The Automotive Leaders Podcast

Jon Husby, president and CEO of ADAC Automotive, champions authentic leadership and cultural transformation in the automotive sector. He shares his journey from a shy child to an empowering leader who values transparency and teamwork. Husby emphasizes the danger of focusing solely on KPIs at the cost of culture. He recounts how a significant cyber event tested ADAC's resilience, revealing the importance of aligning strengths within teams. Personal development and daily routines also play a pivotal role in fostering effective leadership.

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereIn this episode of the Automotive Leaders Podcast, Jan Griffiths welcomes Hadi Awada, President of Axalta Mobility Coatings. Known for his exceptional leadership and dedication to fostering a positive work culture, Hadi dives into his unique approach to leading with people and culture at the forefront.Hadi starts with his journey; he recounts his decision to leave the draining environment of a demanding corporate job. He then joined a $20 million startup, only to return to the corporate world with a new perspective and mission to change corporate culture from within.Hadi explains his role in keeping his team cohesive and operating smoothly. By fostering trust and maintaining a no-politics policy, he ensures that his team remains focused on their collective goals and stays out of the weeds.They discuss what makes a high-performance team: psychological safety and positive conflict, setting the stage for a discussion on fostering a healthy and creative work environment. Hadi points out that creativity thrives in an environment where fun and positive competition are encouraged, leading to a motivated and innovative team.Respect is central to Hadi's leadership approach. He believes in being firm but fair without resorting to disrespect. Hadi explains that true accountability involves anticipation and initiative—rewarding those who foresee and prevent problems rather than assigning blame when things go wrong. When issues arise, he looks at the systems and processes, not individuals, to find solutions and improve.Hadi points to transparency as a key leadership trait. He says transparency doesn't mean breaching confidentiality but being genuine and open with your team. He believes that when leaders show their true selves, they encourage others to do the same, fostering a culture free of fear and politics.Going personal, they explore Hadi's interests, such as his favorite binge-worthy shows, passion for music, and morning routine, which keep him grounded and effective as a leader.Themes discussed in this episode:Why automotive leaders should prioritize culture and peopleThe positive impact of staying authentic in all aspects of lifeHow to foster a creative and collaborative environment for your companyThe importance of transparency in automotive leadershipThe impact of positive conflict and enjoyable competitionNurturing a culture of respect and promoting proactive accountabilityUnderstanding Hadi’s approach to transforming workplace cultureFeatured Guest: Hadi AwadaWhat he does: Hadi Awada is the President of Global Mobility Coatings at Axalta. He leads Axalta’s Mobility Coatings business, supporting the evolving coatings needs of established and emerging automotive and commercial vehicle OEMs, fleet owners, and shared mobility providers. Hadi was previously President of Faurecia Clean Mobility – North America, where he also served as a member of Faurecia’s North American Board of Management and President of Faurecia Clean Mobility – Asia Pacific, serving on multiple boards with JV partners. He began his career after earning his BA from the University of Toledo, serving the Ford Motor Company in various roles within the Ford customer service division.On leadership: “I lead with culture and people. And I don't lead through them, I lead with them. I think culture is the first thing that I look at because it is the only thing that beats everything. The other thing is, as you look at people, the people that you put around you represent exactly who you are. And so, that culture has to manifest itself in what you're trying to bring into leadership.  There are three things I usually look at: it's the people, the org, and the governance. But as you look at the people, I hire people for situations, not for jobs.  I develop organizations that are created for empowerment, and I govern with that empowerment in mind. So, we keep things simple.”Mentioned in this episode:Meet Warren Harris, CEO of Tata Technologies Meet Doug Conant, former CEO of Campbell Soup CompanyThe 21 Traits of Authentic Leadership Episode Highlights:[00:03:08] People and Culture: Get to know Hadi Awada as a leader and learn about his leadership approach at Axalta.[00:04:01] Hadi’s Leadership Journey: Hadi reflects on his industry journey, leaving a corporate job, joining a startup, and returning to the corporate world to initiate his mission of transforming work culture from within.[00:08:20] Staying Up from the Weeds: Hadi’s job is to ensure his team works together like a family, each playing their unique role yet moving forward as one unit. That's how he keeps his team focused and maintains perspective.[00:12:54] Toxicity is NOT Allowed: How Hadi ensures that they maintain a positive environment within his team through positive conflicts and enjoyable competition. [00:13:55] Creative Mode: “There are multiple things you can do for creativity, but you can't walk away from fun,” says Hadi as he shares his approach to fostering an environment where creativity thrives. [00:16:42] No Reason for Disrespect: Sometimes, accountability is associated with blame, but for Hadi, it's not about who made you win or lose. It's about celebrating the journey and contributions of individuals.[00:19:37] Authentic Leadership: Hadi has no trouble choosing his favorite trait from the 21 Traits of Authentic Leadership — transparency. He explains how he arrived at this realization and highlights the positive impact of transparency.[00:22:16] Biggest Challenge: Hadi delves into the importance of authenticity and empathy in leadership, emphasizing how understanding and adapting to the values of multiple generations can foster a more inclusive and high-performing workplace.[00:27:05] Personal Side: Hadi shares with Jan the shows he binge-watches with his family, the most recent live performance he saw, and how he prepares for the day as he starts his leadership role.Top Quotes:[00:06:21] Hadi: “A lot of people have stumbled on culture beats everything for breakfast, lunch, and dinner. But you have to actually not say that, you have to live it, you have to really imagine yourself in a culture that you want to be. You want to walk into your job every day and make sure that that's the culture you want to be around you. You would need that to manifest within the other people.” [00:13:00] Hadi: “Positive conflict is a really good way to lead, and creating enjoyable competition is a way to offset that. The way we set up our business is, more or less, we've got three general managers that run it. And we create a lot of positive competition between those three. We give out the Sandbagger Award. We do funny things that some people go up on stage when they present stuff, and they dress in AC/DC outfits. And we try to always compete through the creative side.”[00:17:30] Hadi: “Respect is at the center of everything we do…You can be firm and fair, but there's no reason for disrespect. And when I think about accountability, my mind goes more towards anticipate and initiative. People who have a strong sense of accountability tend to be people who anticipate things so that they can avoid problems, which also shows accountability. You've got to reward those characteristics, as well. Because accountability isn't just that we failed; who's accountable? We succeeded; who's accountable? It's what happened along the journey. What characteristics that people exhibit that got us to where we are?”[00:19:54] Hadi: “It takes so much energy to not be transparent.  Now I know there are certain things you're not allowed to tell people because they're confidential. I'm not saying to violate confidentiality. But be your authentic self, come transparent, and make sure you try to believe that everyone's trying to be their best person. And if you do that, they will also be transparent. Some people take a long time to warm up and to tell you things.  Sometimes people are afraid and so you've got to break that paradigm of fear, you know, have them want to be there and communicate and contribute.”[00:31:04] Hadi: “I think the world is created around people who have their own agendas. And it's how you take everybody's agenda and see them, see what their agendas are, and make them all work together. I think that's the key. Otherwise, you're trying to change people, and you're not supposed to do that. My whole philosophy is to use their superpowers and get the whole team to succeed so that everybody's happy.”

Alan Amici, the President and CEO of the Center for Automotive Research, shares insights on how CAR is fostering collaboration and innovation in the automotive sector. He discusses the urgent need for cultural transformation to match technological progress, particularly in leadership diversity. Amici highlights the shift towards software-defined vehicles and over-the-air updates that allow for continuous improvement. He also addresses rising global competition, especially from China, and the industry's necessity for agility in adapting to new software demands.

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereIn this episode of the Automotive Leaders Podcast, host Jan Griffiths interviews Cory Hohs, the CEO and co-founder of HAAS Alert. Cory takes us through the fascinating journey of HAAS Alert, a company dedicated to revolutionizing roadway safety through connected vehicle technology and V2X (vehicle-to-everything) communication.Cory shares his leadership philosophy, emphasizing the importance of trust and rallying his team around a shared mission. At HAAS Alert, that mission is clear and compelling: ensuring everyone gets home safely. He recounts the personal incident that inspired HAAS Alert—a near-collision with an ambulance—and the realization that vehicle-to-vehicle communication technology was overdue.Cory underscores the significance of being mission-driven throughout the discussion. He said that HAAS Alert is not just a tech company but a safety company first. This focus on safety over technology for its own sake has been crucial in motivating his team and the broader market.Cory highlights HAAS Alert's successful partnership with Stellantis. He praises Stellantis for its innovative mindset and willingness to adapt HAAS Alert's technology quickly, bypassing the usual bureaucratic obstacles that can slow down such integrations. This partnership exemplifies how forward-thinking OEMs can successfully work with startups to enhance vehicle safety.The episode shows how different tech startups and traditional automotive companies are. suggesting that legacy companies can learn much from startups' agile, mission-focused approach. Cory's insights offer a refreshing perspective on leadership and innovation in the auto industry, making this episode a must-listen for anyone interested in the future of automotive technology and safety.Themes discussed in this episode:Leadership style of a tech startup CEO and co-founderCory’s views on building trust and focusing on a mission rather than just selling techHAAS Alert’s passion for saving lives through innovative tech solutionsRevolutionizing roadway safety through connected vehicle technologyHow a personal near-miss with an ambulance inspired Cory to create HAAS AlertEffective strategies for tech startups to collaborate with major automotive manufacturersThe story of a seamless integration with Stellantis showcases what’s possible when an OEM embraces innovationFeatured Guest: Cory James HohsWhat he does: Cory is the CEO and co-founder of HAAS Alert, a company dedicated to saving lives through connected vehicle safety and smart infrastructure solutions. He focuses on collision prevention technology for first responders and government fleets, ensuring safer roads with real-time alerts integrated into automotive systems. Cory's background includes over a decade in engineering and product management, with significant contributions to connected and autonomous vehicles. His leadership has positioned HAAS Alert as a key player in enhancing roadway safety, delivering nearly one billion alerts across over 240 cities and private fleets, including police, fire, EMS, and more.On leadership: “To be a leader within an organization, especially at a startup where you're asking people to do more, you're asking people to strive further, asking them to do things that have never been done before. I always remind everybody during all hands that everybody at a startup is an entrepreneur, not just the founders. We could all be at different jobs, cozier jobs, working less, getting paid more, but instead, we're all focused on a mission to get something done. It's really about keeping people rallied around that and us never forgetting, especially in our case, where it relates to safety, making sure that it's just constant reminding of folks, like why we do what we do every day, and reminding that we're not a tech company first, we're a safety company first.”Mentioned in this episode:The 24th annual North American Automotive OEM-supplier Working Relations Index® (WRI®) StudyVehicle-to-everything (V2X)The 21 Traits of Authentic LeadershipEpisode Highlights:[00:03:43] Safety first, tech second: Leading HAAS Alert, Cory fosters trust and an entrepreneurial mindset among his team, emphasizing their mission to prioritize safety over mere technological advancement.[00:04:58] Realizing the Mission: Grounding his team in the real-world impact of their work, Cory starts meetings with sobering statistics on road fatalities and injuries, reinforcing HAAS Alert's commitment to saving lives through innovative safety solutions.[00:07:36] Let’s talk about HAAS Alert: Reflecting on how HAAS Alert started, Cory shares how a close call with an ambulance inspired the company's mission to integrate life-saving technology into automotive systems.[00:12:43] Collaborating with Giant: Cory talks about the road to a successful partnership with Stellantis and applauds the industry giant for swiftly embracing their technology's life-saving potential, which enhances vehicle safety and differentiates their brand in the market.[00:19:37] The Hard Part: Cory highlights the challenges startups encounter when negotiating lengthy and complex agreements with OEMs. He stresses the importance of having open, direct conversations and not letting bureaucracy slow down innovation and progress.[00:24:35] Creating the Path: When Stellantis decided to prioritize launching HAAS Alert's safety technology, they acted swiftly, driven by top-level commitment and a clear mission. This approach allowed them to quickly implement vehicle communication solutions and add new safety features to older models almost immediately.[00:27:55] Advice for OEMs and Tier Ones: Cory's advice is to break out of the strict corporate mindset when dealing with startups and smaller companies. He stresses the importance of having open, direct conversations and not letting bureaucracy slow down innovation and progress.[00:32:39] Command and Control: Cory emphasizes the importance of striking a balance between traditional top-down leadership in large manufacturing companies and the adaptability required in new businesses. He emphasizes the need for clear decision-making and deadlines while also adjusting quickly to changes.[00:35:48] Cory, on the 21 Traits of Authentic Leadership: Cory values vulnerability and transparency as critical traits of authentic leadership, which are essential for bridging gaps and driving innovation in startups or established OEMs.Top Quotes:[00:05:30] Cory: “When we start board meetings, we start with how many people were struck and killed, how many first responders were struck and killed. And we spotlight that. And it's a way that we're able to keep the focus of the company, not on the greatest, as I said, technology and all the great things we do on that side of the house, but that means nothing if it's not having an impact on the lives of people like you and me that are driving in our vehicles to keep us safe and if it's not having an impact on the first responders and the roadway workers that we serve on a day-to-day basis.”[00:11:57] Cory: “We're not doing this technology for technology's sake; we're doing this to bring us all back to the table around saving lives and being mission-driven to get our customers home safely.”[00:20:44] Cory: “As much as we fall to OEMs, I also think if you're a startup and you want to move quickly with an OEM, you're going to need to do a lot of work because they are not capable of moving that fast. If you're just going to say, here's a bunch of work that you'll need to do to get this product into the vehicle, that is not a success for anybody. And for the startups, we don't want to be another R&D project. We don't want to be a test case somewhere in the valley that does a dog and pony show; headquarters never hears about it at the OEM, and then you're just kind of tossed aside. Like you really got to fight your way through it, and you got to make sure that this isn't looked at as something that's just sort of a nice-to-have product.”[00:25:24] Cory: “If you ask anybody at Stellantis about why you did the integration with HAAS Alert, no one's going to say to create the largest North American V2X Vehicle Communication Network that the world has ever seen. That's not what they're going to say. They're going to say, 'We wanted to launch with a safety application.’ They actually had an internal employee program that asked for ideas. And one of them was emergency vehicles to communicate with their cars. There was just so much, 'We want to solve this problem.' And, of course, it gives them safer cars. It makes them look better for automotive awards. There are some other things in there, but when you talk to anybody who's worked on this project, they will go to this to help protect first responders. This helps protect our families when they're on the road.’ [00:35:59] Cory: “You have to be comfortable being vulnerable, or you will never get out of your silo. Whether that's a startup, whether that's an OEM, no matter where you work or what you're doing in life, be okay to be vulnerable. Even in just personal relationships like you have to be okay to be vulnerable to kind of breakthrough things, talk things out, and then move forward like bigger, better and stronger.”

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereIn this episode of the Automotive Leaders Podcast, host Jan Griffiths dives into the changing dynamics between traditional automotive companies and tech startups, featuring guest Ted Serbinski, a pioneering figure in Detroit's startup ecosystem.Ted opens up about his journey, shaped by a military upbringing and a rebellious spirit. He recounts his move to Detroit in 2011, where he played a crucial role in establishing Detroit Techstars and building a collaborative environment among automotive giants and tech startups.Offering advice to tier-one suppliers struggling to engage with startups, Ted highlights the importance of patience and a long-term vision. He notes that innovation takes time, and results aren't immediate. He advises against the tendency to reorganize frequently, which can disrupt the growth of innovative ideas.When asked about the most vital trait for automotive industry leaders, Ted emphasizes trustworthiness. He believes building authentic relationships is crucial for long-term collaboration and success in the startup world.Ted introduces his current venture, HAAS Alert, a startup in the connected vehicle space. The company, founded in 2015, aims to enhance road safety by sending digital alerts from emergency vehicles to nearby drivers. Ted shares the story of HAAS Alert's inception and its journey to becoming a production-ready solution in the automotive industry.Reflecting on the visionary approach of leaders like Dan Gilbert, who believed in Detroit's potential even during its downturn, Ted emphasizes the importance of believing in and trusting the innovation process rather than relying solely on measurable metrics.Ted's passion for innovation and deep understanding of the startup and automotive world make his insights important for anyone looking to thrive at this intersection.Themes discussed in this episode:Bridging the gap between startup culture and traditional automotive practicesFostering trust and long-term vision for successful collaborations between startups and established companiesStrategies for tier-one suppliers to connect with startupsThe evolution and growth of Detroit's tech scene, particularly through initiatives like Techstars and the impact of community and collaboration in driving progressThe pivotal role of trust in successful leadership and partnershipsNavigating the differences and intersections between corporate and startup environmentsIntegrating innovative startup technology within traditional automotive frameworksEmbracing continuous learning and a growth mindset to tackle the challenges of the startup ecosystem and innovation.Featured: Ted Serbinski What he does: Ted Serbinski is a tech entrepreneur and venture capitalist dedicated to investing in founders who are shaping the future of transportation. Currently, he serves as the Chief of Staff & Detroit General Manager of HAAS Alert, a company focused on advancing automotive safety through real-time alerts. After relocating from San Francisco to Detroit in 2011, Ted played a crucial role in catalyzing the Detroit startup scene. His work has significantly influenced Detroit's tech scene, earning him multiple recognitions for his contributions to economic growth and innovation.On leadership: “As a leader, I think of myself as a trailblazer, always trying new things to learn about the new paths, the new ways, and then share what I've learned with others to kind of follow. I'm not afraid to try new things, crazy things that people think aren't going to work, and I always come at it from an approach of learning and sharing, and we're all better off the more we can move forward together.”Mentioned in this episode:Ted Serbinski's blog, where he shares his insights on innovation, startups, and the future of industry.Episode with Kate Vitasek: Transforming UAW Strike Negotiations for a Win-Win OutcomeDetroit Venture PartnersDetroit Exits Bankruptcy, Techstars Comes to DetroitEpisode Highlights:[00:02:31] Who Are You as a Leader? A trailblazer at heart, Ted Serbinski shares how his rebellious spirit and upbringing shaped his leadership style.[00:05:25] Moving to Detroit: From a spontaneous email to Dan Gilbert to founding Detroit Techstars, Ted’s unexpected journey to Detroit reveals his passion for the region and commitment to innovation.[00:08:35] Engaging with Startups: Struggling to connect with startups? Ted’s advice to tier-one suppliers: be patient, plant seeds, and give them time to grow amidst corporate pressures.[00:13:53] Importance of Trust: Ted identifies trustworthiness as the most crucial trait from the 21 Traits of Authentic Leadership. He stresses that authentic relationships and integrity are essential for long-term success and collaboration in the automotive industry.[00:18:17] Grow the Pie, Share the Pie: Embracing a collaborative mindset, Ted advocates for a nurturing and coaching approach, fostering mutual growth over competitive gain.[00:20:32] HAAS Alert Story: Discover the journey of HAAS Alert, a startup enhancing vehicle safety with digital alerts, from its inception to collaboration with Stellantis.[00:24:09] The Secret to Quick Production: Ted explains how Stellantis' internal desire for innovation and strong leadership support allowed HAAS Alert to quickly come into production, showcasing a successful model of integrating new technology.[00:26:05] Dan Gilbert's Mindset: Ted reflects on Dan Gilbert’s mindset, emphasizing the belief in the potential and the importance of investing in innovation without relying solely on measurable metrics.[00:31:37] Daily Learning: A day in Ted’s life revolves around continuous learning and reading, drawing inspiration from leaders like Warren Buffett. He shares how this practice helps him stay informed, enhancing his ability to guide startups.Top Quotes:[00:10:11] Ted: "I think the biggest thing that I noticed was, and we ran this program for over five years, there is this challenge of waiting for the results, and innovation takes a long time, and you plant the seeds, but then six months later you reorganize your company. You're pulling up those seeds, even though they're starting to sprout underneath the ground, and then you just don't give it enough time to really grow."[00:14:31] Ted: "I think the most important trait is trustworthiness. It kind of dovetails into honesty and integrity, and the reason I say that is startups can last a long time; that journey isn't a year or two; it's a decade or more. I think on average, a startup that raises money from venture capitalists will have a relationship with their venture capitalists longer than the average US marriage. You're married more to your investors than to someone that you actually have a personal relationship with, just statistically looking at it. And so, if you can imagine the trust issues in a marriage and in a relationship, a startup has those, and in times even more because it's even more complicated."[00:18:54] Ted: "There's more opportunity if we all win, rather than me taking your share and you not having yours anymore.”[00:19:17] Ted: "There was an analogy I give to founders because they have the same issues as tech founders when they're going to raise money or hire people, they're giving away equity. And so, that same power comes into it. It's like, do you want to own an entire grape, or do you want a piece of watermelon? And so, the whole thing got way bigger. Yes, you have a sliver of it, but your sliver is way bigger than the tiny little grape that you had to start with."[00:27:35] Ted: "Spreadsheets measure, they don't create. And so, auto companies, suppliers, it's all about the margins, the numbers, but innovation is really hard; you can't really measure it. But if you plant the seeds, you believe in it, and keep watering, like stuff will sprout and continue to sprout over time."

In this engaging discussion, Dave Andrea, who led the WRI study, and Sig Huber, Chief Commercial Officer at ELM Analytics, dive into the shifting dynamics of the automotive industry. They highlight Toyota's remarkable rise due to its strong culture of continuous improvement, while General Motors shows consistent progress thanks to dedicated leadership. Meanwhile, Ford's struggles stem from organizational inefficiencies and challenges in EV adoption. The conversation wraps up with insights on the necessity of strong supplier relations and transformative leadership in navigating future industry hurdles.

This episode is sponsored by Lockton, click here to learn more In this episode, Jan Griffiths announces she is taking a well-deserved break to head back to her homeland, Wales. She reflects on this year, filled with unexpected achievements like becoming an author and launching AutoCulture 2.0. Amidst the highs of success, Jan opens up about the inevitable crash that followed, shedding light on the less glamorous side of achievement.Despite the challenges, the overwhelming support for her book on social media and its rapid rise to the top of Amazon's charts in the leadership category left Jan grateful for the dialogue it sparked on culture change in the automotive industry.With the audiobook and Kindle versions released and the paperback version still available, Jan eagerly invites feedback from listeners, encouraging them to engage in conversations with their teams about the book's insights. She shares her email, jan@gravitasdetroit.com, welcoming thoughts and questions.For now, Jan invites listeners to tune in to another podcast she co-hosts and produces, Auto Supply Chain Prophets, where recent guest Shiv Taylor, VP of Enterprise Technology at Volta Trucks, shares valuable insights on the company's revival after facing bankruptcy.Themes discussed in this episode:The importance of taking breaks to recharge and reflect on both personal and professional aspects of lifeEmbracing both the highs and lows of achievementFostering dialogue and community engagement around topics like culture and leadershipThe value of learning from experiences, both positive and challenging, for personal and professional growthYour 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:Listen to the AutoCulture 2.0 Book Launch speech.Grab a copy of AutoCulture 2.0: Leading with GravitasVolta Truck's Electrifying Comeback to EV Business

This episode is sponsored by Lockton, click here to learn more Watch the full book launch speech on YouTube - click hereIn this special episode, we'll take you through the electrifying launch event of the book AutoCulture 2.0: Leading with Gravitas, where Jan Griffiths, the visionary force behind Gravitas Detroit, takes center stage.Jan shares a heartfelt reflection on the significance of the book launch. Surrounded by industry veterans, friends, and supporters, she describes it as the best night of her life, where everything in her career and life converged. Jan starts her speech by diving straight into the core issue: the automotive industry's transformation. She highlights the flurry of discussions around technological advancements but questions the neglect of culture in these conversations. Jan challenges the traditional leadership model and advocates for authentic leadership rooted in trust and inspiration, drawing from Stephen M. R. Covey's wisdom.Jan weaves in stories from influential figures like Sandy Stojkovski, Dr. Andy Palmer, Stefan Krause, and Jessica Robinson, illustrating the essence of authentic leadership. Through their experiences, Jan underscores the urgent need for a cultural revolution in the automotive industry.Jan reflects on Tesla and BYD's remarkable journeys from skepticism to success. She warns against the Blockbuster fate, urging a culture that nurtures innovation instead of stifling it with outdated practices.With unwavering determination, she calls on the audience to take action and become agents of change in an industry on the verge of a revolution.Themes discussed in this episode:Revolutionizing leadership and workplace culture in the automotive industryThe essence of authentic leadership and its significance in driving positive change Learning from visionary leaders in the automotive sectorThe importance of creating safe spaces where employees can freely express their ideas without fear of judgment or backlashConfronting the common challenges entrenched in traditional corporate culturesTransitioning from top-down management to a more people-centered approachCultivating an environment that nurtures innovationElevating the voices and contributions of every employee through inclusive communication and community-building effortsYour 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 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:AutoCulture 2.0: Leading with GravitasMeet Stephen M. R. Covey, The New York Times and #1 Wall Street Journal bestselling author of The Speed of Trust and Trust & Inspire Meet Dr. Andy Palmer, former COO of Nissan and CEO of Aston MartinMeet Stefan Krause, A driving force in the world of EVsMeet Sandy Stojkovski, CEO of Vitesco Technologies, North AmericaMeet Jessica Robinson, committed to the future of mobilityMeet the Man Behind the EV Wireless Charging Revolution: HEVO Founder & CEO Jeremy McCoolEpisode with Cheryl Thompson: DE&I Transformation: Insights from a CEO's Remarkable RiseEpisode Highlights:[03:16] A Warm Introduction: Ashok kicks off the event with a lively introduction, setting the stage for Jan's speech.[06:22] Culture Matters: Jan starts her speech and talks about why culture is so important in the evolving automotive industry.[09:51] Following Her Heart: Jan recounts her journey—from feeling stuck in her dream job to daring to redefine automotive culture.[15:06] Building Gravitas: Jan takes the leap into entrepreneurship with Gravitas Detroit, realizing the need to amplify authentic leadership in the automotive industry.[24:01] Embracing Change: Tesla and BYD's journeys from skepticism to success and why we should create an environment for innovation to thrive.[28:25] Shout-out to Sponsors: A quick nod to the sponsors who helped make the event happen.[30:32] Call to Action: Jan concludes her speech with a powerful call to action, urging listeners to join the movement toward a cultural revolution in the automotive industry.Top Quotes:[07:12] Jan: “Every day, we're busy in this industry. We talk about EVs, right? We talk about the adoption rate. We talk about autonomous driving. We talk about software-defined vehicles. We talk about batteries. We talk about charging infrastructure and on and on and on. And technology and technology, right? What about culture? Does anybody in this room seriously think that the leadership model that we followed in this industry that got us to where we are today is going to take us into the future?”[08:31] Jan: “We have to move away from position and power and look to people and potential. We have to move away from this mindset of compliance because in our industry, oh my God, do we love compliance? We love rules and we want to make you follow those rules. And what happens when you don't follow those rules? Bad things happen, right?[13:10] Jan: “We have people in our organizations today who are full of great ideas. We have a responsibility as leaders to create an environment for them to grow, an environment for them to flourish, and to banish the fear that we're so known for in this organization. I can't tell you how many times, as direct as I am, that I was afraid to put my voice forward because I was afraid of judgment. I was afraid of being fired. And so, I didn't. I kept those ideas in. Now, how are we going to grow this industry and transform this industry at the rate that's needed if we don't create that environment? We all have a responsibility to do that.”[25:43] Jan: “We have to create an environment for innovation to thrive. We cannot talk about innovation as it relates to product and technology at one side of our mouth, and then have a culture that kills it on the other. That has to change.”[26:40] Jan: “We cannot continue with these small little bits of incremental improvement with our culture. We think we're doing some good things, but we're not doing enough and we're not doing it fast enough. We need to do more and we need to do it not only to make sure that we don't become the next Blockbuster, but for our legacy, for our children and for the people coming into this industry. We have to leave it in better shape than the day we walk in the door to walk into this industry.”

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereMeet Martin Fischer, a member of the ZF Group Board of Management and the President of ZF Group Americas. In this episode of the Automotive Leaders Podcast, we'll discuss his views on automotive leadership and culture and how they play a vital role in his position at ZF Group. Martin talks about his leadership style and explains why aligning personal and professional values is essential to creating a consistent leadership identity. Reflecting on his intercultural experiences, Martin advises integrating the strengths of traditional German-style leadership and people-focused leadership styles for organizational success.Martin gives a glimpse into ZF's culture transformation journey, including their "culture pioneers" program, which empowers employees to drive cultural improvements from the ground up. Martin describes "The ZF Way" as ZF's framework for running the company and identifies its core principles as part of its roadmap for success.Discussing the emergence of EV startups in the automotive industry, Martin says ZF sees this change as an opportunity for learning and collaboration, sharing the approach they took with these startups and its positive impact on innovation.Martin's role as chairman of MEMA OES Group takes center stage. His explanation of his motivation to give back to the industry speaks volumes about his commitment to collective progress beyond the confines of ZF.Jan asks Martin, "What is the biggest challenge you see in this transformation?" Martin points out that uncertainty is affecting the entire industry. Martin said investing in new tech like EVs comes with risks, and solutions are needed to avoid supply chain collapse during the transition period.Going personal, Jan wants to know what gets Martin out of bed in the morning. It turns out he's all about office life—meeting people, fixing problems, and getting that adrenaline rush from solving crises.Stay until the end of the episode to hear Martin's advice for automotive businesses dealing with the industry's changes.Themes discussed in this episode:Exploring a leadership style that is deeply rooted in values instilled by upbringingWhy we should create a safe space for innovation and growth within teamsImportance of collaboration in driving progress, both within ZF and across the automotive sectorHaving initiatives that empower employees to contribute to cultural improvement.Discussing the necessity of authenticity and the ability to connect with employees regardless of hierarchyUnderstanding ZF's methodologies and strategies for realizing its corporate visionExploring collaborative opportunities presented by emerging EV startups in the automotive industryHighlighting the importance of investing in education and innovation to drive industry electrificationThe importance of comprehending industry transformation and setting a clear vision for organizational directionFeatured: Martin Fischer What he does: With extensive management experience at Siemens VDO Automotive, Hella, and Borg Warner, Martin Fischer provides valuable expertise in his role as the President of ZF Group Americas and a member of ZF Group Board of Management. He is responsible for overseeing Electronics and ADAS, Passive Safety Systems, and the Chassis Solutions divisions, as well as North and South America regions and Corporate Quality. He is also a supporter of diversity in the automotive sector. He received recognition as a 2023 Automotive News Notable Champion of Diversity. Fischer established the North America Diversity Advocacy Council and introduced comprehensive training initiatives for DE&I throughout ZF Americas. On leadership: “I have to say, I am myself as leader, Martin Fischer. So, I prefer to have that one face, that one mindset, that one personality that shows in my private life and in my professional life, and what is it I'm made of?  I think that goes quite a long way back to the values that I have grown up with that my parents, in the end, gave me, and that makes me a person.  And my values that are really important and relate to that leadership are basically integrity; that's at the get-go. There was never any doubt about that at home, and I think that's a strong value to carry in. And then, it's probably most about performance and team.  So, I would say this is my values where I say it holds for the personal life and it holds for the leadership life.”Mentioned in this episode:MEMA Original Equipment Suppliers GroupDr. Martin Fischer of ZF named chairman of MEMA OE SuppliersMeet Doug Conant, former CEO of Campbell Soup CompanyThe ZF WayEpisode Highlights:[00:02:15] Martin as a leader: Jan asks Martin about his leadership style. Martin reflects on the values he thinks are crucial in both his personal and professional life: integrity, performance, and teamwork.[00:04:12] German leadership: Influenced by intercultural experiences, Martin advocates balancing German-style strategic planning and execution with a more people-focused, empowering leadership approach.[00:05:53] Leadership Evolution: Martin looks back on his early days of leading a team at Siemens, where they grew a new product line quickly through innovation and a shared desire to succeed.[00:07:59] Empowering people: Martin talks about the importance of establishing trust, clear expectations, and maintaining a balance between focusing on results and people in shaping organizational culture.[00:13:33] Culture pioneers: ZF defined its company culture using both top-down and bottom-up approaches, including programs like Culture Pioneer to find and make cultural improvements.[00:17:13] Authentic traits: Jan discusses the "21 Traits of Authentic Leadership," a document based on her experiences and podcast interviews, and asks Martin which traits resonate with him the most.[00:18:32] Personal side: Martin shares with Jan what motivates him in the morning. He explains that he enjoys facing challenges, meeting people, and improving the business. They then discuss his routine, which includes spending quality time with his family.[00:21:16] The ZF Way: Martin explains "The ZF Way" — a guiding principle that directs the operations, culture, and strategic decisions of the company.[00:23:17] Transformation: How the changing landscape of the auto industry, particularly with new EV startups, presents opportunities for collaboration and innovation.[00:26:34] Role at MEMA: Martin accepted the role as Chairman of MEMA Original Equipment Suppliers Group because he wanted to give back to the organization for the help he received.[00:28:45] Biggest challenge: The biggest challenge faced by the industry, according to Martin, is the uncertainty around the switch to electric vehicles.[00:30:13] Martin’s Advice: Martin urges automotive industry leaders to set a clear vision, be intentional about cultural shifts, and integrate new cultures without stifling innovation.Top Quotes:[00:06:22] Martin: “I was put in charge of a new product coming up. We were a team of five that I could head up, and we were to conquer the market with these tire pressure monitoring systems. I mean, me right out of school with two years of a bit of experience in Siemens, and then those four others. It felt like a startup. And we had to innovate. We had to create. And the market opened up for that system. Within three years, we grew that to a 100-person business and acquired 200 million in sales.”[00:09:08] Martin: “I believe a key point of motivating them is to give that trust and to let them have their playground…but at the same time, it's not only empowerment, it's also accountability. So, of course, I want to see results from it. And in order to have that trust that I always give and sustain that trust. It's also clear we agree on clear deliverables. So, with the empowerment comes also the obligation to deliver. I think that's a way to play it.”[00:17:37] Martin: “I really come from the authenticity field quite a bit and also from a place of humility as a leader always.  So, I find it extremely powerful to really merge with the teams to work on challenges to create results.  Sure. Ultimately, I'm accountable and responsible, and the very difficult decisions I'm certainly going to make, but I find it really very empowering and motivating to the teams to see a leader who is able to merge in.”[00:23:44] Martin: “We love that change. Because when you really reflect on our vision as being a tech company, that's what we need. What we see from these companies is really a high level of agility, its risk-taking, its speed, in the end, to bring ideas to product and to production. So, it's a rich source of opportunity for us to say we can chime in, right? We can learn as that hundred-plus year organization, really from our new automotive customers.”[00:31:29] Martin: “Set the vision out, be clear about what it entails, and then be very considerate, very intentional on what route you take through that change, and don't let loose on it, right? It's going to be a risk. And as you say, what is now with that uncertainty of electrification, but chart up the course and stick to it for a while.”

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereIn this episode of the Automotive Leaders Podcast, Jan Griffiths interviews Collin Shaw, the incoming President of MEMA Original Equipment Suppliers Group. They talk about leadership, transformation, and culture in the automotive industry.Collin shares his leadership philosophy: enjoying work, showing empathy, and building a solid team. He tells us how his early leadership role taught him the importance of guiding others toward success and how leadership isn't just about the leader but about empowering others to thrive.Collin identifies focus as the biggest challenge in the auto industry as we wrestle with electrification, software-defined vehicles, and supply chain disruptions. He stresses the need for leaders to provide a clear vision for the future and rally their teams around it to foster unity and direction.Discussing his new role in MEMA, Collin highlights the stability and strong leadership already in place. He emphasizes the need to understand current trends and member needs without " blowing things up." He aims to adapt and enhance existing foundations to serve members better and foster community engagement.Collin identifies vulnerability and empathy as crucial authentic leadership traits, especially in a multi-generational workforce. He underscores the importance of leaders admitting their limitations and fostering connections across diverse teams.On a personal note, Collin shares his passion for music and how it takes him off the stress of business life. Discussing the importance of mindset in setting the tone for the day, he stresses the importance of starting the day with meaningful connections and a sense of purpose, setting the stage for productivity and fulfillment in both personal and professional endeavors.Themes discussed in this episode:The ongoing transformation in the automotive industryLeadership philosophy that focuses on enjoying work, empathy towards employees, and team-buildingPersonal stories and experiences that shaped ideas of leadershipIdentifying focus as the primary challenge facing the automotive industry amidst various disruptions Building a community within organizations and associations like MEMA How Vulnerability and Accountability contribute to effective leadership The importance of starting the day with a positive mindset, fueled by meaningful interactions with family and a sense of purpose in workFeatured: Collin Shaw What he does: Incoming President of the MEMA Original Equipment Suppliers group. He initially joined MEMA as president of the Heavy Duty Manufacturers Association (HDMA) in early 2022. On leadership: “The very first thing that I find to be important as a leader is: let's have fun, let's laugh. Now, second to that, I think it's important that you have empathy for those around you; you know, we all bring things to the table when it comes to leadership. We all have baggage, good or bad, and making sure that you're empathetic as a leader is vitally important to the success of your team.”Mentioned in this episode:Julie Fream to Depart MEMA, Collin Shaw Named as Her Successor, Effective April 1, 2024Heavy Duty Aftermarket Week Emerging Leadership Council - 2023/2024Episode Highlights:[00:02:26] Leadership identity: Collin reveals himself as a leader who prioritizes fun, empathy, and team building, finding joy in guiding others to success.[00:04:05] Shaping leadership: Collin shared some experiences that helped him shape his view on leadership.          [00:11:01] Two types of stress: Collin shares his wisdom on stress, distinguishing between negative and positive stress and how it can affect leadership.[00:12:27] Industry challenge: Discussing the biggest challenge facing the auto industry today, sparking a conversation on the need for focus amidst transformation.[00:16:00] Organizational approach: How Collin plans to approach his new role at MEMA, igniting a discussion on adaptability and community building.[00:19:54] Authentic traits: Collin reveals his chosen traits of authentic leadership: vulnerability, fostering trust across generations, and accountability, crucial for team success.[00:25:30] Personal touch: Collin offers a glimpse into his personal life, sharing his passion for music and his desire to relearn guitar playing.[00:28:24] Family & purpose: How the incoming president of MEMA set himself up for a good day.Top Quotes:[00:03:29] Collin: "We all bring things to the table when it comes to leadership. We all have baggage, good or bad, and making sure you're empathetic as a leader is vitally important to your team's success. And then taking that lesson of being empathetic in building a team."[00:09:22] Collin: "To get to this point, I've screwed up plenty, and I appreciate that people have allowed me to screw up and to make some of those mistakes. And so, you must learn how to sit back and allow people to do that themselves."[00:13:39] Collin: "If we don't create focus, it's going to create confusion. It's going to create doubt. And so, I think a big part of a leader's role is to create focus in the organization around where you're going and what you're working on because it gets distracted if you're doing too many things. And so, I think that is one of the biggest challenges we have as an organization is to be focused on where you're going."[00:12:37] Collin: "The great thing about this is there's not things to blow up. There are no wholesale changes that need to happen. There's an evolution of where we want to go. There are our mech trends, both when it comes to the auto industry and trade associations, that we need to make sure that we invest in properly for the future, but also build a foundation and how we do things. There will be things we look into and maybe new areas we go into, but I think that's a natural evolution of what we need to do as a trade association to meet members where they are."[00:19:28] Collin: "We create an atmosphere of trust, peer-to-peer networking, business development, you know, those are the things that build the community. And that's what's important for us at MEMA: to remember that the content is important; that's how we bring people, but that's not the end result. The end goal is to build a great community and to do that. And really advance the business interests of our members. And that's part of the way that we do."