The Automotive Leaders Podcast

This episode is sponsored by Lockton, click here to learn more Buy the book The Blueprint -  6 Practical Steps to Lift Your Leadership to New HeightsKeeping employees happy and engaged while advancing a company is a delicate balancing act. Go too easy and the work doesn’t get done; go too hard on them and they check out. Right?Not according to Doug Conant, the former Campbell Soup Company CEO who unlocked the secrets of having both an engaged workforce and a thriving organization. When Doug took the helm at Campbell’s in 2001, sales were in decline. It was ranked at the bottom among the top 20 food corporations. Plus, Campbell’s leadership team clearly hadn’t been drinking their V8. In just a few years’ time, Doug was able to boost both morale and the company’s bottom line. The secret sauce is a combination of authenticity, servant leadership, and a tough-minded, tender-hearted management style. Doug thinks authenticity can be summed up with the phrase “what you see is what you get, and what you hear is what I believe.” He spent much of his career trying to please other people without being true to himself but found greater success after battling his own introversion.Doug and host Jan Griffiths have an enlightening, candid conversation about leading from the head and the heart — and how that combination drives success and workplace satisfaction. Themes discussed in the episode:Showing up with authenticityHow leadership can be both demanding and compassionateImproving employee engagementServant leadership as a two-way streetWhy introverts can be leaders, tooFeatured Guest: Doug Conant🥣  What he does: Doug is the founder and CEO of Conant Leadership, giving companies the tools to level up their leadership by leading from the heart. With an extensive C-suite background in roles at Nabisco Foods Company, Campbell Soup Company, and Avon Products, he is a celebrated New York Times best-selling author, speaker, and innovator in the field of leadership. 💡 On Gravitas: “[Gravitas is] authenticity. You declare a commitment to something and that’s how you show up, to a point where it’s just unquestionable. You have to be living and breathing it. It has to be the essence of how you show up every day.”Episode HighlightsTimestamped inflection points from the show[01:45] Doug’s professional journey: Doug boasts an impressive resume with senior roles at Nabisco Foods, Campbell’s, and Avon. He now is a keynote speaker and author on leadership. [05:46] What’s your story?: Doug gives an overview of his background. [07:57] The authentic zone: This principle is that “what you see is what you get, and what you hear is what I believe.” From there, it’s important to leverage your own talents to elevate the company or team.[10:03] Tough mind, tender heart: Doug says you have to be tough on standards while also being tender-hearted with people. [11:35] The three-year path: When you’re recruited into a leadership role, it’s likely because the person before you failed. You’re typically given about three years to prove results. [12:42] The people on the bus: Doug references Jim Collins, author of “Good to Great,” saying that when he started at Campbell’s, they didn’t have the right people “on the bus.” This led to Doug replacing 300 of the top 350 leaders at the company. [14:07] Skyrocketing employee engagement: By making such critical cuts to the management at Campbell’s, Doug showed the non-management employees that he had their backs. Employee engagement metrics went from four-to-one engagement to 77 to one, where 12 to one is a marker of an exceptional organization. [18:17] Dealing with fear: When a new leader steps in, some employees fear change or not “making the cut.” Doug deals with this by being clear about expectations and standards. [22:25] Weakness as a strength: Coming from a traditional, militaristic model of business, Doug worried people would think of him as weak. However, he was up-front in his interview process on how he intended to lead.[26:36] Courage is key: Many people aren’t aware of their convictions, but it’s important to explore them and have the courage to stick to your convictions. [27:26] Leading from your experience: Everyone’s leadership style is different because we all have different experiences. Chances are, you’ll be more successful being yourself than trying to fit in a mold. [32:10] The covenant of hard work: Doug is a proponent of servant leadership, with leaders performing as well for employees as they do for their own leaders. He also encourages forgetting perfection, as you only have to be as good as your competitor. [33:39] Dealing with toxic high performers: Clear expectations and continuous feedback can help to check bad attitudes in the workplace.[38:03] TSR (Total Stakeholder Returns): The traditional measure is Total Shareholder Returns, but Doug prefers to think of it as Total Stakeholder Returns. [40:58] On gravitas: Doug’s answer to this is simple: What you see is what you get. [42:24] The power of introversion: Doug outlines both the downsides of being an introvert and the benefits introverts bring to the table.[46:43] Advice for 25-year-old Doug: Doug follows the advice of Conan O’Brien: “Work hard, be kind and amazing things will happen.”

In this episode, Jan talks about the new supplier Terms and Conditions recently issued by automaker, Stellantis and what this means to the automotive industry.Topics covered include:- Command & control leadership, compliance vs conviction, remembering SCORE, the bottom-line impact of collaborative relationships and where do we go from here?Here are the links to the articles and episodes quoted in the podcast.Automotive News article dated 2/2/22Speed of Trust - Stephen Covey see section 9Supply Chain Management Review June 2014 - Lost supplier trustInterview with Mark Bole, General MotorsInterview with Stefan Krause, CEO MOOVFor more on authentic leadership email me directly at Jan@gravitasdetroit.com or visit our website at GravitasDetroit.com

How do you not just survive but thrive as an authentic leader at General Motors (or, indeed, anywhere)?It's not very often you come across a large number of people who rave about their boss. But self-described servant leader Mark Bole, Senior Executive at General Motors, Head of V2X & Battery Solutions, has a following. He firmly lives — and leads — in line with his values. “It's not the number of people that I lead — it's the number of people that I impact,” Mark says. Mark’s glittering career in leadership and management spans more than a decade in a diverse array of cultures across the globe. This has helped him appreciate just how powerful diversity makes an organization. When covid came, he sought opportunities in the challenges of remote work, embracing the need to adapt. It was about “learning to be more intentional and deliberate about those personal connections that came more naturally when we were in the workforce,” says Mark.In this episode of Finding Gravitas, Mark talks about connecting to the individual, the power of diversity, and leading by example — even (and especially) in failure. It’s about driving a culture where it’s okay to fail. Mark also discusses how leaders rely on their teams in creating an essential shared purpose. It’s important to always get better, but helping other people get better too is part of making an impact. “That resonates with people on a very personal level”, he says. “You see it work once: you do it again.” While storytelling and purpose go hand in hand, it’s crucial to be specific about common objectives. The combination of these things and “giving them wiggle room to learn, be creative and innovative,” is Mark’s approach to authentic leadership — and it works.Mark and host Jan Griffiths discuss servant leadership as well as how harnessing the power of diversity unlocks real business potential. Themes discussed in this episode: ●     Bringing your whole self to work●     Living and leading in line with your personal values●     Building a joint purpose with people●     Cognitive diversity and making people feel safe●     The simplicity of listening to people in order to support them●     Not needing to have a specific plan●     Following up as a measure of personal accountability  This episode is brought to you by Gravitas Detroit and the power of the internal company podcast, boost employee engagement, and amplify your authentic leadership message today – for more information click here Featured Guest: Mark Bole 📽️ What he does: Mark is Head of V2X & Battery Solutions at General Motors, with a mission to help GM realize customer, financial and environmental benefits through energy services. A community leader in Detroit serving on boards and supporting initiatives across the city, Mark has traveled the world extensively during his career, holding positions in international operations and leading joint venture relationships. 💡 On Gravitas: “It's really getting better every day — not [just] yourself, but helping others get better. [It’s] people being able to trust you and just know you're going to do the right thing.”  Episode HighlightsTimestamped inflection points from the show [3:47] Origin story: Husband and father first, worker second, Mark discusses his glittering career spanning decades across the globe and how it led him to where he is today at GM. His parents instilled in him the values of respect and consideration, and he still carries them today.[10:51] The value of cultural exposure: Being an outsider can have its perks. “Many of us go through life with unconscious biases around diversity and inclusion,” he tells Jan. Through experiencing diverse cultures, “you suddenly get the ability to experience what [being an outsider] feels like”.[12:40] Creating psychological safety in the workplace: Jan and Mark talk about the importance of a leader connecting with the individual in order to empower them.[15:14] Thriving — not just surviving — as an authentic leader: Mark discusses the importance of awareness in making an impactful difference, and how to teach and learn from failure.[24:03] Leadership key ingredients: Mark shares what he’s learned is the most effective combination for being a better leader.[26:31] The power of diversity: How to embrace diversity and empower your team for the best results. [32:18] Pandemic pointers: Mark has found opportunities during the crisis, and has learned to be more intentional and deliberate about personal connections that came more naturally in the physical workplace. [35:37] Attracting Gen Z: Mark and Jan discuss tips for attracting the newest workforce entrants and how to leverage the gig economy to your advantage. [40:57] On Gravitas: It’s getting better every day and helping others to do the same. It’s also building and maintaining integrity. [44:29] Setup for success: Mark describes how he starts the day and shares some invaluable tips and tricks on personal accountability. First: managing expectations — be it within the relationship, the day, or the product. Second: “If I say I'm going to do something, and I don't do it, I follow up. I don't just let it slide.”

Learn more about creating your own internal company podcast There’s never been a greater need for honesty and transparency — for people to tell it like it is.Enter Lynn Kier, VP Communications at Diebold Nixdorf, who talks about the importance of embracing your authentic self to further your personal mission.Lynn began her career in 1997 as a financial analyst. After five years, she realised that simply putting her head down and working hard wasn’t the answer. She moved into the automotive industry and later worked her way up to the top of her game in communications. She currently serves on the Forbes Communications Council What’s the magic ingredient for effective communication? “You’ve got to tell stories,” Lynn says. “If you look at all the people who are really successful, they're telling stories. And it resonates with people.”On this episode of Finding Gravitas, Lynn talks about the professional challenges she’s faced throughout her career, the importance of self-promotion, and how to bring your authentic self to the table. Lynn is a strong advocate of empowering your team to empower you. This is “what really sets an authentic leader apart,” she says.Lynn and host Jan Griffiths discuss traditional weekly meetings versus daily huddles, which are part of a key strategy of Laura Lawson, Chief People Officer at United Wholesale Mortgage. While meetings tend to just end up being about bringing the boss up to speed, huddles bring a team together like a family, Lynn points out.There’s a growing need for authenticity in business, particularly on social media. Don Akery, President of TTI Americas, has spoken about the need to evolve along with the workforce while staying true to core values. At the younger end of the spectrum, ambassador for millennials and mobility Katelyn Davis owns her voice and her authentic self regardless of title or company.  Themes discussed in this episode:●     Lynn’s career in communications and the art of self-promotion●     What makes the culture of Diebold Nixdorf so special●     The crucial role of communications and using your own words●     The importance of storytelling in business success●     Refining your personal mission and bringing your authentic self to the table●     Finding your voice on social mediaFeatured Guest: Lynn Kier 🏦 What she does: Lynn is VP of Communications at Diebold Nixdorf, a major bank innovation and retail technology company. With a breadth of experience in the finance and automotive industries, Lynn is leading with a powerful vision of authenticity.💡 On gravitas: “I have a lot of value to add. And I'm going to do it my way. It'll resonate with some and maybe not with others. But you’ve got to be human. You’ve got to relate.” Episode HighlightsTimestamped inflection points from the show [3:03] Origin story: Lynn discusses her background, moving from finance to automotive, and how “networking is everything — who you know is everything.”[7:50] On self-promotion: At GM, Lynn learned to “self-promote and champion” herself, she says. “You have to lobby for yourself because nobody else is going to do that for you.” Just as importantly, Lynn urges you to “be assertive — maybe be a little aggressive. Don't stop asking for what you want.”[9:03] How to stand out: Technical knowledge is rarely what sets people apart. For her, “it was the relationship-building," she says. "It was listening to the opportunities that were out there. It was gaining the trust and support of the customers. And it was being present. It was so much fun.”[10:43] We’re more capable than we think: “You can do just about anything that's put in front of you,” explains Lynn. “You know how to do the job, and how to motivate people to get the job done.”[16:34] Learning lifelong lessons the tough way: “If you can survive and thrive in the automotive industry, you can do anything,” says Lynn, who took the experience from hard-won battles with her as she moved forward in her career. Now, "I love who I work with," she reports. "I love the culture. I love our mission. And I have fun, even with the [COVID-19] crisis.” [21:24] Daily huddles work wonders: Jan and Lynn discuss why weekly meetings or monthly reviews don’t work as well as short but powerful daily huddles.[24:49] Real leadership: “You have to know that your leader has your back. Then you aren't afraid if something doesn't go according to plan, because we can't control everything,” Lynn clarifies. She once saw a note another leader sent to his colleagues during a crisis: Hey, we're all in this together. We did the best we could at the time, [but] we are going to come up with another plan. And we won't let this happen again." [29:06] Communications advice for a changing world: Leaders must listen to their communications teams, but Lynn says telling stories and being authentic are absolutely crucial: “Show the company for what it is — not as a machine. Remember that people are human beings.” [34:57] The power of storytelling: If the mission statement can’t be repeated, remembered, or understood, it’s too complex. It “has to be straightforward and clear," she says. "The power of a story is that it resonates with people.” The story should be relatable to a 10-year-old. “Then you tell your customers or CNBC, or you tweet it. It's pretty simple.”[42:04] The importance of your true, authentic self: “Over the years, through experience and observation, you realize: I'm not adding value to this company at the level I could if I'm not me. They hired me, and if I don't bring me, I'm not giving them the best. You’ve got to be your true authentic self.” [55:21] Looking back on the self a quarter-century ago: Knowing what she knows now, Lynn would’ve told her past self coming out of grad school to “go, soar, and just be your authentic you. Your best asset is you.”

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.