Supervisors are stretched too thin. People burned out from six- and seven-day workweeks, year after year.

Operational pressure doesn't just hit the floor; it follows people home. When that pressure builds up for long enough, performance drops, and culture breaks. Jay doesn't blame the people doing the work; he points the finger at the decisions being made at the top.

But Jay doesn't frame this as a call for soft leadership. In fact, he's clear: being a good leader means setting expectations, being consistent, and holding people accountable. What doesn't work is enforcing rules that no one follows or only applying them when convenient.

You can't expect consistent performance if you don't hold people accountable—or worse, if leadership doesn't model the behavior themselves.

Jay recalls workers raising grandkids, struggling to keep up, and barely making it through the week. Leaders might not think that's their responsibility, but Jay argues otherwise. If your policies at work make someone's home life harder, you're responsible for that too.

They also revisit accountability, but in a different light. Jan mentions a recent interview with Brad Ring at Webasto, who swapped the word "accountability" for "promise." It's a simple change, but it changes everything. "I promise to get this done" hits differently than "you'll be held accountable."

They also talk about tariffs. Jay explains how one political post or policy change can throw an entire manufacturing plan off course. He's seen companies scrap full strategies mid-meeting because of a headline. That level of volatility demands preparation. You can't move production in a week, especially in automotive, but you can plan.

This episode is a reminder that the weight of leadership isn't just about decisions. It's about owning your impact.

As Jay puts it, you influence more than just metrics—you influence whether someone gets to go home proud or completely drained. That's where operational transformation begins. Not with new systems. Not with floor-level changes. But with better leadership.

Themes discussed in this episode:

How poor leadership creates burnout and operational breakdowns in manufacturing
Why holding employees accountable without clear standards creates chaos and mistrust
Why operational breakdowns often stem from leadership gaps, not workforce performance
How Gen Z workers are reshaping expectations for culture in manufacturing plants
How inconsistent enforcement of rules weakens trust and team accountability
Why companies must address culture and accountability before fixing production issues
What leaders must do to prepare for tariff changes and global trade uncertainty

Featured guest: Jay Butler

What he does: Jay is the VP of Client Development at Seraph, where he leads management and leadership training, quality improvement, strategic planning, and product development. He is also a John Maxwell Team Certified Coach and Speaker, employing his leadership expertise to support management and client operations on the floor.

On Leadership: “You can be a strong leader but still show empathy for people. And I think the article that I posted on LinkedIn, where I talked about the fact that we were not only responsible for the performance of the organization, but also for the health and welfare of the people we lead. I think it's so important for leaders to understand that you really are responsible for both. And if you're not prepared as a leader to carry that burden and that weight, then maybe you probably shouldn't be a leader in that organization.”

Mentioned in this episode:

The Weight of Leadership: Beyond Strategy and Performance
Transforming Webasto: Why Legacy Automotive Companies Must Rethink Leadership & Culture to Stay Competitive with Brad Ring
Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

Episode Highlights:

[02:05] Bad Leadership Travels Home: A struggling plant doesn’t just show in KPIs—it shows on the faces of exhausted workers carrying stress from the floor into their homes.

[03:47] KPIs Don’t Hug Back: You can chase metrics all day, but when leadership cuts corners and burns people out, it’s the frontline workers and their families who pay the price.

[05:31] Tough, Not Toxic: You don’t have to choose between high standards and human decency—real leadership means setting clear expectations, holding people accountable, and still showing empathy without being a pushover.

[08:35] Leadership’s Real Impact: The authority to control someone’s livelihood is heavy—and leaders who ignore that impact risk breaking more than just production flow.

[11:36] Culture Has Consequences: From Gen Z walkouts to early retirements, toxic work cultures are driving talent out; and leaders who resist change may find themselves out, too.

[15:08] Make the Mission Matter: Clear goals don’t just drive results, they build emotional connection, rally teams, and turn the daily grind into shared purpose.

[20:38] Accountability or a Promise? Reframing accountability as a promise makes it personal—and a simple Post-it system turns that promise into action teams can see, feel, and follow through.

[26:33] We Can’t Ship Effort: “I’ll try my best” doesn’t work in high-performance teams. Jan shares a lesson that stuck with her: you can’t deliver effort, only real commitments.

[33:42] Forget Being Right: Tariff chaos, political curveballs, and global disruptions—Jay Butler says the real leadership edge isn’t in being right every time, it’s in staying flexible.

[37:37] Tariff War Room: When uncertainty hits, you need more than spreadsheets; you need a team, a strategy, and strong leadership ready to make long-term moves before it’s too late.

Top Quotes:

[10:23] Jay: “I’ve run into older team members on the floor who are raising a grandchild, and they talk about having to balance it between grandfather and grandmother—about who's going to be home when, and all this other stuff. And I'm like, if they just had some more time off, that stress would go away. And maybe some leaders say, "Well, that's not really my responsibility." But I would challenge that, because it is your responsibility. I mean, granted, you can't be involved in everything going on in somebody's life, but you certainly don't want to create an environment at work that's going to negatively impact that home life.”

[13:05] Jay: “Factory work is not easy under the best of circumstances, but it shouldn't be a place where people feel like every day is an uphill battle, where they've worked so much overtime that they're just tired, right? They just want to get through the day. It should be a place where a team comes together with a goal or objective and can celebrate those victories. And when things aren't going quite the way we want them, the team can pull together and get it done and make it happen. And leadership, the way leaders handle those kinds of situations can have a huge impact on people's morale.”

[17:31] Jay: “Sometimes clients question us about the simplicity of what we do. But we talk about one thing we always say: win the hour, win the day. And we're talking about the KPIs, whether output or scrap, uptime, or whatever it might be. Win that hour, we'll win the day. If we win the day, we'll win the week. And if we win the week, we'll win the month. And if you win the month, you'll win the year. And so, we really focus on that hour, and we do very simple things when we go in. It's not rocket science. People ask us what makes the difference. It's definitely not the processes; it's not the lean manufacturing. Everybody talks about lean. It's our people, it's our team. It's the willingness to hold each other accountable.

[32:49] Jay: “You’re supposed to set the example. Now I'm not talking about being perfect, right? But definitely setting the example and the expectation. Being able to be held accountable by subordinates, from people who follow you as a leader, and not be like, "Oh, I'm the plant manager. I'll do whatever I want." I think all those things play into this burden, this responsibility that the leader has to hold himself or herself accountable, the organization accountable, and provide an environment where people are respected, and that their not only their physical safety is taken care of, but also their mental safety, that whole work-life balance, so that they can go home at the end of the day and be happy about the place that they just spent eight or 10 hours at.”

[36:26] Jay: “I’ve talked with some OEM leaders and OEMs about what their plans are in terms of how to manage the tariff impact. There, one of the messages I heard from one was, "We just want our suppliers to communicate with us." We'll figure out how to manage the tariff burden—and how to hopefully share it in some cases. I know some have been like, "The supplier just has to eat it all." That's not really a reasonable expectation. You just have to be ready and flexible and know that your plans are probably going to change.”

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Webasto is a legacy company with roots going back to 1901, but staying competitive in today’s automotive industry requires more than history. It also means challenging long-standing norms without discarding the company’s strengths. To understand how a company like that evolves, we sat down with Brad Ring, President and CEO of Webasto Americas.

Brad Ring describes his leadership style as grounded in authenticity, humility, and care for people. At the core of his approach is a belief that when leaders genuinely care about people, people care about the work.

Brad shares how his leadership approach evolved, not from leadership training, but from watching the people around him. One of his earliest influences was Jim Hall, who showed him early on that real leadership starts with connection. It isn’t about hierarchy or image, it’s about showing up as a real person.

Webasto is proud of its German heritage, known for its engineering discipline, and carries a cultural weight that doesn’t shift easily. But Brad didn’t try to fight that.

He kept what worked: the care for people, the pride in product quality, and the strong family feel. Then, he started adding what was missing: a performance-driven mindset and a culture that encourages collaboration.

One of the most practical changes was in language. Words like “accountable” and “responsible” had become unclear. So Brad introduced “promise.” Promises, he says, create emotional accountability and human connection in a way that traditional “responsibility” never could.

Even during restructuring, Brad stays focused on values. Some decisions are hard, he says, but how you carry them out, humanely and with accountability, matters just as much as the decisions themselves. That’s what keeps the culture intact even during tough transitions.

Brad sees trust as the core of his leadership, both in business and personal relationships. It’s not just a value; it’s how things get done.

He believes trust is built through consistent, everyday actions. Once it’s there, it speeds up decisions, reduces wasted effort, and creates a safe space for risk and learning.

Outside the office, Brad’s passion for cycling and wake surfing offers a glimpse into how he finds balance. His morning routine might not follow what you think, but it works for him.

And that’s part of his larger point: leadership doesn’t come from mimicking others. It comes from knowing who you are and staying grounded, even when the world tells you to act otherwise.

Themes discussed in this episode:

The challenge of transforming a 120-year-old automotive company for today’s market
Why command-and-control leadership fails in modern manufacturing environments
Building organizational trust to accelerate decision-making and performance
Why legacy culture must evolve to stay competitive with fast-moving OEMs
Advancing gender diversity and inclusion in automotive leadership roles
The importance of creating a culture where mistakes lead to growth
Why leadership works best when you're true to yourself

Featured guest: Brad Ring

What he does: Brad Ring is the President and CEO of Webasto Region Americas, overseeing operations across the United States and Mexico. He joined Webasto in May 2023, bringing over 30 years of global automotive experience.

Throughout his career, Ring has held leadership roles in the United Kingdom, Mexico, and China, with a strong track record in driving business growth, leading operational turnarounds, building high-performance teams, and strengthening customer relationships. Before joining Webasto, he served as President of Faurecia Clean Mobility North America, a division of Forvia.

Ring holds a Bachelor of Science in Mechanical Engineering from Kettering University and an MBA from the University of Toledo. He also serves on the MEMA Original Equipment Board of Directors and is a member of the Board of Trustees for the National MS Society.

On Leadership: “The way that leadership comes for me is to be myself, trying to be present, comfortable in my own skin, approaching people in an authentic way. For me, that manifests itself as someone who drives for results in a meaningful way, but in a balanced share. Caring about people and caring about their lives and how they interact. And I think sometimes this can be perceived as weak, to be caring, in some companies. So, I want to also enforce like there's no weakness. We still demand good results. We're still critical of our performance. We still have high standards. However, we do that and I do that, by also being, I would say, humble, by introducing a personal vulnerability.”

Mentioned in this episode:

Hadi Awada's Journey to Transforming Workplace Culture
Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

Episode Highlights:

[02:39] Messy on Purpose: Brad redefines leadership at Webasto by tossing out control and embracing speed, candor, and the kind of vulnerability that actually drives results.

[05:01] Leadership Lessons from Others: Great mentors are rare, so Brad learned leadership the hard way by studying the bad ones, adopting the good, and choosing who not to become.

[05:55] Handshake That Stuck: A single gesture from a leader in Brad’s teens shaped his entire approach to connection, humility, and people-first leadership.

[10:49] Fixing the Foundation: Brad kept the heart of Webasto’s culture and bolted on what was missing: performance, collaboration, and deeper connection.

[12:53] The Power of Promise: When traditional terms like “accountable” lost their meaning, Brad introduced “promise” as a personal, emotional commitment that made people feel safe to own decisions, speak up, and step beyond silos.

[15:21] Betting Big, Shifting Fast: With bold bets across EV tech, Webasto now restructures to balance performance with its long-standing culture of care.

[18:51] Cut the Corporate Strings: With surprising regional freedom, Webasto empowers leaders to drive change while staying true to a people-first culture.

[20:23] Built on Trust: When Brad’s team was asked to commit to a budget no one thought was possible, he didn’t push harder; he built trust from the ground up. That shift turned skepticism into shared ownership.

[25:49] Chasing China Speed: To move at market speed, Brad pushes Webasto to ditch internal bottlenecks and match the urgency of Chinese OEMs by staying focused on the customer.

[28:00] The Personal Side: Brad gets personal as he shares his love for cycling, why his family owns 20 bikes, how he got into wake surfing at 50, and why his mornings start with emails and a basement workout.

[32:44] Finally, A VP: An audience member honors Brad for championing gender equity at Webasto, sparking a candid conversation about influence, leadership, and why excluding half the talent pool just doesn’t make sense.

[35:50] Culture Isn’t Wallpaper: Culture isn’t a slogan on a wall, it’s how people show up every day. Brad makes it clear: if leaders don’t embody the values they expect, the culture will drift into something no one wants.

[38:14] Mentorship in Motion: Brad Ring doesn’t wait for mentorship to happen — he creates it. From chatting with interns to encouraging young professionals to speak up, he believes real leadership starts with listening. His advice? Be brave, be respectful, and always show up as your full self.

[40:15] Stubborn No More: Brad reflects on the lesson he wishes he’d learned earlier: letting go of stubborn certainty and embracing different perspectives.

[42:27] Values in Real Life: Brad explains how company and personal values show up when it matters most. Trusting people’s intent, staying human in hard moments, and refusing to compromise his principles help him lead with integrity, even in the gray areas of business.

Top Quotes:

[07:47] Brad: “There’s so many people that have contributed to my success, to my career. And so many people that have been really great friends through this. I often talk about, what's important to me and especially a lot of young people like to get coaching and things like that. And I think your motivation is important to understand as a person. And it changes over time, right? When you come from humble beginnings and you don't have any money and you get your first job, you're motivated by money, 'cause you need to pay the bills. And later it evolves and it becomes more about the people. And today, for me, it's about the people, about developing others.”

[11:58] Brad: “There’s a real culture about... I think the word family's thrown around a lot in our business as a kind of tool for motivation. But at Webasto, the word family is real. There's a real desire for the business to be run like a family business. For there to be that connection. And there's this great pride in Webasto about the products and the technology and taking these fantastic cultural elements and not breaking them down and not putting them out the door. I called it all through this process, bolting on what was missing. And in the region Americas, what was missing was really a culture of driving for performance, a culture of working together and being a team and not being silos. A culture of really, I think, deeply caring about people more than a surface level. And bolting these two things together has been what's been the success factor.”

[27:08] Brad: “I think the legacy automakers plus companies like ours, we had become so comfortable in the market that the focus all became internal. And when the focus becomes internal that the Chinese that aren't worried about your internal stuff and they're focused on the market. By the way, I lived in China for a couple of years. So, I got to be there and see and live 'China speed' as they call it. Really, the magic is they're focused on the market, and they don't get in the way for making decisions. They have some political systems and so forth that also enable speed, I would say. For us, we have to focus on the market. We have to get rid of the internal debates and debacle around all of the decision-making, and just compete, right? And I guarantee, if we look at the market and we look at what the customer wants and we drive towards that goal and we put to bed the internal stuff that doesn't add value. That's how you get there.”

[35:07] Brad: “I really value diversity of thought and having different approaches. Homogeneous teams are easy. You can come to an answer and a conclusion really fast. But you don't really get the best answer, and you don't really get different thoughts, and different ways to think, and different ideas, and so forth. And 50% of the population, more or less, or 51. Someone probably has a statistic on male and female splits. For me, it's insane to exclude half of your population from who's going to add value in your company and in your life. So, I'll never do that. And if I end up in a company that wants me to only have men, I'll just leave.”

[42:54] Brad: “I don't have control over every decision, and I don't want control over every decision. I used "trust" earlier in the podcast, and trust is behind how I sleep at night, assuming that everyone is trying to do the right thing. And I think you have to start by believing that people are generally good, that people are generally interested in doing the right thing and interested in being successful. You have to live with this positive attitude, because if you're cynical and the other way around, I don't think you can ever do it.

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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.”

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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

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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

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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

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

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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 capabilitiesand 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.”

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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

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

The Gap and The Gain: The High Achievers' Guide to Happiness, Confidence, and Success

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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.”

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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.”

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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

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.”

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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 deGlenn? 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.”

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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.”

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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 ofexperience, 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 trademanagement 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.”

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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

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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

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

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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 isthe 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.”

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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.”

Mentioned in this episode:

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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.”

Mentioned in this episode:

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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

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 AttorneyatButzel

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

Mentioned in this episode:

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

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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 herefor more amazing conversations from the Detroit Auto Show!

Your Host

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

Mentioned in this episode:

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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.”

Mentioned in this episode:

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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

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

Mentioned in this episode:

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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.”

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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

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

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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

Mentioned in this episode:

MEMA Original Equipment Suppliers Annual Conference 2024
Why Automotive Leaders Need Emotional Intelligence with Daniel Goleman

Mentioned in this episode:

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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.”

Mentioned in this episode:

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Flow: The Psychology of Optimal Experience (Harper Perennial Modern Classics)

Emotional Intelligence: Why It Can Matter More Than IQ

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

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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.”

Mentioned in this episode:

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

Vested: How P&G, McDonald's, and Microsoft are Redefining Winning in Business Relationships

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

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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

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.

Mentioned in this episode:

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

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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.”

Mentioned in this episode:

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

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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 becauseI'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.”

Mentioned in this episode:

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

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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

Mentioned in this episode:

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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

Mentioned in this episode:

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CAR MBS 2024 Unplugged

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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.”

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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: Hadidelves 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.”

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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.”

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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."

Mentioned in this episode:

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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.”

Mentioned in this episode:

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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

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

Mentioned in this episode:

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

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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.”

Mentioned in this episode:

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

The Speed of Trust: The One Thing that Changes Everything

Trust and Inspire: How Truly Great Leaders Unleash Greatness in Others

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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.”

Mentioned in this episode:

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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."

Mentioned in this episode:

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

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

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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.”

Mentioned in this episode:

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

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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.

Mentioned in this episode:

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

Who Not How: The Formula to Achieve Bigger Goals Through Accelerating Teamwork

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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?”

Mentioned in this episode:

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

Autonomy: The Quest to Build the Driverless Car―And How It Will Reshape Our World

The Opposable Mind: How Successful Leaders Win Through Integrative Thinking

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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.”

Mentioned in this episode:

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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.”

The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses

The Four Steps to the Epiphany: Successful Strategies for Products that Win

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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.

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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.”

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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?”

Extreme Ownership: How U.S. Navy SEALs Lead and Win

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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

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.

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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

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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.

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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 thePresident 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

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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

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.”

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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

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.

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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)

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.”

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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

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.”

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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.”

Mentioned in this episode:

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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:...

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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

Mentioned in this episode:

Episode 92: Meet the Man Behind the EV Wireless Charging Revolution: HEVO Founder & CEO Jeremy McCool

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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 McElroyWhat 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:

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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:...

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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 ThibeaultWhat 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 HighlightsTimestamped 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...

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When was the last time you stepped away from 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 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 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 HighlightsTimestamped 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...

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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 SavvasWhat 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 HighlightsTimestamped 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.”

Mentioned in this episode:

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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 SauerWhat 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 HighlightsTimestamped 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?”

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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 FloresWhat 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 HighlightsTimestamped 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.”

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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 HighlightsTimestamped 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.”

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Episode Summary 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 McCoolWhat 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 HighlightsTimestamped 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.”

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Learn more about creating your own internal company podcastWatch the full video on YouTube 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

FeaturedGuest: Wendy BauerWhat 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 HighlightsTimestamped 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.”

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Download the 21 traits of authentic leadership e book Full video on YouTube - Click hereEpisode Summary 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 MasonWhat 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 HebertWhat 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 HighlightsTimestamped 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.’”

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Watch the full video on YouTube - click hereEpisode SummaryFollowing 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 TrueWhat he does: Prestonis 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 HighlightsTimestamped 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?”

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Download the 21 traits of authentic leadership e book Watch the full video on YouTube - Click hereEpisode Summary 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 BuchzeigerWhat 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 HighlightsTimestamped 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.”

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Watch the full episode on YouTube - click hereEpisode Summary 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 HilsenrathWhat 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 HighlightsTimestamped 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.”

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Learn more about creating your own internal company podcast Download the 21 traits of authentic leadership e book Watch the full video on YouTube 👈Episode Summary 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 DavisWhat 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 HighlightsTimestamped 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.”

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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

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 HighlightsTimestamped 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 accomplishmentswill 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.

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.”

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Episode SummaryJessica 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 RobinsonWhat 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 HighlightsTimestamped 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 quotesAll 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.”

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Learn more about your host, Jan Griffiths in this short video

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 MalikWhat 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 HighlightsTimestamped 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.”

Mentioned in this episode:

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Happy Thanksgiving 2022 from the team at Gravitas Detroit and the Automotive Leaders podcast.

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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

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Cars & Culture

OESA Insiders podcast

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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 KnightWhat 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 HighlightsTimestamped 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]...

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Download the 21 traits of authentic leadership e book

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.

So what exactly does “work from home forever” look like for Mitsubishi? A little different than you might think.

So how’s it going six months into the experiment? “Nobody has suggested we need to mandate days in the office. Absolutely not.”

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

Episode HighlightsTimestamped 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]...

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The reality of practicing leadership is different from talking about it. No one knows that better than https://www.drandypalmer.com/ (Dr. Andy Palmer), who Automotive Leaders https://player.fm/series/the-automotive-leaders-podcast/meet-dr-andy-palmer-godfather-of-the-ev-and-ceo-of-switch-mobility (interviewed recently). And there’s no more important space for the right kind of leadership than the automotive industry. https://www.linkedin.com/in/annepartington/ (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 PartingtonWhat she does: https://www.linkedin.com/in/annepartington/ (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 HighlightsTimestamped inflection points from the show [2:05] Key takeaways: Anne breaks down the main ways the https://player.fm/series/the-automotive-leaders-podcast/meet-dr-andy-palmer-godfather-of-the-ev-and-ceo-of-switch-mobility (Dr. Andy Palmer interview) resonated with her. [5:04] Cognitive

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The reality of practicing leadership is different from talking about it. No one knows that better than https://www.drandypalmer.com/ (Dr. Andy Palmer), who Automotive Leaders https://player.fm/series/the-automotive-leaders-podcast/meet-dr-andy-palmer-godfather-of-the-ev-and-ceo-of-switch-mobility (interviewed recently). And there’s no more important space for the right kind of leadership than the automotive industry. https://www.linkedin.com/in/annepartington/ (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 take 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 in 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: https://www.linkedin.com/in/annepartington/ (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 HighlightsTimestamped inflection points from the show

[2:05] Key takeaways: Anne breaks down the main ways the https://player.fm/series/the-automotive-leaders-podcast/meet-dr-andy-palmer-godfather-of-the-ev-and-ceo-of-switch-mobility (Dr. Andy Palmer interview) resonated with her....

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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 PalmerWhat he does: https://www.linkedin.com/in/dr-andy-palmer-cmg-1ab76919/?originalSubdomain=uk (Andy), known as the “Godfather of EVs,” is the former CEO of Aston Martin and former COO of Nissan. Today, he is the CEO of https://www.switchmobility.tech/en (Switch Mobility), a zero-emissions EV bus and van manufacturer, chairman of the board at https://inobat.eu/ (InoBat ) battery company and chairman of the electric scooter company https://www.hiloev.co/ (Hilo). 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." https://autoleaders.captivate.fm/jans-short-video (Learn more about your host, Jan Griffiths in this short video)

Episode HighlightsTimestamped inflection points from the show [2:05] Lifelong commitment: After leading the https://global.nissanstories.com/en/releases/nissan-leaf-10years (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....

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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. https://autoleaders.captivate.fm/21traits-e-book (Download the 21 traits of authentic leadership e book) https://autoleaders.captivate.fm/easily-navigate-our-back-catalogue (Easily navigate our back catalogue of episodes)

https://autoleaders.captivate.fm/jans-short-video (Learn more about your host, Jan Griffiths in this short video)

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https://autoleaders.captivate.fm/jans-short-video (Learn more about your host, Jan Griffiths in this short video)

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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.

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In this episode Jan covers the next steps after the strategic planning meeting. How do you make those strategic plans a reality? How do you hold your team accountable in a positive way?

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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

https://finding-gravitas.captivate.fm/jans-short-video (Learn more about your host, Jan Griffiths in this short video) Featured Expert: Brian MoranWhat he does: https://www.linkedin.com/in/brianpmoran/ (Brian Moran) is the founder and CEO of https://brianpmoran.com/ (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, https://brianpmoran.com/the-12-week-year/ (“The 12 Week Year”) and https://uncommonaccountability.com/ (“Uncommon Accountability.”) Episode HighlightsTimestamped 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...

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Strategic planning meetings don't have to be an awful energy-draining experience. Jan shares her experiences and 5 tips to make them better. It's time to get excited about strategic planning in the auto industry! https://finding-gravitas.captivate.fm/21traits-e-book (Download the 21 traits of authentic leadership e book)

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It's time to launch your supplier podcast - https://www.gravitasdetroit.com/company-podcast (click here for more details) The https://www.plantemoran.com/explore-our-thinking/insight/2022/06/auto-supplier-and-oem-relationships-insights-from-the-2022-wri-study (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 on 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 on 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 GuestsDave AndreaWhat he does: as Principal at Plante Moran, self-described “accidental analyst” https://www.plantemoran.com/get-to-know/people/a/dave-andrea (Dave Andrea) is a guardian of the https://www.plantemoran.com/explore-our-thinking/insight/2022/06/auto-supplier-and-oem-relationships-insights-from-the-2022-wri-study (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 KieferWhat he does: “Just a kid from Detroit,” https://www.linkedin.com/in/steven-kiefer-43718a12/ (Steven Kiefer) recently retired from a four-decade career with General Motors. Father of four Steven is chairman of https://mkiefer.org/ (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 clear vision and making sure you inspire people to do things that they never thought they could do without your leadership.”

Episode HighlightsTimestamped inflection points from the show [6:47] WRI® history: Dave and Steve discuss the WRI®’s background, its...

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https://finding-gravitas.captivate.fm/internalpodcast (Learn more about creating your own internal company podcast) 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 MottWhat she does: Cathy Mott is the mind, body and spirit behind https://cwcleadershipdevelopment.com/staff/cathy-mott-mcc-isei-professional-leadership-coach/ (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 HighlightsTimestamped 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...

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In this episode, I'll share the reality of living in a Covid world along with a walk back to episode 0 https://finding-gravitas.captivate.fm/21traits-e-book (Download the 21 traits of authentic leadership e book)

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Stellantis reverses controversial changes in contract terms for suppliershttps://www.autonews.com/automakers-suppliers/why-stellantis-retreated-burdensome-contract-term-changes-suppliers?utm_medium=social&utm_term=automotive+news&adobe_mc=MCMID%3D40406725175085922120783321951674270084%7CMCORGID%3D138FFF2554E6E7220A4C98C6%2540AdobeOrg%7CTS%3D1652783462&utm_source=linkedin&utm_content=b4cab056-abaf-49ae-ad28-abb93e712549&CSAuthResp=1%3A%3A903981%3A20957%3A24%3Asuccess%3AF8F49C6B8914C7F1DC82E4AA454D36C6 (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:- https://findinggravitas.com/episode/meet-nick-norris-navy-seal (Episode #12, Nick Norris, Navy SEAL) https://findinggravitas.com/episode/meet-clint-bruce-former-navy-special-warfare-officer-nfl-player-and-entrepreneur (Episode #29, Clint Bruce, Former Navy Special Warfare Officer) https://findinggravitas.com/episode/meet-aled-miles-president-ceo-of-sauce-labs (Episode #33, Aled Miles, President & CEO of Sauce Labs) https://findinggravitas.com/episode/meet-david-chislett-chief-activator-weapon-of-mass-creation (Episode #35, David Chislett, Chief Activator & Weapon of Mass Creation ) https://findinggravitas.com/episode/meet-the-generation-z-ceo-michael-chime-ceo-of-prepared (Episode #18, Michael Chime, Generation Z CEO) https://findinggravitas.com/episode/meet-kristy-fercho-head-of-home-lending-at-wells-fargo-chair-of-mortgage-bankers-association (Episode #08, Kristy Fercho, Head of home lending at Wells Fargo & Chair of Mortgage Bankers Association) https://findinggravitas.com/episode/meet-laura-lawson-chief-people-officer-united-wholesale-mortgage (Episode #03, Laura Lawson, Chief People Officer - United Wholesale Mortgage)

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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 PinkWhat he does: Dan is the https://www.danpink.com (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 HighlightsTimestamped 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...

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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. https://finding-gravitas.captivate.fm/internalpodcast (Learn more about creating your own internal company podcast) https://finding-gravitas.captivate.fm/jans-short-video (Learn more about your host, Jan Griffiths in this short video) Episodes referenced in this episode https://findinggravitas.com/episode/meet-stephen-m-r-covey (Stephen M.R. Covey - Trust & Inspire) https://findinggravitas.com/episode/meet-jason-stocker-president-cu-americas (Jason Stocker - Volition) Articles and data sources https://www.witinc.com/great-lakes-data-summit (Great Lakes Data & Analytics Summit)

https://www.zippia.com/advice/gig-economy-statistics/#:~:text=According%20to%20our%20extensive%20research,online%20gig%20work%20in%202021. (23 Essential Gig Economy Statistics [2022]: Definitions, Facts, And Trends On Gig Work – Zippia) https://www.cultureamp.com/blog/40-hour-work-week (40-hour work week: The history and evolution | Culture Amp) https://media.mitsubishicars.com/en-US/releases/mitsubishi-motors-north-america-work-from-home-policy (Mitsubishi Motors Announces Industry-Leading New Work-From-Home Policy) https://www.kornferry.com/insights/this-week-in-leadership/please-come-back-to-the-office?utm_campaign=04-14-22-twil&utm_source=marketo&utm_medium=email&mkt_tok=NDk0LVZVQy00ODIAAAGDx0kyzAkwrmdIIyv5WC5IdkzpQoctDWSbbZE6g2x3_vay18sPeAy0ZEC0KdvOlsA4zQINFUblc055P2TfkFYhNkloUvNxeI1aZDB4z1OrF3-U5Wk (‘Please, Come Back to the Office’) https://www.inc.com/brit-morse/hybrid-work-office-space-change-pandemic-return-employee-retention.html (Hybrid work) https://www.gallup.com/workplace/390632/future-hybrid-work-key-questions-answered-data.aspx?utm_source=workplace&utm_medium=email&utm_campaign=workplace_newsletter_mar_03222022&utm_term=newsletter&utm_content=latest_insights_textlink_1&elqTrackId=93470798e25943a98d972bd94b9936f9&elq=8dbae2ef5d50446ebc4ff8201f82160b&elqaid=8362&elqat=1&elqCampaignId=1802 (The Future of Hybrid Work: 5 Key Questions Answered With Data)

Ready to take action on authentic leadership in your company? https://finding-gravitas.captivate.fm/21traits-e-book (Download the 21 traits of authentic leadership e book) Visit us at https://www.gravitasdetroit.com/ (Gravitas Detroit) for more tools.

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Meet Sandy Stojkovski, CEO of Vitesco Technologies, North America Sandy 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. Episode SummarySandy 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 in 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 https://www.vitesco-technologies.com/en-us (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 HighlightsTimestamped 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...

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Meet Stephen M.R. Covey, Global authority on trust, leadership, and culture. New York Times best selling authorStephen 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. Get Stephen's latest book Trust & Inspire, click here Meet your host Jan Griffiths, https://youtu.be/AOAtVjtni6o (click here) Episode Summary 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: https://www.franklincovey.com/speakers-bureau/stephen-m-covey/ (Stephen M.R. Covey) is the former CEO of https://huntsman.usu.edu/leadership/index (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 https://www.speedoftrust.com/ (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,...

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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 https://auto-supply-chain.captivate.fm (here), it officially launches March 21 Episodes referenced in this episode:- https://finding-gravitas.captivate.fm/episode/meet-stefan-krause-the-leader-without-a-title (Stefan Krause) https://finding-gravitas.captivate.fm/episode/meet-doug-conant-former-ceo-of-campbell-soup (Doug Conant) Articles referenced in this episode:- https://www.autonews.com/manufacturing/ford-separating-ev-ice-businesses (Ford separating EV business from ICE vehicles) https://www.autonews.com/automakers-suppliers/stellantis-ceo-carlos-tavares-suppliers-need-eat-cost-keep-evs-affordable (Tavares: Suppliers will need to eat cost to keep EVs affordable) https://www.autonews.com/automakers-suppliers/stellantis-ceo-carlos-tavares-uaw-spar-over-worker-absenteeism-after-robust (Stellantis CEO, UAW spar over worker absenteeism after robust 2021 earnings report) Boost employee engagement with an internal podcast by https://www.gravitasdetroit.com/ (Gravitas Detroit), learn more https://www.gravitasdetroit.com/company-podcast (here). Meet your host Jan Griffiths and get ready to be inspired in this https://youtu.be/AOAtVjtni6o (video short )

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If 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 https://conantleadership.com/about/doug-conant/ (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 https://conantleadership.com/blueprint/ (The Blueprint) - 6 Practical Steps to Lift Your Leadership to New Heights Boost employee engagement with an internal podcast by https://www.gravitasdetroit.com/ (Gravitas Detroit), learn more https://www.gravitasdetroit.com/company-podcast (here). Meet your host Jan Griffiths and get ready to be inspired by this https://youtu.be/AOAtVjtni6o (video short ) 🥣 What he does: https://conantleadership.com/about/doug-conant/ (Doug) is the founder and CEO of https://conantleadership.com/about/ (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 SummaryKeeping 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 https://conantleadership.com/about/doug-conant/ (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 https://www.linkedin.com/in/jangriffiths (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

Episode HighlightsTimestamped 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...

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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. https://www.crainsdetroit.com/automotive/stellantis-imposes-changes-could-raise-auto-suppliers-costs-cause-lot-friction?utm_source=morning-newsletter-thursday&utm_medium=email&utm_campaign=20220203&utm_content=article2-readmore (Automotive News article dated 2/2/22) https://static1.squarespace.com/static/5b4d7d7389c172c35e3bbb83/t/5eab32ed9f26306bf69071d2/1588278000063/10+Reasons+slipsheet.pdf (Speed of Trust - Stephen Covey) see section 9 https://www.supplychain247.com/images/pdfs/SCMR1405_Lost_Supplier_Trust.pdf (Supply Chain Management Review June 2014 - Lost supplier trust) https://finding-gravitas.captivate.fm/episode/meet-mark-bole-senior-executive-at-general-motors (Interview with Mark Bole, General Motors) https://finding-gravitas.captivate.fm/episode/meet-stefan-krause-the-leader-without-a-title (Interview with Stefan Krause, CEO MOOV) For more on authentic leadership email me directly at Jan@gravitasdetroit.com or visit our website at https://www.gravitasdetroit.com/ (GravitasDetroit.com)

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How do you not just survive but thrive as an authentic leader at https://www.gm.com/ (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 https://www.linkedin.com/in/mark-f-bole-7b750525/ (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 https://www.gravitasdetroit.com/ (Gravitas Detroit) and the power of the internal company podcast, boost employee engagement, and amplify your authentic leadership message today – for more information https://www.gravitasdetroit.com/company-podcast (click here) Featured Guest: Mark Bole 📽️ What he does: Mark is Head of V2X & Battery Solutions at https://www.gm.com/ (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 HighlightsTimestamped 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....

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There’s never been a greater need for honesty and transparency — for people to tell it like it is. Enter https://www.linkedin.com/in/lynnkier/ (Lynn Kier), VP Communications at https://www.dieboldnixdorf.com/en-us/ (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 https://www.forbes.com/sites/forbescommunicationscouncil/2021/11/18/16-skills-comms-pros-need-to-support-leaders-in-a-post-pandemic-world/?sh=15a5f912f8ab (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 https://finding-gravitas.captivate.fm/episode/the-quest-for-gravitas-with-laura-lawson-chief-people-officer-united-wholesale-mortgage (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. https://finding-gravitas.captivate.fm/episode/meet-don-akery-president-of-tti-americas (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, https://open.spotify.com/episode/6inSCz0IiOMmJTmrvEPUh7 (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 https://www.dieboldnixdorf.com/en-us/ (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 HighlightsTimestamped 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....

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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.

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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: https://richardsheridan.com/ (Rich) is the author of “Joy Inc.” and “Chief Joy Officer” as well as the CEO and co-founder of https://menloinnovations.com/ (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 HighlightsTimestamped 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:

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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:- https://www.linkedin.com/in/kelly-barner-6884443/ (Kelly Barner) https://buyersmeetingpoint.com/bmp-book-reviews/entry/book-review-contracting-in-the-new-economy (Kellly's blog) Book Review - Contracting in the new economy https://www.linkedin.com/in/katevitasek/ (Kate Vitasek) https://www.amazon.com/Contracting-New-Economy-Collaboration-Relationships/dp/3030650987 (Kate's book) Contracting in the new economy

Contracting in the New Economy: Using Relational Contracts to Boost Trust and Collaboration in Strategic Business Relationships

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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 https://www.linkedin.com/in/stefan-krause-1729bb115/ (Stefan Krause), Chairman & CEO at https://www.moov.city/index.html (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: https://www.linkedin.com/in/stefan-krause-1729bb115/ (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 currently the Chairman & CEO at https://www.moov.city/index.html (MOOV) 💡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...

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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, https://www.linkedin.com/in/meetdelaina/ (Delaina Yatoma) and https://www.linkedin.com/in/luketappen/Luke Tappen (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 HighlightsTimestamped 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]...

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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 https://www.emagine-entertainment.com/ (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...

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In the season 3 opening episode, Jan shares the audio from the highly energetic and engaging speech at the https://www.cargroup.org/ (Centre for Automotive Research) conference, https://www.cargroup.org/mbs/?gclid=CjwKCAjwkvWKBhB4EiwA-GHjFud3uR1huv-DNRVWQwCr_PHLgUMYksLytgRDxD5Rrn-kkxJUZjxTaBoCG7QQAvD_BwE (Management Briefing Sessions) In Traverse City, Michigan. We dive into https://zfrmz.com/SXEzWbaNMVRd0S0C1q7zauthentic leadership (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, https://www.dropbox.com/s/0dhb80ob93m75n7/CARAugust4GDpdf.pdf?dl=0 (click here) to access the slide deck. https://www.youtube.com/watch?v=mw9nWV9eIiM (Click here) for the full video of the speech Engage with us for more tools to help you on your authentic leadership journey at https://www.gravitasdetroit.com/ (www. gravitasdetroit.com) Enjoy!

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In this episode, Jan explores the deeper questions around authentic leadership and the plans for season 3 including an increased focus on Gen Z

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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. https://www.dropbox.com/sh/fokm2utr60yo3a8/AADnBHGPj685GBFBzHHekF80a?dl=0 ( Presentation slides) https://youtu.be/c_Ygglqf5WQ (Webinar video)

https://questforgravitas.mykajabi.com/how-to-be-a-great-podcast-guest ( How to be a great podcast guest - mini course)

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A brief summary of this episode

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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.

Check out Gravitas Detroit on our https://www.gravitasdetroit.com/ (website), we believe in Transforming the work experience to break the mold of corporate leadership by providing https://www.gravitasdetroit.com/workshop (workshops), https://www.gravitasdetroit.com/speaking (keynotes), https://www.gravitasdetroit.com/blog (blogs), https://www.gravitasdetroit.com/podcast (podcast interviews), and the https://www.gravitasdetroit.com/accountability_lab (Accountability Lab)

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The Finding Gravitas podcast is supported through https://www.patreon.com/findinggravitas (Patreon) Click https://www.patreon.com/findinggravitas (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. 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. Check out Gravitas Detroit on our https://www.gravitasdetroit.com/ (website), we believe in Transforming the work experience to break the mold of corporate leadership by providing https://www.gravitasdetroit.com/workshop (workshops), https://www.gravitasdetroit.com/speaking (keynotes), https://www.gravitasdetroit.com/blog (blogs), https://www.gravitasdetroit.com/podcast (podcast interviews), and the https://www.gravitasdetroit.com/accountability_lab (Accountability Lab)

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The Finding Gravitas podcast is supported through https://www.patreon.com/findinggravitas (Patreon) Click https://www.patreon.com/findinggravitas (here) to pledge your support. Today, you're going to meet the change leadership guru. Jesse Jacoby is the founder of the business consulting service https://www.emergentconsultants.com/ (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 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.

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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.

If you believe in the mission of authentic leadership you can pledge your support at https://www.patreon.com/findinggravitas (Patreon)

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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 (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.

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In this episode, you'll meet https://www.linkedin.com/in/jason-stocker-1b276517/ (Jason Stocker), President of http://www.cubearing.com/ (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 https://sloanreview.mit.edu/article/going-beyond-motivation-to-the-power-of-volition/ ( 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.

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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

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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, 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

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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.

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In this episode, you'll meet one of the most well-known figures in the automotive industry. https://www.linkedin.com/in/jason-stein-59b5964/ (Jason Stein), Publisher of https://www.autonews.com/ (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

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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

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Meet Diana Lee, CEO of the https://constellationagency.com/ (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

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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: https://www.gravitasdetroit.com/podcast/meet-warren-harris (Warren Harris episode) #33

John Anderson - https://replaceretirement.com/ (Replace Retirement)

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Meet the man who’s in love with India, Detroit, and Technology. You're going to meet Warren Harris, the CEO of https://www.tatatechnologies.com/ (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. 01:38 Warren’s story 08:32 Indian business culture 17:04 Creating a safe environment

26:55 Leadership style

33:39 Gravitas

37:00 How do you start your day?

40:55 Advice to your 25yr old self

44:49 Learning from the pandemic

51:33 The legacy

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Meet https://www.linkedin.com/in/davidchislettcreativity/%20 (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

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Short 10-minute bonus episode

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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! https://saucelabs.com/ (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

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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.

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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. https://stevetaubman.com/ (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

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From 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. 02:03 Janet Yellen can dance! 03:32

Tim’s story