The Automotive Leaders Podcast

Learn more about creating your own internal company podcast Sign up for The Automotive Leaders Letter Watch the full video on YouTube - click hereFollowing her eye-opening interview with Mary Buchzeiger, CEO of Lucerne International, Jan wanted to know about how companies can achieve their long-term visions with business operating systems. To understand the concept, Jan speaks with Preston True, the coach who helped Mary establish a goals-driven culture at Lucerne.Preston says that, fundamentally, there’s no difference between a tiny startup and a multinational corporation. Businesses of any size can develop successful operating systems built on the same simple frameworks.A lot of leaders think that their company is too unique or different for Preston’s ideas to work for them, but he’s never found that to be true. Speaking from personal experience with both business success and the dark moments of entrepreneurship, Preston makes the case that a few guiding principles can help any organization radically transform its goal-setting process.“There’s no magic in this whole process,” Preston says. “It’s really just reverse engineering. I want to ask the question — what do I need to do today that’s going to give me the result that I want 10 years out?”Too often the automotive industry relies on lagging indicators to measure progress toward goals. Preston explains how better accountability and a “dumbed-down” vision can create a more effective growth plan.Join this special episode of the Automotive Leaders Podcast as Jan and Preston get real about why so many organizations overcomplicate their strategies and discuss how crystal-clear expectations and frequent course corrections can help any business succeed.Themes discussed on this episode: The functional components of organizing a businessThe frameworks that make a business operating systemWhy people need to have a cultural fit and a productivity fitThe process of reverse engineering day-to-day prioritiesWhy many automotive companies fail in their strategic initiativesHow leadership can effectively hold employees accountableThe importance of empathy and challenge in giving feedbackFeatured Guest: Preston TrueWhat he does: Preston is an entrepreneurial leadership coach and business operating systems guru. His consultancy, Get TPA Fit, helps companies go “from stuck to unstoppable” with consistent, measurable growth. He’s also a founding member of Pinnacle Business Guides.On leadership: “[Resiliency] is not just, I can weather each quarter or I have the stamina to do great work over long periods of time. It's actually in that moment when you and I may have a disagreement, in which case, I can not fall victim to all the stories that are manufactured in my mind. [...] You're offering me feedback. It might be a little tough [but] what a great opportunity and a gift.” Episode HighlightsTimestamped inflection points from the show[0:57] Diving deeper: This is a special episode — Jan explains how her interview with Mary Buchzeiger of Lucerne International struck a chord about business operating systems.[2:38] ‘It’s not magic’: Preston explains how organizing a business starts with some fundamental functional components.[5:06] Components defined: Jan wants details, and Preston names the five frameworks that create a strong business operating system.[7:07] From excuse to opportunity: Preston calls out the number one reason companies give to justify their underperformance and says organizations need to “dumb things down.”[10:07] The right people in the right seats: Where does Preston begin when he consults with a business? He breaks down how to think about forming teams and the operational pipeline. Ignoring this principle is enormously costly.[14:30] Big, hairy, audacious goals: Jan expresses the dangers of leaders staying in the weeds, and Preston explains how reverse engineering a goal helps set priorities.[17:56] Top of the mind: Jan observes that many automotive companies struggle with keeping to their strategic initiatives. Preston suggests how to keep goals front and center.[20:28] See it in action: Does a business operating system really work? Preston gives examples of past and present clients who have found success with these simple tactics.[23:26] ‘Peer pressure works’: Goal-setting is great in theory, but how do you hold people accountable to prioritize the right behaviors? Preston explains how and why small course corrections keep everyone on track.[27:38] Advice for auto industry leaders: Preston invites anyone in leadership to see feedback as an opportunity and a gift. Empathy and a willingness to challenge others must be present.Top quotes[3:44] Preston: “A three-person company, when it comes to organizing itself isn't, isn't really that much different than a 30,000-person company. There are different flavors of the issues and different flavors of the opportunity, but fundamentally, it boils down to a few core components that you want to strengthen.”[7:46] Preston: “I have worked with over 150 organizations in the last nine years. They have all said to me, Yeah, but we're unique, or We're different. The reason they're saying it turns out the exact same every single time — We just don't want to do the heavy lifting required to make ourselves stronger, faster, and smarter.”[13:25] Preston: “Jim Collins said in his ‘Good to Great’ book, you have to get the right people in the right seats on the bus, then let’s figure out where that bus is going. I want to do both simultaneously. I don't want to be driving aimlessly.”[26:51] Jan: “There has to be a safe environment in which to operate. There has to be transparency to those metrics, and there has to be trust. In so many organizations, if I'm missing my metric, I don't want to tell you because I don't want you to jump on me […] It takes a very strong leader to create that environment of psychological safety and also promote trust.”[30:12] Preston: “Imagine if we consistently challenged each other not to just be better generally but to say, you have a goal, you have a desire […] How can I help you and challenge you to be better at what you're doing in the next five minutes than you were the last five minutes?”

Watch the full video on YouTube - Click hereWhere most people see a roadblock, Mary Buchzeiger sees an opportunity. Her infectious optimism and willingness to step into uncertain situations have propelled her career in automotive leadership. Jan welcomes the longtime CEO of Lucerne International for a frank and intimate discussion about navigating the turbulent auto industry.From Lucerne’s recent decision to onshore manufacturing to the inner workings of its entrepreneurial operating system, Mary shares how her company has kept a focus on the future while adjusting to challenging situations in the present. Effective ten-year plans may seem like a pipe dream to some automotive suppliers, but Mary demonstrates how a positive team culture with high accountability can yield results in any business climate. “We've got crisis after crisis that we deal with just like any other business,” Mary says. She says it’s not always easy to set aside time to dream, plan and work on the business. Yet without making time for strategic projects, a business is doomed to stagnate and fail.On this insightful episode of the Automotive Leaders Podcast, Jan draws out the details of Mary’s most daunting professional challenges and her unwavering commitment to her family. Themes discussed on this episode: Why onshoring manufacturing is growing in popularityThe importance of an entrepreneurial operating systemHow to set goals as a company — and stick to themBest practices for leading people in difficult timesTips for successfully managing career and familyFeatured Guest: Mary BuchzeigerWhat she does: Mary is the CEO of Lucerne International, a Michigan-based global automotive supplier specializing in castings, forgings and stampings. She sits on the Automotive Hall of Fame’s board of directors, and her numerous accolades include her recognition in Automotive News’ 100 Leading Women in the North American Automotive Industry.On leadership: “My team and I spend a lot of time planning and looking at the future [...] Our business has an operating system. We use this framework to really help build our vision and make sure that we're all rowing in the same direction in the same boat. We all know exactly where we're going.”Episode HighlightsTimestamped inflection points from the show[2:04] Gray area: Mary admits that she struggled with the black-and-white world of mechanical engineering early in her career. This dissatisfaction propelled her transition into company leadership.[4:01] Localizing for North America: Lucerne is onshoring manufacturing for the first time in 20 years while still embracing the global automotive industry. Jan and Mary discuss the industry’s progression and why onshoring is gaining popularity.[7:43] ‘It takes guts to stop’: How does a company break from routine and pivot its strategy? Mary shares her experience with creating an entrepreneurial operating system and the inspiration she’s drawn from Gino Wickman’s “Traction.”[11:02] Let’s get real: Jan asks how in the world a leader is supposed to protect time for goal setting when there are so many other issues to discuss in a quarterly meeting. Mary shares her accountability tips and says sticking to “rocks” must be non-negotiable.[16:34] Squirrel alert!: Jan emphasizes the importance of modeling the behavior of planning for the future, and Mary offers a creative method to stay on track.[19:33] ‘Running the ship together’: Trust, openness and surrounding yourself with the right people — Jan presses Mary to share how she achieves that at Lucerne.[22:36] Managing people: Mary says the biggest challenge facing leaders in the automotive industry is “leading through change.” Jan and Mary discuss best practices for a remote workforce.[28:01] 21 traits: Which of the 21 traits of authentic leadership resonates the most with Mary? Resilience — and she has several powerful stories to explain why.[31:06] Keep the glass half full: Jan and Mary explore how to motivate people in scary situations. Mary reveals her secret to keeping the team together.[32:28] On the homefront: Mary’s grateful for her husband’s support. She opens up about when she realized how hard it was to be a stay-at-home parent and shares how she and her husband keep communication lines open.[39:33] Advice for auto industry leaders: Mary gets candid about managing a career and family, and offers advice that applies to everyone.[46:03] Closing comments: Mary encourages listeners to seek opportunities even in a crisis.Top quotes[10:49] “One of the most important things that you can do is surround yourself with people that will both challenge you as well as believe in you, and believe in the vision that you have set out and work together to achieve that vision.” [20:43] “Culture is everything for us. We hire, fire and even pick customers and suppliers by our core values. And we stick to those core values. We all live by them.”[21:26] “If I'm the smartest person in the room, I'm doing something wrong. I need experts around me. I need people that are going to advise me, people who aren't afraid to say, ‘No, I don't think that's right,’ and disagree with me. That's really important.”[40:42] “Work-life balance is not a balance. Stop saying that. It’s a choice, right? You are going to make the choices that you're going to make. And sometimes you have to choose your family.”[46:29] “Never waste a good crisis, because there's always opportunity in the middle of a crisis. So while everybody else is panicking and scrambling, just squint real hard and you can see those opportunities that are out there.”

Watch the full episode on YouTube - click hereWhat do the life and career of Janet Yellen have to do with automotive leaders? Jan invites the acclaimed Wall Street Journal writer Jon Hilsenrath — author of the new book, “Yellen: The Trailblazing Economist Who Navigated an Era of Upheaval” — to the show to discuss Yellen’s role at the center of the largest American economic crises of the past 30 years. “When she became treasury secretary,” says Jon, “she had done something that no person in American history had ever done. She became the first human in American history to be the treasury secretary, the Fed chair, and the chair of the Council of Economic Advisers — and, no less, the first woman to hold those roles.”Jan and Jon dive into Yellen’s remarkable leadership and humanized approach to economic policy. Yellen’s success in traditionally slow-moving, male-dominated institutions has done more than break a glass ceiling. Her clarity of purpose, humility and gravitas have steered her through some of the most turbulent times in American economic history.The historical backdrop of Yellen’s career sheds light on many of the present challenges in the automotive industry. Jan highlights lessons from this intimate look at one of the most powerful figures in American politics.From lessons in building trust to the importance of feeling comfortable in one’s skin, Yellen’s life story has universal appeal. Stay until the end to hear how Jan once danced with the treasury secretary on stage at a conference. What else would you expect?Themes discussed in this episode: Finding purpose through humanizing your workListening well and embracing cognitive diversityHow leaders can benefit from skepticsThe importance of admitting mistakesBuilding trust in a politically divided nationThe complexities of democratic market-driven capitalismStories of Janet Yellen’s gravitas in difficult situationsFeatured Guest: Jon HilsenrathWhat he does: Jon Hilsenrath is a senior contributor to The Wall Street Journal, a Pulitzer Prize finalist and one of America’s most influential financial writers. Jon’s most recent work is his critically acclaimed biography “Yellen: The Trailblazing Economist Who Navigated an Era of Upheaval.”  On leadership: “People around a leader can detect if that leader feels comfortable with his or her place in an organization and is comfortable enough to accept challenges from other people, to accept contradictory information, to accept dissonance when it occurs — because that's inevitable.”Episode HighlightsTimestamped inflection points from the show[0:58]  Spotlight on Yellen: Jan explains her admiration for Janet Yellen and introduces this episode’s guest, award-winning financial journalist Jon Hillsenrath and author of “Yellen: The Trailblazing Economist Who Navigated an Era of Upheaval.”[2:36]  Economics meets auto: Jon shares his inspiration for writing “Yellen.” The treasury secretary and her husband George Akerlof have been at the center of American economics for the past 60 years. This historical backdrop helps us understand the modern auto industry.[6:20]  Purpose in her work: Jon explains how Janet Yellen thrived in inertial, male-dominated institutions and her motivation to humanize economics.[10:13]  Market for lemons: Yellen’s husband George Akerlof won a Nobel Prize for a research paper about emotions and information asymmetry in the 1960s used car market. Jon says these humanizing insights are a calling card of Akerlof’s career.[12:17]  21 Traits: Of Jan’s 21 traits of authentic leadership, Jon says purpose, gravitas and trust best describe Janet Yellen’s leadership style. He describes how these traits have played out in her career.[16:50]  One-on-one: How did Yellen reach consensus decisions as the Fed chair? Jon shares how she leads by listening and embracing cognitive diversity.[21:12]  Thoughtful skeptics: Jon explains one of his biggest lessons from writing the book and why leaders should listen to skeptics: “Sometimes, they’re onto something.”[24:14]  Ingredients of gravitas: How does Yellen exhibit authentic leadership? Jan and Jon discuss the treasury secretary’s unconventional formula for success.[29:35]  ‘I was wrong’: Jan and Jon are amazed by Yellen’s willingness to acknowledge her mistakes. Jon shares a story about one of her greatest blunders that she later laughed at.[35:30]  Silver style: The conversation turns to Washington’s superficial criticism of Janet Yellen’s wardrobe. Jan feels an affinity with Yellen’s signature gray-haired look.[37:47]  Crisis of trust: How involved should the government be in a free market? Jon explains why democratic market-driven capitalism relies on public trust in government institutions — and how Yellen navigates her duties to a country skeptical of its leadership.[46:36]  The fun side of Janet Yellen: Jan goes behind the scenes about when she met Janet Yellen and convinced her to dance on stage. Jon has a Yellen dance story of his own and shares his experience meeting her at her Berkeley home.Top quotes[8:46] Jon: “Both [Janet Yellen and George Akerlof] got into the field with a sense of purpose. They wanted to use their math skills and their analytical minds to do something for the greater social good, and they saw economics as a way to do that.”[22:03] Jon: “There are some skeptics who are like broken clocks, just saying the same thing over and over again. But there are others who come at a conversation thoughtfully … you have to listen to these people because sometimes they’re onto something.”[22:59] Jan: “When a leader who has gravitas walks into the room, you feel it. You feel safe. You know that they’ve got your back. You know that they will challenge you, but that they’ve got you.”[45:10] Jon: “​​Part of creating trust isn't just securing it with the people who admire you, but convincing the people who doubt you that there's more to you than some political label.”

Watch the full video on YouTube 👈Katelyn Davis knows how to create a personal brand. She’s a marketing expert with diverse experiences in mobility, making her the perfect person to help Jan deconstruct her recent interview with Assembly Ventures’s co-founder Jessica Robinson. New mobility — especially for EVs and autonomous vehicles — is a fast-moving, rapidly changing industry driven by startups. Katelyn says the internal company dynamics are different from what she's experienced in traditional automotive, and leaders are the ones who can empower others and create a positive company culture.“It's now about who has the ability to…inspire people,” Katelyn says. “Who can make the culture be better? Who's cracking jokes here or there? It's really fun to see how you can have different leaders come out of your organization.”Jan and Katelyn discuss the importance of giving professional development opportunities to everyone on a team. Effective mobility leadership requires the right mindset to maintain a stable team culture in a constantly evolving work environment.Reflecting on Jessica Robinson’s advice that leaders should sit with their fears rather than quickly push through them, Jan and Katelyn draw practical takeaways. Leaders should welcome honest discussions and constructive feedback, and they should be quick to say no rather than be “too nice.” It’s also important for leaders to embrace all professional backgrounds and recognize the validity of non-linear journeys into a particular workspace.Join Jan and Katelyn to find out what dancing, bingo, and tier-one suppliers have in common. Reinventing company culture can happen at the team level, even if no other group in the corporation operates the same way.Themes discussed on this episode: How new mobility startups differ from traditional automotiveThe importance of setting a positive tone in a company cultureHaving the right mindset for an ever-changing work environmentWhat it means for leaders to sit with their fearsWhy honest feedback and disagreement are vital to a team’s successAdvice for mobility industry leadersFeatured Guest: Katelyn DavisWhat she does: Katelyn is the communications lead at Cavnue and the co-founder of Women Driven Mobility. She is also a board member of the Automotive Public Relations Council (APRC) and a member of Inforum's AutomotiveNEXT.On leadership: “You don't necessarily need to be the person with 35 years of experience, who's managed a hundred people over the course of their career…It's now about who has the ability to lead people, inspire people…who can make the culture be better.”Episode HighlightsTimestamped inflection points from the show[0:58] Welcome back: Jan introduces Katelyn, a former guest and ambassador for millennials and mobility. Katelyn is recognized for sticking to her value system and her personal brand. [2:41] Build who you are: From her first interview with Jan, Katelyn recalls entering the workforce during a recession and recaps her professional journey from working for traditional automotive companies to late-stage mobility startups to her current role with a company building road infrastructure for autonomous vehicles.[7:08] Mobility moves faster: In Jessica Robinson’s interview, Jessica shared that new mobility may not have the traditional customer-supplier relationship we’re used to in automotive. Katelyn agrees. New mobility is aggressive, fast-moving and largely dependent on startup funding.[9:15] Set the tone: Jan and Katelyn discuss how the culture of the mobility industry has impacted internal company operation dynamics. Emerging leaders are the ones who can inspire others in the organization and set a positive tone in the company culture.[13:11] Share the mic: More and more, companies are offering professional development opportunities. It’s important for leaders to uplift their staff and value their opinions. [14:55] 21 traits: Jessica Robinson said that of the 21 traits of authentic leadership, mindset resonated with her the most. Katelyn agrees that the right mindset can help leaders thrive in a fast-changing company environment.[16:07] Embrace your fear: Acknowledging fear leads to greater self-awareness. Katelyn compares the process to leaning into a stretch in yoga.[19:54] Just say no: Jan’s mantra for 2023 will be Jessica’s quote: “A fast no is better than death by a thousand meetings.” Many mobility startups are still in a honeymoon phase during which everyone is too nice to each other. Honest discussions help good work get done quickly.[22:52] Advice for auto industry leaders: Many startups focus their messaging on consumers, but their primary business will be with the supplier network, not end users. Companies need to consider their audience.[25:39] Roundabout way: Jessica’s pathway into the mobility industry resonated with Katelyn. Hiring managers need to recognize the validity of non-linear journeys to an industry.[30:12] Disrupting auto: Jan and Katelyn share unique ways leaders can reinvent company culture even in the traditional automotive industry.[36:01] Closing comments: Katelyn encourages company leaders to stop looking at things so linearly, to humanize themselves, and to include more people as decision-makers. Top quotes[24:00] Katelyn: “In mobility, most of this technology is not going to be acquired by you and [me] at Best Buy. We're not going to go out and buy a LiDAR sensor…the grand majority of all of the mobility tech, or any automotive tech, is really coming through the supplier network.”[30:21] Jan: “We have the power to choose who we want to be…and how we show up and what our brand is all about. But we also have the power to choose what we want our companies to be.”[34:10] Jan: “Start changing things up, people. Why do we feel that we've got to be so straight-laced and fit this mold, otherwise we're going to be judged and we're not going to be liked. Get over it.”

Learn more about creating your own internal company podcast Sign up for The Automotive Leaders Letter Watch the full episode on YouTube - Click hereIt’s the end of 2022, and you know what that means — it’s goal-setting season. Many of us automotive leaders find our minds wandering this time of year, envisioning all the success that will come our way in 2023 and setting goals to get us there. But the truth is, an estimated 91 percent of people fail to achieve their New Year's resolutions. The biggest reason why? They lack an emotional connection to their goal. Knowing why you want to do something is a huge motivating factor in getting it done.The same applies when leading a team. We in the automotive industry are great at putting together the metrics and the numbers. But achieving success as a leader is also about articulating the why.If you really want to make a change within your company culture and achieve your goals in 2023, simply declaring a goal is not enough. You’ve got to inspire, you’ve got to show why a goal is so important and you’ve also got to break it all down with your team.In this special episode of the Automotive Leaders podcast, you’ll learn three things you can do differently in 2023 to ensure success.Themes discussed in this episode: What’s a temporal landmark and why they’re the perfect time to set new business objectivesWhy we need to look to the past to achieve success in the futureHow to inspire people around your goals and get where you want to goWhy culture and processes are integral to getting things done How language makes a difference when holding your team accountable Featured Expert: Jan Griffiths (Host)What she does: Jan is the co-founder and president of Gravitas Detroit, an organization dedicated to cultivating authentic leadership in the automotive industry by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders PodcastOn leadership: “Leadership is [about] inspiring a team around more than the numbers. To be truly successful and reach the goal of a high-performance team, we have to inspire not only our team, but the people around us.” Episode HighlightsTimestamped inflection points from the show[0:57] The power of the restart: 2023 is about to begin, and you’re probably thinking about how you can be a better leader for your team next year. Repeating the same strategies year after year won’t generate success. How are you going to do things differently? [3:55] Tip 1: Look in the rearview mirror: Why look back when we want to move forward? Reflecting on your team’s 2022 mistakes and accomplishments will go a long way toward ensuring future success — and it keeps your team engaged in the process.[6:56] Tip 2: Ask the question, Where am I going?: Metrics and numbers alone won’t help you become a better leader. You need clarity and an emotional connection for your team to understand and execute your goals successfully.[12:48] Tip 3: Articulate how you are going to get there: In the automotive industry, we’ve got the metrics for everything. But we need to work harder on the ‘how’ — how we’re going to improve our culture and boost efficiency to achieve our goals.[17:05] Rethink accountability: We need to stop associating accountability with blame and instead with following up on our commitments. Accountability language matters. Be clear, be specific, and don’t accept wishy-washy language. [20:00] A new realm of possibility: Make 2023 the year you step into your authentic leadership power. Lead from the heart and inspire your team. Most importantly, believe in yourself. Watch the full episode on YouTube - Click hereTop quotes[4:58] “We need to recognize accomplishments all the time. Whenever there's a win, take a moment to recognize that success. It fuels not only you as the leader, but it fuels the team and the team members to go take on the next success.”[10:35] “You can't stand on January 1 … and say, we're going to launch all of our programs on time and in budget. Great. Love that. But how? How are you going to do that? What exactly are you going to change in your organization and the way that you do business to make that happen? Just declaring a goal doesn't make it happen. You’ve got to inspire people around that goal, [explain] why that's so important, but then start to break it down. ”[13:03] “We're great in automotive at talking about the metrics and the numbers. We're really good at that … But it's the how part that needs more attention.”[20:10] “I know that you can step up into your leadership strength. Be the authentic leader you know you can be and lead from the heart, inspire your team, and take them into an entirely new realm of performance and possibility.”

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube, click hereJessica Robinson is not your average venture capitalist. She started her career, not in finance or investing, but as a professional tea taster.In fact, Jessica’s entire career path can be characterized by unconventional pivots. After that tea-tasting gig, she fell in love with the mobility industry and spent time working for tech startups like Zipcar and Techstars before moving on to one of the legacy automotive OEMs: the Ford Motor Company.That’s when she realized where her true passion was in business, specifically the business of changing the way the world moves and improving the mobility industry while she’s at it. That’s why Jessica joined Chris Thomas to co-found, Assembly Ventures, to help uplift the companies moving the industry forward.When it comes to taking big career leaps like hers, Jessica says it’s all about embracing the fear of failure — and using it to your advantage. “In embracing this idea of failure, what you're really looking to do is find better ways,” Jessica says. “In startup life, we call it finding product market fit. It's a little dry and clinical, but the idea here is, you’re really looking for something that makes your customers’ eyes light up.”Themes discussed in this episode: Is ‘mobility’ more accurate than ‘automotive’ to describe our industry?How the addition of EVs is changing the culture of traditional OEMsHow to tackle big career shifts and shake-upsHow to lead cultural changes within your automotive company Featured Guest: Jessica RobinsonWhat she does: Jessica is a co-founder and partner at Assembly Ventures, a venture capital fund helping move and transform the world of mobility in the West. She also co-founded the Detroit Mobility Lab, an organization dedicated to helping create a better future for the mobility industry through educational and networking opportunities. With over a decade in the mobility industry, Jessica is a rising global leader and sought-after speaker in her field.On leadership: “Mindset, I really do believe, is linked to the change that we're talking about in this industry, in the sense that we have the power to choose what we want our companies to be, what the opportunities are that we're going to pursue. And that starts with the mindset of who do we want to be, and everything else follows from there.”Episode HighlightsTimestamped inflection points from the show[1:36] From tea taster to venture capitalist: How did one of Jessica Robinson’s first jobs as a professional tea taster kick-start her journey toward venture capitalist and automotive thought leader?[4:02] An industry rebrand: Does the word “automotive” still accurately sum up our industry today? Jessica explains why the term “mobility” is becoming the norm and how it can take us into the future.[7:10] Climbing the ladder: From her first auto industry job at Zipcar to a podcast in the sky with Richard Branson for Virgin Media, here’s how Jessica climbed the mobility ladder to a position at Ford’s Smart Mobility project and beyond.[11:01] The big split: Ford recently announced that its electric vehicle business would be a venture separate from its legacy company. That split presents new opportunities as well as new challenges for workplace leadership and culture.[13:39] The next chapter: How can the auto supply chain industry learn how to work in tandem with Silicon Valley startups to bring in new technology? Companies are still figuring it out, Jessica explains.[18:17] A new beginning: Though Jessica enjoyed working for a big OEM like Ford, she soon found she was an entrepreneur at heart. That’s why she started the Detroit Mobility Lab with the goal of bettering the industry.[23:40] Not your average venture capitalist: Jessica made multiple big career shake-ups — from working at startups to OEMs to starting a venture capital fund. She offers her best pieces of advice for those looking for the confidence to make similar career leaps.[28:38] Don’t deny the fear: One of the biggest barriers to making a bold career shift and achieving success is overcoming the fear of failure. Jessica and Jan discuss how aspiring automotive leaders can embrace that fear and use it to their advantage.[30:02] Advice for auto industry leaders: Many leaders have been conditioned to believe that controlling their team is the most important thing. But Jessica says listening to team members and customer needs is the key to culture change. [34:46] Changing the way the world moves: To Jessica, the mobility industry is about a lot more than making cars. She explains why changing the culture of the industry is so important to her. [36:49] 21 traits: For Jessica, mindset is the most important of Jan’s 21 traits of authentic leadership when it comes to creating change in the industry.[41:15] Now is the time: It’s almost that time again — strategy planning meetings for the next year. How can teams make big cultural changes? “It starts with each of us,” Jessica says.[46:14] Jessica’s big distraction: Checklist items. They keep her busy but get in the way of the work that will actually change the world. The Eisenhower Matrix helps keep her organized and focused.[53:49] Closing comments: Jessica encourages everyone to check out the Henry Ford Museum, where she recently served as an entrepreneur-in-residence. “There’s a lot of inspiration right here in our backyard that we don't always take advantage of.” Top quotesAll quotes below are from Jessica Robinson:[12:42] “I can see a world where people start to feel like they're in the old side of the business, or the new side of the business — the boring side of the business and the cool side of the business. And I think that would be really challenging to have success in both of those cultures and let them thrive and deliver the best that they can. So I think that will be the question of the day — does that split create that focus? Or does it start to create that fragmentation?”[24:38] “The ability to move can really open people's access, and access to whatever their dreams are. That's been my guiding light for years now. At the end of the day, I think you still, to some degree, have to follow the money.” [27:50] “If you've got the vision and you want to make a run at it, you’ve got to put it out there in the world and let everyone else come along for the path as well.”[33:02] “If you're a leader, and you see command and control behavior and that's not what you're trying to reinforce in your culture, you got to call it out. And I think this is part of the change, too, to say, is this who we are and who we want to be, or is there a different way? […] I think we're all accountable for those changes.”[35:13] “What are we actually out to accomplish here? Are we just going to build and sell more vehicles of a certain kind? Or are we truly going to change the way the world moves? It's simple.”

Watch the full video on YouTube - click hereAs a managing partner at MRA Global Sourcing and a thought leader in supply chain staff sourcing, Naseem Malik has his finger on the pulse of the automotive supply chain industry — and lots of other industries. With all the other major challenges facing supply chains in the pandemic era, none has caused as big of a culture shift as the move to remote work. According to Naseem, top pre-pandemic questions from talent shifted from What’s the comp? Who will I be working for? to What's the work arrangement? Is this hybrid? Companies that demanded full-time on-site work were not popular with talented candidates.“And those companies that continue to say, no, we don't care, this is what we want — they struggled,” said Naseem. “They struggled to find people. Not just [find] people, but they're struggling to retain their people.”In order to keep up with the rapidly changing world of work, automotive supply chain companies need to change their culture and allow more flexibility. A cookie-cutter approach won’t cut it anymore. They might look to previous podcast guest Katherine Knight, Mitsubishi’s chief legal officer and chief HR officer, who led the charge to “work from home forever.” In this episode of the Automotive Leaders podcast, Naseem joins Jan to deconstruct that conversation with Katherine, and discuss major changes in work culture across multiple industries including the automotive industry.Themes discussed on this episode: Cross-industry trends in remote versus on-site work modelsWhat remote work means for new Gen Z employeesWhy traditional performance reviews are being scrapped across industriesHow being unapologetically yourself makes you a better leaderFeatured Guest: Naseem MalikWhat he does: Naseem is a managing partner at MRA Global Sourcing and a true thought leader when it comes to sourcing executive supply chain staff. Get Naseem’s informative newsletter.On leadership: “Just be your raw self. Find your voice and don't be afraid to share it. We talked about this a lot — you are your own brand. You've got to build your own brand. So if you are not honest with yourself and the way you act, feel, everything, it'll be reflected. It'll stunt your growth, it will stunt your development. And it may create an impression about you which is not reality.”Episode HighlightsTimestamped inflection points from the show[2:36] Meet the guest: Naseem and Jan discuss how they met, as well as Naseem’s unique cross-industry expertise.[5:07] At the forefront: Katherine Knight’s statement, “work from home forever,” was a bold one. Mitsubishi is leading the charge for remote work in the automotive industry. But operationalizing it can be tricky.  [8:00] Flipping the switch: How do companies across sectors decide whether to mandate in-office work or go remote? Naseem gives a sampling of trends across industries.[11:38] The Gen Z challenge: For many younger workers, remote work is attractive. But some Gen Zers are beginning to recognize the benefits of being an office and learning from more experienced colleagues. [13:40] Cookie cutter won’t cut it: Naseem discusses the importance of work flexibility, and how it is beginning to play a larger role in supply chain industry hiring and retention. [19:35] The hybrid work choice paradox: Will GM’s decision to mandate three days of on-site work per week hurt or help them? [23:12] Define your own culture: The auto supply chain industry often feels pressure to follow tech companies’ leads. How is that trend playing out when it comes to on- versus off-site work?[26:54] The highlights: Naseem talks about what stood out about Jan’s interview with Katherine Knight, including her unique approach to performance reviews. [31:58] Toward a new performance review: Naseem and Jan discuss what makes Katherine’s view on performance reviews unique, as well as performance review trends across industries.[35:41] A leader for the future: As a lawyer, Katherine is the last person one might expect to have progressive views on work from home. But it’s part of what makes her an effective leader in her industry. [42:40] Break out of the mold: Jan and Naseem discuss breaking out of the corporate mold and being unapologetically yourself. [45:21] Advice for auto industry leaders: To become a strong leader, embrace your authentic self by building your personal brand around who you truly are.Top quotes[8:39] Naseem: “There's some leaders that were dead set against ever hiring anybody remote pre-pandemic. And these are leaders that were 30, 35 years into their careers, that would never entertain that because either they're in a good spot — meaning geographically. they don't need to do that — or they just didn't believe it could work. And to see them do a complete 180 and now hire successfully remote was an eye opener.”[14:43] Jan: “Inclusive is a word that gets a lot of airtime these days, but we have to be more understanding that — guess what? Humans are different, and our needs change at different times of our lives.” [22:47] Naseem: “I think over the past six months of this year, office vacancy has declined, meaning occupancy has gone up by several percentage points compared to this time last year. So that shows you another trend of how companies are now beginning to say, all right, slowly but surely, it's time to start coming back.”[30:55] Naseem: “After a play is done, a coach should give a player feedback right then and there. A coach is not going to wait after the season is over and then come back to that specific play and provide feedback because that completely defeats the purpose. So thinking about it as a player-coach relationship — it’s constant feedback. After every play, give that feedback.”[40:15] Jan: “Of course, there's a level of professionalism, but it's okay to be you. And to let your authentic self come through. In fact, that will do more for you and bonding your team to you as a leader than it will try to fit a corporate stuffy mold.”

Relax, recharge, and don't check e-mailHappy Thanksgiving 2022 from the team at Gravitas Detroit and the Automotive Leaders podcast.Learn more about your host, Jan Griffiths in this short video Learn more about creating your own internal company podcast Sign up for The Automotive Leaders Letter

Bonus episode.Jan Griffiths and Jason Stein sit down behind the mic. and share their perspectives on the OESA supplier conference 2022.Auto Supply Chain ProphetsFlat Six MediaCars & CultureOESA Insiders podcastLearn more about creating your own internal company podcast Sign up for The Automotive Leaders Letter

Watch the full video on YouTube - click hereEarlier this year, an announcement by Mitsubishi North America  (MMNA)caught the attention of the entire automotive industry. The company would be shifting to work from home — forever.At the time, MMNA’’s CEO called it “a critical moment to embrace, change, motivate and retain our talented employee base.” The decision represented a major culture shift for Mitsubishi but also presented some big challenges for company leaders.So what exactly does “work from home forever” look like for Mitsubishi? A little different than you might think. Mitsubishi’s Chief Legal Officer, Chief HR Officer, and Chief Compliance Officer  Katherine Knight says she still sees people in the office every day, and seasonal parties and team meetings are usually still held in person. But the most important thing is that employees are offered to work the way that is most comfortable and efficient for them.“Everybody is at a different place in their life. And it's one of the reasons why this choice, for me personally, was very important, because I want us to be as inclusive as possible,” Katherine says.So how’s it going six months into the experiment? “Nobody has suggested we need to mandate days in the office. Absolutely not.”Katherine joins Jan on this episode of the Automotive Leaders Podcast to talk about Mitsubishi’s move to remote work and how this OEM made that difficult decision. Tune into the episode for more on Mitsubishi’s “cultural revolution,” plus a peek into Katherine’s upbringing as a record store geek!Themes discussed on this episode: What ‘labor relations’ really meansWhy the shift to work from home was a positive opportunity for company leadersExpanding your talent net with remote workWhy you need to change your performance reviewsThe importance of vision, purpose, and risk-taking in the automotive industryFeatured Guest: Katherine KnightWhat she does: Katherine is the Chief Legal Officer, Chief HR Officer and Chief Compliance Officer at Mitsubishi Motors. As a C-suite executive at Mitsubishi North America, she led the charge in 2022 to allow U.S. employees to work from home forever.On leadership: “ I'm trying to lead the department in a particular type of vision and a particular way of working. And that encompasses a lot of other things. It encompasses authenticity. It encompasses transparency. I don't expect people to go along with the vision if I'm not being completely transparent with them about what the challenges we're going to have are and how we're going to have to change how we do things. And I also don't expect them to go along with the vision if they get something different from me today than they do tomorrow, or they did yesterday. They need consistency from me.”Episode HighlightsTimestamped inflection points from the show[2:08] Free to choose: Today’s guest, Katherine Knight, discusses her traditional beginnings as a trial lawyer and how she fell in love with employment law, particularly in the auto industry. [6:50] What ‘labor relations’ really means: Katherine discusses her first labor relations job at Nissan and what it taught her about what really drives employee success.[9:52] A critical moment: Mitsubishi’s shift to a permanent remote model came at “a critical moment to embrace, change, motivate and retain our talented employee base.” Katherine talks about what inspired her and other C-suite leaders to make the decision.[17:59] Modeling motivation: The shift to “work from home forever” is a big responsibility for company leaders. But for many of Mitsubishi’s leaders, it has also become an opportunity to model the type of behavior they want to see from their teams, Katherine explains.[20:59] An equitable experience: Katherine discusses the biggest challenge when it comes to keeping employees motivated: creating an equitable experience for everyone, whether they choose to stay home or come into the office.[28:03] Expanding the talent net: Katherine explains how Mitsubishi’s remote work policy has expanded the talent pool and attracted more interest in the company from people both inside and outside of the automotive industry.[31:46] A ‘cultural revolution’: Company culture at Mitsubishi is changing in more ways than one. Katherine discusses why the company is making performance reviews more employee-centric. [37:39] Numbers aren’t everything: Jan and Katherine talk about why points-based performance reviews harm workplace culture more than help it, and how Mitsubishi incorporates company values and culture into performance reviews.[43:00] 21 traits: Katherine breaks down why she views vision and purpose as the most important of Jan’s 21 leadership traits.[48:42] Record store geek: Katherine takes us back to the good old days with her first record store job and some of her biggest musical influences — particularly 80s post-punk.[52:08] Taking notes: Katherine discusses how she reins in her biggest distraction: “all of the ideas that live in my head.”[54:09] Advice for auto industry leaders: The automotive industry is great at taking risks when it comes to things like technology and product marketing. We need to bring that energy to our people policies, Katherine says.Top quotes[18:14] Jan: “As human beings, we all have different needs at different times in our lives. And we're different: some people like to be in the office, some people work better at home. But you need to have the choice, you need to have that flexibility.”[19:23] Katherine: “A lot of our leaders have discovered that they actually really enjoy the flexibility as well. It's easy for them to role model the type of motivation and the type of behavior that their employees then can be inspired by and also emulate.” [25:00] Katherine: “Back to your original question of how you keep people motivated, the answer for me is twofold. Number one, role modeling the policy. And then number two, just trying to make sure that everybody is having as similar of an experience as possible and does not feel left behind because they've made the choice to stay home.”[31:28] Katherine: “If we rest on the reputation that automotive tends to have, that is, I hate to say it, but kind of old school, kind of a dinosaur, we're not going to attract new thinking.”[39:12] Jan: “When we tolerate a toxic employee, it does more damage to the organization. If you have that myopic view of just purely the numbers for this person or this department, it's gonna drive you to want to accept that kind of behavior and that kind of behavior is never acceptable.”