The Automotive Leaders Podcast

The Pandemic has given us cause to pause and rethink how we live our lives.In this episode, Jan explores her personal story and how she decided to quit her corporate job along with some things you should consider before you quit.

The 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-discoveryFeatured Guest: Rich Sheridan 📽️ What he does: Rich is the author of “Joy Inc.” and “Chief Joy Officer” as well as the CEO and co-founder of Menlo Innovations, which aims to bring joy back into software development with a stated mission to “end human suffering in the world as it relates to technology.”💡 On Gravitas: “When I hear that word, I hear gravity,” says Rich.”Which is [about] grounding. We entrepreneurs have our heads up in the clouds. But it’s our feet on the ground, taking one step each day, held down by that gravity, that’s important. It keeps us connected to reality.” Episode 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: Rich doesn’t like the word fail. In fact, he encourages his team to “make mistakes faster.” Here, Rich explains why making early, small mistakes can help in the long run.[29:23] Building trust: Rich says the only way to build serious relationships is through quality, in-person time. “You don’t get to build trust by just waving your hands, saying, ‘Okay, guys, let’s get past the trust thing. We all trust one another,’” he explains. “No, that’s not how trust works. We literally have to spend time together.”[36:05] Avoid Groundhog Day: If you’ve ever felt like you’re Bill Murray in “Groundhog Day,” you’re not alone. Most of us have the same daily routines, but that monotony does not lend itself to new ideas. Rich talks about WeWork and the benefits of new “office” environments.[46:04] Fear is just a four-letter word: Rich has a simple motto for transparency: “Fear doesn’t make bad news go away. Fear makes bad news go into hiding.” Here, he dives into the importance of frequent transparency and communication.[57:56] A journey of self-discovery: Many careers, especially those that involve entrepreneurship, are a journey to self-discovery, Rich says: “The easiest place to identify where to start is the hardest place to begin, and that’s inside of you.” [1:03:26] On Gravitas: When asked what gravitas means to him, Rich talks about being grounded and taking one step at a time.Sign up for our 21 traits of authentic leadership online course. and build the culture you deserve

Let's talk about trust and transparency, not only in terms of leadership, internally and with our teams, but externally, with our stakeholders more specifically, with our suppliers. And yes, that's going to lead us into a supply chain discussion and the chip shortage.These two traits of authentic leadership have been coming up time and time again in the last couple of months. And that's why I wanted to go deeper. I believe that we have to challenge the way that we lead. We have to break the mold in the way that we lead but not just internally with our people, also externally with our stakeholders.Episode links:-Kelly BarnerKellly's blog Book Review - Contracting in the new economyKate VitasekKate's book Contracting in the new economy

This episode is sponsored by Lockton, click here to learn more Leaders need to have conviction in themselves and their employees. Without it, a compliance mindset can creep in. Seeking compliance is a sign of a “weak manager,” says Stefan Krause, former Chairman & CEO at MOOV Throughout his career with BMW and in the electric vehicle (EV) industry, Stefan has built innovative management systems that promote a culture of trust and empowerment among his teams.Stefan was born and raised in Colombia and educated at a German school. He explains that one of the skills he learned in Colombia was improvisation, which has stayed with him throughout his professional career. During his 20-year tenure at BMW, Stefan broke out of the leadership mold and found new ways to foster innovation. When he moved to California, he broke into the EV industry with a role as CFO/COO of electric car startup Faraday Future. A few years later, he and some other Faraday employees launched a new EV company called Canoo. Stefan has since left Canoo and continues his mission in the world of mobility with MOOV, a very different kind of company.In this episode of Finding Gravitas, Stefan discusses the need for trust and conviction within the workplace. He believes that many traditional original equipment manufacturers (OEMs) have a "compliance culture" instead, causing them to lose employees to more progressive startups. As a leader, Stefan sees people as inherently good. “In the end, human beings want to do the right thing and want to be successful,” he says. “At the end of the day … It’s not the money on your bank account that counts,” Stefan adds. “It’s what you were able to move and push forward in terms of making the world a better place.”Stefan and host Jan Griffiths talk about his career journey, his transition to the EV space, and how leaders can use conviction to drive innovation in the workplace.Themes discussed in this episode: Stefan’s leadership experience working for BMW and Deutsche Bank as well as his journey within the EV industry at Faraday and CanooHow small changes in the way we manage people can create significant differences in innovationBeing a leader in good times and bad, and what it takes to be what he calls a "bad-weather sailor"Why believing that people are inherently good means less time managing the bad apples Why trust is the best means for innovation How the startup culture in California is causing people to leave traditional automotive companies for EV companies Stefan's advice to people working in traditional OEMs and those just beginning their careers Featured Guest: Stefan Krause🚙  What he does: Stefan is an entrepreneur with extensive experience in leadership roles at blue-chip companies. After spending 20 years driving innovation at BMW, he has since become a leader within the EV industry. He is the former Chairman & CEO at MOOV. Currently, Stefan co-founded B-ON and has become its senior business advisor.💡On Gravitas: “I would say it has something to do with how people react to you and what you’re trying to do … Gravitas, for me, is also how you deal with people, how empathetic you are to people.”Episode HighlightsTimestamped inflection points from the show[5:18] Origin story: Stefan explains how growing up in Colombia with German parents shaped the unique business ideas that ultimately made him a successful entrepreneur. [8:06] Leadership in good times and bad times: Stefan details what he learned while working for 20 years at BMW, and how he later survived the “longest doomsday of my life” in 2008 at Deutsche Bank. [11:10] The start of the EV industry: After working at Faraday Future in California, Stefan started Canoo with a team of Faraday employees. He shines light on why he has since decided to leave Canoo to focus on his own business.[16:13] Break the rules: Rules are very important in German culture. However, while working at BMW Europe, Stefan found a way to speak out, change the system and foster innovation. [22:46] People are good: In his leadership roles, Stefan has noticed that “the same people in different systems work completely differently.” He also acknowledges that you need to take risks to succeed.[24:36] Empower and trust employees: Jan and Stefan discuss how the culture in the automotive industry often doesn’t allow for mistakes. Stefan points out that human nature means mistakes happen, and mistakes mean innovation. [30:51] EV culture in California: When building Canoo, Stefan decided to scrap the idea of titles and other “distractions.” Instead, he opted for titles that simply describe what each team member was in charge of.[35:49] Compliance vs. conviction: People are leaving traditional OEMs for startups because "OEMs don’t allow them to innovate,” Stefan argues. Jan says that to change workplace culture, leaders have to ask themselves: “Are you looking for compliance, or are you looking for conviction?” [42:45] The ultimate automotive industry question: Stefan shares his advice for traditional OEMs and what it means to “fire your current customers.”[48:11] On Gravitas: In terms of leadership, Stefan feels that gravitas is “how you deal with people, and how empathetic you are to people.”[51:57] Advice for Gen Z: Stefan offers four points of advice for those just starting in their careers: Network, embrace change, keep your curiosity, and make the world a better place.

Meet Delaina and Luke, members of Gen Z in the workplace.There’s a lot to be gained from a fresh perspective — even then it’s a viewpoint that doesn’t quite align with your own.Instead of interviewing a seasoned leader, Jan is flipping the script in this episode. She hosts a conversation with two members of Gen Z, Delaina Yatoma and Luke Tappen, recent graduates of Wayne State University, to uncover their perspectives on good leadership in the workplace.In this episode of Finding Gravitas, Delaina and Luke share their perspectives on authentic leadership.Delaina graduated in May 2021 and worked full time while attending school. Previously, she was a buyer in the jewelry industry. Now, she works as a data analyst in healthcare.Luke, who was homeschooled through the end of high school, graduated in 2019 with degrees in global supply chain management and finance. During college, he held internships in the automotive industry and spent a summer in Hong Kong as a freight forwarder. Now, he is a commodity buyer for a Tier 1 automotive supplier.The COVID-19 pandemic has prompted major changes in traditional workplaces and remote work has gone mainstream. Delaina and Luke share their early career perspective on the evolving workplace — as well as where boundaries need to be drawn.Luke notes the value of in-person interaction when you’re just starting out in the workplace: “It's really important to have those water-cooler discussions. So that is something that's missed [in remote work environments].”Delaina and Luke share their perspective on effective leadership, noting the need for leaders who are willing to communicate with employees of all levels and be honest about their struggles.“Leaders who are relatable — in reason and purpose — I think are easier to follow and to be inspired by,” says Delaina. Themes discussed in this episode: ●     How much do members of Gen Z really care about a company’s mission? Are we to believe what the media says?●     Balancing a company’s values and mission with nuts-and-bolts business operations●     Gen Z’s view on workplace flexibility and remote work●     Using “reverse mentorship” to learn from those just starting out●     Gen Z speaks: advice for leadershipFeatured 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] Leadership expectations: Delaina and Luke divulge what characteristics and values a leader should exude, finding common ground with approachability. “Anyone that's going to follow someone isn't going to follow someone that doesn't show confidence,” Luke observes.[25:28] On gravitas: Luke emphasizes the point that a good leader draws people in to them through their confidence and warmth.[30:07] Reverse card: When the mentor becomes the mentee, that’s when growth happens. “A lot of the things that I thought may have been obvious to this leader that I experienced reverse mentoring with were not obvious,” Delaina says.[35:04] Starting the day off right: Delaina and Luke lay out their morning routines. The consensus? Start your day off with some mindful moments away from your phone.[39:41] Gen Z’s advice to leaders: Delaina and Luke impart their advice for senior leaders — honesty and communication go a long way.

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 careerWhy 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 serveAdmitting problems and acknowledging weaknessesWhy it makes sense to put the interest of others ahead of your own Being a leader who doesn’t like daily routinesFeatured Guest: Paul Glantz📽️ What he does: Paul is co-founder and chairman of Emagine Entertainment, which operates 27 luxury theatres in Michigan, Illinois, Minnesota, and Wisconsin. An expert in the cinematic exhibition industry, Paul led Emagine to the forefront of dramatic technological enhancements.💡 On Gravitas: “It's leading with conviction but recognizing you don't have all the answers, and incorporating the views and the input of others to help you form a better organization.”Episode Highlights[4:21] Origin story: Paul discusses his background and explains why he thinks of himself as “the luckiest guy on earth.” [9:18] When COVID came: Paul talks about the state of his movie theater business when the pandemic first hit as well as his mindset. “To be candid with you, I misjudged the duration of the pandemic on several occasions,” he tells Jan. [15:10] Leaders might not have the answers: Jan and Paul talk about acknowledging weaknesses as a leader. [14:32] Servant leadership: At Emagine Entertainment, teammates are treated with “kid gloves” and a lot of empathy. During the pandemic, Paul made sure general managers never missed a paycheck. He did have to furlough some employees but continued to pay their health insurance. [27:08] Tech and leadership: When thinking about leading with technology, Paul doesn’t consider himself a visionary. He shares how a disappointing opening night led him to make bigger investments in technology.[33:12] Setting the tone with customers: Paul emphasizes the importance of customer service, noting that all success in business stems from pleasing the customer. [39:32] Ch-ch-ch-changes: Leaders need to move with the times. Paul reflects on adapting to change (even when it’s not convenient). “If we don't embrace change, if we don't recognize that there are perhaps better ways to do business ... I think we're doomed to failure,” Paul says.[44:15] On Gravitas: When asked what gravitas means to him, Paul talks about leading while recognizing you don’t have all the answers. [49:19] No two days are the same: Paul describes himself as “the least regimented guy in the world.” He starts his days at different times and enjoys a mix of things in his schedule. 

In the season 3 opening episode, Jan shares the audio from the highly energetic and engaging speech at the Centre for Automotive Research conference, Management Briefing Sessions In Traverse City, Michigan.We dive into authentic leadership and the behaviors that support and detract away from it and why authentic leadership is critical to our future and the way we lead.The audio refers to slides in the presentation, click here to access the slide deck.Click here for the full video of the speechEngage with us for more tools to help you on your authentic leadership journey at www. gravitasdetroit.com Enjoy!

In this episode, Jan explores the deeper questions around authentic leadership and the plans for season 3 including an increased focus on Gen Z

Audio from a recent webinar exploring the benefits of an internal podcast for your business or your team along with exactly what you need to know before you start. Presentation slidesWebinar video How to be a great podcast guest - mini course

Jan Griffiths, President of Gravitas Detroit talked about the mission on the Automotive Leaders Podcast