By Jan Griffiths
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MEMA, the Vehicle Suppliers Association, just concluded its 2024 Annual Conference, a premier gathering for automotive suppliers, thought leaders, and innovators committed to navigating the industry's toughest challenges and emerging trends.
Inside MEMA, discussions tackled the industry's biggest question: how to adapt and thrive amidst escalating tariffs, China's rapid advancements, and the growing influence of artificial intelligence.
Day one set a powerful tone as MEMA President Collin Shaw opened with a commitment to building high-performing, diverse teams—a pledge that resonated deeply with attendees. A spotlight session saw top leaders from Nissan, GM, and Toyota share how they're 'wargaming' future political and supply chain challenges. Their focus? Supporting suppliers and maintaining transparent communication.
Then came a show-stopper: the BYD Seagull, a sleek EV priced under $10,000, which caught Jan's attention. Terry Woychowski from Caresoft explained that this low-cost model underscores China's competitive edge—its tight integration and simplicity. To stay competitive, he argued, the industry must embrace "quantum change," leaving incremental improvements behind.
Day two continued with AI thought leader Noelle Russell, who urged companies to align AI innovations with core values and deploy them carefully. Her stance? AI isn't a job killer—it's a task killer, set to eliminate mundane tasks and boost workforce creativity. Then came Michael Dunne with a wake-up call about China's rising influence, urging the industry to pick up the pace before it's too late.
The conference wrapped up with supplier CEOs Swamy Kotagiri and Ray Scott advocating a future based on aligned interests and transparency.
Jan left with MEMA's powerful message ringing in her ears: "Together, we are invincible."
Tune in for Jan's inside take on MEMA 2024—and discover why now is the time to rethink, unlearn, and move fast in automotive.
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:
Mentioned in this episode:
This episode is sponsored by Lockton, click here to learn more
This episode is sponsored by Lockton, click here to learn more
Watch the full video on YouTube - click here
Emotional intelligence—defined as the ability to recognize, understand, and manage our emotions and those of others—might sound like just another "soft skill." But what if it's the key to effective leadership, a strong workplace culture, and even a healthier bottom line?
In this episode of the Automotive Leaders Podcast, we're talking about how emotional intelligence (EI) is reshaping leadership and culture within the rapidly changing automotive industry. To explore this topic, we bring in Daniel Goleman, a psychologist and bestselling author of Emotional Intelligence—a book that delves into why our emotional smarts matter as much as our IQs.
Self-awareness, self-management, empathy, and social skills are the four fundamental pillars of emotional intelligence. But why do these skills matter? According to Daniel, in an evolving industry like automotive, leaders who embrace these skills do more than just improve morale; they create a culture that fosters innovation.
Citing a Harvard study, Daniel explains that emotionally intelligent leaders create an “optimal state” for employees, leading to high engagement, low turnover, and true satisfaction. However, this requires a work culture where people feel safe to innovate, make suggestions, and take risks without fear—a rare find in industries still skeptical of prioritizing emotions at work.
Adding a psychologist’s perspective, Dan says fear shuts down the brain’s ability to perform at its best. Instead of thriving, people just play it safe. He emphasizes the need for leaders to focus on what’s going right, motivating with encouragement rather than criticism.
Citing a powerful line from Daniel’s book, Jan emphasizes the call for a complete rethinking of the systems that have long defined the industry. Daniel’s advice to leaders? Start with openness. Listen first, ask questions, and avoid assuming you have all the answers. As Jan points out, transforming the industry isn’t just about new tech; it’s about reshaping the operating model and culture, with emotional intelligence as the driving force.
Themes discussed in this episode:
Featured guest: Daniel Goleman
What he does: Daniel Goleman is a psychologist, science journalist, and pioneering author best known for his best-selling book Emotional Intelligence, which introduced the concept of EI and redefined leadership, education, and interpersonal relationships worldwide. Ranked among the world’s top business thinkers by The Wall Street Journal, Daniel has worked with global organizations to show how social and emotional competencies profoundly impact business success. His extensive work has earned him prestigious awards, including Harvard’s Centennial Medallion and the HBR McKinsey Award for best article of the year. Daniel’s research and teachings have evolved into an acclaimed online Emotional Intelligence Program, where he offers courses to build key EI skills such as self-awareness, self-management, empathy, and social skills.
On Leadership: “The best way to get performance out of people is to say what's positive about them, what's positive about what we're all doing together about our mission, and that is a very different way. Leaders, I think, should be more careful about how they give performance feedback because, very often, it's just like, "Oh, you really screwed that up,” which kills motivation. If you say, I know you're good at this, and you're good at that, and you're good at that, you could get better at this, and here's how. It's a much more positive way, and it has a very positive impact on the systems that operate inside us. I'm talking about neurotransmitter systems and brain chemicals that help us be at our best.”
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Episode Highlights:
[00:05:19] Why Emotional Intelligence Matters: Leaders must recognize that emotions impact every decision—whether at work or home—and ignoring this connection affects performance. It's time to say goodbye to command-and-control leadership, as Daniel labels it the worst kind of leadership approach.
[00:08:14] Four Pillars of Emotional Intelligence: Daniel breaks down the core pillars of emotional intelligence—from self-awareness to empathy—revealing how these skills build trust and create high-performing, cohesive teams.
[00:12:43] We Need Emotionally Intelligent Leaders: "Leadership is the art of getting work done well through other people," says Daniel. If a leader does not cultivate a positive environment for their team, they are unlikely to motivate them to perform at their best.
[00:17:21] Fear is Killing Performance: Fear is not an effective way to motivate your team, according to Daniel. He encourages leaders to replace threats with positive reinforcement to help their team perform at their best.
[00:19:30] Optimal State: Ever wondered if you could feel at your best every day? Daniel shares how training our focus can unlock an 'optimal state'—a powerful level just shy of flow—where daily excellence feels natural.
[00:24:10] The Key to Innovation: The key to driving innovation, Daniel explains, lies in emotionally intelligent leaders at every level of the organization who inspire and support their teams.
[00:26:57] How Are You as A Leader? Instead of asking 'Who are you as a leader?' Daniel challenges us to consider 'How are you as a leader?'—a powerful shift that reveals if leaders truly connect with their teams or merely hold a title.
[00:28:36] The Judgemental Culture: In a culture fixated on metrics, mistakes often go unadmitted—but Daniel reveals that actual progress begins when leaders embrace vulnerability and see errors as learning opportunities.
[00:30:31] Advice to Auto Industry Leaders: "Don't assume you know," Daniel says, advising auto leaders listening to the podcast to be open to learning.
Top Quotes:
[00:06:53] Daniel: “In one study where we looked about at almost 4,000 executives and evaluated their leadership style or styles, and then ask the people that work for them confidentially, how do you feel? What kind of emotional climate does this leader create? They wouldn't necessarily say that to the leader face to face, but they happily said it to us. It turned out that the very worst style in terms of the climate it created was command and control. The best was a leader who could articulate a shared meaning or purpose in what we do, who inspires people because when you inspire someone, you get the best out of them. They're not just working for the salary or the promotion, they're working for the cause, for the mission. And people will go way beyond, you know, the job description.”
[00:14:10] Daniel: “People who work for you, your direct reports, won't ever tell you that you're a bad boss. What they'll do is they'll leave, or they won't give their best. They'll do good enough to keep the job, but they won't go all out. So, basically, you're shooting yourself in the foot. Leadership is the art of getting work done well through other people. Think about that. Work done well through other people. Well, you have to motivate them. You have to inspire them. You have to create trust.”
[00:22:15] Daniel: “In our culture, we don't bother training attention. We have a culture and an economy that is built on the constant new. Every season, there's a new fashion. Every year, there's a new model of a car. That is what we depend on to perk up the brain and make us pay attention. It turns out, though, that we're missing a huge opportunity, I think, for our kids and ourselves, which is to sharpen our ability to attend to what's going on in the moment. That is a skill that can be trained and trained and trained. And the more the better you get at it, the more likely you are to be in an optimal state, no matter what it is you're doing.”
[00:25:34] Daniel: “If you want innovation everywhere, I would encourage you to have emotional intelligence everywhere and to help leaders develop it. And this is the good news, by the way: emotional intelligence can be developed or improved at any point in life. It's not like, oh, I had that kind of childhood, or my genes are such and such; I'll never have it. It's really a question of what I need to work on or improve. What habit is basically shooting me in the foot, and what could replace it?”
[00:30:40] Daniel: “Be more open, listen, ask questions before saying what you think. Gather information. Don't assume you know.”
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This episode is sponsored by Lockton, click here to learn more
This episode is sponsored by Lockton, click here to learn more
Watch the full video on YouTube - click here
Stellantis is in a tight spot. With leadership shakeups, lawsuits, and strained relationships with suppliers, workers, and even shareholders, the company faces challenges from all directions. The once-powerful automaker is now reeling from significant internal and external turmoil. Yet, amid this crisis, a critical question remains: How can Stellantis turn things around and find a better way forward?
In this episode of the Automotive Leaders podcast, Jan Griffiths brings on Kate Vitasek, a University of Tennessee faculty member and expert on collaborative relationships, to talk about how Stellantis can get through these tough times.
Drawing on her work with major organizations, Kate discusses how Stellantis could benefit from a shift in strategy—away from adversarial tactics and towards collaborative contracting. She highlights the "Vested Methodology" — a method designed to build win-win relationships and foster cooperation rather than conflict.
Jan worries that Stellantis' internal challenges are not only affecting its own stability but also sending ripples throughout the automotive world. Now, she calls for bold action: Tavares must step down immediately. Jan argues that Stellantis urgently requires a leader who understands collaboration, can mend these damaged relationships, and addresses the company's real issues.
Kate agrees, saying, "Change the people or change the people." She urges Stellantis to rethink its leadership approach and points out that without a mindset shift from the top, the company may continue on its downward spiral.
Towards the end, Kate Vitasek urges Stellantis to take swift, decisive action to break free from its crisis. Her advice? Gather the key leaders in a focused session, where they'd work together to craft a clear statement of intent—a roadmap to establish long-term goals and a unified direction. By confronting issues directly and with purpose, Kate believes Stellantis can realign itself for a stronger future.
Themes discussed in this episode:
Featured Guest: Kate Visatek
What she does: An accomplished author and educator, Kate is a leading authority in strategic partnerships. She also heads research at the University of Tennessee and specializes in the Vested® business model. With experience at major corporations like P&G and Microsoft, Kate provides executive training and coaching, empowering organizations to excel in strategic collaborations and foster innovation.
On leadership: “Anytime you have uncertainty, it makes people even more anxious. And so, getting in and making some decisive decisions, just bringing calmness back. Long-term, saying, this is where we're committing to not the decision for tomorrow. Take a pause. Move quickly, but take a little pause, bring everybody together, and create the goals for the future.”
Mentioned in this episode:
Episode Highlights
[00:03:11] Meet Kate Vitasek: An introduction of our episode guest, Kate Vitasek, a faculty member at the University of Tennessee and an expert in building win-win relationships that transform how businesses work together.
[00:04:11] Learning from Success Stories: Kates shares inspiring stories of industry giants who have transformed their power into partnerships, proving that collaboration can turn business challenges into groundbreaking successes.
[00:06:46] The Stellantis Crisis: Jan unpacks the unfolding crisis at Stellantis, detailing a timeline of poor decisions, leadership changes, and the alarming decline in relationships with suppliers and stakeholders that have led the company to the brink of collapse.
[00:13:53] The Win-Lose Mentality: Kate explores the destructive cycle of distrust between Stellantis and the UAW, emphasizing that their win-lose mentality hinders collaboration and ultimately leads to a race to the bottom, where everyone loses.
[00:19:51] Trust & Vested Way: Rebuilding trust is crucial for Stellantis to move beyond its ongoing conflicts. Kate urges leaders to embrace the Vested Methodology and lock arms with all stakeholders to achieve shared success.
[00:24:36] Change the People, or Change the People: In a bold call to action, Kate Vitasek argues that Stellantis must either transform its leadership mindset or replace those in power to address the crisis and rebuild trust with stakeholders.
[00:28:28] A Call to Action for Stellantis: Jan and Kate a rallying cry for Stellantis’ leadership to act quickly, encouraging them to bring key stakeholders together for an alignment workshop that could reshape the company’s future.
Top Quotes:
[00:14:53] Kate: “What we teach people is how to flip from this Win-Lose game to a Win-Win game when they're negotiating and creating their contracts. And it really is about long-term thinking, right? So, we're very much about the short term, as you spelled out in that recent history lesson of Stellantis. And when we change, and we start to work together on solving real business problems, we think of it as creating value, and you share that value that's created. You really can all go home winners.”
[00:17:21] Kate: “When someone has a power-based negative philosophy, and that gets rooted into the contracts, it opens the door for the other party to want to shade, to retaliate. And not necessarily in an all-out battle, but in gray zones; they can, contractual shading. And then, if that's still not working, then we get into hold up. And this is where the UAW and Stellantis are now; they've held each other up, and they feel like nothing on either side is being fair, so it results in disputes and lawsuits. But what we could do is change the nature of that from this power-based tit-for-tat that you clearly spelled out these bad behaviors among Stellantis. You can change that and invite the other parties, his suppliers, and the UAW to think differently and to use our methodologies, our proven methodologies, to get people unstuck”
[00:18:44] Kate: “This is the scary part because if we don't get our act together, we're not going to have the next-generation automaking industry. And so, we have to realize that ourselves, our suppliers, and our unions are not the enemy. They are our friends that are going to help us beat the competition. Instead of competing against our suppliers or at their expense, we need to compete with them against the real enemy.”
[00:21:55] Kate: “It's this tit-for-tat behavior. When you do something, I don't think is trustful, or that is power-based, and I don't think is fair, you put me in a corner to retaliate. So, my behavior is a direct result of your behavior. You don't like my behavior, so then you take it to the next level. So, we were in this race to the bottom. And so, when you take a step back, you realize that our human behavior, the process that we use, got us there. The process that we use can get us out of there. And that's what we've done at the University of Tennessee is: created a process we call the Vested Methodology. We call it vested because both parties should have a vested interest in each other's success. As you said, to lock arms, to beat the real competition, to beat our business problems, and when we do, that magic happens.”
[00:23:47] Kate: “Their own dealers! These are people in the family! We're like turning on our own family. I would say think about a different process. I invite the Stellantis leaders and anyone. Come down; I'll give Carlos and Shawn a scholarship to come to our class to learn a different process. Now, if they don't want to use it, that's their problem, right? But if you aren't open to learning about Nobel Prize-winning research and a process like ours, that's winning awards. You're not at rock bottom yet, and maybe they just need to be at rock bottom, but maybe these lawsuits are what's causing them to be at rock bottom, and they're at wit's end, and they'll decide to change the game.”
[00:27:27] Kate: I have hope that if they open their minds, they will learn a better way. But if you don't open your minds and you're not willing, then you're absolutely right. We need to change the leaders. Change the people, or change the people.”
Mentioned in this episode:
This episode is sponsored by Lockton, click here to learn more
This episode is sponsored by Lockton, click here to learn more
Watch the full video on YouTube - click here
What are the 21 Traits of Authentic Leadership, and why do they matter?
In this episode of The Automotive Leaders Podcast, host Jan Griffiths takes us on a journey into the heart of authentic leadership, exploring the origins and importance of the "21 Traits of Authentic Leadership."
Born out of Jan's desire to define authentic leadership, the idea for the 21 traits emerged when she founded her business. Drawing from her extensive experiences in the automotive industry, she identified the traits she admired in herself and others, ultimately crafting a set that captures the essence of being an authentic leader. This framework laid the groundwork for her online courses and workshops, providing a practical approach to developing effective leadership skills.
Throughout the episode, Jan walks listeners through each of the 21 traits, explaining their importance in shaping a leadership style that is both genuine and impactful but also perfectly suited to the industry's evolving demands. Jan's passion for redefining leadership is evident as she discusses each trait, aiming to empower leaders to embrace their authentic selves and create a positive impact on their teams.
Tune in to gain a deeper understanding of these traits and discover how to embrace them in your professional journey, equipping yourself to tackle today's challenges in the automotive industry.
Themes discussed in this episode:
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:
Episode Highlights:
[00:01:27] The Beginning: Jan takes us behind the scenes of the 21 Traits of Authentic Leadership, breaking down how these traits came to life and why they matter for anyone who wants to lead with heart and authenticity.
[00:04:11] Resilience: Resilient leaders don’t get stuck in the past; they bounce back, stay hopeful, and push ahead, showing that true strength means never giving up.
[00:05:41] Cognitive Diversity: Authentic leaders know that different perspectives make a team stronger, bringing out ideas from everyone and building a culture where all voices matter.
[00:07:07] Supportive Coaching Leadership Style: By swapping control for support, these leaders help their teams grow and thrive, creating a space where everyone has a chance to shine.
[00:08:16] Focus on Long-Term Results: Great leaders juggle today’s tasks while keeping one eye on tomorrow, guiding their teams toward a future they can all believe in.
[00:09:36] Energy: Leaders with contagious energy bring life to the room, lifting spirits and inspiring others to dive in with the same passion and enthusiasm.
[00:11:03] Mindset: Growth-minded leaders see every challenge as a chance to grow, always aiming to be better and showing others that learning never stops.
[00:12:59] Kindness: Kind leaders prove that caring isn’t a weakness; it’s the way to earn trust and show people they truly matter.
[00:14:50] Trust: Leaders who build trust create a safe haven where their team feels respected, valued, and ready to give their best.
[00:17:08] Vulnerability: By being open and real, vulnerable leaders inspire deeper connections, encouraging others to be their authentic selves, too.
[00:18:37] Ownership, responsibility, and accountability: Owning up to responsibilities fosters a culture of trust, where everyone’s working together instead of pointing fingers.
[00:22:45] Consistency: A consistent leader is like a rock; they provide the stability that helps their team feel grounded and secure, no matter what.
[00:23:52] Empowerment: Empowerment means letting go and giving people the space to try, fail, and grow, showing that real leadership is about trust.
[00:25:34] Transparency: Open leaders don’t keep secrets; they share the bigger picture, helping their teams feel informed and engaged in what’s happening.
[00:26:46] Communication: Great leaders communicate clearly and openly, ensuring that everyone understands not just what needs to be done but why it matters.
[00:28:06] Listening skills: By truly listening, leaders make space for others to be heard, showing respect and fostering a culture where ideas can flourish.
[00:30:05] Honesty and integrity: Leaders with integrity stick to their values, choosing the right path over the easy one and setting an example that earns respect.
[00:31:56] Heart First Leadership: These leaders lead with empathy and compassion, showing that effective leadership is about understanding and supporting people.
[00:33:02] Self-awareness: Self-aware leaders know their strengths and limitations, continuously seeking to grow and make the best of their unique qualities.
[00:34:51] Celebrating success: Leaders who celebrate wins, big or small, boost morale and motivate their teams, making people feel recognized and valued.
[00:36:45] Vision and purpose: With a strong vision, leaders rally their teams around a shared purpose, making everyone feel like they’re part of something bigger.
[00:39:05] Lead with Gravitas: Leaders with gravitas have a strong, relatable presence that naturally earns respect and inspires loyalty from their teams. They stay true to their values and lead authentically, creating an atmosphere where people feel supported and empowered rather than controlled.
Mentioned in this episode:
This episode is sponsored by Lockton, click here to learn more
This episode is sponsored by Lockton, click here to learn more
Watch the full video on YouTube - click here
In this episode of the Automotive Leaders Podcast, Jan Griffiths shifts the focus to the next generation of leaders—Gen Z. Joining her are Wayne State University students Victoria Shubelyak and Andrew Stocke, who share their perspectives on the future of leadership in the automotive industry.
Jan's book, "AutoCulture 2.0," had a significant impact on Victoria and Andrew. Victoria reflects on her role in its creation and how being valued for her input shaped her understanding of authentic leadership. Andrew appreciates the book's focus on trust and empowerment, contrasting with his past micromanagement experiences.
A deep dive into their favorite sections of the book reveals Andrew's fascination with the Blockbuster vs. Netflix case study. He praises Netflix's resilience and innovation in the face of skepticism while pointing out Blockbuster's failure due to its arrogance. Victoria, on the other hand, finds inspiration in the chapter about Sandy Stojkovski, the CEO of Vitesco. She admires her honesty about overcoming imposter syndrome and the impact of a supportive manager on her leadership approach.
Together, they dive into the leadership traits they believe are most important in today's workplace. They talk about how their generation is pushing back against outdated command-and-control management styles, advocating for a more inclusive and empowering approach.
Jan ends the episode by offering valuable advice to the next generation, stressing the importance of personal accountability and the benefits of embracing the diverse range of perspectives that come from having multiple generations in the workforce.
Tune in to get a clear and relatable view of how leadership is changing—and what it takes to truly connect with and inspire the next generation of automotive leaders.
Themes discussed in this episode:
Featured guests:
Name: Victoria Shubelyak, Finance and Global Supply Chain Student at Wayne State University - Mike Ilitch School of Business
Name: Andrew Stocke, Finance and Global Supply Chain Student at Wayne State University - Mike Ilitch School of Business
Mentioned in this episode:
Episode Highlights:
[00:03:11] Creating AutoCulture 2.0: Victoria reflects on her role in creating Jan's leadership book. Together, they explore how involving fresh voices at all levels can shape the future of automotive leadership.
[00:05:14] Trust is the Key: Reflecting on the importance of trust in authentic leadership, Andrew shares insights from his journey. He compares his current empowering role to a time when he was micromanaged, showing that for employees to thrive, leaders need to trust them.
[00:10:52] Shifting from Traditional Leadership: Victoria dives into the generational shift in leadership styles and how Gen Z prefers mentorship over micromanagement. She points out that her generation values supportive leaders and a culture of trust and growth, and they are ready to leave if these are unmet.
[00:14:34] Lessons from Rivalry: Andrew reflects on the striking lessons from the Blockbuster-Netflix rivalry, highlighting Netflix's resilience in the face of skepticism and Blockbuster's downfall due to arrogance. It's a powerful reminder that humility and adaptability are crucial for success.
[00:16:12] Mentorship Matters: Victoria admires Sandy Stojkovski and talks about a part of her story that shows how Sandy overcame self-doubt despite her success. Victoria uses Sandy's experience to show how one person can change their leadership style and create a positive team environment with the help of a mentor.
[00:19:10] Leadership Traits that Gen Z looks for: Andrew and Victoria outline the essential traits they seek in leaders. Andrew stresses the importance of leaders who roll up their sleeves and lead by example, while Victoria highlights trust and transparency as vital for fostering open communication.
[00:23:37] Take Accountability, Future Leaders: Jan advises Andrew on the power of personal accountability as the cornerstone of effective leadership. She emphasizes that fulfilling commitments—big or small—builds trust and credibility, ultimately shaping a solid foundation for his future career.
[00:27:00] Understand Differences: Jan advises Victoria about stepping into a diverse workforce, reminding her that each generation brings its values and experiences. She highlights how understanding different viewpoints can create stronger connections and foster teamwork as they embark on their career journeys.
Top Quotes:
[00:05:45] Andrew: “I liked that there were prompts at the end of each chapter, calls to action that you could actually apply in your everyday life. And I'm thinking if I was a leader in the automotive industry, I would probably take advantage of that. And you even say to discuss it with your team and that, it's such a simple detail, but it allows the words to kind of like make it off the page and you put into motion. You can actually use the concepts in practice. And I think that the main theme really was focused a lot on trust. It's impossible to be an authentic leader if you don't trust your employees. I mean, because otherwise, like, why are you hiring them? That kind of defeats the purpose. There was a quote from Steve Jobs in there that said, "It doesn't make sense to hire smart people and tell them what to do. They should be telling us what to do.”
[00:11:21] Victoria: “I feel like the older generation, they're more used to this typical command and control leadership style; while we, as Gen Z and Gen Y, we're really wanting a different type of leadership style. We want to have a mentor, have guidance, and I feel like our generation, if we are not getting that, we're more comfortable of letting the person know, letting the manager know, and if we're continuously not getting that, we're less afraid to leave, I feel like, than the older generation. So, it'll be interesting. And I think for me, specifically, I feel like I really value a person who helps build me up, provides mentorship, and provides guidance on ways to improve. In that way, I'm learning from them, they're learning from me, and you're both in a mutually beneficial relationship compared to, like, when we have micromanagers or people who really nitpick things.”
[00:14:50] Andrew: “There are lessons that can be learned from both sides. Netflix demonstrated great resilience in the sense that they were told time and time again that this would never work, but they didn't care; they kept pushing through. And, you know, look at them today. They're probably the biggest streaming service there is. And on Blockbuster's side, it’s more of a cautionary tale of arrogance and hubris, that they were almost too big to fail and that, I forgot the name of the CEO, but he basically held back laughter when discussing the Netflix acquisition. And so, I think that's kind of not only something that you can apply in leadership settings, but to your life in general, because I mean, who doesn't want to be resilient? Who doesn't want to push themselves to be the best that they can? And conversely, hubris kind of leads to being content, and at that point, you're never going to improve.”
[00:26:09] Jan: “If you say you're going to call somebody tomorrow, you call them tomorrow. Don't try and convince yourself that it's okay. He or she won't mind. It's okay if I'm two days late with this. It is not; it is never okay. Unless you do need some more time for something, you go back to the person and say, "Hey, I can meet the deadline, but really, I'm having trouble getting some data or some information. I would like an extension of two days. Is that okay with you?" Before the due date. That's how you manage those situations. You build rapport, you build credibility, you build integrity. Thinking about how you follow through on your own personal commitments, no matter how small, I think is incredibly important to set the right foundation for a career.”
[00:27:42] Jan: “Recognize that with five different generations in the workforce, there are five different answers. And they're not all wrong. They're just different. So, rather than judge people for their differences in the way that they think, take a moment to have some empathy… Take a moment to understand the other person's point of view. Don't think you have all the answers, and it should be a certain way. It's never black or white. It's always about taking time to understand the other person's view and perspective and then coming together to make the right decision.”
Mentioned in this episode:
This episode is sponsored by Lockton, click here to learn more
This episode is sponsored by Lockton, click here to learn more
Watch the full video on YouTube - click here
In this episode of the Automotive Leaders Podcast, Jan Griffiths interviews Craig Keeys to talk about his leadership style, impressive career journey, and how he’s leading INFINITI through industry changes as their Group Vice President for the Americas.
Starting in 1998 as a warehouse operator at Nissan, Craig’s early days were far from the glamorous start many imagine. Juggling afternoon shifts at Nissan’s parts distribution center while attending Rutgers University, he learned the true meaning of hard work. After graduation, Craig transitioned from a blue-collar role into sales and marketing, which sparked his passion for the industry and fueled his desire to explore its dynamic nature.
Craig’s early mentor, Mark Grimm, played a pivotal role in shaping his career. Mark’s belief in Craig’s potential gave him the confidence to overcome self-doubt and pursue opportunities. Today, Craig is committed to empowering others, championing diversity, and driving change in the automotive industry—evident in his recognition as the 2023 Automotive News Champion of Diversity.
He also dives into the industry’s shift toward electrification, sharing how INFINITI balances innovation with stability while maintaining an exceptional customer experience. He stresses the importance of maintaining stability for his team during such rapid change.
In a personal twist, Craig shares how his family is the driving force behind everything he does and even gives a glimpse into his morning routine and passions outside of work. He also points out that younger generations prioritize a balanced, stress-free life over pursuing paychecks. Craig believes that if leaders don't adjust their mindset to this change, they will struggle to attract the next wave of talent.
Tune in to hear insights into Craig’s journey to the top, the importance of authentic leadership, and how leaders can transform their organizations by embracing change and empowering others. If you want to make a real impact in the automotive world, this conversation is for you.
Themes discussed in this episode:
Featured guest: Craig Keeys
What he does: As Group Vice President for INFINITI Americas, Craig Keeys oversees the brand's operations across the U.S., Canada, Mexico, Latin America, the Caribbean, and Israel. Since his appointment in April 2022, Craig has been focused on relaunching the INFINITI brand, placing a strong emphasis on strategic planning, marketing, and strengthening the retail network. He also prioritizes employee engagement, ensuring a motivated and high-performing team.
With over 24 years of experience at Nissan Group, Craig’s leadership spans sales, marketing, aftersales, and logistics. His dynamic approach drives growth and enhances client experiences. A firm believer in mentorship, he develops future leaders and fosters long-term relationships, demonstrating visionary leadership in highly competitive markets.
On Leadership: "I really think of myself as an authentic leader. I'm the same person when I'm with my family, when I'm with my team, when I'm engaging in moments like this. And so authenticity is important to me. And I think when we talk a little bit about my humble beginnings as a warehouse operator. I think the experiences that I've had in the various levels within the organization, as well as, just generally in life. I have afforded me that perspective of wanting to be an authentic leader.”
Mentioned in this episode:
Episode Highlights:
[00:02:22] Craig Keeys As Leader: Craig reveals his leadership philosophy: staying authentic. From his start as a warehouse operator to leading INFINITI, he values being the same genuine person in all areas of his life.
[00:03:44] Humble Beginnings: Craig takes us on a journey from his start as a warehouse operator at Nissan in 1998 to his rise within the company. Born in Jamaica and growing up across the U.S., Craig’s path to Nissan was unconventional, sparked by a flyer in a counselor's office.
[00:08:44] The Mentor's Impact: A conversation with the regional VP, who had a soft spot for underdogs, became a turning point for Craig. This mentor saw Craig’s potential and told him to use his curiosity and drive to the fullest, no matter his background or differences.
[00:15:08] Leading Through Change: Navigating leadership in today's automotive industry means staying true to your values, even when faced with outdated command-and-control approaches. It’s all about being the bridge—balancing authenticity while influencing positive change both upward and within your team.
[00:18:12] Empowering Others to Shine: Craig is all about empowerment—giving people the space to shine and break through barriers on their own. He values helping others reach their full potential without stepping in too much, believing it’s the key to great leadership.
[00:21:14] Balancing Past and Future: Managing the shift to EVs feels like riding the line between clinging to the past and embracing the future. Infiniti is focused on creating an electrified lineup while maintaining its personal touch with customers—even as the industry rapidly transforms.
[00:25:04] Craig’s Personal Side: What gets Craig out of bed in the morning? Family. A few deep breaths, some ESPN, and he’s ready to take on the day. Between binge-watching Shogun and rereading Essentialism, it’s all about finding balance in both life and work, especially in an industry that's always evolving.
[00:29:06] The Future of Leadership: To truly connect with younger talent, Craig suggests that leaders look to their own families for insight into what younger generations really want. He believes that focusing on authenticity and quality of life—not just salary—is key to meeting the evolving needs of today’s workforce and attracting top talent.
Top Quotes:
[00:07:08] Craig: “There were so many different things that you could do within automotive. There were so many different facets to the business, and at the same time, it was ever-changing and it was always very dynamic. And that was a bit of a draw for me because, at that time, some of my close friends were in jobs that were monotonous. I can remember a close friend being in the insurance world, and they were literally falling asleep, managing spreadsheets all day as a young college grad. And so, I knew I didn't want that for myself. And the people that I was interacting with were engaging enough, it became a really good draw for me to want to investigate the industry much more. And because of that breath, it really attracted me to it.”
[00:15:45] Craig: “What has been consistent for me is my love and appreciation of people. Anyone who knows me knows that I hold my team in very, very high regard. And no matter what the top-down philosophy is at the time because we do have turnover in our industry and people bring new ideas, thoughts, perspectives, and leadership styles, I have to be a filter to that message. Honestly, Jan, I've tried to be consistent in my leadership style because my reputation and my credibility are important to me. I don't want people to think that my style changes with the wind. And so, in spite of the challenging environment, in spite of that command-and-control leadership style that others may have had across the years, I've tried to be a filter to my organization wherever possible.”
[00:18:26] Craig: “The leadership trait that resonated with me the most is empowerment because I'm a big believer in giving people the space and opportunity they need to meet their maximum potential, whatever that is. And with empowerment, you are helping to break down barriers. You are helping people understand the governance within an organization and how to get things accomplished, all the while without micromanaging or being overbearing.”
[00:19:56] Craig: “I've been micromanaged at various points in my career and I absolutely hated it, and it ultimately limited my performance and limited my potential because of the frustrating environment that it fostered. And so, I made a promise to myself to ultimately be different in those moments, but you're absolutely right. There are those times when I almost want to micromanage someone. If there's a looming deadline or there's a challenging process where we are risk-averse, or we're meeting deadlines, right? And so I just have to take a step back, take a breath, and remind myself that if those things are challenging, then let's talk to our team members. Let's set moments where we hash through any issues and provide good guidance, but let's not hover over someone's shoulder.”
[00:30:22] Craig: “Kids today are not necessarily chasing a check. They're chasing a lifestyle. They're chasing quality of life. I read a stat the other day that said, essentially, Gen Z is more interested in a stress-free life than a salary. And so, if you want to attract the best talent, I would say reflection through the family to understand the needs of the younger generation is what you should be focused on because if not, if you're not shifting the mindset to AutoCulture 2.0, you will get left behind. It's as simple as that. You won't attract the talent that will be necessary to ultimately manage this business in the future.”
Mentioned in this episode:
This episode is sponsored by Lockton, click here to learn more
This episode is sponsored by Lockton, click here to learn more
In this solo episode, Jan Griffiths opens up about something we all need but often ignore—a break. Reflecting on a conversation with Hadi Awada, President of Axalta Mobility Coatings, Jan explores the guilt and pressure many leaders feel to stay "always on" and why it's vital to step back and recharge.
Jan also shares exciting professional developments, including two new projects: an innovative solution for creating multilingual internal podcasts using a combination of AI and human expertise and the upcoming "AutoCulture 2.0: Leading with Gravitas" online course centered around the 21 Traits of Authentic Leadership.
On a personal note, Jan shares her experience of moving her daughter into a high-rise in Detroit, reflecting on how much the city has evolved over the past 30 years. She openly admits her need for a break and encourages listeners to embrace rest without guilt, leaving them with a teaser for an inspiring upcoming episode.
Stay true to yourself, take that much-needed break, and prepare for more authentic leadership insights on the next episode.
Host:
Name: Jan Griffiths
Title: President and Founder, Gravitas Detroit
About: Jan is the architect of cultural change in the automotive industry. As the President and founder of Gravitas Detroit, Jan brings a wealth of expertise and a passion for transforming company cultures. Additionally, she hosts 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.
Connect: LinkedIn
Mentioned in this episode:
Mentioned in this episode:
This episode is sponsored by Lockton, click here to learn more
This episode is sponsored by Lockton, click here to learn more
Watch the full video on YouTube - click here
In this episode of the Automotive Leaders Podcast, Jan Griffiths welcomes Marques McCammon, the president of Karma Automotive, to share his leadership philosophy and journey.
A proud graduate of North Carolina A&T State University and holding engineering and management roles in Detroit, including Chrysler, before leading Karma Automotive, Marques’ story highlights breaking conventional molds. He emphasizes authentic leadership, being comfortable with oneself, and leading according to one's values.
Having dared to dream big despite skepticism, he embodies the persistence in challenging the status quo and driving innovation. His leadership lesson focuses on serving the team, listening, making oneself available and vulnerable, and supporting the team to reach their full potential, a sharp contrast to the command-and-control leadership model commonly experienced in Detroit's automotive industry.
Themes discussed in this episode:
Featured guest: Marques McCammon
What he does: Marques was named President of Karma Automotive, California’s first and only ultra-luxury automaker, in April 2023. His tasks at Karma Automotive are twofold, equally ambitious, and paramount: to reinvigorate the brand and to implement alternate paths to revenue. His career, which spanned nearly three decades before joining Karma Automotive, showcases his expansive expertise in general management, product development, manufacturing, brand leadership, marketing, and software-focused automotive innovations. His leadership and contributions to the automotive sector have been recognized by Detroit Business, which listed him among the top 40 Young Executives making an impact in Detroit.
On Leadership: "For me, I think that as a leader, my job is to serve my team. And by that, what I mean is there's always a greater number of employees than there are leaders, and we often, as leaders or people in leadership roles, get preoccupied with our notion of the authority that we carry or the title that we carry, and we're supposed to drive the day. But the reality is the work gets done by the team. And our job is to connect with that team, help them to find their potential, and their overlap with the other team members so that the organization can see its fullest potential."
Mentioned in this episode:
Episode Highlights:
[00:03:39] Who is Marques McCammon as a Leader?: Rather than focusing on authority, Marques believes leadership is about serving the team, connecting with them, and unlocking their potential.
[00:04:51] The Birth of an Authentic Leader: Marques reflects on how mentors helped him see past traditional hierarchies. He learned to stop apologizing for his ideas and started seeing everyone as equals, no matter their title.
[00:13:08] Karma Automotive: Karma stands apart as an ultra-luxury brand, distinct from Henrik Fisker's legacy. While others aim for mass markets, Karma focuses on exclusivity, staying clear of the crowded automotive field.
[00:14:48] The Key to Success: Marques shares how a lifelong passion for the automotive industry fueled his journey from an East Coast dreamer to a leader shaping the next generation of vehicles. Despite doubters, he embraced the challenge, driven by a desire to help others find their place in the industry.
[00:17:36] Marques’ Top Leadership Traits: Marques reflects on the power of authenticity and vulnerability in leadership. In a world often dominated by facades, he believes that real trust only forms when leaders show their true selves. For him, being open, even when it means admitting mistakes, fosters growth and builds deeper connections with those around him.
[00:20:18] We’re All Humans: Leadership isn’t just about making tough decisions; it’s about understanding the humanity in every interaction. Marques shares how his bond with a colleague allowed them to navigate a difficult situation with mutual respect and empathy, proving that even in the harsh world of business, relationships matter.
[00:25:06] Leading with Conviction: Jan and Marques discuss shifting from a mindset of strict rules and compliance to one of trust and passion. Instead of expecting the worst, they advocate leading with conviction to inspire and harness people's best qualities, turning challenges into opportunities for growth.
[00:26:49] Focus on the Mission: Marques shares how he keeps his team focused and motivated by constantly reinforcing their mission. By consistently revisiting their vision and taking responsibility for any necessary changes, he ensures the team remains aligned and driven, even through challenges.
[00:29:01] The Biggest Challenge: The auto industry faces its biggest challenge yet: adapting to the software revolution. Marques highlights how the rapid pace and different standards of software development are reshaping everything, from company culture to leadership.
[00:34:18] Going Personal: Marques McCammon shares his passion for the HBO series Warrior and Steve Jobs' focus on product and purpose. He reveals how these inspirations drive his vision for Karma, blending innovation with a meaningful impact.
Top Quotes:
[00:08:27] Marques: “As a business community, we've created that notion that somehow, because I'm the president, chief executive, my workload is more important than the next person. It has different implications but is just as important as yours.”
[00:15:29] Marques: “I want to be a contributor to the next generation. I don't need to prove that I'm smarter, try to be better, or beat someone else out. I definitely don't need to stand up on a stage and pound on my chest. What I want to do is I want to figure out how to help the industry transition into the next generation in a way that more people, frankly, like myself who admire the industry but don't know their role in it, can see themselves and can be positive contributors to it.”
[00:22:50] Marques: “You could be a great operator. You can be someone who's driving for results and still have the understanding and the perspective that the other person sitting across the room from you is a human, that they're important, that they can be a part of your solution, even as you're changing, it doesn't have to be one or the other.”
[00:28:39] Marques: “We hope the business is always going up into the right, but there's going to be some times where we have to change, or we have to pivot, or we have to pull back. We should own it. As a leader, we should be the first one in line to own it. And then also help the team to understand what am I doing differently today and tomorrow to ensure that the next change will be stronger and better than the one from the last.”
[00:29:21] Marques: “The role that software plays and will play in the defining of the value of vehicles going into the future is something different than we've seen in the past 130 years of the industry we've had.”
Mentioned in this episode:
This episode is sponsored by Lockton, click here to learn more
This episode is sponsored by Lockton, click here to learn more
In the world of automotive innovation, it's not just about keeping up—it's about leading the charge. The Center for Automotive Research (CAR) is where those big ideas come to life, and at this year's CAR Management Briefing Seminars (MBS) in Traverse City, Michigan, the industry's top minds gathered to share their vision for the future.
This episode takes you inside CAR MBS 2024 like never before. We're not just talking about the event—we're diving into the conversations that are driving change, from the push toward electrification to the reshaping of how we view and acquire talent for the industry.
You'll hear the voices of leaders who are not only shaping mobility but also inspiring the next generation of automotive pioneers. Hear firsthand the strategies they're deploying, the trends they're watching, and the challenges they're overcoming. Whether you're driving leading in the automotive industry or simply passionate about its future, this episode is your access to the conversations that matter.
Co-host: Carl Anthony
What he does: Carl Anthony is the Managing Editor and Co-Founder of Automoblog and AutoVision News. He also hosts AutoVision News Radio and AutoSens Insights. Carl is a regular contributor on MotorMouth Radio on WHPC 90.3 FM and an active member of the Automotive Women's Alliance Foundation, supporting its mission to empower women in the automotive and mobility industries. He has collaborated with top automotive brands like Escort Radar, Cobra Electronics, Real Truck, and Meguiar's as a respected ambassador. Carl's previous roles include dealership and new vehicle launch trainer for Ford, Honda, Mercedes-Benz, and Volvo, as well as serving as a product specialist on Chevy's National Truck Team.
Featured guests:
Name: Tara Andringa
Title: Executive Director of Partners for Automated Vehicle Education (PAVE)
Discussed: [00:04:53] At CAR MBS 2024, Tara dives into the real-world impact of autonomous vehicles (AVs), stripping away the hype to reveal how the "last mile" could quietly revolutionize transportation. It’s not about flashy tech—it's about practical solutions that could redefine mobility if only the public can learn to trust and understand it.
Name: Scott Tobin
Title: CEO of Envorso
Discussed: [00:06:53] Scott talks about bridging the gap between legacy automotive engineering and cutting-edge software technology. He explains how Envorso combines the best of both worlds, overcoming the silos in traditional auto design to create Software Defined Vehicles (SDVs). With hundreds of modules and millions of lines of code, these vehicles redefine customer experience through updatable software, efficient electrical architecture, and data-driven insights.
Name: Collin Shaw
Title: President, MEMA
Discussed: [00:08:51] The $160 billion invested in North America's EV sector is impressive, but what happens when that money doesn’t pay off? Collin Shaw tackles the industry's most pressing concern—stranded capital. He reveals how MEMA is working behind the scenes to ensure suppliers' voices are heard, securing grants, and helping the industry navigate the tricky transition to electrification.
Names: Tharunika Vasudevan, Andrew Nodge, and Liuyan He.
Title: Students of Wayne State University, Mike Ilitch School of Business. Part of the Students@MBS Program
Discussed: [00:11:46] From the complexities of supply chain management to the impact of policies and data analytics, these future leaders explore how their studies connect with real-world challenges. Their experiences at CAR MBS are not just educational—they’re eye-opening glimpses into the future of mobility, where technology and innovation are driving change at every turn.
Name: Bob Lee
Title: Corporate Executive VP and Head of North America for LG Energy Solution
Discussed: [00:14:57] Bob explains what makes EVs far more eco-friendly than traditional combustion engines. He also highlighted a surprising fact about charging infrastructure in the US: there are already 50,000-60,000 public charging stations, surpassing the number of McDonald's locations. With expectations for a tenfold increase in the next decade, the future of EV charging is looking bright.
Name: Judd Herzer
Title: Mobility Director at Michigan State University
Discussed: [00:18:22] Judd explains his role in managing MSU's mobility research and infrastructure and emphasizes the need for more experiential learning opportunities to bridge classroom knowledge with real-world application. He also discusses MSU's innovative Tech-E program, designed to quickly adapt to industry needs and accelerate talent development, cutting the typical program update timeline from eight years to just two and a half.
Name: Pamposh Zutshi
Title: Vice President of Product Strategy and Planning at WiTricity
Discussed: [00:22:19] Pamposh envisions a future where wireless charging becomes as routine as Wi-Fi. He challenges the notion that EVs need fast-charging stations like gas pumps, pointing out that most charging happens at home. With EV drivers averaging under 50 miles a day, Zutshi argues that wireless technology can eliminate range anxiety and streamline the charging process. His key takeaway? "Whatever can go wireless, does go wireless," a nod to the broader trend of moving away from cables and cords in technology.
Name: Stefan Buerkle
Title: Regional President, Cross-Domain Computing Solutions, Bosch North America
Discussed: [00:24:52] Stefan sees a world where automakers and tech giants collaborate to create software-defined vehicles that are more than just cars—they’re part of a connected digital ecosystem. His message? The key to standing out in the automotive world lies in integrating technology effortlessly to enhance everyday experiences.
Name: Joe McCabe
Title: President and CEO of Auto Forecast Solutions
Discussed: [00:27:26] Industry expert Joe McCabe highlights three crucial shifts ahead. Expect a gradual transition from traditional engines to electric vehicles, with a balanced mix of technologies needed for the near future. Watch for a wave of global competitors shaking up the market with affordable innovations. And, brace yourself for a post-pandemic auto landscape where the old rules no longer apply, as new players and evolving trends redefine the competitive playing field.
Name: Dr. Robert K. McMahan
Title: President of Kettering University
Discussed: [00:30:08] Imagine a future where automotive talent is nurtured from a young age, not hunted like rare treasures. Dr. McMahan reveals how our current approach to talent development is outdated for a 21st-century industry. He advocates for a proactive strategy, treating talent like a long-term investment. He also calls for a shift in how we support diversity—focusing on inspiring students early in their educational journey to keep them engaged in STEM fields.
Name: Kevin Gilleo
Title: Vice President of Electronic Systems at Toyota Motor North America
Discussed: [00:34:16] Explore the future of driving with Kevin Gilleo as he breaks down Software Defined Vehicles (SDVs). Picture a car that's not just a machine but a smart system that evolves with software updates, delivering new features and enhanced experiences. Kevin reveals how today’s tech-savvy drivers expect their cars to be as intuitive and smart as their phones and smart home devices.
Mentioned in this episode:
Mentioned in this episode:
This episode is sponsored by Lockton, click here to learn more
This episode is sponsored by Lockton, click here to learn more
Watch the full video on YouTube - click here
In this episode of the Automotive Leaders Podcast, host Jan Griffiths interviews Jon Husby, president and CEO of ADAC Automotive, about the critical elements of leadership and culture in the automotive industry.
Jon grew up as a shy child who was always worried about what other people thought. However, after taking on a leadership role, he discovered that he enjoys leading and getting things done.
"I am imperfect. I'm learning as a leader," says Jon. Despite spending 30 years in the industry, Jon still believes every day is new for him. As a leader, Jon is unafraid to roll up his sleeves and get into the trenches to help his people. He embraces a transparent leadership style that empowers people to be better versions of themselves.
Jon highlights a common issue where companies focus heavily on KPIs at the expense of culture. He says this unbalanced focus on metrics and people prevents companies from evolving their culture. At ADAC, they address this by putting concerted effort and commitment into the people aspect of the business.
Jon shares a significant challenge ADAC faced—a cyber event that tested the company's strength. Despite the adversity, the incident showcased the power of strong leadership and teamwork. By understanding each other's strengths and placing the right people in the right roles, ADAC could respond swiftly and effectively, earning customer compliments for their quick recovery.
Transparency is a fundamental trait in Jon's leadership philosophy. By fostering an environment where employees feel comfortable asking questions and understanding the reasoning behind decisions, Jon believes transparency can significantly enhance trust and engagement within the company.
Jon suggests that industry leaders should tackle their challenges with leadership and culture by being transparent and collaborative. He emphasizes the need for giving and receiving feedback to improve the industry. This is especially important during a time of major changes in the industry.
Join Jon and host Jan Griffiths as they discuss his career journey, the importance of transparency and mindset in leadership, and how leaders can drive transformation within their organizations.
Themes discussed in this episode:
Featured guest: Jon Husby
What he does: Jon Husby is the President and CEO of ADAC Automotive, a leading vehicle access and diversified solutions company. Joining ADAC in August 2022, he was appointed to its board of directors in January 2024. Before ADAC, Jon was the President and CEO of SEG Automotive North America, where he managed mechanical and e-machine technology from 2018 to 2022. He also served as SVP of Global Sales during his tenure. Jon's extensive career includes leadership roles at Harman International, TomTom, Tele Atlas, and DENSO Corporation, with expertise in sales, marketing, and advanced automotive technologies. He holds board positions with MEMA Original Equipment Suppliers and the Automotive Hall of Fame. Jon earned his Bachelor’s in Economics and Management from Albion College and an MBA from Wayne State.
On leadership: “I am imperfect. I'm learning as a leader. Every day is new for me, but I embrace a style of empowerment. I embrace a style of trust and transparency in coaching. I fully, fully believe, and I've learned this through my well over 30 years of leading people in this idea of rolling up your sleeves, getting in the trenches, and not being afraid to help people and coach people, right? And I've seen so many different styles of leadership. And so, for me, personally, being able to grab onto that, being able to be that transparent type of leader that empowers people, but also holds them accountable in a fair way and helps people learn to be better versions of themselves where they can go. That's really who I am as a leader.”
Mentioned in this episode:
Episode Highlights:
[00:03:02] Jon Husby As A Leader: Jon describes his leadership style as one of empowerment, trust, and transparency, focused on coaching and helping people become better versions of themselves.
[00:03:48] The Journey Towards Authentic Leadership: Jon's leadership journey was shaped by early leadership opportunities, mentorship, diverse professional roles, and a focus on learning and adapting his leadership style to different cultures and challenges.
[00:12:33] Compliance vs Conviction: Effective leadership involves understanding and connecting with individuals on a personal level rather than adhering to a rigid, one-size-fits-all approach.
[00:16:07] Balancing Accountability and Empathy: By retooling meeting structures to include a focus on people, culture, and strategy, Jon ensures that leadership consistently considers and addresses both business performance and employee well-being.
[00:18:40] The 12 Variables of Success: Jon talks about ADAC's 12 Variables for Success, emphasizing its practical and relatable approach to leadership and cultural change and how these variables are actively integrated and promoted within the company.
[00:23:06] Where are the KPIs for Culture? In a world obsessed with KPIs and urgent issues, Jon Husby highlights the critical need for a cultural KPI, stressing that many companies fail to evolve their culture due to their fixation on metrics.
[00:27:45] Cyber Intrusion: Jon shares a significant challenge ADAC faced—a cyber event that tested the company's strength.
[00:29:17] Key Leadership Traits: Understand the importance of transparency and mindset in leadership from Jon's perspective.
[00:32:49] Advice for Industry Leaders: Jon believes it's important for Tier One suppliers in the auto industry to be transparent and communicate openly. He encourages them to engage with OEMs and industry peers to drive cultural and leadership change.
[00:37:09] Going Personal with Jon Husby: Diving into the personal side, Jon shares his love for binge-watching history and business documentaries, his morning routine of walking and listening to podcasts, and his commitment to balancing work, family, and personal growth.
Top Quotes:
[00:04:38] Jon: “There was a part of my early leadership days that were a bit of that chasing the title, chasing the recognition. And what I started to learn eventually over time was it can't be about that; with great power comes responsibility, too. And you need to be able to be that more humble, vulnerable leader. Once I started to get that, the whole world of leadership changed for me. It became about working with others, empowering others, always trying to learn, et cetera.”
[00:23:19] Jon: “There's always such a focus on KPI, but where's the KPI on culture? And most companies don't have that KPI in culture. And frankly, I'm not going to proclaim that we have the exact math and science behind it, but we take the focus to make sure that we're going to talk about people. We're going to talk about what we need to do. We're going to talk about the messaging. And so, we make a just a really concerted effort and commitment to go do that. I just think there are so many companies that can't get out of their own way when it comes to KPIs. It stops them from being able to evolve the culture. And that's really dangerous.”
[00:26:41] Jon: “One of the things we did was change the cadence of meetings the minute I walked in the door. And we went from just being a report out to being a strategy meeting and being an alignment meeting. And I promise you that when that senior leadership team walks out of that room, we all have the same message. We all have the same understanding. And some of those are tough discussions. We have a lot of very healthy debates, but those debates weren't happening before. And now, those debates are happening. And for me, that's awesome because that's starting to change the way we're going to advance the strategy and the culture because we're having those tough discussions now. We're not just going to launch something and hope it sticks.”
[00:29:28] Jon: “If there's anything I've learned, and it doesn't matter if it's my career if it's in industry groups, it can be in nonprofit boards, it can be whatever. There's got to be that sense of transparency. There has to be that sense of help explaining the background. Just don't tell me something. Don't go to that command control; you will do this; here's our mission. Help people understand and talk through it.”
[00:36:00] Jon: “Where we go as an industry is only going to be more transformational. Not in terms of, “Well, where are we going to be a decade from now?” It's where we're going to be 12 months from now, right? When we talk about the changes that are going on with EVs around the world, with China suppliers and automakers, and what's going to happen with tariffs and all these other things. The job of suppliers in this industry is only going to become more complex and harder. And this is it again: why do we have to be transparent and open? Trying to solve it all by yourself isn't going to work.”
Mentioned in this episode:
This episode is sponsored by Lockton, click here to learn more
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