The Automotive Leaders Podcast

This episode is sponsored by Lockton, click here to learn more Watch the Full Video on YouTube - click hereWhy 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 intelligenceLessons from mentors and coaches that shaped Tina Kozak’s leadership approach in the automotive industryHow focusing on people, not just numbers, made Franco’s acquisition successfulWhy legacy industries like automotive struggle with internal communication and employee connectionHow consistent communication builds trust, loyalty, and long-term employee engagementThe role of technology and AI in simplifying and improving employee communicationThe missed opportunity when leaders dismiss communications as “corporate messaging”How employee advocacy strengthens culture and why authentic voices beat polished campaignsFeatured guest: Tina KozakWhat 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 UpdateEpisode 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.”

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereFord 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 industryThe evolution of negotiation models from the 1980s to today’s business environmentThe role of trust, transparency, and shared outcomes in strengthening supplier relationshipsWhy authentic leadership aligns with collaboration better than command-and-control managementHow adversarial union negotiations can transform into long-term, cooperative agreementsThe connection between cultural consistency and successful collaborative business modelsWhy outdated power tactics undermine innovation and efficiency in global supply chainsHow the Vested Methodology creates sustainable value for both buyers and suppliersFeatured guest: Kate VisatekWhat 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 VitasekWhat Is Vested?Collaborative Contracting CourseVested Executive Education CourseAutomotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 UpdateEpisode 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.”

This episode is also available in English - click hereLa 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 carreraLa diferencia entre liderazgo de servicio y los estilos de comando y control de las organizaciones automotricesPor qué Tony lidera al Gemini Group con una mentalidad de coach, que anima a mejorar a través de los erroresLas realidades y los retos diarios de los proveedores de segundo nivel en la volátil cadena de suministro automotrizEl impacto de los aranceles, las transiciones EV y la incertidumbre política sobre las decisiones comerciales para los proveedoresCómo han moldeado el enfoque de liderazgo de Tony sus mentores, sus hábitos personales y valoresPor qué la transparencia y la comunicación clara son esenciales para fomentar la confianza durante periodos de cambioInvitado 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 WoychowskiPuntos 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.”

This episode is sponsored by Lockton, click here to learn more This episode is available in Spanish - click hereWatch the full video on YouTube - click hereTony 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 careerThe difference between servant leadership and command-and-control styles in automotive organizationsWhy Tony leads Gemini Group with a coaching mindset that encourages growth through mistakesThe daily realities and challenges tier two suppliers face in a volatile automotive supply chainThe impact of tariffs, EV transitions, and political uncertainty on business decisions for suppliersThe role of mentors, personal habits, and values in shaping Tony’s leadership approachWhy transparency and clear communication are essential for building trust during times of changeFeatured 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 WoychowskiAutomotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 UpdateEpisode 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.”

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 leaderIntroducing AI-powered podcast translation for multilingual communicationClosing communication gaps with shop floor employees who lack email accessUpcoming guest: Tina Kozak, CEO of Franco, on strategic internal communicationExploring the tier two supplier perspective on tariffs and nearshoring pressuresFuture episode with Kate Vitasek on negotiation styles and collaborative agreementsYour HostJan 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.comMentioned in this episode:Reaching Every Worker with AI-Powered Internal Podcasts WebinarEpisodes with Kate Vitasek: Stellantis US Crisis: Leadership Failure Demands a New Strategy & Transforming UAW Strike Negotiations for a Win-Win Outcome21 Traits of Authentic Leadership PDF

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - Click hereIf 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 modelsHow to evaluate and improve your leadership style to match today’s industry needsWhy trust and empowerment are key to keeping young talent in automotiveWhy building a strong leadership culture is critical to EV and supply chain transformationHow automotive leaders fall into micromanagement during crisis—and how to break the habitThe importance of writing a real, personal leadership commitmentWhy Chinese automakers are taking the lead in the global market and what legacy OEMs must do to catch upYour HostJan 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.comMentioned in this episode:Stop Leading Automotive Like It’s 1995Leading Through Change: The Culture Shift Automotive Leaders Need to Compete Today with Terry WoychowskiMeet Stephen M. R. Covey, Global authority on trust, leadership, and culture. New York Times best-selling authorReviving an Icon: Leadership, Innovation, and the New Goodyear Mindset with Mark StewartMeet Jesse Jacoby, Change Leadership Guru21 Traits of Authentic Leadership PDFAutomotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereJay 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 manufacturingWhy holding employees accountable without clear standards creates chaos and mistrustWhy operational breakdowns often stem from leadership gaps, not workforce performanceHow Gen Z workers are reshaping expectations for culture in manufacturing plantsHow inconsistent enforcement of rules weakens trust and team accountabilityWhy companies must address culture and accountability before fixing production issuesWhat leaders must do to prepare for tariff changes and global trade uncertaintyFeatured guest: Jay ButlerWhat 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 PerformanceTransforming Webasto: Why Legacy Automotive Companies Must Rethink Leadership & Culture to Stay Competitive with Brad RingAutomotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 UpdateEpisode 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.”

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereWebasto 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 marketWhy command-and-control leadership fails in modern manufacturing environmentsBuilding organizational trust to accelerate decision-making and performanceWhy legacy culture must evolve to stay competitive with fast-moving OEMsAdvancing gender diversity and inclusion in automotive leadership rolesThe importance of creating a culture where mistakes lead to growthWhy leadership works best when you're true to yourselfFeatured guest: Brad RingWhat 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 CultureAutomotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 UpdateEpisode 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.

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereNo 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 eraThe culture gap between Chinese OEMs and traditional automakersWhy true leaders embrace discomfort—and what happens when they don’tThe cultural transformation needed to support EV and software-defined vehicle innovationThe importance of fast decision-making in today’s global auto marketWhy cultural alignment matters more than strategy when leading changeWhy the auto industry needs focused leadership amid rising global competitionFeatured guest: Terry WoychowskiWhat 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 UpdateEpisode 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.”

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereElon 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 alignmentsThe impact of fear-based leadership culture on innovation and employee engagementHow micromanagement affects team performance and company growthThe cultural transformation needed to support EV and software-defined vehicle innovationHow a CEO’s behavior sets the tone for company cultureThe importance of psychological safety in building high-performing teamsHow public distractions and controversy weaken brand focusWhy the auto industry needs focused leadership amid rising global competitionYour HostJan 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.comMentioned in this episode:Download the 21 Traits of Authentic Leadership PDF for FREEThe Blueprint: 6 Practical Steps to Lift Your Leadership to New HeightsAutomotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update