The Automotive Leaders Podcast

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereThe reality of practicing leadership is different from talking about it. No one knows that better than Dr. Andy Palmer, who Automotive Leaders interviewed recently. And there’s no more important space for the right kind of leadership than the automotive industry.Anne Partington, a mobility leader in the transportation industry and commercialization director for advanced transportation, explains: “We are living through immense and intense disruption across all of the automotive industry and with that brings opportunity for novel approaches and the culture change to support rapid innovation”.Between traditional command and control OEM and California tech culture clashes, it’s ripe for opportunity and growth. So how is Andy Palmer really leading the charge?“[He’s] running three start-up companies — not just one. And he sits as a board member on a fourth,” Anne says. “That is a demonstration of true commitment to innovation: To be in the thick of it.” Spearheading DEI initiatives and all-in commitments to net-zero emissions takes real guts in the automotive space. It’s hard to drive change, and even harder to make it stick.But likability in a leader can go a long way in inspiring real innovation spurred on by culturally diverse teams. “Every time there is a challenge or a failure, that is a great opportunity to learn,” Anne says. “When leaders like Andy Palmer share those experiences, and in that manner are sharing their vulnerabilities, it makes them much more identifiable.”Together with host Jan Griffiths, Anne breaks down the key learnings from the interview with Andy, with a thorough deconstruction of what leadership and culture really mean for an evolving automotive industry. They share what really resonated and what the automotive space can expect now and in the future.Themes discussed on this episode: Why understanding social and technology trends is important to driving cognitive diversity and inclusion in organizationsThe importance of actually living your values to drive real change and growth across different teams with diverse experiencesGoing all in on your mission and being willing to put yourself on the lineWhy automotive and the entrepreneurial spirit mesh together so wellWhat disruptive challenges automotive faces now and in the future — and what to do about itFeatured Guest: Anne PartingtonWhat she does: Anne Partington is a mobility and transportation expert in the automotive space. Her work as a commercialization director for advanced transportation focuses on advancing new technology in the market. Her areas of expertise include mobility, innovation, sustainability, inclusive leadership and supply chain management.On leadership: “Sharing that life is a journey of ups and downs, successes and challenges, makes a leader really approachable. There is no one of us that has that perfect journey of having a vertical trajectory all the way up — it's quite stepped. And every time there is a challenge or a failure, that is a great opportunity to learn. When leaders like Andy Palmer share those experiences, and in that manner are sharing their vulnerabilities, it makes them much more identifiable. […] That’s also very inspiring for people who want to take risks. to try new things, to try to be supportive of others, to bring diverse voices and marginalized communities to the table who historically have not been present [or] had a voice.”Episode HighlightsTimestamped inflection points from the show[2:05] Key takeaways: Anne breaks down the main ways the Dr. Andy Palmer interview resonated with her.[5:04] Cognitive diversity: Andy had the foresight to not just understand social trends, but to act on them by bringing them into traditional processes. Healthy dissent at the table really matters.[8:34] Creating parallels: Moving DEI forward takes real creativity and innovation. Jan and Anne dive into what Andy did to make it happen.[11:53] Living your values: Jan breaks down why Andy never took other automotive roles being thrown at him. [13:05] Startup and disrupt: Running three companies and being on the board of the fourth helped Andy pave the way for sustainability with his all-in, net-zero mission. [15:28] Building bridges: Anne shares advice for connecting the entrepreneurial world of start up with traditional OEM manufacturing, and the invaluable lessons learned.[18:14] Cultural fit: Between traditional automotive command and control and the California tech space, there’s no one culture. But further than this, different cultures are experienced within teams, so it needs to be a key focus of companies that want to thrive.[24:12] Lucking out: Andy could’ve cashed in on his ‘Godfather of EV’ title, but went for honesty and humility instead — the hallmarks of not just a great leader, but a likable one too.[30:49] Advice for auto industry leaders: In closing, Anne shares her unique insight into the challenges disruption brings for automotive. Top quotes[2:57] Jan: “One of the biggest challenges in practicing the growth mindset is making the time for it. It's so easy to keep your head down in the weeds and focus on the day to day for the business, but [Andy] seems to have one eye on the future — and he's always learning. That's hard to do.”[3:35] Anne: “Anytime you’re working on something that's so far out, that there's really high risk and the potential for reward is really unknown. You’re trying to predict consumer usage, regulation [and] whether the shareholders will find value in the path that you're taking. These are the hallmarks of a great leader, someone who has to be very resilient to what the feedback might be in taking these types of strategic risks. It is easier and a short-term greater thumbs-up when the focus is on the ROI. But if we’ve learned nothing else in the last few years, I think it has been very apparent that the world is unpredictable.”  [11:20] Anne: “You really do need a champion to be in place, top-down, who then enables and supports the movement of that DEI work. Most importantly, not just to create belonging, but accessibility to high-level strategic work, all the way to driving decisions and beyond. And then supporting the decisions that are made in that space, and ensuring that it is understood that people can take those risks, have those conversations, and they are going to be supported along that journey.” [16:19] Anne: “All the way throughout my career, where I saw an initiative or an opportunity to be intrapreneurial and bring together a team of people to solve a problem or a customer issue, I've always had the support. If I felt that it wasn't there after a few years, I would also look to continue to grow. But in every role I've had […] I recognized the value of bringing together teams, particularly cross functionally, even supplier partners, and really being entrepreneurial. That spirit really fuels that entrepreneurial behavior that in some ways is very parallel to entrepreneurship.”

This episode is sponsored by Lockton, click here to learn more Watch the full video on YouTube - click hereThe automotive industry is changing fast — and we’re not just talking about the pandemic. The electric vehicle revolution is going to be a shift as monumental as when cars first began selling on the market.There’s no one who knows this better than Andy Palmer, also known as the “Godfather of the EV.” As the former COO of Nissan, Andy led the Nissan Leaf project, which became the world’s first mass-market EV, and has continued to work in new energy vehicles and batteries throughout his career.According to Andy, startups and even old companies who don’t catch up with the EV revolution are going to fall behind, and many will fail completely. And an essential part of survival requires reflecting on their company culture and making necessary changes.“This is so big that getting your corporate culture right is the only way that you could get to a 70% possibility of success. It doesn't guarantee success, but it gets there an awful lot more if you have people that basically know what they're working for, like what they're working for, are consistent in what they're working for, and have the energy to deliver what they're working for,” Andy says. “And you only do that by setting the tone and the culture of the companies that you're working in.”Tune in to the first episode of the Automotive Leaders Podcast as Jan sits down with Andy to talk about the EV revolution and what it will take for leaders in the auto industry to survive it and thrive. Make sure to stay ‘till the end of this episode to hear more about Andy’s glory days as a punk rocker and he and Jan’s shared admiration for Vivienne Westwood!Themes discussed on this episode: Why it’s important to step outside the corporate bubbleThe importance of values for auto supply chain leadersWhy company culture will be crucial to the EV revolutionHow diversity makes a better team and a better productWhat apprenticeships can do that formal higher education can’tFeatured Guest: Dr. Andy PalmerWhat he does: Andy, known as the “Godfather of EVs,” is the former CEO of Aston Martin and former COO of Nissan. He was also the CEO of Switch Mobility. Currently, he is the CEO at Pod Point, Chairman at Brill Power, Chairman of the Board at InoBat, and Founder and CEO at Palmer Automotive Ltd.On leadership: “A work ethic is really, really important. You don't get to be a leader if you don't have a work ethic. So I would say that's almost a hygiene factor … the importance of being genuine, the importance of being yourself, the importance of having a clear vision of your own values, and then living by those values. The ability to disagree with your boss, but not necessarily in a violent way … learning to influence by doing and not simply blowing in the wind, which so many people do."Episode HighlightsTimestamped inflection points from the show[2:05] Lifelong commitment: After leading the Nissan Leaf project, the world’s first mass-market EV, Andy Palmer decided he wanted to focus his career on zero-emissions vehicles. He discusses how his work in this area has continued since leaving Aston Martin in 2020.[6:02] Popping the corporate bubble: Jan and Andy discuss the importance of stepping outside of the corporate world, and the opportunities that can come as a result.[9:18] Predicting the future: How did Andy know that EVs would become the next big thing for the automotive industry nearly a decade ago? He breaks down a few major points.[14:50] Staying true to your values: How can you be an authentic leader and show up for your team when your boss doesn’t align with your values? Andy offers his two cents.[20:28] ‘We’re still humans’: The shift from conventional engines to EVs is so monumental that most companies will fail unless they also adapt their company culture for the better, Andy explains in this segment.[23:38] No magic model: Jan and Andy discuss the idea that the automotive industry should import California’s ‘tech bro’ culture. “I think you have to create your own culture to start with,” Andy says.[31:43] ‘A more competitive team’: Andy talks about the “ female parallel board” at Aston Martin and discusses why he feels so strongly about the importance of diversity in the automotive industry.[35:44] 21 traits: Of Jan’s 21 traits of authentic leadership, Andy couldn’t pick just one — because an authentic leader needs many of them, he says.[37:04] In-person vs remote: Andy shares his thoughts on the debate about remote versus face-to-face work.[41:21] The value of apprenticeship: Andy discusses why apprenticeships should, in some cases, replace higher education, and how The Palmer Foundation creates apprenticeship opportunities for young aspiring automotive engineers.[48:11] ‘The glory days’: Andy and Jan get into the personal questions: Andy’s ‘glory days’ as a punk rocker in the late 1970s, Vivienne Westwood, and work distractions.[53:07] Advice for auto industry leaders: Andy’s biggest tip for automotive industry leaders is to have a clear work ethic — know your values and live by them.Top quotes[16:45] “Our staff that work for us all want to think that there's predictability when they go to their boss, I think, you've got to believe that my boss today is going to think in the same logical pattern that he thought yesterday and the day before … good leaders need to be consistent, and they need to have a fairly understandable value set. And they need to live to those values every day.”[20:18] “If you truly believe in the value set that you've set yourselves, then you've got to stand behind them, otherwise you become fake. And everybody can see that you're fake.” [22:22] “[EV] is so big that getting your corporate culture right is the only way that you could get to a 70% possibility of success. It doesn't guarantee success, but it gets there an awful lot more if you have people that basically know what they're working for, like what they're working for, consistent in what they're working for, and have the energy to deliver what they're working for. And you only do that by setting the tone and the culture of the companies that you're working in.”[24:41] “I think you have to create your own culture to start with. I don't think you can import somebody else's. And I don't think there's any magic model … you have to create your own story, your own challenge, which is unique to your particular position. And something that every employee can relate to.”[34:18] “To me, ‘bro culture,’ for want of a better word, is self-defeating because it makes your company less competitive. If you can, embrace diversity — not so that you've got the right gender and racial mix, but because it makes you a more competitive team.”

We're back!The Automotive Leaders Podcast is officially launched.Here's the story behind the rebrand and what you can expect in future episodes.Download the 21 traits of authentic leadership e book Learn more about creating your own internal company podcast Sign up for The Automotive Leaders Letter Easily navigate our back catalogue of episodes Learn more about your host, Jan Griffiths in this short video

Here's a short status update on the why behind the rebranding.This is a time for me to fall on the sword and admit something that's been haunting me for a while.

You’ve just finished your annual strategic planning meeting, which hopefully if you listened to episode 73 of our podcast, went a little better than usual. Now you’re sitting at your desk with binders full of big ideas and lofty goals for where to take your company next. And as a leader, it’s your responsibility to seize that heightened energy from your team and run with it. So how are you going to do that?One word: ACCOUNTABILITYAt first glance, ‘accountability’ might conjure up some negative feelings. It certainly does for Jan, who has long associated the word with blame. “When people say, I'm gonna hold you accountable, it means you've got to do this. Because if you don't, you're gonna suffer the consequences,” Jan says. “And that's not what accountability is all about.”What accountability should look like is you as an authentic leader using your management skills to inspire your team. Instead of just “trying your best,” start thinking outside the box and pushing your team to reach loftier goals. After all, how are we going to grow and change this industry if we’re only focused on playing it safe? In the second part of this special solo series of Finding Gravitas, Jan breaks down company accountability and how to do it right in the automotive industry. For more on accountability, check out Jan’s recent episode with Brian Moran, co-author of Uncommon Accountability.Themes discussed in this episode: What accountability really meansHow to be clear about your goals and expectations Why positive language gets things doneWhat it means to take ownership of an objectiveHow to create a safe environment for high performanceThe importance of metrics and how to track them 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 by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast (formerly, Finding Gravitas Podcast).Episode HighlightsTimestamped inflection points from the show[0:37] Adjust your strategy: Jan recaps her top five tips from episode 73 on how to improve your strategic planning meetings to create a more authentic leadership culture.[3:14] Where to go next: Effective strategic planning is essential, but what are the needed steps to put your new ideas into action? How do you carry out objectives and keep people accountable for their goals?[6:32] Definition and clarity: You can’t hold your team accountable if they don’t know exactly what they’re being held accountable for. Be clear and direct with specific goals, objectives, and tasks.[7:24] Positive language: Jan explains why it’s so important to use positive accountability language and why it helps get things done.[12:22] Own it: What does it mean to encourage your team to take ownership over an action item? In this segment, Jan discusses how you can inspire your team to own their tasks and why doing so will hold them accountable.[15:09] Fear and failure: Our tendency to play it safely come back to our natural fear of failure. But playing it safe isn’t going to change the automotive industry. Here’s how to break that mold and create an environment that allows your team to aim higher.[17:24] Metrics and tracking: Jan explains why she’s researching the OKR method — objectives and key results — to track progress and improve accountability.[19:37] A brand new look: Jan’s taking a short break following this episode of Finding Gravitas to take a step back and rebrand. Listen to this segment for more on why we’re rebranding and what you can expect when the podcast returns on September 22nd. [24:23] Keep in touch: We love to hear from our listeners! Email Jan directly at Jan@gravitasdetroit.com to tell us about your journey to authentic leadership and what topics you want her to cover in future episodes.  Top quotes[7:08] “You cannot hold people accountable to something that's vague — that people don't understand. So spending time making sure you have definition and clarity, every minute of that time is time well spent. ”[9:28] “What does that mean, I'll try my best? Does that mean it's gonna happen or not? When you're running a business or you're making a commitment and taking ownership, that kind of language just doesn't work. So you have to start to train the team — and it starts with you — on using positive accountability language.” [13:16] “It's up to you as the leader to get people to feel inspired and excited about these strategic objectives so that people want to be a part of it [and] they want to own it. That’s what leadership is all about.”[15:33] “We're not going to be able to stretch ourselves and really reach for those moonshots… if we always play it safe.”

Episode Summary Accountability isn’t exactly a fun word. It has quite a negative connotation — probably because we’ve been acculturated to think that if we don’t hold ourselves accountable, we’ll suffer negative consequences (or, to use an even more fear-inducing word, punishment). But accountability expert Brian Moran offers a different perspective. As a professional with 30 years of expertise as a CEO, corporate executive, entrepreneur, consultant, and coach, he argues that reframing accountability around ownership rather than consequence can have significant impacts on our teams. Brian co-wrote the bestseller “The 12 Week Year” to teach leaders how to shorten their execution cycle from one year to 12 weeks. In his newest book, “Uncommon Accountability,” he reveals how to “hold others capable” by rejecting “command and control” and focusing instead on nurturing your team members’ sense of autonomy. It’s this autonomy, he argues, that fosters accountability. When employees are encouraged to view accountability as taking ownership, they realize they have freedom of choice in what happens next. It takes the leader out of the equation and puts the employee at the center of their own journey. They determine their future with the company by deciding how to learn from their mistakes. Execution drives accountability, and both are critical to the success of any organization.In this episode of Finding Gravitas, Brian shares his knowledge to help listeners reframe their mindset around accountability and how to help their employees do the same. Themes discussed on this episode: Why so many people hate the word “accountability”How we can create the freedom to perform without “command or control”Why clarity of expectations is so importantThe relationship between accountability and blameWhether or not accountability is a system or a traitHow leaders can foster ownership among their employees How we can confront people with choiceLearn more about your host, Jan Griffiths in this short video Featured Expert: Brian MoranWhat he does: Brian Moran is the founder and CEO of The Execution Company, which helps entrepreneurs, sales professionals, and business leaders improve their performance and results. He is also a motivational keynote speaker and the co-author of two New York Times bestsellers, “The 12 Week Year” and “Uncommon Accountability.”Episode HighlightsTimestamped inflection points from the show[3:24] Getting to know Brian Moran: Brian shares a little about his background, notably how he worked his way through college by working for UPS. He gives a taste of how that experience led him to become the accountability expert he is today.[7:12] The root of his writing: Unlike many business books, “The 12 Week Year” didn’t start with a theory, Brian says. Instead, he and his co-author simply started documenting how they work with clients. More specifically, they answered the question: We’ve created annual plans and goals, but how do we ensure they’re executed?[10:01] The fear-inducing implications of “accountability”: The phrase “holding someone accountable” often has a negative connotation because it’s typically associated with punishment or negative consequences, Brian says. So how do we shift employees’ perception of accountability?[13:29] Accountability as a trait and a mindset: If you want your employees to rethink the way they define accountability, encourage them to view it as taking ownership rather than suffering consequences, says Brian. This reframing creates a completely different set of actions and reactions. [15:19] Fostering ownership: You can’t force anyone to do anything. So Brian believes when you’re encouraging employees to take ownership, you’re confronting people with freedom of choice and therefore taking yourself (as a leader) out of the equation. It’s not up to you to determine what happens next. It’s up to them.[17:54] Co-creating agreements: Brian says the first step is making agreements at the goal level. Those goals should be specific and concrete. Vague goals are too open for interpretation to be successfully met. [22:13] Keeping the whole team accountable: Keep teams focused on a couple of questions: How do we get better? And how do we get the results we want? It’s about looking forward rather than backward, Brian says. [28:36] It all starts with personal accountability: Brian argues that personal accountability is the underpinning of corporate and/or team accountability because we can’t be accountable if we’re not looking inward. [34:32] Gravitas is a leader’s responsibility: A person with gravitas has the goods, says Brian. They do what they say and say what they mean. So effective leaders are always asking themselves: Am I a better leader today than I was three months ago? And if not, what needs to change?Top quotes[8:03] “We need transparency with respect to execution … where everyone can see what's getting done from the plan, what's not getting done. And then we need evidence — is it producing or not?”[15:23] “We have to move [away from] the mindset that we can force people to do something because that's manipulative, and people see through that. That's where you get collateral damage. So when we start to shift our thinking about what accountability is, it's choice — it's ownership.”[15:57] “The people you're leading have a choice. And one of those choices may be to work somewhere else. So the key is to confront people with the freedom of choice, and the consequences of those choices.”[18:59] “Most of the plans I've seen are conceptual, they're not tactical … Without getting granular to where you get specific, discrete actions, you can't have agreement on the behavior. And no one is going to sign up and take ownership of something vague because there's just too much room for misinterpretation.”[23:20] “The victim mindset is [like] the rearview mirror. It's How do I shift the blame? … How do I not look bad? True accountability is more future-focused. We look back to learn, but there's no blame because we can't change the past … but we can learn from it.”

Episode DescriptionStrategic planning is traditionally a dreaded affair. Days of meaningless corporate speak and internal competition usually fail to result in something inspiring or exciting that a team can get behind.But it doesn’t have to be this way. In this episode of Finding Gravitas, Jan shares her top five tips on how to break the bygone corporate mold so you’re prepared to authentically lead your next strategic planning meeting.Episode Summary When we think of strategic planning, our mind likely conjures images of dull conference rooms and PowerPoint presentations loaded with meaningless corporate phrases. And then there’s all the politics and the gamesmanship — the atmosphere of competition in the room speaks volumes. At the end of the day, you may come away with strategic goals to “improve revenue and profitability” or “diversify your customer portfolio.” But what does that even mean?“This is supposed to be a strategy meeting, where you're outside of the day-to-day, you're not in the weeds, you're thinking onward and upward. And you're thinking about where to take this company next. That's what strategy meetings are for,” says host and founder of Gravitas Detroit Jan Griffiths.The truth is, we’re still trying to fit this mold of a bygone corporate age that just doesn’t work. When the people in the room are too afraid to be judged for proposing a potentially great idea, the creativity and innovation we hope will come from strategic planning are subdued.The automotive industry is never going to meet the lofty goals of moving toward more electric and autonomous vehicles if we keep running strategy meetings like this. “It's time to step up and change this process to imagine what it could look like in an authentic leadership culture,” Jan says. Yes, strategic planning meetings can be rewarding, exciting, and inspiring for you and your team. And they should be.In this solo episode of Finding Gravitas, Jan shares her five biggest pieces of wisdom for how to improve your approach to strategic planning and rally a team around your goals. Themes discussed in this episode: How traditional strategic planning slows innovationChoosing an inspiring meeting venueWhy corporate language doesn’t make you work smarterHow to rally support around new strategic objectivesThe virtues of “positive accountability” Why you should make time to dream big about futureFeatured Expert: Jan Griffiths (Host)📽️ What she does: Jan is the co-founder and president of Gravitas Detroit, an organization dedicated to cultivating authentic leadership by providing courses, workshops, speaking events, and more. She is also the host of The Automotive Leaders Podcast (formerly, Finding Gravitas Podcast).Episode HighlightsTimestamped inflection points from the show[4:32] The grace of Steve Kiefer: The mission of this podcast is to drive a more authentic version of leadership in the automotive industry. Jan’s prior guest, Steve Kiefer of General Motors, embodied that mission by offering his time to come on the show.[7:52] The dread of strategic planning: None of us look forward to the politics and competition that mark strategic planning. What are the consequences of this competitive environment on yourself and your company?[11:33] Strategic planning — what is it good for?: Let’s be real: the outcomes of these meetings are often broad strategic projects rife with corporate speak, not the exciting, forward-looking planning we all hope for. It’s time to break that mold and create a process that will actually help us progress. [14:17] Go off-site: If you want your team members to feel excited about strategic planning, your everyday conference room is not the place to do it. Find a venue that inspires energy, where you can feel the innovation in the room — not a hotel conference room.[16:46] Imagine a bright future: YouTube didn’t reach a million views per day until well into its life cycle. Now, it’s our go-to platform for videos. Don’t be afraid to spend the time — yes, unstructured time — imagining what the future could be like.[18:37] Develop a solid ‘why’: You can’t develop a strong mission and set of objectives — and a rallying cry around those objectives — without a strong ‘why.’[20:22] Put yourself on the top of the mountain: If you’re going to succeed with your strategic plans, you have to picture what it looks or feels like when you’re there.[22:22] Get clear: You can’t mobilize your team around your mission with corporate speak because not everybody speaks corporate. Stop trying to fit the mold and keep it simple.[24:00] Hold yourself accountable: It’s one thing to establish your strategic objectives; now you have to communicate them, rally people around them, and follow through on your promises. Tune into the next episode to learn about how “positive accountability” can help you accomplish that.Top quotes[13:44] “In automotive, we talk about EVs and autonomous driving and the fact that we need to change. And we love that California culture, the tech culture. But if we keep running strategy meetings like this, we're never going to get there, we're never going to get the process that we want. It's time to step up and change this process to imagine what it could look like in authentic leadership culture. ” [17:16] “We need breakthrough, groundbreaking, moonshot-type ideas in this meeting. We cannot stay in this mold of incremental steps of improvement, 5% improvement on this, 10% improvement on that. No — be bold, think big. Get rid of the constraints in your thinking. Banish the fear in the room, the fear of judgment, and the fear of failure. ”[21:19] “Wayne Gretzky doesn't play to where the puck is; he plays to where the puck is going to be. But you have to be able to visualize that emotionally, physically, you have to think about it.”[22:55] “Your mission as a leader is to develop the strategic plans for the company and then mobilize an army around them. And you can't do that with corporate speak, because corporate speak is too vague and not everybody speaks it — they all have different interpretations.”

It's time to launch your supplier podcast - click here for more detailsThe 2022 Plante Moran WRI® (Working Relations Index®) Study of North American auto supplier-Original Equipment Manufacturer (OEM) relationships is a bedrock survey in the industry. But does it really impact the bottom line? And what can OEMs do with the information?Dave Andrea, principal at Plante Moran and guardian of the WRI, relies on insight gathered across the industry to help answer these questions. And as someone who spent almost forty years at General Motors, Steven Kiefer, chairman of The Kiefer Foundation, provides an unmatched inside look at the internal processes OEMs use for change.“For the OEMs, [the WRI® is] a fantastic piece of data,” Steve says. It provides an invaluable view of the relationship between automotive OEMs and their supply bases (aka suppliers), which is paramount because if there is any tension, OEMs aren’t efficient, which hinders organizational growth.Beyond just looking at the WRI® as useful data to look at how to improve, it’s also about proactively using this information within an organization to actually improve by increasing overall organizational effectiveness and leading to more growth. These actions are at the heart of improving supplier relationships. “You can see how much mutual dependency there is between the supplier and the OEM,” Dave says.On this episode of Finding Gravitas, Dave and Steve share how the power of the 2022 WRI® Study directly impacts the change OEMs seek within their organizations, and what this tells us about the future of supply chain leadership in the automotive industry.Themes discussed in this episode: How the WRI® has become a crucial source of data for organizational changeHow looking at feedback objectively benefits OEMs in the long termHow OEMs can apply the right strategy to action the data in the right wayThe importance of communications and alignment to enterprise successThe future of supply chain leadership in an ever-changing industryHow new startups and EV culture are shaking up the industry and what to do about itThe importance of humility and vision in leadership and the 21 traits as a toolboxFeatured GuestsDave AndreaWhat he does: as Principal at Plante Moran, self-described “accidental analyst” Dave Andrea is a guardian of the WRI®. Dave grew up with a passion for automotive from the get-go and is still going strong.On gravitas: “It’s about being aware of other people, being humble to be able to stop and help someone else. But you’ve had to get there first — you’ve had to build up your own credibility base or your own resources or your own network to be able to help someone else, and make that opportunity open up a door for someone else to succeed, just as any one of us has.”Steven KieferWhat he does: “Just a kid from Detroit,” Steven Kiefer recently retired from a four-decade career with General Motors. Father of four Steven is chairman of The Kiefer Foundation, which he founded in honor of his second son Mitchell who was killed by a distracted driver. This episode is dedicated to the Foundation, and we ask that you please take the pledge and support it in a way that works for you.On Gravitas: “It’s all about setting a clear vision and making sure you inspire people to do things that they never thought they could do without your leadership.”Episode HighlightsTimestamped inflection points from the show[6:47] WRI® history: Dave and Steve discuss the WRI®’s background, its importance to and its impact on OEMs and automotive supplier relationships. “Year to year, internally at each OEM, how can they improve their working relationships to fulfill their strategies?” Dave asks.[14:12] Taking action: Steve discusses his strategy for getting GM to take the WRI® seriously. “We made sure that everybody got exposure to it. That was the most important thing — especially that first year where the data wasn’t very good.”[18:25] Best practice: Dave shares his experience with varying OEM reactions, and how these play into overall business strategy. “If you can take a step back and say that it’s not personal — it’s not directed at the individual — you can see how much mutual dependency there is between the supplier and the OEM.”[22:19] Communication and enterprise issues: “Clear, transparent communications and setting of goals is most important,” Steve says. “Be very open with suppliers on what the cost challenge is, and let them be part of the solution.” But alignment between different business functions is crucial with regard to “[ensuring] that supplier relations are not just on the shoulders of the purchasing organization,” Dave says.[27:55] Future focus: Dave and Steve share insight about the ongoing change in business and supply chain leadership, how to overcome the challenges presented by EVs and startups, and how to incorporate new OEMs. “We grew up very much in this command and control model,” Jan says. “How on earth do you break away from that legacy culture?”[40:50] On leadership and gravitas: Steve and Dave talk about which of the 21 authentic traits mean the most to them, as well as their own personal definitions of gravitas.Top quotes[6:19] Jan: “I couldn’t think of a better person [than Dave], quite frankly, to be the guardian of the WRI® — such an important survey, and I fear that we’ve given it lip service to a certain extent.”[9:32] Dave: “Many of them compare it to an employee satisfaction survey: You don’t want to give your honest opinion back to your supervisor for fear of your career. It’s no different: You don’t want to give that honest opinion back to your customer who’s absolutely shaping your future.”[11:15] Steve: “We always say feedback as a gift, and you have to decide what you’re going to do with it. But this is the ultimate unbiased feedback that an OEM can choose to look at and really look into the organization and try to understand how they can improve because I do think that the success of the OEM is largely dependent on the relationships and the performance of their suppliers.”[25:58] Steve: “The issue is an enterprise issue, it’s not a purchasing issue. … We saw engineering as the absolute critical partner … manufacturing and some of the other functions [also] had … very important role[s] in the supplier relationship. And over time, I think that improves as well. So it’s clearly about the enterprise, not about one function.”[39:19] Dave: “We’ve taken the survey — as John Henke had before — to non-automotive sectors because what we’re talking about here is completely applicable to any manufacturing or other service areas that have large, complex supply chains.”

It’s rare to be able to benefit from authentic leadership insight from both a manager and one of her team members. But approaching the leadership model of the future in action from both sides of the discussion is the key to real change and growth — and this applies just as much to automotive as management in any other industry.In a truly unique take on gravitas and the power of management, leadership coach Cathy Mott returns for a discussion with her ex-“ssob” (boss spelled backwards) and now lifelong friend Dr. Toni Flowers, who refused to be called a boss by her team.Dr. Toni not only has an eye for talent, but sees nurturing her team as a privilege leading to great things in the future. “She allowed me to go to this program which was such a gift,” Cathy says. “And here I am — many years later — as an executive coach running my own business, because she believed in me and gave me that gift.”Dr. Toni is driven by a powerful vision which took her — in her own words — “from the broom to the boardroom.” Born to be a healer, her destiny led her down the path toward truly authentic leadership and its gifts by unlocking what was already inside herself.Meanwhile, Cathy sees herself as a beneficiary of this on her own journey in helping executives and others in management to harness the true power of leading with authenticity.On this special episode of Finding Gravitas, Dr. Toni and Cathy share how their professional and personal dynamic supercharged their work together and took them both to new heights in their respective careers as authentic leaders.Themes discussed on this episode: Spotting and nurturing talent to unlock the hidden potential in new hiresHow great feedback can be a source of joy and inspirationHow having a powerful vision of yourself defines your futureHow failure can be a source of growth and opportunity if you’re willing to be introspectiveWorking with leaders at all level for real authentic leadership insightHow gravitas is actually a privilege — to impact people’s lives for better or worseBeing a continual learner and an active listener to keep growingFeatured Guest: Cathy MottWhat she does: Cathy Mott is the mind, body and spirit behind CWC Leadership, offering executive and leadership coaching. With diverse experience across the automotive, education and healthcare industries, Cathy wants to bring her very best to encourage authenticity in a confidential space for her clients.On Gravitas: “Mind, body, soul and spirit … it's all about bringing 100% of myself as a gift to other individuals…. I always want to bring the best version of myself to my clients. And I love creating the space for people to be truly authentic in the moment in the space of coaching.”Featured Guest: Dr. Toni FlowersWhat she does: As Chief Diversity and Social Responsibility Officer at LCMC Health, Dr. Toni Flowers shares her gifts as a leader with a keen eye for innate talent across her teams. On Gravitas: “It is acknowledging that you have a privilege, and that [that] privilege is impacting the lives of those that support you, those that report to you [and] share your work, and execute your vision. And recognizing that [that] privilege can be misused [and] abused, or embraced.”Episode HighlightsTimestamped inflection points from the show[6:35] On hiring talent: Dr. Toni explains the special traits Cathy had that made hiring such an easy decision. “The thing about Cathy that stood out to me and still does,” she says, “is that Kathy always appears fearless. And whenever she does something that is amazing to her, it's not surprising to me, because I always expect her to do great things.”[11:21] On gravitas: “Cathy would go down to the CEO’s office,” Dr. Toni explains, “because she already knew his schedule, and she would close his door, and she would give him the truth. And that takes a lot of guts and gravitas.”[14:56] On the pleasures of receiving great feedback: Cathy talks about how Dr. Tony is “so good at giving feedback, you want her to give you feedback on how you can improve.”[18:20] True colors: Cathy talks about Dr. Toni’s unique method for coaxing the best out of people. “I will never forget that: that someone knew me that well [and] cared enough about me to get me to a good place, so I could do the best work possible. She was amazing.”[20:00] The essence of leadership: “There’s a growing consciousness and recognition that it’s not about treating everybody the same,” reminds Jan. “You’ve got to meet people where they’re at, and you’ve got to connect with the individual on a human to human level. That’s what great leadership is.”[20:29] From the broom to the boardroom: Dr. Toni shares her origin story and determination to shine based on her personal vision. “While I was sweeping floors and brushing toilets clean, I knew that I was the best nurse in the world,” she says, “I just hadn’t achieved that yet. So I think your perspective of yourself, and knowing what your goal is, really helps to establish who you are in spite of where you are.”[26:27] Executive coaching insights: Cathy talks about what she’s learned from her experience with numerous leaders at all levels, including what she’s learned from her “ssob” (“boss” spelled backwards) Dr. Toni. “The number one emotion that I coach for is fear,” she says.[30:51] Failure as reality check: Dr. Toni and Cathy talk about how failure can lead to opportunities for growth, but it requires real introspection. “When you are authentic,” Dr. Toni says, “people can see it and sense it and smell it and taste it. And when you’re faking it, it just stinks.”[38:47] Listen and learn: Dr. Toni and Cathy discuss which of the 21 traits of authentic leadership resonates most, landing on curiosity through continual learning and active listening.Top quotes[4:15] Cathy: “I feel like I am authentically doing what I was created to do. … I happily will say that a lot of that is because of having the privilege to work with Tony and her being able to see my natural gifts and talents that I necessarily didn’t see at the time.”[12:14] Jan: “Often, leaders are reluctant to put people in a role that helps them grow and challenges them … leaders are looking for safety … it’s got nothing to do with that technical skill. It has everything to do with the caliber of the individual and all the traits that you just described. So we need to encourage people to do more of that.”[22:56] Dr. Toni: “I never allow anyone that reports to me to call me boss, because we are a team. I happen to be the leader and the full responsibility is mine, but we all have to be accountable. And so for me, it was recognizing that I could not do my role alone: I had to be the visionary … but I need other people with other skills to help make my team successful. … It was that perspective that helped me to empower the people that reported to me because I needed them.”[35:47] Dr. Toni: “Taking that time to really examine yourself is key to being a good leader, because your team needs you to continue to lead them, have vision, and also recognize where they have the opportunity for growth. And if you’re stuck in your head all puffed up, then you’re not really being a benefit to anybody.”[36:47] Jan: “There’s a lot of fear of failure in the automotive industry, and it’s because of decades of a leadership model of command and control that's been in existence that we’re trying desperately hard to get away from. Some companies are making bigger strides than others.”

In this episode, I'll share the reality of living in a Covid world along with a walk back to episode 0Download the 21 traits of authentic leadership e book