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 m

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 tha

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 ins

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’t Featured 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 l

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 [email protected] 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

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 chan

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?”

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 w

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

Stellantis reverses controversial changes in contract terms for suppliersHere's the Automotive News articleGood move but what's next? how will Stellantis rebuild supplier trust?We're taking a break, recording from Wales, and changing habits and routines.Time to challenge your thinking and listen to an episode outside of your industry silo.Try one of these:Episode #35, David Chislett, Chief Activator & Weapon of Mass Creation Episode #33, Aled Miles, President & CEO of Sauce LabsEpisode #29, Clint Bruce, Former Navy Special Warfare OfficerEpisode #18, Michael Chime, Generation Z CEOEpisode #12, Nick Norris, Navy SEALEpisode #08, Kristy Fercho, Head of home lending at Wells Fargo & Chair of Mortgage Bankers AssociationEpisode #03, Laura Lawson, Chief People Officer - United Wholesale Mortgage

Regret is a “peculiar emotion,” says Daniel Pink. “People regret inaction more than they regret taking action.”What’s more, regret is universal — and healthy. But it’s in need of a rebrand. In his new book, “The Power of Regret: How Looking Backward Moves Us Forward,” Dan turns the conventional wisdom about regret into a positive force for change — and offers crucial lessons for leaders who strive for authenticity and gravitas. For those of us in the automotive industry, his analysis is especially apt. We can't afford to miss the opportunities we have in this moment of massive industry disruption. We should not look back and see the decisions we make as inadequate or obsolete. Dan's book includes insights from the last 50 years of social psychology, neuroscience, cognitive science, and developmental psychology, as well as his own groundbreaking research. His findings help us better understand what we as leaders can do to help our teams reach their full potential. (Spoiler alert: It's not about "command and control" or staying in our comfort zones.)Host Jan Griffiths welcomes Dan to discuss how regret can be a catalyst for change, particularly for automotive leaders. Other themes discussed on this episode: Why "doing the right thing" might just mean disrupting our fossil fuel-driven industryHow to choose comfort over discomfortMaking the choice to go back to the office (or not)What a traditional Japanese method of mending pottery can teach us about improving workplace culture  Featured Guest: Daniel PinkWhat he does: Dan is the author of seven books, five of which are New York Times bestsellers. His latest is “The Power of Regret: How Looking Backward Moves Us Forward”. Prior to his publishing career, Dan worked in various roles in politics and government, including as the chief speechwriter to Vice President Al Gore.On Gravitas: “It’s a mix of authenticity, credibility, and vision — all those three things combined. Authenticity, because the person is being true to herself. Credibility means that other people look at the person and can trust that person — trust not only their morality and what they say, but also trust their competence. And then vision. You can be an authentic person who has credibility and technical skill, and if you have no vision, you don't go anywhere.” Episode HighlightsTimestamped inflection points from the show[3:57] Who is Daniel Pink? Dan describes himself as a citizen, a father, a husband, and a writer — whose “story is unfinished.”[7:06] Age of reason: One of the few demographic differences Dan uncovered is that younger folks tend to split their regrets somewhat equally between action and inaction. But as we age, “inaction regrets take over, almost by about two-to-one margin,” he notes.[11:56] Cultural mosaic: The four categories of regret can give us clues about what makes a coherent corporate culture, says Dan. Fair pay and physical safety are basic values that mirror foundational regrets. Psychological safety is necessary for people to feel comfortable speaking up and taking chances, thus preventing “boldness regret.” The other two are more self-evident: Doing the right (moral) thing and a sense of belonging or affinity with one another that leads to connection. [12:40] Fueling the future: Dan thinks "doing the right thing" in the auto industry might mean evolving from the internal combustion engine to "cleaner" vehicles.[13:10] Wisdom from Intel: Former Intel CEO Andy Grove once said that when he had to face a tough decision, he’d ask himself: What would my successor do? That question is a great tool for leaders, says Dan. “Would your successor say, Wait a second: We’re at the brink of this seismic change. I’m going to slow things down […] I’m going to try to restrict progress? No, I don’t think your successor would do that.”[13:39] Inside story: Dan says another powerful question to ask is: What story do you want to tell yourself in 10 years? It’s like making a phone call to Future You. Chances are, in 2032 you’ll either applaud yourself for being at the forefront of positive transformations in the automotive industry or regret being an impediment to them.[17:17] Office space: Does post-pandemic life mean going back to the office? Maybe not all the time. Dan thinks we “have to give people a reason and have some kind of logic behind it.” Companies that required their teams to return to in-person work in the fall got a rude awakening: “They would say, Okay, everybody, if you want to be committed, you’ve got to be back in the office. And everybody under 40 was like, Okay, whatever. I’ll find a new job, dude.”[10:44] Failure is a (valid) option: Most people don’t regret their failures as much as they regret not trying at all. He saw thousands of people who said, I started a business that totally flopped, but I’m okay with that. Because at least I gave it a try. For every one person who regretted a failure, “there were 40 or 50 who had t

A look back into the evolution of the way we work today, where we're headed, the most recent Gallup survey, my personal story, a surprising announcement from an OEM, and the questions we need to be asking ourselves BEFORE we write that back to the office policy.Learn more about creating your own internal company podcast Learn more about your host, Jan Griffiths in this short video Episodes referenced in this episodeStephen M.R. Covey - Trust & InspireJason Stocker - VolitionArticles and data sources Great Lakes Data & Analytics Summit23 Essential Gig Economy Statistics [2022]: Definitions, Facts, And Trends On Gig Work – Zippia40-hour work week: The history and evolution | Culture AmpMitsubishi Motors Announces Industry-Leading New Work-From-Home Policy‘Please, Come Back to the Office’Hybrid workThe Future of Hybrid Work: 5 Key Questions Answered With DataReady to take action on authentic leadership in your company?Download the 21 traits of authentic leadership e book Visit us at Gravitas Detroit for more tools.

This episode is sponsored by Lockton, click here to learn more Sandy Stojkovski’s career took off when, during her first year at Cooper-Standard Automotive — her first job out of college — the Vice President of Engineering hand-selected her to run a manufacturing operation. She’s been paying it forward ever since by taking chances on employees with potential.  “I told him that I didn't think I was qualified,” Sandy recalls. “And he did something I will never forget. He told me he was choosing me not for my experience, but for the potential, he saw in me.”After obtaining three degrees from the University of Michigan, Sandy climbed the ranks of seven positions at five different companies. Eventually, she landed in her current position as CEO of North America at Vitesco Technologies. Over the 18 years that have passed since she worked at Ford Motor Company by day and took master’s courses at night, she gained invaluable knowledge about business development. However, the most important lessons she’s learned are about leadership. Sandy's leadership model is an inverted pyramid structure rather than the traditional hierarchy with a CEO at the top and everyone else at the bottom.“It’s about the team,” she says. “I serve as a player and a coach for the team … I care, and it's about seeing the team succeed.”In this episode, Sandy shares hard-won lessons on how to overcome imposter syndrome, the mental health (and thus productivity) benefits of maintaining a routine, and how to build trust among your teams.“If a leader is trustworthy and is focused on competency, carrying sincerity, and reliability," she says, "everyone wants to follow you.”Other themes discussed in this episode: Gaining trust by showing you careWhy getting buy-in from employees is a slow but worthwhile process Why it’s important to attract and retain Gen Z employees (as well as how to do it)How to be the leader you wish you’d had in the past Featured Guest: What she does: Sandy is the CEO of North America at Vitesco Technologies, a Regensburg, Germany-based automotive supplier for “clean, smart, and electrified” drivetrain and powertrain technologies.  On Gravitas: “Anyone can carry on with the status quo. That's called a manager. In most cases, a leader with gravitas is willing to do the unpopular and sometimes uncomfortable work of creating a new vision, and leading people there.”Episode HighlightsTimestamped inflection points from the show[2:05] Back to the beginning: Sandy explains her background, from her roots in southeast Michigan as a varsity athlete, flutist and dancer to her extensive experience in the automotive industry as a planning analyst, engineering director, VP and eventually CEO.[16:26] Taking a leap of faith: Long after her first boss took a chance on her, Sandy realized he promoted employees based on potential instead of just demonstrated experience. She talks about how his approach influenced her approach to leadership.[20:01] Making up for lack of experience: One of the most important lessons Sandy learned early in her career was how to overcome imposter syndrome. She explains why putting in the work can help make up for lack of experience through on-the-ground learning.[23:49] ‘Be the leader you wish you’d had’: At a previous job, Sandy learned to gauge people’s reactions when a meeting was over. She finds that post-meeting, some of the best ideas tend to come out — particularly if the leader of that meeting wasn’t making others comfortable enough to share.[25:38] Flipping the pyramid: The majority of Sandy’s actions as a leader stem from her visualization of authority within her organization: It’s not a pyramid where she sits at the top as CEO. It's an inverted pyramid that starts with everyone working together as a team.   [28:27] Nurturing a safe environment: Sandy understands that if her team members don’t feel safe, they won’t perform at a high level. She demonstrates why in a world of VUCA (volatility, uncertainty, complexity, and ambiguity), it’s increasingly important to be transparent and ask for input in order to foster psychological safety.[31:38] Why it’s worth the extra time: Sandy is aware that her approach to leadership takes more time than simply giving commands. But she thinks it’s worth the extra effort because it takes a whole lot longer to get things done if there is no employee buy-in.[32:59] There is no team without trust: A discussion of Sandy’s favorite of Jan’s 21 Traits of Authentic Leadership evolves into a point about why no company can function without trust: “Do you really think you can deliver the bottom line if you don't have your team? And do you really think you have your team if they don't trust you?”[36:26] The power of Gen Z: Sandy discusses her perspective on attracting and retaining Gen Z. She says it's important to learn what they need and want and provide as much of that as possible (for example, ask them about their

This episode is sponsored by Lockton, click here to learn more Get Stephen's latest book Trust & Inspire, click hereStephen M.R. Covey wants you to trust your employees. And he wants you to do so by putting in the time to truly connect with them — while resisting the urge to micromanage.“You’re truly empowering people around an agreement with clear expectations and with accountability,” he says of his “trust and inspire” leadership model. “And with that, you can do so much more. People will actually judge themselves against the agreement and report back to you, instead of you having to hover.”Stephen’s leadership career began in 1989 when, after graduating from Harvard Business School with an MBA, and with nearly two years of experience as a leasing agent with Trammell Crow Company under his belt, he was at a crossroad.“I was really debating going back to [Trammell Crow] after getting my MBA when my father said, ‘why don’t you join with me?’” Stephen recalls. And when your father is the author of “The Seven Habits of Highly Effective People,” joining him is decidedly the correct choice. So, they worked together to create the Covey Leadership Center, and Stephen climbed the ranks from Client Partner to CEO over the course of the next five years. But eventually, Stephen realized he had more to offer the world, leading him to write three books around the concept of trust and inspire leadership.In this episode, he explains the ins and outs of this concept and why it’s the necessary replacement for the “command and control” model. “You win in the workplace when you build and inspire a high-trust culture, and you win in the marketplace when you collaborate and innovate. That’s how you stay relevant in a changing world,” he says. Themes discussed on this episode: How his father’s success influenced Stephen’s childhood and eventual career The difference between the command and control leadership model and the trust and inspire modelWhy Stephen believes trust and inspiration go hand-in-hand with innovation and winning Why gaining trust is a slow but worthwhile processWhy today’s digital-first and ever-evolving work environment deserves a new leadership modelHow believing people are innately good will lead you down a path of connection and collaborationThe difference between position authority and moral authorityFeatured Guest: Stephen M.R. Covey📽️ What he does: Stephen M.R. Covey is the former CEO of Covey Leadership Center, which maintains a mission to “develop principle centered-leaders of character and competence who elevate society.” Currently, he’s the Global Practice Leader of Global Speed of Trust Practice, the result of the merger between consulting practice CoveyLink and leadership training company FranklinCovey. He’s also the author of three leadership books, including his most recent, “Trust and Inspire: How Truly Great Leaders Unleash Greatness in Others.”💡 On Gravitas: “The Greek philosophy of influence was expressed in three words: ethos, pathos, logos,” says Stephen. “What gravitas means to me— it’s ethos, pathos, and logos in that order, in that sequence. And so in my trust and inspire model is modeling, trusting, inspiring. … That’s gravitas. It’s who you are. It’s your credibility, it’s your moral authority that precedes you.”Episode HighlightsTimestamped inflection points from the show[2:54] Where it all started: Stephen discusses his childhood as the son of Dr. Stephen R. Covey, author of “The Seven Habits of Highly Effective People,” and why, after receiving his MBA, he chose the path of the family business rather than going out on his own. [7:45] ‘Something to say’: After scaling FranklinCovey, Stephen witnessed firsthand the weaknesses of the command and control leadership model. That’s what led him to become an author focused on a new, opposing leadership model: trust and inspire, which he explains here.[12:20] Sharing his knowledge: The most important lesson Stephen learned in the last few years, which has only been further proven by the pandemic, is that the best leaders know the difference between management and leadership. Here, he explains why “You manage things, but you lead people.” [17:06] Innovation is the key ingredient: Stephen believes if you don’t build a high-trust work culture, you won’t be able to collaborate or innovate. In this section, he discusses why trust leads to innovation, and innovation leads to “winning in the workplace, which is what will enable you … to win in the marketplace.”[23:29] Most people are good: All of Stephen’s actions as a leader stem from the basic belief that most people are good and worth being trusted. He explains why that’s a great starting point for a growth mindset.  [27:50] Slow and steady wins the race: Stephen recognizes that speed doesn’t always equal success. Here, he demonstrates why it’s worth taking the extra time needed to build trust among your employees so that in the long run,

In this episode, Jan covers a few of the noteworthy topics in the automotive industry and how they relate to leadership.👉 Ford announcement on the EV split, how will this work?👉 Stellantis and a few more stumbles 🤦🏻‍♀️👉 "A golf club to a tennis match" Stephen M.R. Covey on command & control leadership👉 Surprise guest coming.......👉 A new podcast is on the way - check it out here, it officially launches on March 21Episodes referenced in this episode:-Stefan KrauseDoug ConantArticles referenced in this episode:-Ford separating EV business from ICE vehiclesTavares: Suppliers will need to eat cost to keep EVs affordableStellantis CEO, UAW spar over worker absenteeism after robust 2021 earnings reportBoost employee engagement with an internal podcast by Gravitas Detroit, learn more here. Meet your host Jan Griffiths and get ready to be inspired in this video short 

This episode is sponsored by Lockton, click here to learn more Buy the book The Blueprint -  6 Practical Steps to Lift Your Leadership to New HeightsKeeping employees happy and engaged while advancing a company is a delicate balancing act. Go too easy and the work doesn’t get done; go too hard on them and they check out. Right?Not according to Doug Conant, the former Campbell Soup Company CEO who unlocked the secrets of having both an engaged workforce and a thriving organization. When Doug took the helm at Campbell’s in 2001, sales were in decline. It was ranked at the bottom among the top 20 food corporations. Plus, Campbell’s leadership team clearly hadn’t been drinking their V8. In just a few years’ time, Doug was able to boost both morale and the company’s bottom line. The secret sauce is a combination of authenticity, servant leadership, and a tough-minded, tender-hearted management style. Doug thinks authenticity can be summed up with the phrase “what you see is what you get, and what you hear is what I believe.” He spent much of his career trying to please other people without being true to himself but found greater success after battling his own introversion.Doug and host Jan Griffiths have an enlightening, candid conversation about leading from the head and the heart — and how that combination drives success and workplace satisfaction. Themes discussed in the episode:Showing up with authenticityHow leadership can be both demanding and compassionateImproving employee engagementServant leadership as a two-way streetWhy introverts can be leaders, too Featured Guest: Doug Conant🥣  What he does: Doug is the founder and CEO of Conant Leadership, giving companies the tools to level up their leadership by leading from the heart. With an extensive C-suite background in roles at Nabisco Foods Company, Campbell Soup Company, and Avon Products, he is a celebrated New York Times best-selling author, speaker, and innovator in the field of leadership. 💡 On Gravitas: “[Gravitas is] authenticity. You declare a commitment to something and that’s how you show up, to a point where it’s just unquestionable. You have to be living and breathing it. It has to be the essence of how you show up every day.” Episode HighlightsTimestamped inflection points from the show[01:45] Doug’s professional journey: Doug boasts an impressive resume with senior roles at Nabisco Foods, Campbell’s, and Avon. He now is a keynote speaker and author on leadership. [05:46] What’s your story?: Doug gives an overview of his background. [07:57] The authentic zone: This principle is that “what you see is what you get, and what you hear is what I believe.” From there, it’s important to leverage your own talents to elevate the company or team.[10:03] Tough mind, tender heart: Doug says you have to be tough on standards while also being tender-hearted with people. [11:35] The three-year path: When you’re recruited into a leadership role, it’s likely because the person before you failed. You’re typically given about three years to prove results. [12:42] The people on the bus: Doug references Jim Collins, author of “Good to Great,” saying that when he started at Campbell’s, they didn’t have the right people “on the bus.” This led to Doug replacing 300 of the top 350 leaders at the company. [14:07] Skyrocketing employee engagement: By making such critical cuts to the management at Campbell’s, Doug showed the non-management employees that he had their backs. Employee engagement metrics went from four-to-one engagement to 77 to one, where 12 to one is a marker of an exceptional organization. [18:17] Dealing with fear: When a new leader steps in, some employees fear change or not “making the cut.” Doug deals with this by being clear about expectations and standards. [22:25] Weakness as a strength: Coming from a traditional, militaristic model of business, Doug worried people would think of him as weak. However, he was up-front in his interview process on how he intended to lead.[26:36] Courage is key: Many people aren’t aware of their convictions, but it’s important to explore them and have the courage to stick to your convictions. [27:26] Leading from your experience: Everyone’s leadership style is different because we all have different experiences. Chances are, you’ll be more successful being yourself than trying to fit in a mold. [32:10] The covenant of hard work: Doug is a proponent of servant leadership, with leaders performing as well for employees as they do for their own leaders. He also encourages forgetting perfection, as you only have to be as good as your competitor. [33:39] Dealing with toxic high performers: Clear expectations and continuous feedback can help to check bad attitudes in the workplace.[38:03] TSR (Total Stakeholder Returns): The traditional measure is Total Shareholder Returns, but Doug prefers to think of it as Total Stakeholder Returns. [40:58]

In this episode, Jan talks about the new supplier Terms and Conditions recently issued by automaker, Stellantis and what this means to the automotive industry.Topics covered include:- Command & control leadership, compliance vs conviction, remembering SCORE, the bottom-line impact of collaborative relationships and where do we go from here?Here are the links to the articles and episodes quoted in the podcast.Automotive News article dated 2/2/22Speed of Trust - Stephen Covey see section 9Supply Chain Management Review June 2014 - Lost supplier trustInterview with Mark Bole, General MotorsInterview with Stefan Krause, CEO MOOVFor more on authentic leadership email me directly at [email protected] or visit our website at GravitasDetroit.com

How do you not just survive but thrive as an authentic leader at General Motors (or, indeed, anywhere)?It's not very often you come across a large number of people who rave about their boss. But self-described servant leader Mark Bole, Senior Executive at General Motors, Head of V2X & Battery Solutions, has a following. He firmly lives — and leads — in line with his values. “It's not the number of people that I lead — it's the number of people that I impact,” Mark says. Mark’s glittering career in leadership and management spans more than a decade in a diverse array of cultures across the globe. This has helped him appreciate just how powerful diversity makes an organization. When covid came, he sought opportunities in the challenges of remote work, embracing the need to adapt. It was about “learning to be more intentional and deliberate about those personal connections that came more naturally when we were in the workforce,” says Mark.In this episode of Finding Gravitas, Mark talks about connecting to the individual, the power of diversity, and leading by example — even (and especially) in failure. It’s about driving a culture where it’s okay to fail. Mark also discusses how leaders rely on their teams in creating an essential shared purpose. It’s important to always get better, but helping other people get better too is part of making an impact. “That resonates with people on a very personal level”, he says. “You see it work once: you do it again.” While storytelling and purpose go hand in hand, it’s crucial to be specific about common objectives. The combination of these things and “giving them wiggle room to learn, be creative and innovative,” is Mark’s approach to authentic leadership — and it works.Mark and host Jan Griffiths discuss servant leadership as well as how harnessing the power of diversity unlocks real business potential. Themes discussed in this episode: ●     Bringing your whole self to work●     Living and leading in line with your personal values●     Building a joint purpose with people●     Cognitive diversity and making people feel safe●     The simplicity of listening to people in order to support them●     Not needing to have a specific plan●     Following up as a measure of personal accountability  This episode is brought to you by Gravitas Detroit and the power of the internal company podcast, boost employee engagement, and amplify your authentic leadership message today – for more information click here Featured Guest: Mark Bole 📽️ What he does: Mark is Head of V2X & Battery Solutions at General Motors, with a mission to help GM realize customer, financial and environmental benefits through energy services. A community leader in Detroit serving on boards and supporting initiatives across the city, Mark has traveled the world extensively during his career, holding positions in international operations and leading joint venture relationships. 💡 On Gravitas: “It's really getting better every day — not [just] yourself, but helping others get better. [It’s] people being able to trust you and just know you're going to do the right thing.”  Episode HighlightsTimestamped inflection points from the show [3:47] Origin story: Husband and father first, worker second, Mark discusses his glittering career spanning decades across the globe and how it led him to where he is today at GM. His parents instilled in him the values of respect and consideration, and he still carries them today.[10:51] The value of cultural exposure: Being an outsider can have its perks. “Many of us go through life with unconscious biases around diversity and inclusion,” he tells Jan. Through experiencing diverse cultures, “you suddenly get the ability to experience what [being an outsider] feels like”.[12:40] Creating psychological safety in the workplace: Jan and Mark talk about the importance of a leader connecting with the individual in order to empower them.[15:14] Thriving — not just surviving — as an authentic leader: Mark discusses the importance of awareness in making an impactful difference, and how to teach and learn from failure.[24:03] Leadership key ingredients: Mark shares what he’s learned is the most effective combination for being a better leader.[26:31] The power of diversity: How to embrace diversity and empower your team for the best results. [32:18] Pandemic pointers: Mark has found opportunities during the crisis, and has learned to be more intentional and deliberate about personal connections that came more naturally in the physical workplace. [35:37] Attracting Gen Z: Mark and Jan discuss tips for attracting the newest workforce entrants and how to leverage the gig economy to your advantage. [40:57] On Gravitas: It’s getting bett

Learn more about creating your own internal company podcast There’s never been a greater need for honesty and transparency — for people to tell it like it is.Enter Lynn Kier, VP Communications at Diebold Nixdorf, who talks about the importance of embracing your authentic self to further your personal mission.Lynn began her career in 1997 as a financial analyst. After five years, she realised that simply putting her head down and working hard wasn’t the answer. She moved into the automotive industry and later worked her way up to the top of her game in communications. She currently serves on the Forbes Communications Council What’s the magic ingredient for effective communication? “You’ve got to tell stories,” Lynn says. “If you look at all the people who are really successful, they're telling stories. And it resonates with people.”On this episode of Finding Gravitas, Lynn talks about the professional challenges she’s faced throughout her career, the importance of self-promotion, and how to bring your authentic self to the table. Lynn is a strong advocate of empowering your team to empower you. This is “what really sets an authentic leader apart,” she says.Lynn and host Jan Griffiths discuss traditional weekly meetings versus daily huddles, which are part of a key strategy of Laura Lawson, Chief People Officer at United Wholesale Mortgage. While meetings tend to just end up being about bringing the boss up to speed, huddles bring a team together like a family, Lynn points out.There’s a growing need for authenticity in business, particularly on social media. Don Akery, President of TTI Americas, has spoken about the need to evolve along with the workforce while staying true to core values. At the younger end of the spectrum, ambassador for millennials and mobility Katelyn Davis owns her voice and her authentic self regardless of title or company.  Themes discussed in this episode:●     Lynn’s career in communications and the art of self-promotion●     What makes the culture of Diebold Nixdorf so special●     The crucial role of communications and using your own words●     The importance of storytelling in business success●     Refining your personal mission and bringing your authentic self to the table●     Finding your voice on social mediaFeatured Guest: Lynn Kier 🏦 What she does: Lynn is VP of Communications at Diebold Nixdorf, a major bank innovation and retail technology company. With a breadth of experience in the finance and automotive industries, Lynn is leading with a powerful vision of authenticity.💡 On gravitas: “I have a lot of value to add. And I'm going to do it my way. It'll resonate with some and maybe not with others. But you’ve got to be human. You’ve got to relate.” Episode HighlightsTimestamped inflection points from the show [3:03] Origin story: Lynn discusses her background, moving from finance to automotive, and how “networking is everything — who you know is everything.”[7:50] On self-promotion: At GM, Lynn learned to “self-promote and champion” herself, she says. “You have to lobby for yourself because nobody else is going to do that for you.” Just as importantly, Lynn urges you to “be assertive — maybe be a little aggressive. Don't stop asking for what you want.”[9:03] How to stand out: Technical knowledge is rarely what sets people apart. For her, “it was the relationship-building," she says. "It was listening to the opportunities that were out there. It was gaining the trust and support of the customers. And it was being present. It was so much fun.”[10:43] We’re more capable than we think: “You can do just about anything that's put in front of you,” explains Lynn. “You know how to do the job, and how to motivate people to get the job done.”[16:34] Learning lifelong lessons the tough way: “If you can survive and thrive in the automotive industry, you can do anything,” says Lynn, who took the experience from hard-won battles with her as she moved forward in her career. Now, "I love who I work with," she reports. "I love the culture. I love our mission. And I have fun, even with the [COVID-19] crisis.” [21:24] Daily huddles work wonders: Jan and Lynn discuss why weekly meetings or monthly reviews don’t work as well as short but powerful daily huddles.[24:49] Real leadership: “You have to know that your leader has your back. Then you aren't afraid if something doesn't go according to plan, because we can't control everything,” Lynn clarifies. She once saw a note another leader sent to his colleagues during a crisis: Hey, we're all in this together. We did the best we could at the time, [but] we are going to come up with another plan. And we won't let this happen again." [29:06] Communications advice for a changing world: Leaders must listen to their communications teams, but Lynn says telling sto

The Pandemic has given us cause to pause and rethink how we live our lives.In this episode, Jan explores her personal story and how she decided to quit her corporate job along with some things you should consider before you quit.

The first time Rich Sheridan touched a computer was in 1971. The CEO and Co-founder of Menlo Innovations, who went on to write “Joy Inc.” and “Chief Joy Officer,” was then a freshman in high school who instantly fell in love with the idea of writing software.For Rich, who refers to himself as a “pure Michigan kid,” software was an artistic medium. He started by typing the names and stats of Major League Baseball players into a computer so he and his friends could “play” baseball in the winter. That programming won a contest and essentially launched his career.He got his first software programming job shortly thereafter and went on to earn degrees in computer science and engineering. But when he entered the workforce, the world of software development wasn’t what he thought it would be.“It was chaos,” he says. “It was firefighting every single day, delivering poor quality all the time. There is nothing satisfying in that kind of career. I don’t care how much money you make; I don’t care how many stock options are thrown at you.” Eventually, Rich became a vice president of research and development for a public company, where he could make the kinds of changes he dreamed of. Unfortunately, he lost that job in 2001 when the dot-com bubble burst, but he took it as a sign to become an entrepreneur. Rich founded Menlo Innovations later that year with a mission to bring joy back into an industry that he always thought could, and should, be joyful.Themes discussed in this episode:●     The books that influenced Rich’s career●     The two types of business culture●     Why Rich hates the word failure●     Taking action versus taking a meeting●     Why spending time together is one of the most important ways to build trust●     How to break out of the "numbers game"●     Why entrepreneurship is really about self-discoveryFeatured Guest: Rich Sheridan 📽️ What he does: Rich is the author of “Joy Inc.” and “Chief Joy Officer” as well as the CEO and co-founder of Menlo Innovations, which aims to bring joy back into software development with a stated mission to “end human suffering in the world as it relates to technology.”💡 On Gravitas: “When I hear that word, I hear gravity,” says Rich.”Which is [about] grounding. We entrepreneurs have our heads up in the clouds. But it’s our feet on the ground, taking one step each day, held down by that gravity, that’s important. It keeps us connected to reality.” Episode HighlightsTimestamped inflection points from the show [4:34] Origin story: Rich discusses his upbringing as a “pure Michigan kid,” how he got started in software and how he knew the industry needed a change.[8:49] Becoming an entrepreneur: When Rich lost his job in 2001, he knew it was time to make the change he always wanted to see, so he started Menlo Innovations.[12:20] When teacher becomes student: Rich’s advice to leaders: Read more books. He encourages us to “become students again.” He also touches on unlocking your dreams when you’re stuck in a rut.[17:29] Clash of two cultures: The way Rich sees it, it’s important to distinguish between two types of business cultures — the “intentional” culture and the “default” one. He explains that, often, default cultures lead to “hero-based cultures,” in which the only way to scale the hero is by [working] overtime. [19:51] Run the experiment: It’s a given that experiments don’t always work, but that shouldn’t be a reason to stay within the company comfort zone. Rich shares an example of why running experiments is so important — and how he got his team on board to try something new.[24:47] Nobody’s perfect: Rich doesn’t like the word fail. In fact, he encourages his team to “make mistakes faster.” Here, Rich explains why making early, small mistakes can help in the long run.[29:23] Building trust: Rich says the only way to build serious relationships is through quality, in-person time. “You don’t get to build trust by just waving your hands, saying, ‘Okay, guys, let’s get past the trust thing. We all trust one another,’” he explains. “No, that’s not how trust works. We literally have to spend time together.”[36:05] Avoid Groundhog Day: If you’ve ever felt like you’re Bill Murray in “Groundhog Day,” you’re not alone. Most of us have the same daily routines, but that monotony does not lend itself to new ideas. Rich talks about WeWork and the benefits of new “office” environments.[46:04] Fear is just a four-letter word: Rich has a simple motto for transparency: “Fear doesn’t make bad news go away. Fear makes bad news go into hiding.” Here, he dives into the importance of frequent transparency and communication.[57:56] A journey of self-discovery: Many careers, especially those that involve entrepreneurship, are a journey to self-discovery, Rich says: “The easiest place to

Let's talk about trust and transparency, not only in terms of leadership, internally and with our teams, but externally, with our stakeholders more specifically, with our suppliers. And yes, that's going to lead us into a supply chain discussion and the chip shortage.These two traits of authentic leadership have been coming up time and time again in the last couple of months. And that's why I wanted to go deeper. I believe that we have to challenge the way that we lead. We have to break the mold in the way that we lead but not just internally with our people, also externally with our stakeholders.Episode links:-Kelly BarnerKellly's blog Book Review - Contracting in the new economyKate VitasekKate's book Contracting in the new economy

This episode is sponsored by Lockton, click here to learn more Leaders need to have conviction in themselves and their employees. Without it, a compliance mindset can creep in. Seeking compliance is a sign of a “weak manager,” says Stefan Krause, former Chairman & CEO at MOOV Throughout his career with BMW and in the electric vehicle (EV) industry, Stefan has built innovative management systems that promote a culture of trust and empowerment among his teams.Stefan was born and raised in Colombia and educated at a German school. He explains that one of the skills he learned in Colombia was improvisation, which has stayed with him throughout his professional career. During his 20-year tenure at BMW, Stefan broke out of the leadership mold and found new ways to foster innovation. When he moved to California, he broke into the EV industry with a role as CFO/COO of electric car startup Faraday Future. A few years later, he and some other Faraday employees launched a new EV company called Canoo. Stefan has since left Canoo and continues his mission in the world of mobility with MOOV, a very different kind of company.In this episode of Finding Gravitas, Stefan discusses the need for trust and conviction within the workplace. He believes that many traditional original equipment manufacturers (OEMs) have a "compliance culture" instead, causing them to lose employees to more progressive startups. As a leader, Stefan sees people as inherently good. “In the end, human beings want to do the right thing and want to be successful,” he says. “At the end of the day … It’s not the money on your bank account that counts,” Stefan adds. “It’s what you were able to move and push forward in terms of making the world a better place.”Stefan and host Jan Griffiths talk about his career journey, his transition to the EV space, and how leaders can use conviction to drive innovation in the workplace.Themes discussed in this episode: Stefan’s leadership experience working for BMW and Deutsche Bank as well as his journey within the EV industry at Faraday and CanooHow small changes in the way we manage people can create significant differences in innovationBeing a leader in good times and bad, and what it takes to be what he calls a "bad-weather sailor"Why believing that people are inherently good means less time managing the bad apples Why trust is the best means for innovation How the startup culture in California is causing people to leave traditional automotive companies for EV companies Stefan's advice to people working in traditional OEMs and those just beginning their careers Featured Guest: Stefan Krause🚙  What he does: Stefan is an entrepreneur with extensive experience in leadership roles at blue-chip companies. After spending 20 years driving innovation at BMW, he has since become a leader within the EV industry. He is the former Chairman & CEO at MOOV. Currently, Stefan co-founded B-ON and has become its senior business advisor.💡On Gravitas: “I would say it has something to do with how people react to you and what you’re trying to do … Gravitas, for me, is also how you deal with people, how empathetic you are to people.”Episode HighlightsTimestamped inflection points from the show[5:18] Origin story: Stefan explains how growing up in Colombia with German parents shaped the unique business ideas that ultimately made him a successful entrepreneur. [8:06] Leadership in good times and bad times: Stefan details what he learned while working for 20 years at BMW, and how he later survived the “longest doomsday of my life” in 2008 at Deutsche Bank. [11:10] The start of the EV industry: After working at Faraday Future in California, Stefan started Canoo with a team of Faraday employees. He shines light on why he has since decided to leave Canoo to focus on his own business.[16:13] Break the rules: Rules are very important in German culture. However, while working at BMW Europe, Stefan found a way to speak out, change the system and foster innovation. [22:46] People are good: In his leadership roles, Stefan has noticed that “the same people in different systems work completely differently.” He also acknowledges that you need to take risks to succeed.[24:36] Empower and trust employees: Jan and Stefan discuss how the culture in the automotive industry often doesn’t allow for mistakes. Stefan points out that human nature means mistakes happen, and mistakes mean innovation. [30:51] EV culture in California: When building Canoo, Stefan decided to scrap the idea of titles and other “distractions.” Instead, he opted for titles that simply describe what each team member was in charge of.[35:49] Compliance vs. conviction: People are leaving traditional OEMs for startups because "OEMs don’t allow them to innovate,” Stefan argues. Jan says that to change workplace culture, leaders have to ask themselves: “Are you looking for compliance, or are you looking for conviction?”&

Meet Delaina and Luke, members of Gen Z in the workplace.There’s a lot to be gained from a fresh perspective — even then it’s a viewpoint that doesn’t quite align with your own.Instead of interviewing a seasoned leader, Jan is flipping the script in this episode. She hosts a conversation with two members of Gen Z, Delaina Yatoma and Luke Tappen, recent graduates of Wayne State University, to uncover their perspectives on good leadership in the workplace.In this episode of Finding Gravitas, Delaina and Luke share their perspectives on authentic leadership.Delaina graduated in May 2021 and worked full time while attending school. Previously, she was a buyer in the jewelry industry. Now, she works as a data analyst in healthcare.Luke, who was homeschooled through the end of high school, graduated in 2019 with degrees in global supply chain management and finance. During college, he held internships in the automotive industry and spent a summer in Hong Kong as a freight forwarder. Now, he is a commodity buyer for a Tier 1 automotive supplier.The COVID-19 pandemic has prompted major changes in traditional workplaces and remote work has gone mainstream. Delaina and Luke share their early career perspective on the evolving workplace — as well as where boundaries need to be drawn.Luke notes the value of in-person interaction when you’re just starting out in the workplace: “It's really important to have those water-cooler discussions. So that is something that's missed [in remote work environments].”Delaina and Luke share their perspective on effective leadership, noting the need for leaders who are willing to communicate with employees of all levels and be honest about their struggles.“Leaders who are relatable — in reason and purpose — I think are easier to follow and to be inspired by,” says Delaina. Themes discussed in this episode: ●     How much do members of Gen Z really care about a company’s mission? Are we to believe what the media says?●     Balancing a company’s values and mission with nuts-and-bolts business operations●     Gen Z’s view on workplace flexibility and remote work●     Using “reverse mentorship” to learn from those just starting out●     Gen Z speaks: advice for leadershipFeatured Guests: Delaina Yatoma and Luke Tappen 📈 What they do: Delaina and Luke are both graduates of Wayne State University. Delaina graduated in 2021 and is a data analyst in the healthcare industry. Luke graduated in 2019 and is a commodity buyer for a Tier 1 auto supplier.💡 On gravitas: Luke discusses the importance of leaders who attract people to them with warmth and kindness.Episode HighlightsTimestamped inflection points from the show [2:32] Breaking out: Delaina and Luke, both recent graduates of Wayne State University, discuss their experiences in the workforce since graduating from college.[4:20] Mission critical: Members of Gen Z are known for wanting to work for companies with strong values. The guests discuss their views and share what values they look for in a company’s mission statement. “I do believe that both successful business leaders and companies have clarity. They have clarity on who they are, what they want, and who they want to be,” says Delaina.[8:40] Balancing act: Delaina and Luke share their perspectives on their regard for business metrics versus the mission of their work.[14:59] A better culture: As COVID-19 forced companies to shift traditional work structures, many employees have embraced the greater flexibility of remote work. As fresh faces in the workforce, the guests share their opinions on workplace cultures, placing emphasis on flexible and hybrid models.[24:00] Leadership expectations: Delaina and Luke divulge what characteristics and values a leader should exude, finding common ground with approachability. “Anyone that's going to follow someone isn't going to follow someone that doesn't show confidence,” Luke observes.[25:28] On gravitas: Luke emphasizes the point that a good leader draws people in to them through their confidence and warmth.[30:07] Reverse card: When the mentor becomes the mentee, that’s when growth happens. “A lot of the things that I thought may have been obvious to this leader that I experienced reverse mentoring with were not obvious,” Delaina says.[35:04] Starting the day off right: Delaina and Luke lay out their morning routines. The consensus? Start your day off with some mindful moments away from your phone.[39:41] Gen Z’s advice to leaders: Delaina and Luke impart their advice for senior leaders — honesty and communication go a long way.

The pandemic hasn’t been easy for business leaders. And that’s especially true for people leading businesses that physically bring people together. But rather than lamenting the challenges of the last 18+ months, Paul Glantz, co-founder and chairman of luxury movie theater company Emagine Entertainment, believes he’s the “luckiest guy on earth.” A CPA by training, Paul spent 27 years of his career at Proctor Financial — the last 10 as its president. The entrepreneurial bug bit and Paul started a company rooted in his passion for the movies. Today, Emagine operates 27 luxury theatres with a combined 23,141 seats and 244 screens in Michigan, Illinois, Minnesota, and Wisconsin.The pandemic has proved to be a tough hurdle for Emagine. “To be candid with you, I misjudged the duration of the pandemic on several occasions,” Paul admits.In this episode of Finding Gravitas, Paul talks about navigating a challenging business environment since the onset of the COVID-19 pandemic, including the company’s decision to continue to pay employee health insurance — after it was forced to furlough some workers. Paul believes in leading with empathy, but says keeping loyal employees is ultimately about “enlightened self-interest.” He also discusses how his company drives innovation and implements new technology. Although Emagine is known for introducing digital and luxury enhancements to the theater experience, Paul doesn’t see himself as a visionary. Instead, he views innovation as necessary for sustainability in business. “A lot of the things that we've done in our theatres, folks say, Oh, you've been such an innovator … this is great,” he explains. “Candidly, I think everything we've done has been largely driven by the need to survive.” Paul and host Jan Griffiths discuss what it means to lead authentically as well as how gratitude can inform leadership style. Themes discussed in this episode: The “most difficult thing” Paul had to do in his entrepreneurial careerWhy business success starts and ends with great customer service Giving back to more than 1,000 different organizations How a fear of failure drives Paul’s desire to serveAdmitting problems and acknowledging weaknessesWhy it makes sense to put the interest of others ahead of your own Being a leader who doesn’t like daily routinesFeatured Guest: Paul Glantz📽️ What he does: Paul is co-founder and chairman of Emagine Entertainment, which operates 27 luxury theatres in Michigan, Illinois, Minnesota, and Wisconsin. An expert in the cinematic exhibition industry, Paul led Emagine to the forefront of dramatic technological enhancements.💡 On Gravitas: “It's leading with conviction but recognizing you don't have all the answers, and incorporating the views and the input of others to help you form a better organization.”Episode Highlights[4:21] Origin story: Paul discusses his background and explains why he thinks of himself as “the luckiest guy on earth.” [9:18] When COVID came: Paul talks about the state of his movie theater business when the pandemic first hit as well as his mindset. “To be candid with you, I misjudged the duration of the pandemic on several occasions,” he tells Jan. [15:10] Leaders might not have the answers: Jan and Paul talk about acknowledging weaknesses as a leader. [14:32] Servant leadership: At Emagine Entertainment, teammates are treated with “kid gloves” and a lot of empathy. During the pandemic, Paul made sure general managers never missed a paycheck. He did have to furlough some employees but continued to pay their health insurance. [27:08] Tech and leadership: When thinking about leading with technology, Paul doesn’t consider himself a visionary. He shares how a disappointing opening night led him to make bigger investments in technology.[33:12] Setting the tone with customers: Paul emphasizes the importance of customer service, noting that all success in business stems from pleasing the customer. [39:32] Ch-ch-ch-changes: Leaders need to move with the times. Paul reflects on adapting to change (even when it’s not convenient). “If we don't embrace change, if we don't recognize that there are perhaps better ways to do business ... I think we're doomed to failure,” Paul says.[44:15] On Gravitas: When asked what gravitas means to him, Paul talks about leading while recognizing you don’t have all the answers. [49:19] No two days are the same: Paul describes himself as “the least regimented guy in the world.” He starts his days at different times and enjoys a mix of things in his schedule. 

In the season 3 opening episode, Jan shares the audio from the highly energetic and engaging speech at the Centre for Automotive Research conference, Management Briefing Sessions In Traverse City, Michigan.We dive into authentic leadership and the behaviors that support and detract away from it and why authentic leadership is critical to our future and the way we lead.The audio refers to slides in the presentation, click here to access the slide deck.Click here for the full video of the speechEngage with us for more tools to help you on your authentic leadership journey at www. gravitasdetroit.com Enjoy!

In this episode, Jan explores the deeper questions around authentic leadership and the plans for season 3 including an increased focus on Gen Z

Audio from a recent webinar exploring the benefits of an internal podcast for your business or your team along with exactly what you need to know before you start. Presentation slidesWebinar video How to be a great podcast guest - mini course

Jan Griffiths, President of Gravitas Detroit talked about the mission on the Automotive Leaders Podcast

In this podcast, you’ll meet Carrie Uhl, Chief Procurement Officer for GE Healthcare. Carrie is one of the most impactful supply chain leaders in not one, but two different industries. She shares with us her belief in bringing her best self to work, being tough on issues and not people, and being relentlessly positive.02:24 – Carrie’s formative years in Pittsburgh04:15 – First job in Supply Chain, with Guardian Industries05:31 – After many years in Automotive, moving on to healthcare08:46 – Carrie’s leadership style10:14 – How Carrie creates a safe environment12:50 – Building high-performance teams17:48 – Lean Thinking18:30 – Carrie’s definition of Gravitas22:17 – How Carrie’s leadership style has evolved28:16 – Developing people globally31:14 – Work/Life balance36:15 – Carrie’s surprising morning routine40:47 – Carrie’s advice to her 25-year-old self42:38 – Carrie’s legacyPlease share your thoughts on this episode, email me at [email protected],  I'd love to hear from you.

Download the 21 traits of authentic leadership e book In this podcast, you’ll meet Carla Bailo, President and CEO of the Center for Automotive Research. Carla shares with us her love of cars and deep roots in the automotive industry. Her long career has been full of opportunities to start from a blank slate, she loves doing things no one has done before. She also enjoys breaking molds and challenging people to think differently.02:27 – Carla’s deep roots in automotive05:30 – GMC ride and handling performance on big rigs, driving cross-country09:30 – Moving to Nissan’s newly opened R&D center, the “blank sheet of paper” job11:36 – Joint venture with Ford, negotiating differences in culture and customer expectations19:00 – Request from President to start three new departments for R&D23:50 – Moving to Japan for 5 yrs to be program director for trucks and SUVs globally27:37 – Moving back to be head of R&D for North and South America28:00 – Retiring from Nissan, working for Ohio State to do mobility research29:48 – Asked to go to the Center for Automotive Research32:00 – Modernizing the CAR – MBS conference  37:24 – Gen Z has a totally new way of thinking about things, employers have to change too38:45 – What authentic leadership is to Carla48:29 – The joys of getting back to in-person human interaction54:20 – Carla’s definition of Gravitas56:23 – Advice for her 25-year-old self1:02:23 – Carla’s morning routinePlease share your thoughts on this episode, email me at [email protected],  I'd love to hear from you.

Today, you're going to meet the change leadership guru. Jesse Jacoby is the founder of the business consulting service Emergent, which focuses on organizational change management and business transformations. Jessie is exactly the subject matter expert we need right now, to help us all transition into this new way of doing business. We will benefit from his experience, and expertise to navigate this new normal, and avoid pitfalls along the way.02:28 – How Jan and Jesse met04:39 – Jesse’s background – developing a strong work ethic06:30 – Joining Accenture to satisfy curiosity about the workings of large corporations07:47 – Started consulting business, Emergent10:10 – Why so many change efforts fail13:45 – Qualities of authentic leaders17:29 – Figuring out a flexible work model, companies with a culture of trust have a huge advantage21:51 – Remember this is an ongoing process25:56 – The dangers of inconsistency29:26 – The importance of leading by example34:09 – Remembering the human element of change38:35– What Jesse would say to his 25-year-old self41:38 – How Jesse starts his dayPlease share your thoughts on this episode, email me at [email protected],  I'd love to hear from you. 

In this episode, you’ll meet Mark Lecher, President and CEO of HFI. Follow his journey from an impoverished beginning where he had to start working at age 12, to being the President and CEO of a tier-two Automotive Interiors company. Mark speaks of being true to your purpose, being your authentic self, and bringing out the best in your team by demonstrating trust.02:29 – Mark’s blue-collar beginnings04:20 - Learning self-reliance from his mother06:17 – High School, College, and accounting at PricewaterhouseCoopers07:25 – A business unit’s transition from a family-owned business to being part of a large corporation10:00 – Becoming CFO of GST Auto Leather, 3 days before division spin-off12:54 – Embracing the “gray area” in leadership16:39 – Being a servant leader20:24 – When you’re playing a part, you’re not being yourself25:39 – Demonstrating trust with your team members29:20 – How Mark starts his day35:45 – Mark’s definition of Gravitas40:29 – Advice for young leaders44:00 – What Mark would say to his 25-year-old self49:33 – Mark’s legacyPlease share your thoughts on this episode, email me at [email protected],  I'd love to hear from you. 

As pandemic restrictions come to an end, we find ourselves facing another transition. Many of us are heading back to the office, but not necessarily in the same way we did it before. There is understandably some concern over what this “new normal” is going to look like.In this episode, we are going to delve into research and strategies that harness the power of the restart to help us successfully lead through this transition. 00:50 Going back to the office02:38 Some science behind the restart: http://dx.doi.org/10.1287/mnsc.2014.1901.04:45 Use this transition to break the mold of corporate leadership08:43 Talking about culture… yes, again09:45 7 things to establish a High-Performance Team - #1, Connection12:40 #2 Get it off your chest14:06 #3 What we love16:52 #4 Strengths21:00 #5 Trust battery24:32 #6 Team Traits26:17 #7 What now?29:20 Take advantage of the Gravitas Workshop to harness the power of the restart.Please share your thoughts on this episode, email me at [email protected],  I'd love to hear from you. 

In this episode, you'll meet Jason Stocker, President of C&U Americas. We’ll learn about his blue-collar roots, how he took inspiration from a 1980’s sitcom to send him on his career path, and how he lives his life with volition.02:13 Jason’s story05:49 Honing in on Accounting as a career choice08:30 Incentive to graduate college at lightning speed12:44 Living and breathing volition15:35 Jumping into sales21:00 Desiring to create wealth, as well as have an impact, identifying qualities of a leader25:00 Look up Sumantra Ghoshal, work on volition30:30 Automotive industry is at a turning point38:00 Importance of conflict management45:20 It’s ok to fail49:20 Jason’s definition of Gravitas56:23 Finding your own definition of work-life balance1:03:15 Storytelling and imagination as an essential toolPlease share your thoughts on this episode, email me at [email protected],  I'd love to hear from you. 

In this episode, Jan shares her thoughts on Mother’s Day, what she learned from her grandmother and mother, and how their influence translates into powerful lessons about psychological safety and leading with Gravitas through challenging times.00:50 Mother’s Day musings01:24 My grandmother, Mary05:23 My mother’s encouragement07:40 Psychological safety. Important in parenting, and in leadership09:30 Coming out of the pandemic11:40 Challenges will require a leader with Gravitas13:20 The new Gravitas Workshop

Download the 21 traits of authentic leadership e book In this episode, you’ll meet Kimberley Gardiner, Senior Vice President of Marketing for Volkswagen. She truly is a model in leading authentically with confidence, caring, and understanding.You’ll learn how her twin passions for marketing and the environment propelled her into a career in automotive, and how her many experiences and her love for variety helped her become a true change agent. She talks about her game plan for effecting change within Volkswagen, including removing silos and “thinking small” to achieve big things. She discusses marketing the automotive industry to a new generation, and how important it is to understand their needs.02:47 – Kimberley’s story03:38 – Falling in love with marketing, and the environment04:57 – Job opportunity at Toyota, marketing for Prius06:56 – Using experiences in and outside of automotive to be an agent for change08:05 – Why Volkswagen?11:51 – Understanding other’s perspectives to effect change14:36 – Breaking down silos and “thinking small”17:24 – Marketing a career in automotive to a new generation21:18 – Starting at VW22:16 – Getting to know the team, and coming up with a plan25:58 – What authentic leadership means to Kimberley33:53 – Advice to a leader wanting to embrace authenticity36:36 – Embracing failure40:24 – What Gravitas means to Kimberley41:27 – How Kimberley starts her day50:22 – Advice to her 25-year-old self

The way we work is forever changed, in this episode I share my thoughts and experiences on the subject and why this is an opportunity for leaders.

In this episode, you'll meet one of the most well-known figures in the automotive industry. Jason Stein, Publisher of Automotive News, has spent decades interviewing automotive industry leaders, now he’s on the other side of the mic.  We learn about his journey from a small-town sports reporter, to becoming the publisher of the most well-respected source of automotive news today. We’ll hear what he’s learned about leadership from his own experience, as well as from the many automotive leaders he’s interviewed. We discuss the challenges of changing the well-entrenched culture in the automotive industry and why it’s imperative to evolve. 00:50 The interviewer is now the interviewed 02:42 Jason’s story 05:07 Starting a car column in Fort Wayne Journal Gazette Morning newspaper 08:10 From Reporter to Publisher 10:43 Ex-pat assignment’s effect on leadership style 17:06 Leaders Jason has interviewed that inspired him 21:25 The need for traditional auto companies to evolve 23:25 The obstacles to changing the way the automotive industry operates 27:12 Building a foundation of trust to spark innovation 32:38 Jason’s interpretation of Gravitas 34:27 Failures and lessons learned 39:43 How Jason starts his day and how he avoids distraction 43:26 Advice to 20-something self  

More importantly, now than ever before, effective leaders need to demonstrate the quality of Gravitas. Why is that? And what is Gravitas, anyway?In this episode, Jan answers those questions and more, exploring the meaning of Gravitas, how it can be developed, and why the changing landscape of business demands an upgraded approach to leadership, now.00:51 What is Gravitas?04:04 Judge me by how many times I fell down and got back up05:56 Join the pity party?06:53 In the weeds10:07 Growth mindset11:16 Being collaborative13:22 Being kind16:46 Why do we need Gravitas now?17:29 The brand19:05 Start early19:41 The Gravitas Workshop

Download the 21 traits of authentic leadership e book Meet Diana Lee, CEO of the Constellation Agency, a company that experienced 4000% growth in the past three years. Through this exponential growth, she strives for a high level of honesty, transparency, and vulnerability. In this episode, she shares her formula for hiring and retaining top new talent in a highly desirable fast-paced environment, and you’ll hear how she encourages her team to self-advocate for continued growth and fulfillment. She also tells the heartwarming story of how she encouraged the automotive sector to come together to benefit the community.01:55 First impressions04:18 Diana’s story07:16 Moving up the ranks in automotive retail08:20 Difference between “Consulting” and “Coaching”15:11 Transparency in leadership, encouraging self-advocacy21:42 Attracting and retaining the next generation of talent29:20 Lessons from the pandemic43:06 Challenging the billable hours model49:07 The Do-Good Auto Coalition (love wins, always)59:39 Advice to your 25yr old self01:03:35 The legacy

In this solo episode, I'll explore a personal perspective on clarity. How it applies to leadership in life, work, and each and every day.Reference:Warren Harris episode  #33John Anderson - Replace Retirement

This episode is sponsored by Lockton, click here to learn more Meet Warren Harris, CEO of Tata Technologies, as he sits down with host Jan Griffiths to discuss the experiences, challenges, and critical milestones that shaped his career path to becoming a CEO. Warren talks about what Tata Technologies does and the intricacies of Indian business culture, explaining how their company defines and nurtures innovation by embracing a global mindset.  Warren discusses how they maintain a safe work environment, emphasizing his commitment to addressing human factor issues, promoting organizational health, and embracing vulnerability-based trust. Warren reflects on his experiences and shares valuable advice he would give to his 25-year-old self. He emphasizes the importance of being present, enjoying the journey, and embracing opportunities for personal growth.Moreover, he shares the lessons they learned from the challenges posed by the pandemic, highlighting the importance of organization alignment and understanding the company's purpose. Warren also explains how constant communication facilitated by technology proved effective in helping them deal with the challenges they faced.Finally, Warren shares his aspirations for his legacy and the impact he hopes to leave behind, emphasizing the importance of building purpose-driven organizations that champion inclusivity and collaboration.Themes discussed in this episode:Shifting from a command and control type of leadershipThe Importance of Authentic LeadershipThe role of vulnerability-based trust in fostering a safe and transparent work environmentDefining the concept of GravitasExploration of the cultural dynamics and Indian business culturePersonal accountability, including the rituals and mindset shifts necessary for setting oneself up for successHow the pandemic has accelerated changes in leadership styles and organizational dynamicsPurpose-driven leadership, global inclusivity, and meaningful impact across culturesFeatured: Warren HarrisWhat he does: Warren Harris is the CEO of Tata Technologies, a global engineering services company that offers product development and digital solutions. Warren has been associated with the company and its predecessor firms for over 25 years. His career has progressed from engineering to several technical management positions worldwide. Warren has led the company through significant expansions and mergers and established it as a major player in engineering services on a global scale.On leadership: “Leadership is a responsibility. It's a service. And it's an obligation that one has to the company and to the individuals that are a part of it. And I think when you look at leadership in that particular way, it's very humbling and interjects a balance to decision-making, which I think is healthy.”Mentioned in this episode:IMechE – Institution of Mechanical EngineersCATIA - Computer-Aided Three-Dimensional Interactive ApplicationThe Tata Group, Tata Motors & Tata Consultancy ServicesEpisode with Andy PalmerHarvard’s Advanced Management ProgramThe Advantage: Why Organizational Health Trumps Everything Else In Business by Patrick Lencioni Episode Highlights:[00:02:08] Warren's story: Warren recounts his journey from humble beginnings in the UK to becoming Chief Executive of Tata Technologies.[00:07:24] Indian business culture: The dialogue rethinks views on Indian-owned businesses, showing Tata Group's community focus and the growing global influence of Indian companies.[00:17:30] Creating a safe environment: The importance of fostering a safe work environment is emphasized, with a focus on cohesive leadership, clarity of organizational purpose, and a culture of vulnerability-based trust[00:27:07] Leadership style: Warren's leadership style is discussed, with a focus on his view of leadership as a responsibility and service to the company and its individuals rather than a personal prize.[00:34:05] Gravitas: Jan and Warren explore their concept of Gravitas in leadership.[00:37:37] How do you start your day?: The importance of personal accountability and starting the day right is discussed, with Warren sharing how his morning routine helps him focus and maintain clarity.[00:41:22] Advice to your 25-year-old self: Warren reflects on his journey and advises his younger self to be present and enjoy the journey.[00:45:25] Learning from the pandemic: Lessons learned from the pandemic are discussed, including the importance of organizational alignment, virtual collaboration, and authenticity.[00:52:06] The legacy: Warren discusses his aspirations for his legacy, emphasizing the importance of organizations that prioritize purpose, inclusivity, and collaboration.Top Quotes:[00:11:45] Warren: “The way in which India is changing, the way in which the Indian business community is changing, gives me tremendous confidence that not only will India continue to be relevant today, it will have an increa

Meet David Chislett - Author, poet, musician, artist, entrepreneur, and a man on a mission to activate creativity in as many people as he can. This podcast will challenge your perception of creativity, what it is, how it works and how to unleash creativity in your team.1:55    David’s story6:10    Going deep into innovation & creativity22:20 Music & managing creatives28:00 Labels35:00 What is a creativity workshop?37:00 Creating a culture of innovation49:00 Is now the time?57:10 How do you start your day?1:02:50  Advice to your 25yr old self

Short 10-minute bonus episode