The Automotive Leaders Podcast

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.”

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.”