The Automotive Leaders Podcast

This episode is sponsored by Lockton, click here to learn more It's day two of the Detroit Auto Show, and Jan is back at Kettering University's AutoMobili-D exhibit, diving into conversations with the people shaping the future of mobility.Dr. Jacqueline El-Sayed, CEO of SAE International, set the stage with her thoughts on why hands-on learning is the best way to prepare engineering students for the challenges of the real world. Next, legal expert Jennifer Dukarski talks about the challenges and opportunities of AI in automotive. From national security concerns to ethical data use, her insights show why careful regulation and testing are essential. Dr. Huseyin Hiziroglu, a seasoned professor at Kettering, brings decades of expertise to the conversation as he dives deep into the challenges of energy storage and why solving these roadblocks is critical to advancing EV adoption.In a fun twist, Kettering student Ian Gibson stepped in as guest host to interview Jose Flores, CEO of Ancor Automotive. Jose shared how he turned a decades-old company into a modern tech player, earning the trust of seasoned employees and embracing digital transformation.Later, Alisyn Malek, co-founder of May Mobility, talks about her Changing Lanes program, which bridges Michigan's automotive and startup ecosystems. Her vision of empowering experienced professionals to explore new opportunities is reshaping career paths in the industry.Matt Fortescue, Kettering’s Director of Enrollment, talks about what makes Kettering unique. From hands-on co-op programs to small class sizes, he explains how Kettering sets students up for success in ways that larger institutions often can't.Ted Serbinski takes a different approach, focusing on the next generation of innovators. With his work in tech education, he ensures kids learn not just how to use technology but how to wield it for success, equipping them for a digital future.Finally, Kettering senior David Glover shares his journey into AI and how the university's support has helped him take the following steps toward making an impact in the industry.Your 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.comCo-hostIan Gibson is an undergraduate student at Kettering University, pursuing a degree in Electrical Engineering with a minor in Sustainability. As a Global Product Engineering Design Co-op at General Motors, he combines rigorous academic studies with hands-on, paid industry experience through Kettering's immersive Co-op program.Featured guests:Name: Jacqueline El-SayedTitle: CEO, SAE InternationalDiscussed: [01:27] With a career shaped by experiential learning and leadership, Dr. El-Sayed shares how her journey from Kettering to CEO of SAE International prepared her to drive innovation and quality across the mobility industry.Name: Jennifer DukarskiTitle: Emerging Technology, Automotive, and Media Attorney at ButzelDiscussed: [04:45] AI’s potential in automotive innovation comes with critical challenges, from safety regulations to ethical considerations, and Jennifer shares how industry standards, diverse testing, and proactive compliance shape a safer, smarter future for mobility.Name: Dr. Huseyin HizirogluTitle: Professor of Electrical Engineering, Kettering UniversityDiscussed: [11:39] The future of mobility hinges on solving energy storage challenges, says Dr. Hiziroglu, as he discusses the evolution of EVs, the potential of hydrogen, and the breakthroughs driving progress.Name: Alisyn MalekTitle: Founder and CEO, Middle ThirdDiscussed: [20:45] Alisyn shares how her Changing Lanes program bridges the gap between Michigan’s automotive and startup ecosystems, offering career coaching, networking, and opportunities for seasoned professionals to dive into the startup world.Name: Jose L. FloresTitle: CEO, Ancor AutomotiveDiscussed: [24:20] Taking over as CEO of a 40-year-old company, Jose shares how he earned the trust of a seasoned team, pivoted to digital solutions, and offered advice to aspiring leaders on building passion and resilience.Name: Matt FortescueTitle: Director of Enrollment, Kettering UniversityDiscussed: [28:34] Matt shares how Kettering University’s small class sizes, hands-on co-op programs, and dedicated support systems create a unique and supportive learning experience for students.Name: Ted SerbinskiTitle: Founder & Managing Partner, Stanson & CoDiscussed: [32:53] Ted shares how his journey from building Detroit’s startup ecosystem to creating tech solutions for schools is driven by a mission to prepare the next generation for a digital future.Name: David Glover JrTitle: Computer Science student at Kettering UniversityDiscussed: [37:55] A passion for AI, meaningful connections, and unwavering support from Kettering University have helped David turn opportunities into career momentum in the automotive industry.Mentioned in this episode:The Detroit Auto ShowMobility Global ForumElectromagnetic Field Theory Fundamentals and Electric Machinery and Transformers by Huseyin R. Hiziroglu and Bhag Singh GuruThe Changing Lanes programChanging Lanes Fireside Chat with Founders: Building and Scaling Startups in Auburn HillsHackathonBulldog for a Day

Tarek Abdel-baset from Forvia champions hydrogen as a key alternative to electric vehicles, especially for larger models, highlighting its faster refueling and enhanced payload capacity. He emphasizes the collaboration between academia and industry, showcasing innovations in STEM education and the importance of preparing future leaders in automotive technology. The discussions also touch on the evolving role of AI in the workplace and the transformative potential of autonomous vehicles for individuals with disabilities.

André Weimerskirch, COO of Block Harbor Cybersecurity, shares his extensive experience in automotive cybersecurity and his journey through both startups and giants like Bosch and Lear. He discusses the myths of startup culture and the challenges faced when transitioning from corporate environments. Key topics include the value of blending creativity and structure from both worlds, and the mindset shifts needed for success. Plus, he highlights the 'Changing Lanes' program that empowers auto professionals to transform ideas into scalable businesses.

This episode is sponsored by Lockton, click here to learn more 2024 is about to end, but the challenges in the automotive industry aren’t slowing down. From supply chain challenges and UAW strikes to the ongoing push for EV adoption, it’s been a wild ride. But as Jan Griffiths looks ahead to 2025, her message is clear: leaders must step up for what’s next.As John McElroy said in episode 100, the alarm bells for leadership and culture aren’t ringing loud enough. And he’s right. Culture isn’t just a “nice-to-have”—it’s the foundation of everything we do. It defines us as an industry, a company, and a leader. It influences not just our behaviors but also the processes we use. That’s why Jan challenges leaders to abandon the old “this is how it’s always been done” mentality and rethink their approach to leadership.Using real examples, Jan shares why leadership matters now more than ever, pointing to Martin Fischer’s success with the people-first approach at ZF compared to Stellantis’s struggles under Carlos Tavares. For Jan, this contrast underscores the urgent need for cultural evolution and authentic leadership to succeed in today’s rapidly transforming automotive landscape.This isn’t a look back; it’s a wake-up call for leaders ready to build the future. As we step into 2025, let’s focus on not only what we do but also how we lead—because the future of this industry depends on it.Your 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:Auto Revolutions: John McElroy & Jason Stein on Shaping Industry CultureWhy Automotive Leaders Need Emotional Intelligence with Daniel GolemanDriving Culture Change in the Automotive Industry with Jon HusbyMeet the Leader Behind the Next Iconic Car CompanyHadi Awada's Journey to Transforming Workplace CultureBridging Startup Culture and Traditional Auto with Ted SerbinskiStellantis US Crisis: Leadership Failure Demands a New StrategyGen Z Perspectives on Authentic Leadership in the Automotive IndustryMartin Fischer on Shaping ZF's Automotive Leadership and Culture21 Traits of Authentic Leadership PDFAutoCulture 2.0: Leading with Gravitas

Ahmed Iqbal, TikTok's Head of Industry for Automotive, shares his journey from selling cars in college to reshaping automotive marketing through digital innovation. He discusses the importance of authentic leadership traits like listening and adaptability. Ahmed highlights TikTok's evolution into a key platform for consumer engagement in the auto industry, bridging traditional practices with modern strategies. He also addresses the cultural shift towards collaborative leadership, emphasizing the need for empathy and understanding new generational values.

This episode is sponsored by Lockton, click here to learn more Thanksgiving is a time to celebrate our blessings and express gratitude, and in this special episode, Jan Griffiths makes it personal. She shares a heartfelt thank you to listeners, guests, and supporters who've been part of the journey to transform the culture of the automotive industry.Jan also presents a simple yet meaningful leadership challenge: Write a handwritten note to each of your team members. Skip the corporate language—just genuine appreciation for what they bring to the table. It's a small gesture that can make a significant impact.As a teaser for the next episode, she hints at an upcoming feature with TikTok's Head of Automotive—yes, TikTok and automotive in the same sentence! Get ready for something unexpected!Until then, enjoy the holiday, spend time with loved ones, and take a moment to show genuine appreciation to those around you.Your 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:Check out our other podcast episodes here.The 21 Traits of Authentic Leadership PDFEmail Jan Griffiths at jan@gravitasdetroit.com

At the 2024 MEMA Annual Conference, industry leaders addressed adapting to rising tariffs and China's advancements. They emphasized building diverse teams and transparent communication between suppliers and manufacturers. The highlight was the unveiling of the BYD Seagull, an affordable EV under $10,000, showcasing China's innovative edge. Furthermore, AI expert Noelle Russell encouraged companies to align AI with core values, framing it as a tool for improving efficiency rather than eliminating jobs. The focus was on embracing significant changes for future competitiveness.

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereEmotional intelligence—defined as the ability to recognize, understand, and manage our emotions and those of others—might sound like just another "soft skill." But what if it's the key to effective leadership, a strong workplace culture, and even a healthier bottom line?In this episode of the Automotive Leaders Podcast, we're talking about how emotional intelligence (EI) is reshaping leadership and culture within the rapidly changing automotive industry. To explore this topic, we bring in Daniel Goleman, a psychologist and bestselling author of Emotional Intelligence—a book that delves into why our emotional smarts matter as much as our IQs.Self-awareness, self-management, empathy, and social skills are the four fundamental pillars of emotional intelligence. But why do these skills matter? According to Daniel, in an evolving industry like automotive, leaders who embrace these skills do more than just improve morale; they create a culture that fosters innovation.Citing a Harvard study, Daniel explains that emotionally intelligent leaders create an “optimal state” for employees, leading to high engagement, low turnover, and true satisfaction. However, this requires a work culture where people feel safe to innovate, make suggestions, and take risks without fear—a rare find in industries still skeptical of prioritizing emotions at work.Adding a psychologist’s perspective, Dan says fear shuts down the brain’s ability to perform at its best. Instead of thriving, people just play it safe. He emphasizes the need for leaders to focus on what’s going right, motivating with encouragement rather than criticism. Citing a powerful line from Daniel’s book, Jan emphasizes the call for a complete rethinking of the systems that have long defined the industry. Daniel’s advice to leaders? Start with openness. Listen first, ask questions, and avoid assuming you have all the answers. As Jan points out, transforming the industry isn’t just about new tech; it’s about reshaping the operating model and culture, with emotional intelligence as the driving force.Themes discussed in this episode:Emotional intelligence and its positive impact on automotive leadershipExploring the four pillars of emotional intelligence and why they’re essential for effective leadershipThe challenges and limitations of traditional, hierarchical leadership models in the automotive industryWhy the automotive industry needs a cultural shift—from fear-based management to emotionally intelligent, people-centered leadershipHow fostering a culture of trust and safety encourages team members to share ideas, take risks, and contribute to organizational innovationActions leaders can take to reach an optimal state for higher performancePractical ways for leaders to develop and strengthen their emotional intelligence, boosting their effectiveness and organizational impactFeatured guest: Daniel GolemanWhat he does: Daniel Goleman is a psychologist, science journalist, and pioneering author best known for his best-selling book Emotional Intelligence, which introduced the concept of EI and redefined leadership, education, and interpersonal relationships worldwide. Ranked among the world’s top business thinkers by The Wall Street Journal, Daniel has worked with global organizations to show how social and emotional competencies profoundly impact business success. His extensive work has earned him prestigious awards, including Harvard’s Centennial Medallion and the HBR McKinsey Award for best article of the year. Daniel’s research and teachings have evolved into an acclaimed online Emotional Intelligence Program, where he offers courses to build key EI skills such as self-awareness, self-management, empathy, and social skills. On Leadership: “The best way to get performance out of people is to say what's positive about them, what's positive about what we're all doing together about our mission, and that is a very different way. Leaders, I think, should be more careful about how they give performance feedback because, very often, it's just like, "Oh, you really screwed that up,” which kills motivation. If you say, I know you're good at this, and you're good at that, and you're good at that, you could get better at this, and here's how. It's a much more positive way, and it has a very positive impact on the systems that operate inside us. I'm talking about neurotransmitter systems and brain chemicals that help us be at our best.”Mentioned in this episode:Emotional Intelligence: Why It Can Matter More Than IQOptimal: How to Sustain Personal and Organizational ExcellenceFlow: The Psychology of Optimal ExperienceEmotional Intelligence: Leadership That Gets ResultsDaniel Goleman Emotional Intelligence CoursesGoleman Consulting GroupEmotional & Social Competency Inventory (ESCI)Episode Highlights:[00:05:19] Why Emotional Intelligence Matters:  Leaders must recognize that emotions impact every decision—whether at work or home—and ignoring this connection affects performance. It's time to say goodbye to command-and-control leadership, as Daniel labels it the worst kind of leadership approach.[00:08:14] Four Pillars of Emotional Intelligence: Daniel breaks down the core pillars of emotional intelligence—from self-awareness to empathy—revealing how these skills build trust and create high-performing, cohesive teams.[00:12:43] We Need Emotionally Intelligent Leaders: "Leadership is the art of getting work done well through other people," says Daniel. If a leader does not cultivate a positive environment for their team, they are unlikely to motivate them to perform at their best.[00:17:21] Fear is Killing Performance: Fear is not an effective way to motivate your team, according to Daniel. He encourages leaders to replace threats with positive reinforcement to help their team perform at their best.[00:19:30] Optimal State: Ever wondered if you could feel at your best every day? Daniel shares how training our focus can unlock an 'optimal state'—a powerful level just shy of flow—where daily excellence feels natural.[00:24:10] The Key to Innovation: The key to driving innovation, Daniel explains, lies in emotionally intelligent leaders at every level of the organization who inspire and support their teams.[00:26:57] How Are You as A Leader? Instead of asking 'Who are you as a leader?' Daniel challenges us to consider 'How are you as a leader?'—a powerful shift that reveals if leaders truly connect with their teams or merely hold a title.[00:28:36] The Judgemental Culture: In a culture fixated on metrics, mistakes often go unadmitted—but Daniel reveals that actual progress begins when leaders embrace vulnerability and see errors as learning opportunities.[00:30:31] Advice to Auto Industry Leaders: "Don't assume you know," Daniel says, advising auto leaders listening to the podcast to be open to learning.Top Quotes:[00:06:53] Daniel: “In one study where we looked about at almost 4,000 executives and evaluated their leadership style or styles, and then ask the people that work for them confidentially, how do you feel? What kind of emotional climate does this leader create? They wouldn't necessarily say that to the leader face to face, but they happily said it to us. It turned out that the very worst style in terms of the climate it created was command and control. The best was a leader who could articulate a shared meaning or purpose in what we do, who inspires people because when you inspire someone, you get the best out of them. They're not just working for the salary or the promotion, they're working for the cause, for the mission. And people will go way beyond, you know, the job description.”[00:14:10] Daniel: “People who work for you, your direct reports, won't ever tell you that you're a bad boss. What they'll do is they'll leave, or they won't give their best. They'll do good enough to keep the job, but they won't go all out. So, basically, you're shooting yourself in the foot. Leadership is the art of getting work done well through other people. Think about that. Work done well through other people. Well, you have to motivate them. You have to inspire them. You have to create trust.”[00:22:15] Daniel: “In our culture, we don't bother training attention. We have a culture and an economy that is built on the constant new. Every season, there's a new fashion. Every year, there's a new model of a car. That is what we depend on to perk up the brain and make us pay attention. It turns out, though, that we're missing a huge opportunity, I think, for our kids and ourselves, which is to sharpen our ability to attend to what's going on in the moment. That is a skill that can be trained and trained and trained. And the more the better you get at it, the more likely you are to be in an optimal state, no matter what it is you're doing.”[00:25:34] Daniel: “If you want innovation everywhere, I would encourage you to have emotional intelligence everywhere and to help leaders develop it. And this is the good news, by the way: emotional intelligence can be developed or improved at any point in life. It's not like, oh, I had that kind of childhood, or my genes are such and such; I'll never have it. It's really a question of what I need to work on or improve. What habit is basically shooting me in the foot, and what could replace it?”[00:30:40] Daniel: “Be more open, listen, ask questions before saying what you think. Gather information. Don't assume you know.”

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereStellantis is in a tight spot. With leadership shakeups, lawsuits, and strained relationships with suppliers, workers, and even shareholders, the company faces challenges from all directions. The once-powerful automaker is now reeling from significant internal and external turmoil. Yet, amid this crisis, a critical question remains: How can Stellantis turn things around and find a better way forward?In this episode of the Automotive Leaders podcast, Jan Griffiths brings on Kate Vitasek, a University of Tennessee faculty member and expert on collaborative relationships, to talk about how Stellantis can get through these tough times.Drawing on her work with major organizations, Kate discusses how Stellantis could benefit from a shift in strategy—away from adversarial tactics and towards collaborative contracting. She highlights the "Vested Methodology" — a method designed to build win-win relationships and foster cooperation rather than conflict.Jan worries that Stellantis' internal challenges are not only affecting its own stability but also sending ripples throughout the automotive world. Now, she calls for bold action: Tavares must step down immediately. Jan argues that Stellantis urgently requires a leader who understands collaboration, can mend these damaged relationships, and addresses the company's real issues.Kate agrees, saying, "Change the people or change the people." She urges Stellantis to rethink its leadership approach and points out that without a mindset shift from the top, the company may continue on its downward spiral.Towards the end, Kate Vitasek urges Stellantis to take swift, decisive action to break free from its crisis. Her advice? Gather the key leaders in a focused session, where they'd work together to craft a clear statement of intent—a roadmap to establish long-term goals and a unified direction. By confronting issues directly and with purpose, Kate believes Stellantis can realign itself for a stronger future.Themes discussed in this episode:The key reasons leading to the Stellantis US crisisChallenges in Stellantis’ supplier and union relationshipsThe ripple effect of Stellantis’ crisis on the automotive industryThe critical role of strong supplier and union partnerships for organizational stabilityThe impact of leadership decisions on organizational stabilityThe consequences of a win-lose mentality in business partnershipsUsing formal relational contracting to promote win-win solutionsTransforming adversarial relationships into collaborative partnershipsFeatured Guest: Kate VisatekWhat she does: An accomplished author and educator, Kate is a leading authority in strategic partnerships. She also heads research at the University of Tennessee and specializes in the Vested® business model. With experience at major corporations like P&G and Microsoft, Kate provides executive training and coaching, empowering organizations to excel in strategic collaborations and foster innovation.On leadership: “Anytime you have uncertainty, it makes people even more anxious. And so, getting in and making some decisive decisions, just bringing calmness back. Long-term, saying, this is where we're committing to not the decision for tomorrow. Take a pause. Move quickly, but take a little pause, bring everybody together, and create the goals for the future.”Mentioned in this episode:Past episode with Kate Vitasek: Transforming UAW Strike Negotiations for a Win-Win OutcomeVested: How P&G, McDonald's, and Microsoft are Redefining Winning in Business Relationships.How to build better long-term strategic partnerships by David Frydlinger, Oliver Hart, and Kate VitasekStellantis, WTF? 10 steps backwardThe 24th annual North American Automotive OEM-supplier Working Relations Index® (WRI®) StudyWhat Is Vested?Vested Executive Education CourseCollaborative Contracting CourseEpisode Highlights[00:03:11] Meet Kate Vitasek: An introduction of our episode guest, Kate Vitasek, a faculty member at the University of Tennessee and an expert in building win-win relationships that transform how businesses work together.[00:04:11] Learning from Success Stories: Kates shares inspiring stories of industry giants who have transformed their power into partnerships, proving that collaboration can turn business challenges into groundbreaking successes.[00:06:46] The Stellantis Crisis: Jan unpacks the unfolding crisis at Stellantis, detailing a timeline of poor decisions, leadership changes, and the alarming decline in relationships with suppliers and stakeholders that have led the company to the brink of collapse.[00:13:53] The Win-Lose Mentality: Kate explores the destructive cycle of distrust between Stellantis and the UAW, emphasizing that their win-lose mentality hinders collaboration and ultimately leads to a race to the bottom, where everyone loses.[00:19:51] Trust & Vested Way: Rebuilding trust is crucial for Stellantis to move beyond its ongoing conflicts. Kate urges leaders to embrace the Vested Methodology and lock arms with all stakeholders to achieve shared success.[00:24:36] Change the People, or Change the People: In a bold call to action, Kate Vitasek argues that Stellantis must either transform its leadership mindset or replace those in power to address the crisis and rebuild trust with stakeholders.[00:28:28] A Call to Action for Stellantis: Jan and Kate a rallying cry for Stellantis’ leadership to act quickly, encouraging them to bring key stakeholders together for an alignment workshop that could reshape the company’s future.Top Quotes:[00:14:53] Kate: “What we teach people is how to flip from this Win-Lose game to a Win-Win game when they're negotiating and creating their contracts. And it really is about long-term thinking, right? So, we're very much about the short term, as you spelled out in that recent history lesson of Stellantis. And when we change, and we start to work together on solving real business problems, we think of it as creating value, and you share that value that's created. You really can all go home winners.”[00:17:21] Kate: “When someone has a power-based negative philosophy, and that gets rooted into the contracts, it opens the door for the other party to want to shade, to retaliate. And not necessarily in an all-out battle, but in gray zones; they can, contractual shading. And then, if that's still not working, then we get into hold up. And this is where the UAW and Stellantis are now; they've held each other up, and they feel like nothing on either side is being fair, so it results in disputes and lawsuits. But what we could do is change the nature of that from this power-based tit-for-tat that you clearly spelled out these bad behaviors among Stellantis.  You can change that and invite the other parties, his suppliers, and the UAW to think differently and to use our methodologies, our proven methodologies, to get people unstuck”[00:18:44] Kate: “This is the scary part because if we don't get our act together, we're not going to have the next-generation automaking industry. And so, we have to realize that ourselves, our suppliers, and our unions are not the enemy. They are our friends that are going to help us beat the competition. Instead of competing against our suppliers or at their expense, we need to compete with them against the real enemy.”[00:21:55] Kate: “It's this tit-for-tat behavior. When you do something, I don't think is trustful, or that is power-based, and I don't think is fair, you put me in a corner to retaliate. So, my behavior is a direct result of your behavior. You don't like my behavior, so then you take it to the next level. So, we were in this race to the bottom. And so, when you take a step back, you realize that our human behavior, the process that we use, got us there. The process that we use can get us out of there. And that's what we've done at the University of Tennessee is: created a process we call the Vested Methodology. We call it vested because both parties should have a vested interest in each other's success. As you said, to lock arms, to beat the real competition, to beat our business problems, and when we do, that magic happens.”[00:23:47] Kate: “Their own dealers! These are people in the family! We're like turning on our own family. I would say think about a different process. I invite the Stellantis leaders and anyone. Come down; I'll give Carlos and Shawn a scholarship to come to our class to learn a different process. Now, if they don't want to use it, that's their problem, right? But if you aren't open to learning about Nobel Prize-winning research and a process like ours, that's winning awards. You're not at rock bottom yet, and maybe they just need to be at rock bottom, but maybe these lawsuits are what's causing them to be at rock bottom, and they're at wit's end, and they'll decide to change the game.”[00:27:27] Kate: I have hope that if they open their minds, they will learn a better way. But if you don't open your minds and you're not willing, then you're absolutely right. We need to change the leaders. Change the people, or change the people.”

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereWhat are the 21 Traits of Authentic Leadership, and why do they matter?In this episode of The Automotive Leaders Podcast, host Jan Griffiths takes us on a journey into the heart of authentic leadership, exploring the origins and importance of the "21 Traits of Authentic Leadership."Born out of Jan's desire to define authentic leadership, the idea for the 21 traits emerged when she founded her business. Drawing from her extensive experiences in the automotive industry, she identified the traits she admired in herself and others, ultimately crafting a set that captures the essence of being an authentic leader. This framework laid the groundwork for her online courses and workshops, providing a practical approach to developing effective leadership skills.Throughout the episode, Jan walks listeners through each of the 21 traits, explaining their importance in shaping a leadership style that is both genuine and impactful but also perfectly suited to the industry's evolving demands. Jan's passion for redefining leadership is evident as she discusses each trait, aiming to empower leaders to embrace their authentic selves and create a positive impact on their teams.Tune in to gain a deeper understanding of these traits and discover how to embrace them in your professional journey, equipping yourself to tackle today's challenges in the automotive industry.Themes discussed in this episode:The traits you need to become an effective leader in today's automotive industryWhat it means to be an authentic leader in a rapidly evolving environmentThe need to shift from traditional leadership to a more people-centered approachHow to create a workplace where team members feel valued and supportedThe importance of resilience and adaptability in navigating the complexities and uncertainties of the industryWhy we need to build genuine relationships with team membersUnderstanding that effective leadership involves continuous learning and personal developmentWhat the new generation of authentic leaders needs to do to make their company a great place to workYour 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:The 21 Traits of Authentic Leadership PDFGravitas Detroit Leadership ProgramGrab a copy of Jan’s book AutoCulture 2.0: Leading with GravitasEmail Jan Griffiths at jan@gravitasdetroit.comEpisode Highlights:[00:01:27] The Beginning: Jan takes us behind the scenes of the 21 Traits of Authentic Leadership, breaking down how these traits came to life and why they matter for anyone who wants to lead with heart and authenticity.[00:04:11] Resilience: Resilient leaders don’t get stuck in the past; they bounce back, stay hopeful, and push ahead, showing that true strength means never giving up.[00:05:41] Cognitive Diversity: Authentic leaders know that different perspectives make a team stronger, bringing out ideas from everyone and building a culture where all voices matter.[00:07:07] Supportive Coaching Leadership Style: By swapping control for support, these leaders help their teams grow and thrive, creating a space where everyone has a chance to shine.[00:08:16] Focus on Long-Term Results: Great leaders juggle today’s tasks while keeping one eye on tomorrow, guiding their teams toward a future they can all believe in.[00:09:36] Energy: Leaders with contagious energy bring life to the room, lifting spirits and inspiring others to dive in with the same passion and enthusiasm.[00:11:03] Mindset: Growth-minded leaders see every challenge as a chance to grow, always aiming to be better and showing others that learning never stops.[00:12:59] Kindness: Kind leaders prove that caring isn’t a weakness; it’s the way to earn trust and show people they truly matter.[00:14:50] Trust: Leaders who build trust create a safe haven where their team feels respected, valued, and ready to give their best.[00:17:08] Vulnerability: By being open and real, vulnerable leaders inspire deeper connections, encouraging others to be their authentic selves, too.[00:18:37] Ownership, responsibility, and accountability: Owning up to responsibilities fosters a culture of trust, where everyone’s working together instead of pointing fingers.[00:22:45] Consistency: A consistent leader is like a rock; they provide the stability that helps their team feel grounded and secure, no matter what.[00:23:52] Empowerment: Empowerment means letting go and giving people the space to try, fail, and grow, showing that real leadership is about trust.[00:25:34] Transparency: Open leaders don’t keep secrets; they share the bigger picture, helping their teams feel informed and engaged in what’s happening.[00:26:46] Communication: Great leaders communicate clearly and openly, ensuring that everyone understands not just what needs to be done but why it matters.[00:28:06] Listening skills: By truly listening, leaders make space for others to be heard, showing respect and fostering a culture where ideas can flourish.[00:30:05] Honesty and integrity: Leaders with integrity stick to their values, choosing the right path over the easy one and setting an example that earns respect.[00:31:56] Heart First Leadership: These leaders lead with empathy and compassion, showing that effective leadership is about understanding and supporting people.[00:33:02] Self-awareness: Self-aware leaders know their strengths and limitations, continuously seeking to grow and make the best of their unique qualities.[00:34:51] Celebrating success: Leaders who celebrate wins, big or small, boost morale and motivate their teams, making people feel recognized and valued.[00:36:45] Vision and purpose: With a strong vision, leaders rally their teams around a shared purpose, making everyone feel like they’re part of something bigger.[00:39:05] Lead with Gravitas: Leaders with gravitas have a strong, relatable presence that naturally earns respect and inspires loyalty from their teams. They stay true to their values and lead authentically, creating an atmosphere where people feel supported and empowered rather than controlled.