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Inside Panasonic’s gigafactories in Nevada and Kansas, machines never stop running. Every second, 70 batteries roll off the line, powered by thousands of people working 24/7. At the center of it all is Allan Swan, a Scotsman who left aerospace to lead one of the most ambitious manufacturing operations in America.

Allan begins by explaining what a gigafactory really is and what it takes to manage a workforce of almost 8,000 people while producing billions of batteries a year. 

At Panasonic, Allan flipped the hierarchy, putting his name at the bottom of the org chart to remind everyone that leaders exist to serve their people. For him, leadership isn’t about hitting KPIs; it’s about getting the people side right first. When communication is clear and employees have what they need to do their jobs, the results follow naturally.

He shares how Panasonic built a no-blame culture, where problems are met with curiosity rather than fear. Through a system called CIG — Control, Influence, and Gravity — issues are quickly directed to the people who can resolve them, with no hierarchy or politics in the way. 

One of his favorite examples is the “door story,” where a small request from a team led to significant changes in trust and teamwork across the plant.

Allan also explains how recognition helps maintain high morale in an environment that never stops. Teams celebrate wins every day through thank-you cards, high-five points, and open conversations that connect everyone to the company’s mission. The focus isn’t just on electrification and sustainability, but on providing people with meaningful work that can change their lives.

Allan’s approach to leadership is anything but distant. He spends time on the factory floor every day, talking with teams, asking questions, and seeing problems firsthand. For him, leadership means being present and approachable, not hiding behind emails or titles. 

In the end, Allan’s message to other leaders is simple: real change doesn’t come from massive initiatives or slogans. It begins with small, consistent actions that show people that you care. Fix one problem. Listen to one person. Keep showing up. That’s how culture and performance grow together.

Themes discussed in this episode:

• The shift from aerospace to EV manufacturing and what it taught Allan Swan about leadership
• The evolution of leadership from command-and-control to people-first management in large-scale manufacturing
• How Panasonic’s gigafactories produce 70 batteries every second with a people-driven approach
• Why focusing on people before KPIs drives long-term performance across Panasonic’s gigafactories
• How Panasonic’s Control, Influence, and Gravity (CIG) system helps teams escalate issues and make faster decisions
• How recognition programs such as “Did You Win Today?” and “High-Five Points” help sustain motivation in 24/7 production environments
• The value of hiring people for energy and mindset rather than industry experience in a new manufacturing sector
• How daily visibility and “gemba walks” keep leaders connected to people and grounded in real operations

Featured guest: Allan Swan

What he does: Allan Swan leads Panasonic Energy’s battery manufacturing operations in the United States, overseeing the company’s gigafactories in Sparks, Nevada, and De Soto, Kansas. Under his leadership, Panasonic has grown into the leading global producer of cylindrical lithium-ion batteries, powering much of today’s electric vehicle industry. With a focus on people, innovation, and performance, Allan has helped transform the Nevada facility from a startup into a world-class smart factory producing over two billion cells each year. His work drives Panasonic’s mission to advance clean energy, create thousands of American jobs, and build a more sustainable future.

On Leadership: “We've got one job as leaders, that's to make sure our people have got the right tools to do their job. They're accountable for doing the job. We are accountable to make sure they've got the right tools to do their job. And that's what we hone in on every single day. And by doing that, we created a really amazing culture that, quite frankly, KPIs are irrelevant because you just keep blowing past them all the time. And everybody wins.”

Episode Highlights:

[07:18] People Before Numbers: Success isn’t measured by spreadsheets but by how well leaders equip and support their people to win every day.

[11:44] Resilience Through No Blame: Of the 21 traits of authentic leadership, Allan connects most with resilience, built through a no-blame culture where people feel safe to make mistakes, learn fast, and keep moving forward.

[17:33] Wrong Question, Right Answer: Instead of playing pricing games, Allan builds trust with EV customers by focusing on transparency; aligning cost curves, solving gaps together, and keeping speed at the center of every partnership.

[21:03] Mindset Over Resume: Allan shares why even the most impressive credentials don’t matter if a leader can’t roll up their sleeves, stay adaptable, and thrive in a fast-moving, disruptive culture.

[24:56] The Door Lesson: A manager’s request to add a door turned into a real test of leadership, showing how solving even small issues can build trust, prove accountability, and strengthen a high-performance culture.

[30:07] Celebrating the Wins: From “Did you win today?” scoreboards to handwritten thank-you cards and high-five points, Allan keeps thousands of employees motivated through simple, constant recognition.

[33:37] Leading with Presence: Allan defines authentic leadership through daily visibility; rolling up his sleeves, walking the floor, and listening so every employee knows they’re seen, heard, and supported.

[34:40] One Language, One Team: By aligning every level of the factory around the same daily metrics and transparent communication, Allan built a culture where shop floor employees feel heard, valued, and proud to power America’s clean energy future.

[37:39] Beyond the Factory Floor: Allan opens up about his life outside work, from his love for America’s can-do spirit to the morning habits and simple routines that keep him grounded and ready to lead.

[42:46] Start with Small Steps: Allan’s advice for leaders facing change is simple: skip the big leaps, take one step at a time, and start by showing up where it matters most: on the floor with your people.

Top Quotes:

[07:48] Allan: “I don't look at KPIs, I look at how we operate with the people. Because if we get the people right, and we get the communication right, and we get working with them right, any KPI in the world will look after itself. That's what I believe in.”

[12:02] Allan: “We never blame anybody ever. Nobody gets to blame. So, if we have a problem, we accept it with a grateful heart. That is our message. Then, we go about looking at that problem, understanding what happened, getting to the countermeasure, fixing it, and then we eliminate that particular problem.”

[21:28] Allan: “I've met some amazing people from around, the auto industry, and others, and they are just amazing. I mean, their resumes are to die for, quite frankly, but their mindset isn't right. And unfortunately, we haven't chosen them because the mindset won't work. Because you can't be in an ivory tower somewhere sending emails. That's not, you gotta have your sleeve rolled up and go on the floor and do the thing. And, as I said, go and talk to the teams and really spend a lot of time there. And if you don't have that mindset, it won't work.”

[43:22] Allan: “Small steps are good. People talk about this leap. I don't believe in that. I actually believe just one small step at a time, and just make a difference and engage. So, for example, if there are leaders listening, go to the floor. Go to the floor, see some of those problems. See that door issue that I talked about earlier, and fix it. And you'll be amazed. The catalyst effect that will have will be huge.”

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When people in the automotive world talk about leaders who bring out the best in others, Kim Less's name always surfaces. As Vice President of aftersales for Nissan Americas, she leads a team of more than 1,600 people in the U.S., Canada, Mexico, and South America.

Her leadership philosophy? Constant gentle pressure. The phrase, which came from Danny Meyer, perfectly captures how Kim shows up daily. 

To her, "constant" means persistence and accountability. "Gentle" means having your team's back while guiding them toward growth. And "pressure" is the drive to win, move with urgency, and deliver. Together, they form the balance she strives for: leading with calm confidence but never without expectation.

At Nissan, Kim has spent years redefining what aftersales means inside the organization. For her, aftersales isn't an "afterthought," it's the engine that fuels brand loyalty and future sales. 

Leading across multiple countries means managing different cultures, languages, and expectations. Kim talks about how she's brought the entire Americas region together as one unified team. She does that by traveling to meet teams in person and building relationships and credibility. Over time, those consistent actions turned into a shared culture built on mutual respect and accountability.

As the automotive industry evolves, Nissan is focused on simplifying its processes to make quicker decisions. Kim recalls working with the dealer advisory board to streamline 60 dealer-facing programs; removing or simplifying two-thirds to sharpen focus on what truly matters. 

To her, simplification isn't about doing less; it's about removing distractions so teams can move faster and stay focused on impact.

She ties that same thinking to the importance of trust inside organizations. Once people trust each other and the data and systems they rely on, they no longer waste time validating every decision. That's when speed naturally follows. 

She also reflects on the personal side of leadership and the lessons from finding balance. Earlier in her career, while raising twins, she often hesitated to step away from work for family events. Over time, she learned that setting boundaries wasn't a weakness but a necessity. 

Now, she mentors others, urging them to "own their calendar," set limits, and protect their well-being. It's advice she lives by and passes down to emerging leaders who often feel pressured to choose between career and personal life.

Themes discussed in this episode:

• How Kim Less applies “constant gentle pressure” to balance accountability, empathy, and performance in leading Nissan Aftersales Americas
• The leadership lessons Kim Less learned from Saturn and GM that shaped her people-first approach at Nissan
• Why calm leadership and consistency drive stronger team alignment across multiple cultures and regions in the Americas
• The business case for aftersales as a core growth engine that strengthens brand loyalty and customer lifetime value
• The transformation of Nissan’s Aftersales organization through simplification, streamlined programs, and faster decision-making
• The process of uniting 1,600 employees across North and South America under one shared vision and operating model
• The importance of visiting markets and building relationships in person to earn credibility and alignment
• How setting boundaries, owning your calendar, and leading with authenticity sustain energy and focus in high-pressure roles

Featured guest: Kim Less

What she does: As Vice President of Aftersales for Nissan Americas, Kim Less leads the organization’s mission to strengthen customer satisfaction, brand loyalty, and profitability across North and South America. Since her appointment in 2022, she has guided aftersales strategy, dealer operations, and parts logistics with a focus on delivering exceptional ownership experiences. With more than 30 years in global supply chain, manufacturing, engineering, and aftersales, Kim combines operational expertise with a people-first leadership style that’s earned her wide respect across the industry.

Episode Highlights:

[03:34] Constant. Gentle. Pressure.: Kim shares the simple philosophy that defines her leadership: steady persistence, genuine care, and the right kind of pressure to keep her team moving forward together.

[07:07] Where It All Began: Kim reflects on her early years at Saturn and GM, where hands-on experience and teamwork shaped the foundation of how she leads today.

[08:29] Leading with Energy: Among the 21 traits of Authentic Leaders, Positive energy, Kim says, can change the tone of a room, lift people through chaos, and turn tough moments into opportunities for progress.

[12:14] Rethinking Aftersales: Aftersales isn’t an afterthought — it’s the engine of brand loyalty and future sales, turning every service visit into a lasting customer relationship.

[17:49] One Team, One Vision: Bringing together diverse teams across the Americas, Kim led Nissan Aftersales to operate as one unified organization with shared goals and faster results.

[19:48] The Trust Formula: Bringing a diverse team together, Kim credits persistence and genuine relationships as the real secret. Taking the time to visit each market, listen, and build trust until collaboration becomes second nature.

[23:31] Steady in the Storm: When everything’s shifting, Kim believes leadership means staying calm, being honest about the challenges, and showing up for your people so they don’t lose their footing.

[28:15] Speed Through Trust: For Kim, real speed starts with trust. When people believe in the data, the systems, and each other, decisions move faster, complexity fades, and the whole organization starts to flow.

[32:23] Faith, Family, and Coke Zero: Between morning reflections, family time, and a daily Coke Zero, Kim shares the simple routines and guilty pleasures that keep her grounded outside the office.

[35:06] Owning Your Calendar title: Kim admits she once hesitated to set boundaries but learned that real leadership means taking control of your time; showing that balance isn’t weakness, it’s strength.

Top Quotes:

[14:07] Kim: “A lot of what I do within our company and externally and within dealerships is explain the importance of aftersales. What it can do to your business, what it can do to our business. Here's an interesting data point: A vehicle owner who services with their dealership is three times more likely to purchase their next vehicle from that dealership. Think about that. Think about the importance of servicing with the dealership, how important that is to brand loyalty, 'cause my role is driving brand loyalty through positive ownership experiences and then keeping that customer for life. So, they come back and drop future sales, they'll buy another new car or truck or SUV from us.”

[26:03] Kim: “I'm the kind of person that I'm gonna step up and say, that's on me, right? That's on me. I'm gonna think differently next time. And I encourage my team to call me out like I wanna be challenged. I wanna be challenged as a leader. And no reason not to speak up and say, "Let's rethink this. I'm not sure that's the right path. Let's try something different." I'm all about that.”

[31:21] Kim: “Taking out complexity, getting really focused on what matters most to us, which is selling cars, parts, accessories. Keeping customers on that journey with us, growing our business. So, again, simplification can be an enabler to speed. We're taking that approach. It's working. So, we're gonna keep going down that path, 'cause I think to really be out in front in our industry right now, you've gotta go faster.”

[38:07] Kim: “Be your best at work and mental well-being. Own your calendar. Draw those lines. Set the boundaries.”

This episode is sponsored by Lockton, click here to learn more

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How does a 65-year-old automotive supplier reinvent itself for the future? That’s the question Jeff Edwards, Chairman and CEO of Cooper Standard, answers in this episode. 

With 22,000 employees across 20 countries, Cooper Standard is navigating one of the fastest periods of change in its history; not by clinging to the past, but by transforming how it leads, operates, and builds culture.

Jeff explains that the company’s strength begins with its people. Of the  ~22,000 employees, 18,000 work in plants every day. They are the heartbeat of the business, and their mindset defines how the company performs. 

Culture once lived within HR, but today, that’s no longer the case. And at Cooper Standard, every leader owns it. The values and purpose that guide the business aren’t just words in a handbook; they shape decisions, behavior, and priorities across the organization. 

Jeff reinforces them in quarterly meetings with employees worldwide, making sure new hires understand how the company operates and what it stands for.

Jeff explains how Cooper Standard continues to invest in better tools and infrastructure to support faster, more informed decisions — and sees AI as a future opportunity to help teams work smarter.

However, Jeff points out that no system works without the right mindset. Change only happens when people are willing to adopt new ways of working together.

Jeff also describes how Cooper Standard restructured its organization two years ago into three business units: Fluids, Sealing, and Industrial Specialty. Each has its own president who is responsible for performance. The new setup flattened decision-making and pushed authority closer to the work.

Instead of questioning the change, employees embraced it. They wanted to understand how it would improve them, not why it was happening. That response, Jeff says, is the product of a healthy culture built on trust and shared purpose.

The conversation closes where every great company story should — with its people. At Cooper Standard, leadership isn’t a title or a process; it’s the daily act of listening, learning, and helping others grow. Decisions are made through conversation, not command. Ideas come from every corner of the company, shaped by the experience of those who build, design, and lead on the floor each day. 

That shared approach to leadership is what keeps Cooper Standard moving;  steady, united, and ready for whatever the next chapter demands.

Themes discussed in this episode:

• The transformation of Cooper Standard from a legacy automotive supplier into a future-focused global manufacturer
• The link between company culture and faster decision-making in today’s competitive automotive industry
• How Cooper Standard is strengthening its digital infrastructure to improve decision-making speed
• The structural transformation that created three focused business units and improved Cooper Standard’s responsiveness to customers
• Why collaboration and teamwork between leaders and teams matter more than hierarchy in a modern organization
• The importance of maintaining zero-incident safety standards as a reflection of company culture and care for employees
• The connection between trust, open communication, and long-term success in a global automotive supply chain

Featured guest: Jeff Edwards

What he does: Jeff Edwards, Chairman and CEO of Cooper Standard, brings nearly four decades of experience in the automotive industry. Since joining the company as CEO and Board member in 2012, and later assuming the role of Chairman in 2013, he has focused on driving long-term value through culture, innovation, and results. Before Cooper Standard, he spent 28 years at Johnson Controls, where he rose through a series of leadership roles to become Corporate Vice President and Group Vice President and General Manager of the Automotive Experience Asia Group. He also serves on the Board of Directors of Standex International Corp., contributing to its Compensation and Nominating & Corporate Governance Committees.

On Leadership: “When you're responsible for as many folks as our plant managers are, you find that courage to act or courage to not act is the way you ultimately define success. So, it isn't always about the decision you made. You may decide to not do something and that might be the best one you've ever made. I think, to be willing to open up and think differently and listen for answers around the world, at least within the automotive industry, is important.”

Episode Highlights:

[02:23] Built by People, Not Walls: Culture isn’t defined by logos or buildings—it’s shaped every day by the 18,000 people on the plant floor who own problems, fix them, and keep getting better.

[03:39] From Command to Connection: Leadership at Cooper Standard starts on the shop floor, where accountability, collaboration, and shared purpose have replaced the old command-and-control mindset.

[05:36] Culture Isn’t an HR Project: Cooper Standard’s culture works because every leader and employee takes responsibility for it, keeping the company focused on people, performance, and progress.

[07:48] Culture Drives Speed: A strong culture keeps people aligned, decisions quick, and innovation moving as the industry shifts faster than ever.

[11:19] The Heart of Leadership: Great leadership, Jeff says, comes from resilience in tough times, empathy that sees through others’ eyes, and the integrity to do what’s right when it’s hardest.

[15:52] The Cooper Standard DNA: The people who thrive at Cooper Standard work hard, stay genuine, care about others, and never stop learning—because being a great teammate matters as much as being a great leader.

[17:26] Redefining the Structure: Cooper Standard rebuilt its organization around three business units, giving each leader full ownership and creating a flatter, faster model focused on performance and people.

[24:45] The Excitement of Change: Jeff sees the rise of hybrid and electric vehicles as a turning point for the industry, where the right culture and strong relationships will decide who wins.

[26:37] Partnership Through Innovation: By mastering the basics and focusing on innovation, Cooper Standard turns supplier relationships into true partnerships that drive smarter, more efficient solutions for the hybrid and electric future.

[32:52] The Power of Conversation: Jeff values learning through real conversations, asking questions, and listening to different perspectives to uncover better answers and stronger decisions.

Top Quotes:

[02:35] Jeff: “We've got 65 years and counting in the automotive industry, and you kinda have to earn your way every day. And you have to be very convinced that you love a fast-paced environment. You also have to be convinced that every day has gotta be better than what you just did and be okay with that. So, to me, it always starts with the folks that come to work for us in our plants. You mentioned we're in 20 countries, we have 22,000 employees, and about 18,000 of those show up in our factories every single day. And so, if you don't have something that kind of ties that all together, what do you have?”

[04:08] Jeff: “We really spend an awful lot of time talking about leadership. We talk about what's important and what isn't. We also talk about what's acceptable and what isn't from a leadership point of view. And I've found it's not only about educating those that are in leadership positions; if you educate everyone that comes to work, then they know what it looks like, but they know what it doesn't look like. And so, it holds us all accountable. And I think it's a lot better than one person shouting orders rooftop, especially when your rooftop has to span 20 countries and a lot more languages than just that.”

[11:59] Jeff: “I think that companies that can figure out how to stay focused, to do things the right way for the right reasons, and have a resolve to get it done are the ones that are gonna be successful. And those also usually are led by people in all leadership roles that are approachable, that have empathy, that have the ability to see things through the eyes of others.”

[15:59] Jeff: “You have to have the right work ethic. You have to be real. You have to care. You have to be a teammate, in addition to a leader. There isn't a leader in the company, me included, that doesn't have to be a good teammate, and so, you got to be both.”

[25:56] Jeff: “We talked about speed. We talked about accuracy. We talked about having people that really care and want to build relationships with their customers and the supply base. These are all things that are gonna be required to win, to be competitive, and to make sure the customer feels that you're worthy of the next purchase order. And I think they always prefer to give it to somebody they like versus somebody they don't like.”

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Why do so many companies spend millions shaping their external image while missing the most important audience: their own people? That’s the question Jan Griffiths brings to Tina Kozak, CEO of Franco, in this episode of the Automotive Leaders Podcast. Together, they explain why internal communication is often overlooked, and what leaders can do to fix it.

Tina talks about her “head and heart” style of leadership, which balances business strategy with empathy and emotional intelligence. She shares how mentors and coaches shaped that approach and how it helped her lead Franco through a recent acquisition. While the finance team handled the numbers, she put her energy into people, making sure employees and clients felt supported through the change.

In legacy industries like automotive, employees are still too often seen as replaceable. Tina challenges that thinking, arguing that leaders earn loyalty when they consistently support their people, not just when business is booming.

Technology and AI are also discussed. Tina shares examples of how Franco uses tools like generative AI to make communication easier and more accessible for employees. 

Jan connects it to her passion for internal podcasts, especially when paired with AI translation, to give shop-floor workers a direct line to leadership in their own language. 

Both agree that leaders often underestimate how much their words and actions ripple through employees’ lives, far beyond the workplace.

Jan admits she used to see communications as nothing more than “corporate messaging.” She even remembers being afraid to post on LinkedIn without approval; a fear that silenced genuine voices and wasted a chance to connect.

Tina builds on this, explaining how employees can be a company’s greatest ambassadors if supported with the right tools and freedom. Authentic advocacy, she says, is far more powerful than polished ads.

Tina closes with practical advice: start with empathy. Instead of only pushing out the messages leadership wants to deliver, consider what employees want and need to know. 

Ask questions, listen carefully, and act on the patterns you hear. That, she argues, is how internal communication shifts from a one-way broadcast to a true partnership.

Themes discussed in this episode:

• The “head and heart” leadership style that balances strategy with empathy and emotional intelligence
• Lessons from mentors and coaches that shaped Tina Kozak’s leadership approach in the automotive industry
• How focusing on people, not just numbers, made Franco’s acquisition successful
• Why legacy industries like automotive struggle with internal communication and employee connection
• How consistent communication builds trust, loyalty, and long-term employee engagement
• The role of technology and AI in simplifying and improving employee communication
• The missed opportunity when leaders dismiss communications as “corporate messaging”
• How employee advocacy strengthens culture and why authentic voices beat polished campaigns

Featured guest: Tina Kozak

What she does: As CEO and majority shareholder of Detroit-based Franco, Tina Kozak leads one of the region’s top integrated communications agencies. She combines strategic insight with a human-centric approach she calls “Head and Heart” leadership, guiding her team and clients with equal focus on results and empathy. 

Under her leadership, Franco has grown rapidly, expanding from a traditional PR firm into a full-service agency delivering communications strategy, change management, and internal communications support across industries.

On Leadership: I am a head and heart leader. I got here because I've studied, I'm smart and intellectual, I know business strategy, I'm curious, and I'm a good listener. But the heart piece is equally, and sometimes, more important. I mean, the emotional intelligence and sort of that human-centric view of business. So, I take a very integrated look at my leadership and my responsibilities as a leader and think about it as the head and the heart. 

Mentioned in this Episode:

• Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

Episode Highlights:

[02:25] Head and Heart: Tina describes herself as a “head and heart” leader—grounded in strategy and intellect but driven just as much by empathy, curiosity, and the human side of business.

[05:00] Shaped by Mentors: From a tough-but-nurturing journalist to a coach who pushed her to define her values, Tina’s leadership journey was built on guidance that made her own style possible.

[08:04] Heart First, Vision Clear: When asked which of the 21 traits stand out, Tina points to two: leading with heart and always casting a vision. For her, it’s not enough to have purpose—you have to communicate it in a way that connects everyone who matters.

[08:49] People Over Paper: Tina explains why Franco’s acquisition worked by focusing less on spreadsheets and more on people, trust, and relationships through a slow, purposeful integration.

[11:02] Not Just Cogs: Too many companies still see employees as replaceable parts, but lasting success comes when leaders treat the relationship as a partnership built on trust and loyalty.

[15:02] ROI of Communication: Stronger internal communication creates more than messages; it builds alignment across teams, boosts loyalty, and drives performance.

[17:04] Tech That Connects: From podcasts that reach the shop floor to AI tools that simplify everyday questions, technology can close the communication gap and make work feel clearer, easier, and even happier.

[21:48] Ripple Effect of Leadership: The way leaders treat people doesn’t stop at work; it follows employees home, shaping families, relationships, and everyday life in ways leaders often overlook.

[25:41] Your Best Ambassadors: Employees already carry trust within their own networks. When given freedom and support to share authentically, they become the strongest voice for your culture and brand.

[27:54] Start With Empathy: Closing the communication gap begins with asking what employees actually want to know, listening closely, and acting on the patterns that surface.

[30:15] The Personal Side: Tina reflects on what fuels her life and leadership, sharing the motivations, habits, and passions that shape who she is beyond the CEO title.

Top Quotes:

[04:20] Tina: “There’s so much research and so many case studies on businesses that do prioritize emotional intelligence and people and empathy, and the proof is in the results. They outperform their competitors. Because they don't just know their people. They really know their people. They don't just have a spreadsheet of their competitors. They really know.”

[09:03] Tina: “We’re a people business. We don't make a product. Our services are delivered by people. They're all unique. I always say we don't win work, we don't keep work, because we write the best press release or the right script. We do write great press releases and excellent content, but we win work because of the people and who they are and how they connect to clients and how they understand.”

[11:47] Tina: “I like to think about an employer-employee relationship as a partnership. I think that people have a choice of what they do when they get up in the morning. And one thing that I loathe is when, you know, the economy maybe isn't as good. And so, companies go like, well, we don't have to treat our people as well, like the job market's terrible. What are they going to do? What?  We need to treat.”

[22:13] Tina: “If you have the power to impact somebody's life and what happens at their dinner table that evening, or what happens on the weekend when they finally get some downtime, don't you wanna have a positive impact? I think you're exactly right. I think many of us underestimate the impact we have on people.”

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Ford just made waves with news of a $30,000 EV pickup built on a universal platform. It promises fewer parts, lower costs, and faster assembly. But Jan Griffiths asks a bigger question: if automakers can reinvent the product, why not reinvent the way business gets done?

That’s where Kate Vitasek comes in. As the creator of the Vested Methodology, Kate has spent more than 20 years studying how companies negotiate. She joins Jan to unpack how the old “win at all costs” mindset still lingers in the industry and why it’s holding leaders back.

Kate walks through the history: the 80s and 90s were all about leverage and power. The 90s brought interest-based bargaining, which used data instead of bravado. More recently, companies are experimenting with collaboration, where both sides actually work together to solve problems and create value.

But change doesn’t come easy. Short-term wins might seem like progress, but they often backfire. Kate describes this as “shading,” when the other side feels mistreated and resists or retaliates. She uses examples from union negotiations, supplier relationships, and even global trade disputes to show how this cycle keeps repeating.

Collaboration offers a different path. Instead of focusing only on price or concessions, it creates agreements that match intent with execution, protect both parties, and provide space for innovation.

Kate explains how her Vested framework turns adversarial supplier or union relationships into productive, long-term partnerships built on trust and results. Still, consistency is key: you can’t have one division trying to collaborate while another sticks to power plays.

Jan ties this back to leadership. Command-and-control might have worked decades ago, but it doesn’t inspire people now. Negotiation that depends on control and bravado is outdated in the face of current challenges. Leaders who show up with openness, clarity, and a willingness to co-create solutions will succeed.

And the advice for leaders listening? Start small. You don’t need to change everything overnight. Pilot a collaborative negotiation on one deal, measure the results, and use that success to expand the approach. 

Themes discussed in this episode:

• The shift from power-based negotiation to collaborative partnerships in the automotive industry
• The evolution of negotiation models from the 1980s to today’s business environment
• The role of trust, transparency, and shared outcomes in strengthening supplier relationships
• Why authentic leadership aligns with collaboration better than command-and-control management
• How adversarial union negotiations can transform into long-term, cooperative agreements
• The connection between cultural consistency and successful collaborative business models
• Why outdated power tactics undermine innovation and efficiency in global supply chains
• How the Vested Methodology creates sustainable value for both buyers and suppliers

Featured guest: Kate Visatek

What she does: Kate is a recognized authority on strategic partnerships and the creator of the Vested® business model, a framework that helps organizations move from “what’s in it for me” to “what’s in it for we.” An accomplished author of seven books and a faculty member at the University of Tennessee, she combines award-winning research with real-world experience from companies like P&G and Microsoft to show leaders how to build collaborative, innovative, and sustainable business relationships.

Mentioned in this episode:

• Getting to We: Negotiating Agreements for Highly Collaborative Relationships
•  A New Approach to Contracts by David Frydlinger, Oliver Hart, and Kate Vitasek
• What Is Vested?
• Collaborative Contracting Course
• Vested Executive Education Course
• Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

Episode Highlights:

[04:30] From Power to Partnership: Negotiation has evolved from leverage and bravado in the 80s to today’s growing shift toward collaboration and shared value.

[10:31] The Illusion of Short-Term Wins: Power-based negotiation might deliver quick gains, but it breeds resentment and retaliation. Kate explains how this “shading” effect, seen in cases like GM’s bankruptcy talks, shows why leaders must shift toward long-term collaboration.

[13:17] Collaboration Isn’t Slower: Power-based negotiations drag on with endless trade-offs, while collaborative deals set clear principles from the start. Kate explains how the Vested Methodology not only delivers better results in the same timeframe but can even turn toxic, adversarial relationships into trusting, long-term partnerships.

[17:56] Power’s Hidden Costs: Monopoly deals may lower prices upfront, but they trigger retaliation and rising long-term costs. Kate explains why leaders need clear strategies and collaborative processes to break out of this cycle.

[20:56] Ego Kills Deals: Lack of trust can be fixed with education, but ego is harder to overcome. Kate explains how power-driven egos fuel win-at-all-costs behavior that destroys collaboration.

[22:41] When Ego Shapes Policy: Trade disputes over rare earth magnets show how ego-driven moves spark retaliation. Kate argues that transparency and co-creation, not power plays, are the only way to stabilize high-stakes supply chains.

[24:28] From Intent to Action: Broad agreements often fall apart in the details. Kate explains how the Vested Methodology links vision, principles, and contract clauses so companies actually buy the outcomes they wanted, not just transactions on paper.

[26:31] Culture Must Be Consistent: One division’s collaborative mindset can’t succeed if another clings to power-based tactics. Kate shares how a billion-dollar aerospace deal collapsed because the company couldn’t honor that balance.

[28:36] Defining How You Negotiate: Few leaders ever sit down to define their company’s negotiation style. Jan and Kate stress the need for those conversations and encourage leaders to start small, piloting collaborative deals one at a time to build real cultural change.

[30:53] Quickfire Takeaways: In a rapid round, Kate shares what leadership style is dead, the trait every negotiator need, and the one word that should never enter a deal.

[33:00] Start with a Pilot: Kate’s advice for leaders: don’t overhaul everything at once — test one deal, learn from it, and build change step by step.

Top Quotes:

[10:04] Kate: “By being transparent, leaning in and saying: You know what? Let's create a trusting environment. Let's look at transparency. Let's look at the total cost of ownership. And now, let's work to solve a problem to lower our cost structure to make our supply chains more efficient. Because if I can work with you to drive efficiency in the supply chain, it reduces the cost structure. We can both win.”

[12:23] Kate: “What a collaborative approach does is it takes this win-lose out, and it actually says, 'Let's choose to create a trusting relationship through transparency, through problem solving, value creation.’ So, not value extraction, not value exchange, value creation.”

[16:05] Kate: “If I'm going to the flea market, I'm never going to see the guy again. Don't use the Vested Methodology. But on a deal where the stakes are high, you have repetitive, you're seeing those players again and again. They're your key supply chain partners, your unions. You're not just firing all the union. You've got to deal with them. And so, when you have these repetitive relationships, changing the nature and using a more collaborative value creation is game-changing.”

[33:32] Kate: “You don't have to change every single thing that you're doing, but just give it a try. If you've got a deal that's stuck, a supply chain relationship, if you're stuck with your union, like with Island Health and the Hospitalist, learn and try.”

This episode is also available in English - click here

La carrera de Tony Trecapelli en la industria automotriz comenzó en Saturn, donde pudo ver, de primera mano, cómo podía ser la cultura centrada en personas. Se confiaba en los empleados, se fomentaba la colaboración y los líderes trataban a la fuerza de trabajo como compañeros. Ese ambiente formó su perspectiva desde el principio. 

Cuando después entró a GM, sintió un ambiente muy diferente. Las decisiones se tomaban arriba y se esperaba que las personas siguieran las órdenes sin cuestionarlas. 

Ver ambas caras de la industria le permitió a Tony decidir qué tipo de líder quería ser. En vez de imponer y controlar, se comprometió a liderar dando entrenamiento y apoyo.

Ahora, como presidente y CEO de Gemini Group, Tony aplica esas lecciones todos los días. Nos habla sobre cómo crear un ambiente de trabajo donde las personas pueden intentar, cometer errores y aprender sin miedo a ser castigados. Desde su punto de vista, así es cómo se crea resiliencia: no evitando los riesgos, sino enfrentando los retos y adaptándose juntos.

Tony también reflexiona sobre las raíces de Gemini: un pueblo pequeño en Michigan. Es un lugar donde la gente se conoce, las relaciones importan y la compañía se esfuerza en mantener ese espíritu vivo incluso mientras opera a nivel global. Describe cómo esos valores influencian a diario la toma de decisiones y ayudan a estabilizar la organización en una industria impredecible.

La conversación aborda la realidad de ser un proveedor de segundo nivel. Tony comparte cómo los aranceles, las transiciones de vehículos, EV e híbridos y la competencia global crean en conjunto incertidumbre constante. 

En vez de fingir tener todas las respuestas, se enfoca en ser transparente y abierto con su equipo, asegurándose de comprender los retos y sentirse conectado con la misión más importante.

Tony también se abre a un nivel más personal. Nos platica sobre qué lo motiva como líder, las rutinas que lo preparan para el día y las maneras en las que recarga sus baterías fuera del trabajo.

El episodio cierra con preguntas y respuestas de la audiencia en vivo, dándole a Tony la oportunidad de responder directamente preguntas sobre el futuro de Gemini, su estilo de liderazgo y las lecciones que lo formaron. 

Los oyentes obtendrán de esta conversación más que una historia sobre la trayectoria de un líder; encontrarán un vistazo honesto al liderazgo en la industria automotriz hoy en día. El mensaje de Tony es muy directo: el liderazgo se trata de poner primero a las personas y la cultura es lo que lleva a las compañías a través del cambio.

Los temas que se tratan en este episodio:

• Las lecciones de liderazgo que Tony Trecapelli tomó de la cultura colaborativa de Saturn y aplicó en su carrera
• La diferencia entre liderazgo de servicio y los estilos de comando y control de las organizaciones automotrices
• Por qué Tony lidera al Gemini Group con una mentalidad de coach, que anima a mejorar a través de los errores
• Las realidades y los retos diarios de los proveedores de segundo nivel en la volátil cadena de suministro automotriz
• El impacto de los aranceles, las transiciones EV y la incertidumbre política sobre las decisiones comerciales para los proveedores
• Cómo han moldeado el enfoque de liderazgo de Tony sus mentores, sus hábitos personales y valores
• Por qué la transparencia y la comunicación clara son esenciales para fomentar la confianza durante periodos de cambio

Invitado Especial: Tony Trecapelli 

A qué se dedica:  Anthony A. Trecapelli es el CEO de Gemini Group, dirige las operaciones a lo largo de 18 sedes y más de 1,400 empleados. Se unió a la compañía en 2013, trayendo consigo más de tres décadas de experiencia en la industria automotriz.

Su participación en el sector va más allá de Gemini. Anthony forma parte del Consejo Asesor de Ingeniería de Manufactura de Ferris State y de la Junta de la GLBMA en la Universidad Estatal del Valle de Saginaw. También es miembro de la Asociación de Proveedores de Equipos Originales (OEM), contribuyendo con conversaciones más profundas que moldean la industria.

La formación académica de Anthony incluye una licenciatura en Administración de Empresas de la Universidad de Phoenix, una maestría en Operaciones de Manufactura de la Universidad de Kettering y un certificado en Sistemas de Manufactura Flexible Lean.

Fuera de sus roles profesionales, ha dedicado tiempo al trabajo voluntario con grupos como SAE Wheels in Motion, Rochester Community Schools y Oakland Township Fire & Rescue, lo que refleja su compromiso con la comunidad y la industria.

Sobre el Liderazgo: “¿Quién soy como líder? Sin importar cuánto intente ser otra cosa, soy coach y sirvo. Me encanta dar entrenamiento. Me encanta ayudar a las personas a convertirse en algo que nunca imaginaron que podrían ser. Me encanta servir  a los demás. Me encanta servir a mi familia y a la comunidad. Y lo he hecho. Eso es lo que me impulsa. Si no tuviera gente a quien servir, no sería la persona que está sentada aquí frente a ustedes hoy. Eso es seguro.

En este episodio se menciona:

• Leading Through Change: The Culture Shift Automotive Leaders Need to Compete Today with Terry Woychowski

Puntos Destacables del Episodio:

[04:25] Cimentado en la Cultura de Saturn: Tony reflexiona sobre cómo el tiempo que pasó en Saturn moldeó su identidad como líder y por qué ahora se ve a sí mismo como coach y sirviente.

[05:57] Liderar sin Perderse a uno Mismo: A pesar de años en ambientes tradicionales, Tony explica cómo se mantuvo leal a su mentalidad de líder-sirviente y por qué ahora prospera en Gemini.

[06:47] Valor en la Autenticidad: Tony comparte cómo el haberse mantenido fiel a sus valores, incluso cuando no lo entendían, cultivó confianza y probó que el perdón y la paciencia pueden ser herramientas poderosas en el liderazgo.

[08:22] Cultura en los Detalles Pequeños: Tony explica cómo hasta el gesto o hábito más pequeño en un líder puede marcar el tono para la cultura de la compañía.

[12:00] El Negocio es Personal: Desde sus primeros mentores hasta los recordatorios memorables, Tony recuerda la sabiduría de liderazgo que todavía lo guía hoy.

[14.35] Elegir Gravitas Primero: Tony revela por qué Gravitas destacó de entre los 21 rasgos y lo llama la cualidad que los líderes no pueden fingir, la que inspira a que los demás den lo mejor de sí mismos.

[17:39] Una Mejor Manera: Tony recuerda como el haber visto la cultura familiar de un proveedor le enseñó que incluso en una industria despiadada, las compañías pueden elegir operar con un estilo diferente.

[19:15] Los Equipos Siempre Ganan: Para Tony, el progreso real en la industria automotriz surge cuando las compañías valoran más el éxito colectivo que los logros personales, y advierte que, si no es así, ganará la competencia.

[21:20] Más Ventajas: Para Gemini, los aranceles trajeron algunos gastos, pero a última instancia resultaron en más trabajo y ventas.

[22:39] Pesimista Dudoso: Aunque es optimista por naturaleza, Tony admite que el caos de los programas EV y los volúmenes de producción volátiles lo hace sentir pesimista sobre el futuro cercano.

[27:13] El Reto Más Grande Hasta Ahora: Al responder sobre sus luchas como líder, Tony no elige una crisis en particular. Dice que crear un equipo es el trabajo más difícil e importante de todos.

[29:11] Decisiones que Atormentan: Tony reflexiona en el lado oscuro del liderazgo, donde cada elección conlleva un costo personal por cómo afecta la vida de las personas.

[30:47] Por Qué Nosotros No: Al enfrentar demandas imposibles, Tony Trecapelli explica por qué su lema es sencillo: alguien más va a hacer este trabajo, así que, ¿por qué no su equipo?

[36:48] Riesgo y Recompensa: Tony explica por qué la próxima década requiere un cambio de mentalidad: Los empleados necesitan sentirse cómodos tomando riesgos si quieren tener resultados duraderos.

[41:47] La Mejor Jugada: Tony explica por qué irse de GM y entrar a Gemini fue la mejor decisión de su carrera y cómo le dio el ambiente que extrañaba.

[44:59] Liderar Viviendo: Tony Trecapelli dice que la única manera de mantener una cultura de coaching es poniendo el ejemplo él mismo, viviendo el comportamiento que espera de los demás.

Mejores Citas:

[20:31] Tony: “No tengan miedo de ser un equipo. Están compitiendo contra personas que, por su propia cultura nacional, son un equipo. Y no tendremos ninguna oportunidad si no lo conseguimos.”

[31:16] Tony: “Tienes que mejorar constantemente porque tienes que darte cuenta de que tu competencia también debe hacerlo, así que, si no lo haces, te estás quedando atrás. Tienes que desafiarte a ti mismo para lograr cosas que nunca antes has logrado, y tienes que convencerte de que vas a ganar. Vas a encontrar la manera de ganar esto porque si no, alguien más lo hará.”

[34:26] Tony: “Podrías conseguir más acción de una reunión porque tiene una agenda y así sucesivamente.Pero obtengo algo de más valor de una conversación porque no sabes a dónde va a ir si. Y la gente tiende a abrirse un poco. Nos conocemos un poco mejor. No se sabe que va a surgir. Podrías empezar a dibujar en la pizarra. Podrías comenzar hablando de pesca y terminar hablando sobre alguna estrategia compleja para la empresa o nuestro negocio.Y si no hubieras tenido esa conversación, no habría sucedido nada de nada ”

[36:48] Tony: “ Necesitamos sentirnos más cómodos tomando riesgos y debemos de hacer que ganar se convierta en un hábito. Perder es un hábito. Ganar también puede serlo. No podemos tener miedo de cometer errores. No podemos evitar el riesgo.”

[45:00] Tony: “ Tienes que dejar que la gente se desahogue. Tienes que dejar que la gente te grite. Tienes que dejar que lo superen, que lo pasen, que hagan el cambio, que lo saquen todo. Otra crítica, “¿por qué dejaste que esa persona hiciera eso? Eso no es muy inteligente. Se quejaron contigo durante 45 minutos. Eres el director ejecutivo.” Pero en realidad a mi no me molesta en lo absoluto. Todos son humanos. Tienen que desahogarse. Si realmente quieres que alguien se comprometa, es un evento emocional significativo, a menos que ya estén viviendo donde tú estás. Es fácil, pero no todos están ahí. Así que es un evento emocional significativo para las personas.”

This episode is sponsored by Lockton, click here to learn more

This episode is available in Spanish - click here

Watch the full video on YouTube - click here

Tony Trecapelli's career in automotive began at Saturn, where he saw firsthand what a people-centered culture could look like. Employees were trusted, collaboration was encouraged, and leaders treated the workforce as partners. That environment shaped his perspective early on. 

When he later moved into GM, the environment felt very different. Decisions came from the top, and people were expected to follow orders without question. 

Seeing both sides of the industry gave Tony a clear choice about the kind of leader he wanted to be. Instead of command and control, he committed to leading through coaching and support.

Now, as President and CEO of Gemini Group, Tony applies those lessons every day. He talks about creating a workplace where people can try, make mistakes, and learn without fear of punishment. In his view, that's how resilience is built — not by avoiding risk, but by facing challenges and adapting together.

Tony also reflects on Gemini's small-town Michigan roots. It's a place where people know each other, relationships matter, and the company works hard to keep that spirit alive even as it operates globally. He describes how those values influence daily decisions and help steady the organization in an unpredictable industry.

The conversation turns to the realities of being a tier two supplier. Tony shares how tariffs, EV and hybrid transitions, and global competition create constant uncertainty. 

Instead of pretending to have all the answers, he focuses on being transparent and open with his team, making sure they understand the challenges and feel connected to the bigger mission.

Tony also opens up on a more personal level. He talks about what fuels his drive as a leader, the routines that set the tone for his day, and the ways he steps back to recharge outside of work.

The episode closes with a live audience Q&A, giving Tony the chance to respond directly to questions about Gemini's future, his leadership style, and the lessons that shaped him. 

What listeners get from this conversation is more than a story about one leader's journey; it's an honest look at leadership in automotive today. Tony's message is straightforward: leadership is about people first, and culture is what carries a company through change.

Themes discussed in this episode:

• The leadership lessons Tony Trecapelli carried from Saturn’s collaborative culture into his career
• The difference between servant leadership and command-and-control styles in automotive organizations
• Why Tony leads Gemini Group with a coaching mindset that encourages growth through mistakes
• The daily realities and challenges tier two suppliers face in a volatile automotive supply chain
• The impact of tariffs, EV transitions, and political uncertainty on business decisions for suppliers
• The role of mentors, personal habits, and values in shaping Tony’s leadership approach
• Why transparency and clear communication are essential for building trust during times of change

Featured guest: Tony Trecapelli 

What he does: Anthony A. Trecapelli is the CEO of Gemini Group, where he leads operations across 18 locations and more than 1,400 employees. He joined the company in 2013, bringing with him over three decades of experience in the automotive industry.

His involvement in the field extends beyond Gemini. Anthony serves on the Ferris State Manufacturing Engineering Advisory Board and the GLBMA Board at Saginaw Valley State University. He is also a member of the Original Equipment Suppliers Association, contributing to broader conversations shaping the industry.

Anthony’s academic background includes a bachelor’s degree in Business Management from the University of Phoenix, a master’s in Manufacturing Operations from Kettering University, and a certificate in Lean Flexible Manufacturing Systems.

Outside of his professional roles, he has dedicated time to volunteer work with groups such as SAE Wheels in Motion, Rochester Community Schools, and Oakland Township Fire & Rescue, reflecting his commitment to community and industry.

On Leadership: “Who am I as a leader? No matter how hard I try to be something else at times, I'm a coach and I'm a servant. I love coaching. I love to help people become something they never thought they could be. I love to serve. I love to serve others. I love to serve my family. I love to serve the community—and I have. That's what turns my wheels. If I didn't have people to serve, I would not be the person who's sitting here in front of you today. That's for sure.”

Mentioned in this episode:

• Leading Through Change: The Culture Shift Automotive Leaders Need to Compete Today with Terry Woychowski
• Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

Episode Highlights:

[03:34] Built on Saturn’s Culture: Tony reflects on how his time at Saturn shaped his identity as a leader and why he now sees himself first as a coach and a servant.

[05:20] Leading Without Losing Yourself: Despite years in traditional top-down environments, Tony explains how he stayed true to his servant-leader mindset and why it now thrives at Gemini.

[07:29] Courage in Authenticity: Tony shares how staying true to himself, even when misunderstood, built trust and proved that forgiveness and patience can be powerful tools in leadership.

[09:27] Culture in the Small Things: Tony explains how even the smallest gestures and habits from leaders set the tone for company culture.

[13:08] Business Is Personal: From early mentors to timeless reminders, Tony recalls the leadership wisdom that still guides him today.

[16:16] Choosing Gravitas First: Tony reveals why Gravitas stood out from the 21 traits, calling it the one quality that leaders can’t fake and the one that inspires people to give their all.

[19:46] A Better Way: Tony recalls how witnessing a supplier’s family-like culture taught him that even in a ruthless industry, companies can choose to operate differently.

[21:31] Teams Win Always: For Tony, real progress in automotive comes when companies value collective success over personal advancement, warning that without it, competition will win.

[23:58] More Upside Here: For Gemini, tariffs brought some costs but ultimately delivered more business back home than they took away.

[26:24] Reluctant Pessimist: Though naturally optimistic, Tony admits the chaos around EV programs and volatile production volumes leaves him pessimistic about the near future.

[30:56] Biggest Challenge Yet: Asked about leadership struggles, Tony doesn’t point to a single crisis—he says building a team is the hardest and most important work of all.

[32:01] Decisions That Haunt: Tony reflects on the hidden side of leadership, where every choice carries a personal cost because of how it impacts people’s lives.

[34:33] Why Not Us: Faced with impossible demands, Tony Trecapelli explains why his go-to mantra is simple: someone will win the business, so why not his team?

[41:38] Risk and Reward: Tony explains why the next decade requires a mindset shift—employees must get comfortable taking risks if they want lasting results.

[47:16] Best Move Made: Tony explains why leaving GM for Gemini was the best decision of his career, giving him the environment he had been missing.

[50:20] Leading by Living: Tony Trecapelli says the only way to sustain a coaching culture is to model it himself—living the behavior he expects from others.

Top Quotes:

[23:14] Tony: “Don't be afraid to be a team. You're competing against some people who are, by their very national culture, a team. And you're competing against those people, and we don't stand a chance if we don't get this.”

[35:39] Tony: “You have to constantly be improving yourself because you have to internalize the fact that your competition must also be, so if you're not, you're falling behind. You have to challenge yourself to be able to accomplish things you've never accomplished before, and you have to convince yourself that you're going to win. You're gonna find a way to win this because if you don't, someone else will win.”

[39:13] Tony: “You might get more action out of a meeting, 'cause it's got an agenda and so on and so forth. But I get more value out of a discussion because you don't know where it's going to go. And people tend to open up a little bit. You get to know each other a little better. There's no telling what you're going to work out. You might start whiteboarding something. You might start out talking about fishing and end up talking about some complex strategy around the company or our business. And you just don't know. If you don't have the discussion, I know what will happen: a whole lot of nothing.”

[41:56] Tony: “We need to be more comfortable taking risks, and we need to make a habit of winning. Losing is a habit, so is winning. We can't be afraid to make mistakes. We can't avoid risk.”

Sometimes the best leadership lesson comes from pressing pause. That's why Jan Griffiths has decided to step away from the usual guest interviews to share something personal: she's taking a break. Not a long one, just enough to recharge and remind us all that rest isn't weakness; it's strength. Leaders set the tone, and showing it's okay to step back is an important aspect of the role.

But this isn't a goodbye. Jan gives a sneak peek at what's coming next. She is preparing for a September 12th webinar showcasing AI-powered podcast translation, technology that allows leaders to communicate with employees in multiple languages while keeping their voices intact. It's a breakthrough for reaching shopfloor workers who often get left out of corporate communication.

She also teases upcoming guests and topics: Tina Kozak, CEO of Franco, will dive deep into internal communications; a CEO of a tier two supplier will shed light on tariffs and nearshoring challenges; and negotiation expert Kate Vitasek will explore deal-making styles in today's volatile trade climate.

The message is simple yet impactful: Take the break you need, mark your calendar for the webinar, and stay tuned for conversations designed to advance the auto industry.

Themes discussed in this episode:

• The importance of taking short breaks to recharge as a leader
• Introducing AI-powered podcast translation for multilingual communication
• Closing communication gaps with shop floor employees who lack email access
• Upcoming guest: Tina Kozak, CEO of Franco, on strategic internal communication
• Exploring the tier two supplier perspective on tariffs and nearshoring pressures
• Future episode with Kate Vitasek on negotiation styles and collaborative agreements

Your Host

Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at [email protected]

Mentioned in this episode:

• Reaching Every Worker with AI-Powered Internal Podcasts Webinar
• Episodes with Kate Vitasek: Stellantis US Crisis: Leadership Failure Demands a New Strategy & Transforming UAW Strike Negotiations for a Win-Win Outcome
• 21 Traits of Authentic Leadership PDF

This episode is sponsored by Lockton, click here to learn more

Watch the full video on YouTube - Click here

If you’re still leading like it’s 1995, or worse, 1985, you’re holding this industry back. 

We’ve spent decades obsessing over products and systems, yet barely stopped to ask ourselves: What kind of leaders are we? That’s the question Jan wants you to sit with. Because if we don’t change how we lead, the rest doesn’t matter. 

The truth is, the Command-and-control style is still prevalent today, especially in moments of uncertainty. Too many leaders retreat into control when what’s really needed is trust and empowerment. That reaction is driving away the very talent the industry needs to stay competitive. The solution? Building a culture where people can make decisions, collaborate across silos, and adapt quickly. 

But it’s not just about shifting behavior—it’s also about how leaders communicate change.. When rolling out new tech, leaders need to involve people. Otherwise, the change will fail, not because of the tool but because the people weren’t part of the journey.

That’s when Jan introduces the idea of the leadership statement. This is about sitting down, reflecting on your values, thinking about the leaders who shaped you, and being honest about the kind of leader you want to be. 

We’re so used to asking our teams for commitment. What if, instead, you asked yourself what you are committing to them? What are you promising as their leader?

Jan shares an example from Goodyear CEO Mark Stewart. His leadership commitment? “I’m in 1000%.” He didn’t just say it; he moved to Ohio to back it up. That’s what authentic leadership looks like.

The clock’s ticking. Chinese OEMs are gaining ground, and the window to evolve is closing fast. If we don’t change our leadership and culture now, no amount of AI, tech, or process improvement will save us.

It starts with you. The way you lead, the culture you create, and the commitments you’re willing to make.

Themes discussed in this episode:

• Why the automotive industry can’t compete globally with 1990s leadership models
• How to evaluate and improve your leadership style to match today’s industry needs
• Why trust and empowerment are key to keeping young talent in automotive
• Why building a strong leadership culture is critical to EV and supply chain transformation
• How automotive leaders fall into micromanagement during crisis—and how to break the habit
• The importance of writing a real, personal leadership commitment
• Why Chinese automakers are taking the lead in the global market and what legacy OEMs must do to catch up

Your Host

Jan Griffiths is the architect of cultural change in the automotive industry. As the President & Founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she is the host of the Automotive Leaders Podcast, where she shares insightful conversations with industry visionaries. Jan is also the author of AutoCulture 2.0, a groundbreaking book that challenges the traditional leadership model prevalent in the automotive world. With her extensive experience and commitment to fostering positive change, Jan is at the forefront of revolutionizing the automotive landscape. Reach out to her at [email protected]

Mentioned in this episode:

• Stop Leading Automotive Like It’s 1995
• Leading Through Change: The Culture Shift Automotive Leaders Need to Compete Today with Terry Woychowski
• Meet Stephen M. R. Covey, Global authority on trust, leadership, and culture. New York Times best-selling author
• Reviving an Icon: Leadership, Innovation, and the New Goodyear Mindset with Mark Stewart
• Meet Jesse Jacoby, Change Leadership Guru
• 21 Traits of Authentic Leadership PDF
• Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

This episode is sponsored by Lockton, click here to learn more

Watch the full video on YouTube - click here

Jay Butler doesn't just understand troubled operations. He's worked through them at every level. From the production lines of Nissan and Mercedes-Benz and now as a consultant for distressed plants, he has seen what causes operations to fall apart. And the biggest problems don't come from the floor. They come from leadership.

Jay starts by sharing how poor leadership decisions create ripple effects that reach all the way to the floor. Holiday shifts that never end. Supervisors are stretched too thin. People burned out from six- and seven-day workweeks, year after year.

Operational pressure doesn't just hit the floor; it follows people home. When that pressure builds up for long enough, performance drops, and culture breaks. Jay doesn't blame the people doing the work; he points the finger at the decisions being made at the top.

But Jay doesn't frame this as a call for soft leadership. In fact, he's clear: being a good leader means setting expectations, being consistent, and holding people accountable. What doesn't work is enforcing rules that no one follows or only applying them when convenient.

You can't expect consistent performance if you don't hold people accountable—or worse, if leadership doesn't model the behavior themselves.

Jay recalls workers raising grandkids, struggling to keep up, and barely making it through the week. Leaders might not think that's their responsibility, but Jay argues otherwise. If your policies at work make someone's home life harder, you're responsible for that too.

They also revisit accountability, but in a different light. Jan mentions a recent interview with Brad Ring at Webasto, who swapped the word "accountability" for "promise." It's a simple change, but it changes everything. "I promise to get this done" hits differently than "you'll be held accountable."

They also talk about tariffs. Jay explains how one political post or policy change can throw an entire manufacturing plan off course. He's seen companies scrap full strategies mid-meeting because of a headline. That level of volatility demands preparation. You can't move production in a week, especially in automotive, but you can plan.

This episode is a reminder that the weight of leadership isn't just about decisions. It's about owning your impact. 

As Jay puts it, you influence more than just metrics—you influence whether someone gets to go home proud or completely drained. That's where operational transformation begins. Not with new systems. Not with floor-level changes. But with better leadership.

Themes discussed in this episode:

• How poor leadership creates burnout and operational breakdowns in manufacturing
• Why holding employees accountable without clear standards creates chaos and mistrust
• Why operational breakdowns often stem from leadership gaps, not workforce performance
• How Gen Z workers are reshaping expectations for culture in manufacturing plants
• How inconsistent enforcement of rules weakens trust and team accountability
• Why companies must address culture and accountability before fixing production issues
• What leaders must do to prepare for tariff changes and global trade uncertainty

Featured guest: Jay Butler

What he does: Jay is the VP of Client Development at Seraph, where he leads management and leadership training, quality improvement, strategic planning, and product development. He is also a John Maxwell Team Certified Coach and Speaker, employing his leadership expertise to support management and client operations on the floor. 

On Leadership: “You can be a strong leader but still show empathy for people. And I think the article that I posted on LinkedIn, where I talked about the fact that we were not only responsible for the performance of the organization, but also for the health and welfare of the people we lead. I think it's so important for leaders to understand that you really are responsible for both. And if you're not prepared as a leader to carry that burden and that weight, then maybe you probably shouldn't be a leader in that organization.”

Mentioned in this episode:

• The Weight of Leadership: Beyond Strategy and Performance
• Transforming Webasto: Why Legacy Automotive Companies Must Rethink Leadership & Culture to Stay Competitive with Brad Ring
• Automotive Suppliers and the Revenue Acquisition Process – Then and Now: 2025 Update

Episode Highlights:

[02:05] Bad Leadership Travels Home: A struggling plant doesn’t just show in KPIs—it shows on the faces of exhausted workers carrying stress from the floor into their homes.

[03:47] KPIs Don’t Hug Back: You can chase metrics all day, but when leadership cuts corners and burns people out, it’s the frontline workers and their families who pay the price.

[05:31] Tough, Not Toxic: You don’t have to choose between high standards and human decency—real leadership means setting clear expectations, holding people accountable, and still showing empathy without being a pushover.

[08:35] Leadership’s Real Impact: The authority to control someone’s livelihood is heavy—and leaders who ignore that impact risk breaking more than just production flow.

[11:36] Culture Has Consequences: From Gen Z walkouts to early retirements, toxic work cultures are driving talent out; and leaders who resist change may find themselves out, too.

[15:08] Make the Mission Matter: Clear goals don’t just drive results, they build emotional connection, rally teams, and turn the daily grind into shared purpose.

[20:38] Accountability or a Promise? Reframing accountability as a promise makes it personal—and a simple Post-it system turns that promise into action teams can see, feel, and follow through.

[26:33] We Can’t Ship Effort: “I’ll try my best” doesn’t work in high-performance teams. Jan shares a lesson that stuck with her: you can’t deliver effort, only real commitments.

[33:42] Forget Being Right: Tariff chaos, political curveballs, and global disruptions—Jay Butler says the real leadership edge isn’t in being right every time, it’s in staying flexible.

[37:37] Tariff War Room: When uncertainty hits, you need more than spreadsheets; you need a team, a strategy, and strong leadership ready to make long-term moves before it’s too late.

Top Quotes:

[10:23] Jay: “I’ve run into older team members on the floor who are raising a grandchild, and they talk about having to balance it between grandfather and grandmother—about who's going to be home when, and all this other stuff. And I'm like, if they just had some more time off, that stress would go away. And maybe some leaders say, "Well, that's not really my responsibility." But I would challenge that, because it is your responsibility. I mean, granted, you can't be involved in everything going on in somebody's life, but you certainly don't want to create an environment at work that's going to negatively impact that home life.”

[13:05] Jay: “Factory work is not easy under the best of circumstances, but it shouldn't be a place where people feel like every day is an uphill battle, where they've worked so much overtime that they're just tired, right? They just want to get through the day. It should be a place where a team comes together with a goal or objective and can celebrate those victories. And when things aren't going quite the way we want them, the team can pull together and get it done and make it happen. And leadership, the way leaders handle those kinds of situations can have a huge impact on people's morale.”

[17:31] Jay: “Sometimes clients question us about the simplicity of what we do. But we talk about one thing we always say: win the hour, win the day. And we're talking about the KPIs, whether output or scrap, uptime, or whatever it might be. Win that hour, we'll win the day. If we win the day, we'll win the week. And if we win the week, we'll win the month. And if you win the month, you'll win the year. And so, we really focus on that hour, and we do very simple things when we go in. It's not rocket science. People ask us what makes the difference. It's definitely not the processes; it's not the lean manufacturing. Everybody talks about lean. It's our people, it's our team. It's the willingness to hold each other accountable.

[32:49] Jay: “You’re supposed to set the example. Now I'm not talking about being perfect, right? But definitely setting the example and the expectation. Being able to be held accountable by subordinates, from people who follow you as a leader, and not be like, "Oh, I'm the plant manager. I'll do whatever I want." I think all those things play into this burden, this responsibility that the leader has to hold himself or herself accountable, the organization accountable, and provide an environment where people are respected, and that their not only their physical safety is taken care of, but also their mental safety, that whole work-life balance, so that they can go home at the end of the day and be happy about the place that they just spent eight or 10 hours at.”

[36:26] Jay: “I’ve talked with some OEM leaders and OEMs about what their plans are in terms of how to manage the tariff impact. There, one of the messages I heard from one was, "We just want our suppliers to communicate with us." We'll figure out how to manage the tariff burden—and how to hopefully share it in some cases. I know some have been like, "The supplier just has to eat it all." That's not really a reasonable expectation. You just have to be ready and flexible and know that your plans are probably going to change.”