Podcasts about General Motors

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Loni Love. Emmy Award-winning comedian, actress, and author. The conversation centers around her memoir, I Tried to Change So You Don’t Have To, and offers a rich blend of personal storytelling, cultural insight, and motivational wisdom.

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Loni Love. Emmy Award-winning comedian, actress, and author. The conversation centers around her memoir, I Tried to Change So You Don’t Have To, and offers a rich blend of personal storytelling, cultural insight, and motivational wisdom.

Today on CarEdge Live, Ray and Zach discuss the latest news from Ford and General Motors. Tune in to learn more! Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

Last year, U.S. Customs and Border Protection seized over 211,000 counterfeit auto parts, a whopping doubling from the number seized the previous year. This issue goes beyond selling an unlicensed copy of an emblem. NHTSA identified five known cases of death or serious injury in 2023 and 2024 in which the vehicle was equipped with a defective counterfeit air bag. In this episode, Bob Stewart, president of the Automotive Anti-Counterfeiting Council and also aftermarket service support and brand protection manager at General Motors, joins CollisionCast to talk about the problem and how collision repairers can help identify these counterfeit parts. To learn more or report a suspect part, go to: GM Resource Website: https://www.gmparts.com/counterfeit-parts A2C2 Website: https://www.a2c2.com/

Кремниевая Долина — это место, где технологии меняются каждый день, а вместе с ними и требования к людям. Как здесь выглядит реальная карьера инженера? Что нужно знать о переходе в менеджмент? И как вообще жить в эпицентре технологической революции, не потеряв голову?Ольга Пронина — Director of Software Engineering в Cruise, компании, которая занимается автономными автомобилями и которую купил General Motors. Она прошла классический путь от разработчика до руководителя и знает изнутри, как устроена жизнь IT-специалистов в Долине.Поговорим о том, как искусственный интеллект влияет на ежедневную работу инженеров, какие навыки становятся важными, а какие теряют актуальность. Обсудим карьерный рост — что значит стать менеджером в технологической компании и стоит ли вообще идти по управленческой линии. Затронем и личные темы: как сохранить баланс в городе, где все помешаны на работе, какие тренды формируют жизнь людей в Долине, и можно ли остаться собой в среде постоянных изменений.Приходите с вопросами или оставляйте их заранее в Телеграм канале https://t.me/prodcastUSAОльга Пронина (Olga Pronina), Director of Software Engineering в Cruise (General Motors)LinkedIn: https://www.linkedin.com/in/olga-pronina/Телеграм-канал “Кремниевый Дзен” - https://t.me/siliconzenПредыдущие выпуски с Ольгой:- Поиск работы в США. Как подготовиться к интервью за месяц и не сойти с ума? https://youtube.com/live/33i6WBoE2Gc- Оффер в США: как получить +50% к зарплате? Как правильно торговаться? https://youtu.be/5AYS4_fV3OE- 99% компаний в США зададут вам эти вопросы на собеседованиях. Поведенческое интервью - https://www.youtube.com/watch?v=H7QgoY1oOTI***Записаться на карьерную консультацию (резюме, LinkedIn, карьерная стратегия, поиск работы в США) https://annanaumova.comКоучинг (синдром самозванца, прокрастинация, неуверенность в себе, страхи, лень) https://annanaumova.notion.site/3f6ea5ce89694c93afb1156df3c903abВидео курс по составлению резюме для международных компаний "Идеальное американское резюме": https://go.mbastrategy.com/resumecoursemainГайд "Идеальное американское резюме" https://go.mbastrategy.com/usresumeПодписывайтесь на мой Телеграм канал: https://t.me/prodcastUSAПодписывайтесь на мой Инстаграм https://www.instagram.com/prodcast.us Гайд "Как оформить профиль в LinkedIn, чтобы рекрутеры не смогли пройти мимо" https://go.mbastrategy.com/linkedinguide⏰ Timecodes ⏰00:00 Начало7:59 Востребованные ниши разработчиков24:54 Изменения в визе H1-B38:13 Тренды в ИИ43:43 Кем лучше быть, специалистом или генералистом?46:33 Как вырасти в директоры?59:57 Почему компании в США не стремятся к offshore?1:01:30 Хайповые ниши для визовых должностей1:08:01 Куда идти технарю/гуманитарию?1:09:43 Недвижимость в Кремниевой Долине1:13:37 Ситуация на рынке Manual QA1:18:36 Надо ли ехать в США, чтобы найти интересный продукт?1:23:47 Кому стоит ехать в долину?

Breht speaks with veteran organizer, revolutionary strategist, and author Eric Mann. In this wide-ranging conversation, Mann reflects on his decades of struggle; from his early work with SNCC and SDS, through his involvement with the Weather Underground and his time as a political prisoner, to his rank-and-file organizing as a UAW autoworker. Along the way, Mann wrestles with the realities of repression and counterinsurgency, the need for disciplined cadre and a Black-led united front against imperialism, and the history of the Marxist Left in the 60's and 70's in the USA as told through his personal experiences. His story is both a living history of the U.S. Left and a revolutionary call for commitment and organization for a new generation of revolutionaries. More Biography of Eric Mann: Eric Mann (born December 4, 1942) is a civil rights, anti-war, labor, and environmental organizer. He has worked with the Congress of Racial Equality, Newark Community Union Project, Students for a Democratic Society (SDS), the Black Panther Party, the United Automobile Workers (including eight years on auto assembly lines) and the New Directions Movement. He was also active as a leader of SDS faction the Weathermen, which later became the militant left-wing organization Weather Underground. He was arrested in September 1969 for participation in a direct action against the Harvard Center for International Affairs and sentenced to two years in prison on charges of conspiracy to commit murder after two bullets were fired through a window of the Cambridge police headquarters on November 8, 1969. He was instrumental in the movement that helped to keep a General Motors assembly plant in Van Nuys, California open for ten years. Mann has been credited for helping to shape the environmental justice movement in the U.S. He founded the Labor/Community Strategy Center in Los Angeles, California and has been its director for 25 years. In addition, Mann is founder and co-chair of the Bus Riders Union, which sued the Los Angeles County Metropolitan Transportation Authority for what it called “transit racism”, resulting in a precedent-setting civil rights lawsuit, Labor Community Strategy Center et al. v. MTA. Mann is the author of books published by Beacon Press, Harper & Row and the University of California, which include Taking on General Motors; The Seven Components of Transformative Organizing Theory; and Playbook for Progressives: 16 Qualities of the Successful Organizer. He is known for his theory of transformative organizing and leadership of political movements and is acknowledged by many as an veteran organizer on the communist left. ---------------------------------------------------- Support Rev Left and get access to bonus episodes: www.patreon.com/revleftradio Make a one-time donation to Rev Left at BuyMeACoffee.com/revleftradio Follow, Subscribe, & Learn more about Rev Left Radio https://revleftradio.com/

GetConnected Podcast with Mike Agerbo In this episode, Mike sits down with two special guests to talk about the future of electric vehicles and what it means for drivers today. First, we're joined by Shane Peever GM's Vice President of Sales in Canada, who shares how General Motors has climbed to the #1 spot in EV sales and what's driving their success in a rapidly evolving market. Then, Mike speaks with Russell Shepherd, Technical Communications Director at Michelin, to dig into an often-overlooked topic: EV tires. From durability to efficiency and safety, Russell explains what makes EV tires different and what drivers should look for when making the switch. Whether you're an EV owner, considering your first electric vehicle, or just curious about the technology shaping the future of transportation, this episode is packed with insights you won't want to miss.

Bureaucracy was once a breakthrough. Today, it's become a costly drag on innovation, human potential, and business impact. In this episode of The Eric Ries Show, I sit down with Gary Hamel and Michele Zanini, authors of Humanocracy, to explore how organizations can move beyond outdated management models and unlock true human thriving.Hamel and Zanini have spent years researching and advising some of the world's most forward-thinking companies. Together, we make the case for replacing top-down control with systems that maximize contribution, creativity, and ownership at every level.We dive into how to rethink management from first principles, why employee engagement is at historic lows, and what leaders can do to build organizations that unlock the full potential of their people.—Where to find Gary Hamel: • LinkedIn: https://www.linkedin.com/in/garyhamel/• X: https://x.com/profhamel• Website: https://www.garyhamel.com/Where to find Michele Zanini: • LinkedIn: https://www.linkedin.com/in/michelezanini/• X: https://x.com/michelezanini• Website: https://www.michelezanini.com/—Where to find Eric:• Newsletter:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://ericries.carrd.co/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • Podcast:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://ericriesshow.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • YouTube:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.youtube.com/@theericriesshow⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ —In This Episode We Cover:(00:00) Intro(02:02) The importance of human-invented management concepts(04:20) How Gary came up with core competencies (07:15) The benefits of bureaucracy (a brief history of labor and management)(13:00) The General Motors near-bankruptcy story(15:00) Why management is the greatest human concept, but due for reinvention (23:20) Outlier companies with unconventional structures(24:00) Why management needs new paradigms and principles(29:55) The lost opportunity of Mary Parker Follett's management philosophy(35:45) The dominance of ‘left-brained' leadership in management philosophy(38:52) Core ideas behind Humanocracy (55:44) Tips for building healthy, efficient organizations (1:03:36) The overlooked lessons from outlier companies like Vanguard(1:12:21) What Harvard Law's startup study reveals about founder control(1:15:55) Why unlocking human potential is a CEO's core mission(1:19:42) Advice for founders on avoiding the pitfalls of bureaucracy(1:22:15) Why every great company is driven by a great purpose(1:27:00) Examples of companies operating from first principles (1:31:14) Why productivity matters, and how it's linked with bureaucracy —You can find episode references at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.ericriesshow.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠—Production and marketing by ⁠⁠⁠⁠⁠⁠Pen Name⁠⁠⁠⁠⁠⁠.Eric may be an investor in the companies discussed.

Plus: Lithium Americas is in talks with the U.S. Department of Energy and General Motors over loan terms. And Alibaba says it will invest more than $53 billion in artificial intelligence. Zoe Kuhlkin hosts. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, my guest is Mike Renick of Team Renick in Sarasota, Florida. After a 31-year career at General Motors, Mike reinvented himself in real estate and is now proving that age is no barrier to innovation. He shares how his team of three uses AI to create content at scale, build hyper-local connections, and stay ahead in a changing search landscape. From “AI Mike” video avatars to automated blogging systems, Mike shows how curiosity and technology can free up time for what matters most, building authentic client relationships. Whether you're new to AI or ready to sharpen your edge, you'll walk away with tactical tips and tools you can apply immediately to your own business. Show Resources:  YouTube channels recommended by Mike:  https://www.youtube.com/@ProductiveDude https://www.youtube.com/@drakesurach   Guest: Mike Renick Online Presence: https://www.liinks.co/mikerenick Host: Rajeev Sajja Rajeev Sajja on Facebook Rajeev Sajja on Instagram Rajeev Sajja on LinkedIn Rajeev Sajja on YouTube Resources:  Agent to AIgent book on Amazon - https://a.co/d/0YxMd2Y Real Estate AI Flash Podcast Site AI Playbook Join the Instagram Real Estate AI Insiders Channel Join the Real Estate AI Academy waitlist Subscribe to the Real Estate AI Flash Newsletter  

David Herman from Web Marketing for Dentists joins us to discuss how dental practices can leverage modern marketing strategies while maintaining the human touch that builds lasting patient relationships. With over 20 years in the industry, David shares insights on why traditional marketing principles still work, how AI is enhancing rather than replacing human connections, and why understanding your specific practice goals is crucial for marketing success.  Click here for full show notes  Key Highlights:  Why Google and SEO aren't actually dead despite industry claims  How AI phone systems can double appointment bookings while reducing front desk burden  The importance of weekend hours and quick response times for new patient acquisition  Why targeting specific procedures and patient types beats generic "get more patients" approaches  The psychology behind dental patient behavior and decision-making  How to measure marketing ROI and ask better questions of your marketing team Memorable Quotes: "We thought at the beginning it was money, but it's not. They also like money, but it's definitely secondary to helping people in the way that they feel they can help people the best."  "Google Ads is mind reading for marketers. There is nothing like it... It's the only mind reading marketing service there is."  "Everything that is monotonous and boring in somebody's job, that's the first place that AI should be employed. Because AI doesn't find it monotonous or boring."  David's approach stands out because he focuses on understanding what kind of dental work each practitioner truly enjoys, then tailors marketing efforts to attract those specific cases. Rather than promising overnight results, he emphasizes sustainable growth and measurable outcomes, making him a valuable resource for practices ready to invest thoughtfully in their marketing efforts.  See Where Your Practice Stands: Take our Practice Growth Readiness Assessment  David's Bio:  David is the Chief Marketing Officer for Web Marketing For Dentists. He holds a Masters in Language & Psycholinguistics from Cambridge University and spent 10 years creating ads for major companies like Procter & Gamble and General Motors before discovering his passion for dental marketing in 2004. Since then, he's worked with over 2,000 dentists across the USA, Canada, and UK, generating more than $30 million in annual production for his clients. His campaigns typically help individual dentists add $10K-100K to their monthly revenue. David leads a team of 30+ dental marketing experts based primarily in Miami, with additional team members across six continents.  Find David:  Website  Facebook  Twitter  See Where Your Practice Stands: Take our Practice Growth Readiness Assessment  Connect With Us:  Be a Guest on the Show  Thriving Practice Community  Schedule Strategy Session with Tracy  Tracy's LinkedIn  Business LinkedIn Page 

This is the VIC 4 VETS, Weekly Honored Veteran. SUBMITTED BY: The Washington Guard Jack Jackson Jack Jackson was born in Sullivan, Indiana and grew up on a small farm near Crown Point. He earned a Bachelor of Science Degree at Purdue University. Jack later went on to earn a Master’s Degree in Human Resource Management at Pepperdine University. After graduating from Purdue University, Jack worked for a brief period at General Motors. However, Jack felt the call of his country and joined the United States Marine Corps, where he was commissioned as Second Lieutenant. Jack then went off to flight training to become a Marine Aviator. Jack’s tenacity and courage were quickly demonstrated as a combat aviator in Vietnam. Arriving in November 1968, Jack flew over 600 combat missions. A highly decorated veteran, Jack is the recipient of four Distinguished Flying Crosses, 33 Air Medals, Navy Commendation Medal (with combat V), a host of campaign medals and, most recently, the Legion of Merit for Service to His Country. Returning from Vietnam, Jack attended the United States Naval Test Pilot School, testing aircraft for the United States military. Subsequently, he was the aide-de-camp for a Two Star General. He left active duty as a Marine Captain in 1977. Jack remained active in the service of his country by staying in the Marine Corps Reserves and achieved the rank of Colonel. He was called back to active duty for Desert Shield where he served as a Harrier Instructor Pilot. Jack continued to play an important role in the defense of his country as a key person in the Boeing Company (previously McDonnell Douglas). Jack became a test pilot at Boeing Company in January 1978. He tested virtually every type of U.S. fighter aircraft as well as two Russian fighters, accumulating over 10,000 flight hours. He is also the nation’s most experienced VSTOL pilot. In January 2004, he retired from his position as Chief Pilot-Production Test with Boeing Company where he was responsible for all production activities. Jack is actively involved in his church where he is a deacon. He was the parliamentarian for the Second Congressional District Caucus in 1996 and 2008. He is also a member of the following organizations: V.F.W.; American Legion; National Aeronautical Association; Association of Naval Aviation; Marine Corps League; Vietnam Veterans; National Association of Parliamentarians; and The Society of Experimental Test Pilots. Jack was also on the Boeing Management Club Board of Directors. He was the Chief Test Pilot for Production at the Boeing Company from 1996 until 2004. Jack was elected to the Missouri House of Representatives in 2002. He served as president of the largest freshman class in the history of the state of Missouri. He was Chairman of the Veterans Committee, Chairman of the Joint Committee On Terrorism, Bioterrorism, and Homeland Security; and he was a member of the Appropriations - Public Safety and Corrections and Ways and Means Committees. Jack has been married for 57 years to the former Arleen Henderlong. They have three children and eight grandchildren. Jack is the recipient of the National Aeronautic Association’s “Elder Statesman of Aviation for 2004” Award. He received the Aviation Week and Space Technology 1999 Laurels Award. He also received the “Legislator of the Year Award” from the Missouri Department of Veterans of Foreign Wars in June 2003, 2005, and 2006 and the “Legislator of the Year Award” from the American Legion in 2004. He received the 2006 Farm Bureau Friend of Agriculture Award. He also received the National Aide-de- Camp award from the National Commander of the National VFW. After leaving the legislature in 2006, Jack started his own small business of public speaking and an aircraft charter business. ________________________________________________________________ This Week’s VIC 4 VETS, Honored Veteran on NewsTalkSTL.With support from our friends at:Alamo Military Collectables, H.E.R.O.E.S. Care, Monical’s PizzaSee omnystudio.com/listener for privacy information.

This is the VIC 4 VETS, Weekly Honored Veteran. SUBMITTED BY: The Washington Guard Jack Jackson Jack Jackson was born in Sullivan, Indiana and grew up on a small farm near Crown Point. He earned a Bachelor of Science Degree at Purdue University. Jack later went on to earn a Master’s Degree in Human Resource Management at Pepperdine University. After graduating from Purdue University, Jack worked for a brief period at General Motors. However, Jack felt the call of his country and joined the United States Marine Corps, where he was commissioned as Second Lieutenant. Jack then went off to flight training to become a Marine Aviator. Jack’s tenacity and courage were quickly demonstrated as a combat aviator in Vietnam. Arriving in November 1968, Jack flew over 600 combat missions. A highly decorated veteran, Jack is the recipient of four Distinguished Flying Crosses, 33 Air Medals, Navy Commendation Medal (with combat V), a host of campaign medals and, most recently, the Legion of Merit for Service to His Country. Returning from Vietnam, Jack attended the United States Naval Test Pilot School, testing aircraft for the United States military. Subsequently, he was the aide-de-camp for a Two Star General. He left active duty as a Marine Captain in 1977. Jack remained active in the service of his country by staying in the Marine Corps Reserves and achieved the rank of Colonel. He was called back to active duty for Desert Shield where he served as a Harrier Instructor Pilot. Jack continued to play an important role in the defense of his country as a key person in the Boeing Company (previously McDonnell Douglas). Jack became a test pilot at Boeing Company in January 1978. He tested virtually every type of U.S. fighter aircraft as well as two Russian fighters, accumulating over 10,000 flight hours. He is also the nation’s most experienced VSTOL pilot. In January 2004, he retired from his position as Chief Pilot-Production Test with Boeing Company where he was responsible for all production activities. Jack is actively involved in his church where he is a deacon. He was the parliamentarian for the Second Congressional District Caucus in 1996 and 2008. He is also a member of the following organizations: V.F.W.; American Legion; National Aeronautical Association; Association of Naval Aviation; Marine Corps League; Vietnam Veterans; National Association of Parliamentarians; and The Society of Experimental Test Pilots. Jack was also on the Boeing Management Club Board of Directors. He was the Chief Test Pilot for Production at the Boeing Company from 1996 until 2004. Jack was elected to the Missouri House of Representatives in 2002. He served as president of the largest freshman class in the history of the state of Missouri. He was Chairman of the Veterans Committee, Chairman of the Joint Committee On Terrorism, Bioterrorism, and Homeland Security; and he was a member of the Appropriations - Public Safety and Corrections and Ways and Means Committees. Jack has been married for 57 years to the former Arleen Henderlong. They have three children and eight grandchildren. Jack is the recipient of the National Aeronautic Association’s “Elder Statesman of Aviation for 2004” Award. He received the Aviation Week and Space Technology 1999 Laurels Award. He also received the “Legislator of the Year Award” from the Missouri Department of Veterans of Foreign Wars in June 2003, 2005, and 2006 and the “Legislator of the Year Award” from the American Legion in 2004. He received the 2006 Farm Bureau Friend of Agriculture Award. He also received the National Aide-de- Camp award from the National Commander of the National VFW. After leaving the legislature in 2006, Jack started his own small business of public speaking and an aircraft charter business. ________________________________________________________________ This Week’s VIC 4 VETS, Honored Veteran on NewsTalkSTL.With support from our friends at:Alamo Military Collectables, H.E.R.O.E.S. Care, Monical’s PizzaSee omnystudio.com/listener for privacy information.

When you relish the hard problems, courage, culture and vision turn challenges into the spark of business success.In this episode, host Martina Buchhauser speaks with Barbara Stolle-Amedick, Global Head of Supply Chain Management, Transformers Business at Hitachi Energy, about the journey of repositioning procurement inside a 100-year-old organisation.Barbara explains how her team moved beyond being seen as “order writers” to becoming recognised as business enablers. She shares how silos were broken down and replaced with a truly end-to-end organisation, why culture and leadership proved just as vital as process and KPIs, and how recognition was built step by step, both internally and externally.This is a story of transformation driven not by big-bang change, but by consistency, transparency, and the courage to push for more. It shows how procurement can thrive as a trusted partner and become a key driver of company-wide success.You'll learn:1. How transparency, vision and courage can dismantle silos and build trust2. Why people, culture and leadership matter as much as processes3. How to move from “order writing” to enabling business success4. How end-to-end structures and KPIs deliver speed and recognition5. How to grow supplier partnerships into long-term success factors___________Get in touch with Barbara Stolle-Amedick on LinkedIn: https://www.linkedin.com/in/barbara-stolle-amedick-45a381156/___________About the host Martina Buchhauser:Martina Buchhauser is a global leader with extensive knowledge of the automotive industry, and its shift towards sustainable technologies and low-carbon business practices. Her leadership journey includes executive roles in Global Procurement and Supply Chain Networks at General Motors, MAN, BMW, and Volvo Cars, where she served as Chief Procurement Officer and on the management board. She is a senior advisor at H&Z Management Consulting and a non-executive director on several company boards. Martina enjoys hiking, golfing, and skiing, and values time with her family and friends from around the world. She is passionate about leadership and actively engaged in developing and promoting talent.Get in touch with Martina Buchhauser on LinkedIn: https://www.linkedin.com/in/martina-buchhauser/ ___________The Procurement Initiative Leaders Podcast is powered by H&Z Management Consulting in collaboration with SAWOO.

Nissan collaborates with British technology firm Wayve to develop self-driving vehicles, demonstrating the technology in Tokyo with a Nissan Ariya equipped with advanced sensors. The company plans to introduce autonomous features to consumers by 2027, entering a market projected to reach two trillion dollars by 2030. Competitors such as Toyota, Honda, General Motors, Mercedes-Benz, Amazon, and Zoox are also investing in autonomous vehicle technology. Nissan faces financial challenges, including recent losses and international tariffs, and has appointed Ivan Espinosa as chief executive to lead a turnaround.Learn more on this news by visiting us at: https://greyjournal.net/news/ Hosted on Acast. See acast.com/privacy for more information.

The Tesla board has offered to make Elon Musk the planet's first trillionaire if he meets certain milestones in rocketing the automaker to new glory. Did Musk show true brilliance the first time around? Yes, he did. Tesla's stock price rose 700 percent in 2020, making it more valuable than Toyota, Volkswagen, General Motors and Ford combined. But there's another question. Who is going to buy his Teslas now? Musk has burned many a bridge since he built up the company to a world force. Tesla was once the great green energy hope, offering an elegant way to replace planet-warming...Article Link

Great leaders know there's no one-size-fits-all formula. In this episode, Bill Scherkenbach and Andrew Stotz discuss practical lessons on how to connect with people on physical, logical, and emotional levels to truly get things done.  Discover why balancing “me” and “we” is the secret to lasting results—and why empathy might be your most powerful leadership tool. Tune in now and start rewriting your own leadership playbook. (You can view the slides from the podcast here.) TRANSCRIPT 0:00:02.1 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussion with Bill Scherkenbach, a dedicated protégé of Dr. Deming since 1972. Bill met with Dr. Deming more than a thousand times and later led statistical methods and process improvements at Ford and GM at Deming's recommendation. He authored The Deming Route to Quality and Productivity at Deming's behest, and at 79, still champions his mentor's message, "learn, have fun, and make a difference." And the episode today is Getting Things Done. Bill, take it away.   0:00:41.5 Bill Scherkenbach: Okay, Andrew. We will get 'er done today. The reason I put that on there is that in many of his seminars, Deming said that, "I am not a businessman and not trying to be one." But you need to think about these things. And his approach really was to improving organizations was to put people who he thought were masters of his teachings into organizations, and they would be there full time to facilitate the transformation when he wasn't there, such as Ford and GM and a few other companies. There were a few of us who he trusted to be able to be there to get things done. And I'm reminded of the philosopher, the Asian, Chinese philosopher, Mencius, and I'll read it there. It says, "Don't suspect that the king lacks wisdom. Even in the cases of things that grow most easily in the world, they would never grow up if they were exposed to sunshine for one day and then to cold for 10 days. And it's seldom that I have an audience with the king. And when I leave others who exposed him to cold arrive, even if what I say to him is taking root, what good does it do?"   0:02:35.7 Bill Scherkenbach: And quite honestly, that's the lament of every consultant trying to get stuff done in today's world, in Western style management. And so one of the things in this slide, the framework for getting things done, for having fun learning and making a difference, is one of the two, I think, major contributions I do say that I've made to the profession of quality. And that is using this Venn diagram to be able to show that even though other people have used other terms for physical, logical, and emotional, that there usually have been holy wars being fought by people who say, "Well, emotional is better. That's how you get stuff done." And other people saying logic and other people saying physical. And in fact, I think in the last time we spoke, the three major gurus of quality were those ships sailing in the night. Dr. Deming was the epitome of logical thinking, whereas Phil Crosby was looking for the wine and cheese parties and the emotional sell part of it. And Joe Duran was looking at physical, how are you going to organize to get stuff done? Now, they all had their followers who were pretty much on those frequencies, and they reached people in other frequencies. I came up with this idea for the Venn diagram to show no hierarchy, I guess back in 1987, something like that.   0:04:49.3 Andrew Stotz: And for the listeners out there, we're looking at a diagram that shows one circle that says physical, that's interlocked with another one that says logical, and then there's a third, a Venn diagram, that third is emotional. And so those are the three pillars that Bill's talking about. All right, keep going, because you got stuff in the middle too, which is interesting.   0:05:16.1 Bill Scherkenbach: And the thing is that I based it primarily at the time in the mid-60s, there was a theory of brain structure called the triune brain. Now, and it was the limbic system, the neocortex, and the R-complex. And pretty much followed the logical, emotional, physical words that I'm using. Now, our understanding of the brain in the decades up through now, it's a little bit more complicated than that. But physical, logical, and emotional is in all of us. In our body, I mean, the latest looks at neural connections extend to your gut. And nerves are just about everywhere and connected, and that the way the brain works is still not even fully, not begun to be fully understood. Having said that, in order to get stuff done, this Venn diagram shows very, very simply that the intersection of physical and logical, I put as science. It's the logical explanation of physical phenomenon. And the intersection of logical and emotional is psychology, logic of the soul. And the intersection of emotional and physical is art. All art is is the emotional interpretation of sensory input, whether it's a great meal, whether it's a Mona Lisa picture.   0:07:27.9 Bill Scherkenbach: But what will make one person absolutely swoon will make another person barf. So it's all personal, but it's physical, logical, and emotional is in all of us. And in the center, we're looking at what Eastern philosophies call harmony, where all of these are working together. And Western philosophies would call them peak experiences. And it's where the whole can be a lot greater than the sum of its parts, but with some slight changes can be a whole lot less than the sum of its parts.   0:08:14.3 Andrew Stotz: Great. I like the harmony in the middle. That's the challenge, really. Now, just out of curiosity, is harmony the goal? Is that what you're thinking with that being at the center? Or what is the meaning of harmony being in the middle?   0:08:28.0 Bill Scherkenbach: Yeah. When I apply this to the individual, harmony would be the goal. When I'm applying it to an organization, the larger an organization grows, the more you really need to use this overarching approach. And the reason I say that is, and it doesn't happen all the time, but most of the time when we're starting up a company, you want to surround yourself with fine people just like yourself. And so if you have a particular way of getting stuff done, you're going to hire people or surround yourself with people that are just like that, and everything is fine. But the more you grow the company, the more you're going to get people that are absolutely vital to your organization that aren't on those frequencies. And certainly, if you're in international business, you're trying to sell things to the world that in the larger the group of people, the more you have to be broadcasting on the physical, logical, and emotional frequencies. I mean, one of the first things that I did at GM when I joined was looked at the policy letters that Alfred Sloan wrote. And Sloan, it was very interesting because in any policy, Sloan had a paragraph that said, "make no mistake about it, this is what we're going to do."   0:10:31.8 Bill Scherkenbach: That's a physical frequency. In the Navy, it's shut up and fly wing. And so make no mistake about it, this is our policy. The second paragraph had, well, this is a little bit why we're doing it. And to be able to get the, and I don't know whether he was thinking that, but to my mind, it was brilliant. He was explained things. And the third paragraph or so in the policy letter was something that would instill the GM spirit, that there's something to do with the values. Hugely, hugely prescient in my viewpoint, but he's Sloan, I'm me, so he knew what he was doing.   0:11:29.9 Andrew Stotz: For people that don't know Alfred Sloan, he took over and was running General Motors at the time when Ford had, I don't know, 50% of the market share by producing one vehicle. And part of the brilliance of Sloan was the idea of building a lineup of different brands that went from the low all the way up to the high of Cadillac. And within a short period of time, he managed to flip things and grab the majority of the market share from Ford at the time, as I recall. Now, I don't recall it from being there, but I recall from reading about it.   0:12:12.3 Bill Scherkenbach: There you go. There you go. Yeah, having saying that, he offered those by buying the various little auto companies, littler auto companies to put that conglomerate together. But as people who have read my works, specifically my second book, The Deming's Road to Continual Improvement, this change philosophy is in there. And as I said, that's one of, I think, my major contributions to the field of quality. The other one being in a process model back in '86, we also were learning about Taguchi, Genichi Taguchi's approach to customers and the loss function, and he used the title or the terminology voice of the customer. And it occurred to me in our process definition, there was something called the voice of the process to go along. And so the voice, I introduced the voice of the process, and the job of anyone is to reduce the gap between the voice of the customer and the voice of the process. And I mentioned that because this matrix that we're showing now has physical, logical, and emotional, and the various process states that you could be in, there's a dependent state where you're completely dependent upon your customers or suppliers.   0:14:00.9 Bill Scherkenbach: There's an independent state where it's just you and an interdependent state. And I have that cross-reference with physical, logical, and emotional. In dependent state, it's essentially feed me, teach me, love me, do it for me, teach me, and love me. Now, in the independent, it's, I do it, I understand what I do, and I take great joy in doing what I do. And in the interdependent is, we do it. I understand how what I do helps optimize our process, and I take great joy in belonging to this team. And joy is the ultimate goal of what Dr. Deming had said for years, the ability to take joy in one's work. Now, I mean, every one of us starts out in life as dependent. It's feed me, teach me, love me, newborns, parents have to do everything. When you're a new employee, you might have some skills and understanding and emotion or pride, but this is how we do it in this company. And so you're dependent upon how you are introduced to that organization. But everyone tries to get out of that. Now, having said that, a pathology is there are givers and takers in this world, and some of the takers would just be very happy for other people to feed me, teach me, love me.   0:16:18.8 Bill Scherkenbach: My point or my philosophy is you've got to get out of the dependency and you have to balance that sense of independence and interdependence that is in each of us. Whether you're doing it or whether you're doing it in your family, as part of a family or a company or a motorcycle gang, whatever your group is, you're looking to blend being a part of that. Every human being looks to balance that sense of me and we. And in the thing we're finding in Western cultures, obviously, especially in North America or the US, we celebrate the me. It's the individual. And the team, we talk a good game about team, but mostly we're celebrating the me. In Eastern philosophies, they're celebrating the we. It's the team. It's not necessarily the, well, not the individual. The point is that in the Western philosophies, if you can't feel a part of a family or express that part, what we see in the US, there's a whole wave of people volunteering to belonging to organizations, whether it's sports teams, whether it's volunteer teams, whether the family balance. If you can't be a part of a family at work, you're going to go offline and do it.   0:18:24.9 Bill Scherkenbach: And the problem is your life suffers because you can't fulfill yourself as a person. In the Asian cultures, if you can't feel important as an individual, you go offline. Golf is huge in Japan and elsewhere, and it ain't a team sport. Calligraphy isn't a team sport. Karaoke isn't a choir event. There are ways to be able to express yourself offline if you can't feel important as an individual in your group. And so my philosophy is every human being needs to find that balance for each individual to be able to lead a fulfilled life.   0:19:28.7 Andrew Stotz: I'm reminded of a book by Dr. William Glasser called Reality Therapy, brought out in late '60s, I believe. And his philosophy was that part of the root cause of mental illness was that people didn't have one person they could trust. And that all of a sudden sets up all kinds of defense mechanisms that if prolonged end up leading to mental illness. That was a very interesting book, but the thing I took from it is that people want to connect. They want to belong. They want to be a part of it. They may act like they don't sometimes and all that, but we want to be in this interdependent position. And I'm looking at the bottom right corner of the matrix where it says, "I take joy in belonging to a team or this team." And that to me is, you know, that book helped me understand that it's not just the idea of, "Hey, we should all get along and work together." There is true value for a human being to be able to feel good about being part of a family or part of a business or part of a team. Something that just reminded me of.   0:20:53.7 Bill Scherkenbach: Yeah. Where I'm coming from is that everyone needs to balance that pride that you take as an individual and as you take as a member of a team or a family. That the independence is not, the interdependence is not the preferred state. Everyone, even people who are celebrating team need some time out to be alone, to do whatever they need to do to hone their skills, improve their knowledge, get excited about things that they also do as individuals. So it's a balance that I'm pushing for.   0:21:51.4 Andrew Stotz: Okay, got it.   0:21:53.3 Bill Scherkenbach: Okay. So with that as a framework, I think there are a couple of mistakes, well, there are many mistakes that leaders make, but the two big ones are, is don't think that what works for you must work for everyone. Okay. And don't even think that the sequence that works for you has got to work for everyone. Change is not a predictable hierarchy. And I'll explain that further. Let's see here. Yeah, I can do it on this next one here. I've got the matrix again, and of physical, logical, emotional, and physical, logical and emotional. And if a physical person is talking to another physical person, they're communicating on a similar frequency. And so a physical person is going to say, "Okay, this is the policy." The mother will say, "Because I said so." However, that physical person is communicating, the physical person receiving that communication is going to say, "Aye, aye, roger that, consider it done."   0:23:43.6 Andrew Stotz: Loud and clear.    0:23:45.3 Bill Scherkenbach: Okay. If a physical person is telling a logical person, using those same things, these are the policy, you could be a dean at a college and you're telling your professors, "This is what we're going to do," a logical person would say, "They're ignorant suit."    0:24:11.3 Andrew Stotz: Suit, what do you mean when you say suit? You mean an ignorant executive? What does it mean suit?    0:24:16.4 Bill Scherkenbach: Yeah, executive. Over here, they're called suits.   0:24:19.5 Andrew Stotz: Okay.   0:24:22.3 Bill Scherkenbach: So, no, but I'd be interested, you're logical, what would a logical person respond to a physical person who said, "Do this"?   0:24:34.5 Andrew Stotz: Yeah, I think without any logical backing, it's rejection maybe is what I would say is that ignorant, this guy doesn't know what he's talking about, he thinks just do it.   0:24:51.0 Bill Scherkenbach: Yeah. Yep, yep, yep. Okay. So, and again, if that same physical leader is saying, "Well, get this done," to an emotional person, that person might say, "You Neanderthal, you don't, you don't feel what the value system is." Okay. So, I'm trying to come up with sayings or whatever that these particular people would be saying. So if the logical person tells the physical person, "We've got to do this," it could be, well, the physical person is going to say, "That's too academic, spray some paint on it so I can see it." So, and that's the diss. Logical person talking to another logical person, "Yep, I got it, I understand it, it'll be done." A logical person talking to the emotional person, "You're heartless," or, "Quit mansplaining," as they say over here. So, and again, an emotional person trying to talk to a physical person to get stuff done, the physical person's going to say, "There's no crying in baseball." And so, and the logical person will say, "That's too touchy feely," and the emotional person reacting to the emotional signal, "Oh, they really like me." So, I'm trying to use movie quotes there to express the feelings and the understanding and the, what to really get done.   0:27:04.4 Andrew Stotz: So, people really come from different places, and if we don't take that into consideration, we may, it's one of the things I teach, Bill, when I teach a course on presenting, and I say, "Are you more of a logical person or are you more of an emotional?" And half the audience will say logical, half the audience will say emotional, let's say. And I said, "If I look at your presentations that you create, they're going to be based around what you are, logical or emotional. The problem with that is that you're only going to connect with half the audience. So, you need to build the logical and emotional aspect into your presentation to capture the whole audience."   0:27:50.8 Bill Scherkenbach: Well, I would argue that you're missing a third of it because you didn't check for the physical folks. I mean, in the story I tell about what we were doing at Ford, our vice president of supply purchasing was listening to Dr. Deming and said, "Well, we need longer term contracts." And so he had his people talk to the buyers down through the ranks and we need longer term contracts. And at Ford, a longer term contract was a contract that was more than one year. And so, yep, there were classes. It's important to get it done. Everyone's enthused. We look at it six months later, no change. A year later, no change. And so we looked at, because some people react to physical stimuli. And so we looked at the policy. And in order to get a long term contract, then you had to go through three levels of supervisory approval. No person in their right mind is going to go through that hassle. So we changed one word in the policy and it changed overnight. So now if you need a contract that's less than a year, you need to go through three levels of supervisory approval.   0:29:48.5 Bill Scherkenbach: And the long term contracts were magically appearing. So there are physical people. That is not a pejorative. I know that the educators are saying, "Well, the logical and emotional, but physical is a very viable way of getting stuff done." That should not be a pejorative.   0:30:14.1 Andrew Stotz: So I think now when I'm looking at my teaching in presentation, when I think about physical and presentation, there's people that really like props. They like having physical things to bring up on the stage. They like people, "Hey, stand up and raise your hands," or "Turn and talk to the person next to you," or something like that. So maybe that's what I need to do is bring that physical into my thinking and teaching.   0:30:44.0 Bill Scherkenbach: Yeah, I would recommend that. Find a way. There are many dimensions of physical. But you've got my second book. There are a bunch of ideas.    0:30:58.9 Andrew Stotz: Right here.    0:30:59.8 Bill Scherkenbach: Okay. Yep, yep, yep. Let's see here. Now we're going to go that transformation is not hierarchical. And this is hugely, hugely important. Again, if it works for you, don't make the mistake that it's going to work for everyone. And one of the sequences is everyone knows form follows function, form follows function. Physical form follows logical function. And in the automobile industry, if an automobile is to be fuel efficient, that's the function. It's got to have a jelly bean form. It's got to be aerodynamic. If the function of the vehicle is to carry passengers in comfort, the form has got to be a shoebox. Okay. And so that certainly form follows function. A screwdriver, whether it's the tool or the drink, the form follows function. If the function is to, no matter what the screw head is, you need to be able to screw it in or unscrew it, the form of it, you're going to give that head some leverage to be able to turn it.   0:32:36.9 Bill Scherkenbach: And if the function is to relax, you need to have a good vodka in the screwdriver, in the drink anyway. So if we look at how animals have evolved, a bird's beak is a prime example of over the years of whatever you want and whatever you want to say happened, the beaks went from blunt to very peaked so that they could get into a particular flower and be able to feed themselves. Dr. Deming used the example of what business are you in and the carburetor people went out of business because they only thought in terms of form. But if the function of the carburetor was, as Dr. Deming said, provide a stoichiometric mixture of air and fuel to the combustion chamber, then you might expand the number of forms that could be useful. So a number of examples of form following function, but function also follows form. The logical follows physical. And we're looking at it in the US government today. If your headcount is cut in half, you can't keep doing the same functions you were doing.   0:34:43.4 Bill Scherkenbach: You've got to figure out what your function is. So your function is going to follow form. Logical is going to follow the physical because you don't have the resources. In other times, when I was in Taiwan, I used the example of, if the price of petrol gets to 50 new Taiwanese dollars, the function of the automobile is to sit in the parking space because gas is too expensive to go anywhere. And again, the function of, I mean, if the function is security on the internet, one of the forms is the CAPTCHA. You have to identify, click the picture of all of the cars in this picture to prove you're a human. Next week, I'm going back up to Michigan to be with some of the grandchildren, but my daughter has toddlers, twins, that are 19 months old now. And whenever she is lying on the ground or on the floor, the twins sit on her. And I keep thinking of these large language models who are, that are in the AI approach to, she could be classified as a chair because her function is something for babies to sit on.   0:36:43.3 Bill Scherkenbach: And so it even applies in the AI generation. Okay, so now we come to seeing is believing. Physical leads the emotional. In Christianity, the doubting Thomas must see for himself. Some people don't really appreciate, it's not necessarily believing, but the emotional impact of going to our Grand Canyon or seeing something that is so indescribably beautiful and vast is, you have to see it to believe it or appreciate it, actually. The use of before and after pictures, if unless I see the before picture, I don't believe you did lose 150 pounds or whatever the before and after is, seeing is believing. Other, who is it? Thomas Kuhn in The Essential Tension wrote of Foucault. There's something called Foucault's Pendulum. It's a weight on maybe a 20 meter wire that back in the 1850s, he really was able to unequivocally get people behind the Copernican view that the earth really is rotating because that was the only explanation that this big, huge pendulum and the figure it was tracing in the sand, he had a spike at the end of it. Absolutely, okay, I believe the earth is spinning before the space shuttle.   0:39:07.4 Bill Scherkenbach: So, and yet, okay, seeing is believing, believing is seeing. Emotional leads the physical. Many times our beliefs cause us to use or see or miss seeing something I've said or quoted a number of things. The greatest barrier to the advancement of knowledge has not been ignorance, but we think we already know it. And so we're not going to even consider another perspective. Our friendships, our like of someone or dislike of someone can blind us to other qualities. The placebo effect, conspiracy theories, they're all believing is seeing. You believe in UFOs or unidentified aerial phenomena now, you're going to see a whole bunch of them based on your belief. And then there's feeling should drive reason. Emotional drives logical. You use your gut or intuition to make decisions. I mean, impulse sales, what's on the cap in any grocery store. You're going to buy the sizzle, not the steak. At least that's what they're selling, the sizzle. Political battles often play on the heart. So rescuing someone, emotional drives logical. If you see on YouTube, but even before that in the newspapers. I don't know if anyone remembers newspapers, but yeah, they would show pictures of someone running into a burning building and try and rescue someone or a crashed car getting them out before it explodes.   0:41:30.3 Bill Scherkenbach: If you had to think about it, you wouldn't do it perhaps, but the spur of the moment, the feelings driving over reason. Choosing a career for fulfillment and not the money. A lot of people do that and that perfectly fine. None of these as I go through them are a pejorative. They're perfectly, everyone uses, well, all of these at various points in time in your life. And last but not least, reason should prevail over passion. That logical rules the emotional, make a decision on the facts. Don't cloud your decision with emotions. Some of the ending a toxic relationship or diet and exercise. You're using reason. I've got to stick to this even though I'm hungry and sore. I've got to do this. And hopefully investing. You're not going to go for the latest fad. And there hopefully is some reason to investment strategies.   0:43:04.7 Andrew Stotz: And when...   0:43:06.8 Bill Scherkenbach: Go ahead.   0:43:09.1 Andrew Stotz: Let's just take one just to make sure that we understand what you want us to take from this. So seeing is believing and believing is seeing. And I think in all of our lives, we have some cases where we don't believe something and then we see it and then we think, "Okay, I believe now." And there's other times where we have a vision of something and we believe that it can occur and we can make it happen. And eventually we get it, we get there. So seeing is believing happens sometimes and believing is seeing happens sometimes in our life. And then some people may be more prone to one or the other. So what is the message you want us to get is to recognize that in ourselves, we're going to see it. It's going to be one way sometimes and another way and other times. Or is it to say that we want to make sure that you're aware that other people may be coming from a different perspective, the exact opposite perspective?    0:44:04.5 Bill Scherkenbach: Yeah, it's the latter. This whole thing is really what management, how is management going about communicating. And if they think if what works for them is form follows function or feelings should drive reason, then they have to be aware that other people need to, might look at it the other way around and approach their communication. Again, and this goes to the voice of the customer and the voice of the process. Every one of us has an individual voice of the customer. And people, psychologists would say, "Well, that's internal motivation or motivation's internal." Many of them do. Having said that, it's management's job who manages the process to be able to, if someone is motivated by money, that's important to them, then management needs to talk on that frequency. If they want retirement points or time with their family or recognition in other ways, what will, and Deming mentioned it, what will, he gave a tip to someone who just wanted to help him with his luggage getting to the hotel room and gave him a tip and completely demoralized him. And so management's job is to know their people, they're the most important customers that management has if you're going to satisfy whatever customer base your organization is trying to meet. And so how to get stuff done, getting things done, this applies to all of it.   0:46:15.5 Andrew Stotz: Fantastic. All right, I'm going to stop sharing the screen if that's okay?   0:46:19.9 Bill Scherkenbach: Yeah.   0:46:20.6 Andrew Stotz: Okay, hold on. So an excellent run through of your thinking, and I know for listeners and readers out there, you've got both of your books, but one of them I've got in my hand, Deming's Road to Continual Improvement, and also the other one, which we have right here, which is The Deming Route to Quality and Productivity, both of these books you can find on Amazon, and you go into more detail in it, in particular in The Deming's Road to Continual Improvement. Is there anything you want to say either about where people can go to find more and learn more about it, and anything you want to say to wrap up this episode?   0:47:04.1 Bill Scherkenbach: Yeah, the first book, my second edition, is in e-book form on Kindle. You can get it through Amazon or Apple Books. And in Apple Books, that second edition has videos of Dr. Deming as well as audio. And a whole bunch of stuff that I put in my second book. And that's in e-book format, immediately available from Apple or Kindle.   0:47:37.0 Andrew Stotz: So let's wrap up this episode on getting things done. Maybe you can just now pull it all together. What do you want us to take away from this excellent discussion?   0:47:49.6 Bill Scherkenbach: As we began, if what works for you doesn't necessarily work for everyone else. And the larger your span of control, the larger your organization, you have to understand to be broadcasting on physical, logical, and emotional levels, as well as trying to help people balance their sense of individual and their sense of team and family.   0:48:22.5 Andrew Stotz: Great, great wrap up. And the one word I think about is empathy, and really taking the time to understand that different people think differently, they understand differently. And so if you really want to make a big change and get things done, you've got to make sure that you're appealing to those different aspects. So fantastic. Well, Bill, on behalf of everyone at the Deming Institute, I want to thank you again for this discussion. And for listeners, remember to go to deming.org to continue your journey. And also, you can find Bill's books on Amazon. And as he mentioned, on Apple, where there are videos in that latest book. You can get them on Kindle, on printed books. I have the printed books because I love taking notes. And so this is your host, Andrew...    0:49:12.0 Bill Scherkenbach: Yeah. But old people like that.   0:49:15.4 Andrew Stotz: Yes. We like that. So this is your host, Andrew Stotz, and I'm gonna leave you with one of my favorite quotes from Dr. Deming. And that is, that "people are entitled to joy in work."

WWJ auto analyst John McElroy says GM may have to turn to Brazil to sell low-cost cars and trucks in Mexico.

Episode: 1438 The story of a failed airplane design -- the XP-75.  Today, we try to build a perfect airplane.

Send us a textFrom street racing at age four to making history as the first driver to break the seven-second barrier in a front-wheel drive car, Lisa Kubo's motorsports journey embodies the revolutionary spirit that transformed import racing from underground gatherings to professional competition.Lisa's story begins with motorsports in her blood – her baby book even documents her two-week-old self watching her father win street races. That early exposure blossomed into a pioneering career that helped define an entire motorsport category. During our conversation, she vividly recounts the transition from being part of the "red-headed stepchildren" of racing to becoming a professional competitor overnight when organizations like Battle of the Imports, IDRC, and NHRA created platforms for import racers.The most captivating chapter in Lisa's career came when Saturn Motorsports recruited her to challenge corporate General Motors in the quest to be the first front-wheel drive to break the seven-second barrier. "Here's us, a bunch of kids from the Honda world, going up against corporate GM," she recalls. The underdog story culminated in a historic 7.96-second pass at West Palm Beach's Moroso track – a record that earned her recognition, championship jackets, and a $10,000 bounty.Beyond the trophies and records, Lisa reflects on how motorsports shaped her character, teaching her to be what she calls a "chameleon" who could navigate any environment from corporate sponsors to pit areas. These life lessons – emotional control, financial management, professional poise – came during her formative years when most peers were in college.Today, Lisa manages a performance shop in Florida while rebuilding her iconic Civic race car after a 20-year hiatus. Her goal isn't necessarily to dominate again but to honor her legacy and the supporters who've encouraged her return. Follow her comeback journey on Instagram and TikTok @lisaKuboracing and witness the next chapter of this remarkable motorsports pioneer.Support the showFACEBOOK: https://www.facebook.com/womensmotorsportsnetworkandpodcast INSTAGRAM: https://www.instagram.com/womensmotorsportsnetwork/ LINKEDIN: https://www.linkedin.com/in/melindarussell/ TIKTOK: https://www.linkedin.com/in/melindarussell/ X: https://x.com/IWMANation FACEBOOK Personal Page: https://www.facebook.com/melinda.ann.russell

We are going to reveal 7 new tricks car thieves are using and what you can do to save your car from being stolen. Remember these secret tricks to protect yourself. About one million cars are stolen in the US each year. The biggest targets are Toyota, Honda, and General Motors vehicles. According to the thieves themselves, this is because these cars are a little easier to steal and their spare parts are in high demand. New-generation car thieves are using gadgets to steal vehicles. Criminals are hacking into the latest “keyless” systems to enter the newest models. Criminals copy and reproduce your car's VIN to organize a huge fraud scheme. Another way car thieves get close to your vehicle is by posing as, for example, mechanics. Some thieves will hang out around grocery stores and major supermarkets and stalk their prey, so to say. Learn more about your ad choices. Visit megaphone.fm/adchoices

Deciding when an elderly parent should stop driving ranks among family life's most challenging conversations. Now, General Motors is developing technology to transform this emotional decision into a data-driven process. Their innovative "driver retirement score" system monitors everything from reaction times to proper use of turn signals, even tracking how often other drivers honk at the vehicle. This comprehensive approach could revolutionize how families approach driving cessation discussions with aging relatives.The timing couldn't be more critical. With nearly 52 million licensed drivers over 65 in America—a 77% increase in just two decades—we're facing unprecedented road safety challenges. According to Triple A, seniors now outlive their ability to drive safely for the first time in history, creating a need for "driving retirement planning" similar to financial retirement planning.But the technology raises fascinating questions about parameters and privacy. Would someone who enjoys driving fast automatically receive a poor score? How might different interpretations of complete stops at stop signs affect results? These considerations highlight the complexity of designing systems that identify genuinely unsafe behaviors while accommodating varied driving styles.Beyond the elderly driver technology discussion, we explore the completely redesigned 2026 Hyundai Palisade. Priced at $58,030 as tested, it offers tremendous value compared to competitors like the Ford Expedition King Ranch at over $86,000. While the Palisade impresses with modern styling and luxurious features, its 3.5-liter V6 struggles somewhat with the vehicle's 5,000-pound weight. We also cover major racing news with Will Power leaving Penske after 17 years to join Andretti's IndyCar team, while Colton Herta prepares for a potential Formula One future.Ready to learn more about automotive innovations, value-packed SUVs, and the future of driving safety? Listen now and join our conversation about the technologies reshaping our relationship with vehicles at every stage of life.Be sure to subscribe for more In Wheel Time Car Talk!The Lupe' Tortilla RestaurantsLupe Tortilla in Katy, Texas Gulf Coast Auto ShieldPaint protection, tint, and more!Disclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.---- ----- Want more In Wheel Time car talk any time? In Wheel Time is now available on Audacy! Just go to Audacy.com/InWheelTime where ever you are.----- -----Be sure to subscribe on your favorite podcast provider for the next episode of In Wheel Time Podcast and check out our live multiplatform broadcast every Saturday, 10a - 12noonCT simulcasting on Audacy, YouTube, Facebook, Twitter, Twitch and InWheelTime.com.In Wheel Time Podcast can be heard on you mobile device from providers such as:Apple Podcasts, Amazon Music Podcast, Spotify, SiriusXM Podcast, iHeartRadio podcast, TuneIn + Alexa, Podcast Addict, Castro, Castbox, YouTube Podcast and more on your mobile device.Follow InWheelTime.com for the latest updates!Twitter: https://twitter.com/InWheelTimeInstagram: https://www.instagram.com/inwheeltime/https://www.youtube.com/inwheeltimehttps://www.Facebook.com/InWheelTimeFor more information about In Wheel Time Car Talk, email us at info@inwheeltime.comTags: In Wheel Time, automotive car talk show, car talk, Live car talk show, In Wheel Time Car Talk

Shoot us a Text.Episode #1142: Stellantis and GM double down on Canadian production with third-shift revivals. U.S.–South Korea trade tensions threaten key EV investments after a Hyundai-linked ICE raid. Plus, Kyle and Steve share takeaways from the NCM Digital Success Workshop.Show Notes with links:It's a good day for Canadian auto workers as both Stellantis and General Motors announce plans to extend or reinstate third shifts at major plants, signaling stronger-than-expected demand and effective union pressure.Stellantis' Windsor Assembly Plant will return to a three-shift schedule in Q1 2026.The move follows a commitment made in 2023 Unifor negotiations, aiming to meet increased demand for Chrysler minivans and Dodge Chargers.Unifor Local 444 President James Stewart calls it an “encouraging step” for members and the community.Meanwhile, GM's Oshawa plant will retain its third shift until January 30, 2026, delaying previously announced layoffs.A spokesperson said the move was in response to short-term ”production needs" for light-duty pickups.Unifor President Lana Payne sees the shift extensions as “a sign of life for a critical industry” under threat from U.S. tariffs: “Fighting back matters.”A $350B investment deal between the U.S. and South Korea is under pressure following a high-profile ICE raid and growing concerns about how the fund will be structured—potentially jeopardizing future incentives for Korean automakers.The ICE raid at a Hyundai-linked battery plant in Georgia sparked outrage in South Korea, prompting emergency diplomatic talks.The $350B fund, originally pitched to mirror a U.S.-Japan deal, is now in dispute over whether it includes direct investments or just loan guarantees.South Korea insists it needs different terms due to the greater impact such capital would have on its economy.A key auto trade component—lower tariffs on Korean-made vehicles—is still pending, and may be delayed if talks break down.Kim Yong-beom, South Korea's director of national policy said that while the auto tariffs are important, they're not worth rushing the fund to completion, either.0:00 Intro with Kyle Mountsier and Steve Greenfield0:50 Announcements1:35 Stellantis, GM Increase Canada Shifts3:33 South Korea Trade Deal In Jeopardy5:47 NCM Client and Friends Digital Success Workshop RecapJoin Paul J Daly and Kyle Mountsier every morning for the Automotive State of the Union podcast as they connect the dots across car dealerships, retail trends, emerging tech like AI, and cultural shifts—bringing clarity, speed, and people-first insight to automotive leaders navigating a rapidly changing industry.Get the Daily Push Back email at https://www.asotu.com/ JOIN the conversation on LinkedIn at: https://www.linkedin.com/company/asotu/

Today on CarEdge Live, Ray and Zach discuss the latest news from General Motors including Mary Barra's stock sale to destination charges. Tune in to learn more!

In this episode of Car Stories, we sit down with Michael Simcoe, the recently stepped down as Global Vice President of Design at General Motors. With a remarkable 42-year career that began at Holden in Australia and culminated in shaping the future of Cadillac, Chevrolet, GMC, and more, Simcoe has left an indelible mark on automotive design.We explore his journey from early career highlights to leading GM's design team through the electric vehicle revolution. Michael shares insights on the role of concept cars, his perspective on the “wedge era” of automotive styling, and what he hopes people feel when they see one of his creations on the road.Join us as we reflect on the stories behind some of his most iconic work, his thoughts on design's future, and how he plans to embrace life after his time at GM.

Building Websites That Work for Small Firm ArchitectsIn this episode of EntreArchitect, Mark R. LePage sits down with Bryon McCartney, co-founder and CEO of Archmark, to unpack the findings of a new business report on architecture firms. Together they explore why an effective online presence has become a non-negotiable for architects who want to grow their practices. Bryon explains how many firms still treat their websites as static portfolios when, in reality, they should function as dynamic business development tools. The conversation emphasizes the role of visibility, SEO fundamentals, and strong website content in reaching and engaging potential clients.Bryon shares common pitfalls he sees in the industry, from neglected websites with too little content to messaging that focuses more on the architect than the client. He stresses that architects who adopt a client-centered approach to their marketing see stronger results, attracting higher-value clients who understand and appreciate their expertise. Mark and Bryon also highlight how small changes in messaging and content strategy can have a dramatic impact on firm growth. Listeners will walk away with a clearer understanding of what it takes to align their digital presence with their business goals.With over 36 years of experience in international branding and digital strategy, Bryon brings deep expertise and a passion for helping architects succeed as business owners. Before launching Archmark in 2016, he led campaigns for global brands like Calvin Klein and General Motors, and today his agency has guided more than 5,000 architects worldwide. As a certified Business Made Simple, Small Business Flight School, and StoryBrand coach, Bryon blends education and strategy to equip architects with the confidence to grow their firms. His mission is simple: when architects thrive, more people get to experience and enjoy great architecture.This week at EntreArchitect Podcast, Building Websites That Work for Small Firm Architects with Bryon McCartney.Connect with Bryon online at Archmark.co or find him on Facebook, X, and LinkedIn. Check out his website to apply for a Clarity Call with Bryon.Stay tuned for a link to the report, From Portfolio to Pipeline: How to Turn Your Architecture Firm's Website into a Business Development Engine, coming soon.Please Visit Our Platform SponsorsArcatemy is Arcat's Continuing Education Program. Listen to Arcat's Detailed podcast and earn HSW credits. As a trusted provider, Arcat ensures you earn AIA CE credits while advancing your expertise and career in architecture. Learn more at Arcat.com/continuing-education.Visit our Platform Sponsors today and thank them for supporting YOU... The EntreArchitect Community of small firm architects.

Shoot us a Text.Episode #1138: Mary Barra and her GM peers are selling big while Tesla bets even bigger on Elon. A new U.S.–Japan trade deal lowers tariffs and boosts investment in auto-related sectors. And Apple, OpenAI, and Walmart are teaming up to define what AI literacy looks like for the next generation of workers.As Tesla courts Elon Musk with a potential $1 trillion payday, General Motors' leadership is making moves of a very different kind. The spotlight is now on Mary Barra and what her stock sales might signal.GM CEO Mary Barra sold over 40% of her holdings in late August, unloading more than $21 million in a single day — part of nearly $58 million in sales over the past six months.She's not alone: Chief Accounting Officer Christopher Hatto and Executive VP Rory Harvey also sold sizable chunks of stock in recent months with no purchases to offset them.Meanwhile, Tesla is dangling a $1 trillion comp plan to keep Elon Musk locked in, tied to targets like an $8.5 trillion valuation and robotaxi expansion.Musk would see his Tesla stake climb back to 25% if the plan succeeds — a move he's called essential to staying committed.After months of back-and-forth, the U.S. has officially lowered tariffs on Japanese auto imports, giving Japan's automakers a long-awaited reprieve—and setting the stage for billions in investment.President Trump signed an executive order implementing 15% tariffs on Japanese autos, down from 27.5%, effective within a week.The order also prevents “stacked” tariffs on goods like beef and guarantees no levies on airplanes or parts.Toyota, which projected a $10B profit hit from previous tariffs, praised the clarity of the deal. About 80% of Toyota vehicles sold in the U.S. are built in North America.“Finally,” posted Japan's chief negotiator Ryosei Akazawa, after ten U.S. trips to seal the deal.While Apple eyes Google's AI muscle to upgrade Siri, OpenAI is putting boots on the ground to make sure American workers—and businesses—aren't left behind in the AI revolution.Apple is testing Google's Gemini model to power AI search summaries in a new Siri feature called “World Knowledge Answers.”The upgraded Siri aims to challenge AI-powered search platforms by blending web results with summaries, visuals, and points of interest—possibly debuting in iOS 26.4 next spring.Meanwhile, OpenAI is rolling out AI certifications and a new jobs platform in partnership with Walmart, John Deere, and others to certify 10 million Americans by 2030.The goal? Help Join Paul J Daly and Kyle Mountsier every morning for the Automotive State of the Union podcast as they connect the dots across car dealerships, retail trends, emerging tech like AI, and cultural shifts—bringing clarity, speed, and people-first insight to automotive leaders navigating a rapidly changing industry.Get the Daily Push Back email at https://www.asotu.com/ JOIN the conversation on LinkedIn at: https://www.linkedin.com/company/asotu/

September 5, 2025 ~ Bloomberg Auto Business reporter Keith Naughton joins Chris and Jamie to discuss General Motors pulling back production of some electric vehicles due to lower-than-expected demand.

Tony Scott brings an unparalleled perspective to cybersecurity leadership, having served as CIO of the federal government, VMware, Microsoft, General Motors, and Disney before taking the helm at Intrusion during a critical turnaround phase. When Scott joined Intrusion three and a half years ago, the company was in crisis—running out of money, facing SEC investigations, and dealing with shareholder lawsuits after poor leadership decisions. Today, Intrusion has stabilized its technology, raised sufficient capital, and carved out a unique position in the Applied Threat Intelligence category, focusing on real-time packet-level network analysis that stops zero-day attacks and command-and-control communications that bypass traditional security tools. Topics Discussed: Scott's transition from government service to cybersecurity investment and eventual CEO role The crisis state of Intrusion when he joined and the turnaround strategy implemented Intrusion's pivot from direct sales to a managed service provider (MSP) go-to-market strategy The challenge of creating a new category in Applied Threat Intelligence Building and rightsizing the marketing and sales teams during the turnaround The realities of running a public company versus private enterprises Intrusion's unique packet-level network analysis technology versus conversation-based monitoring GTM Lessons For B2B Founders: Do your homework before the meeting: Scott's biggest frustration as a buyer was vendors who showed up unprepared, asking generic questions like "what keeps you up at night?" without understanding the organization or its priorities. He literally had a secret signal with his assistant to escape these meetings. B2B founders must research prospects thoroughly, understand their specific challenges, and craft relevant value propositions before requesting meetings. Generic discovery calls are a waste of everyone's time and destroy credibility. Fix the product before scaling sales: The previous CEO at Intrusion hired dozens of salespeople to sell a product that wasn't ready, resulting in zero sales during his tenure. Scott prioritized fixing scalability, reliability, and feature gaps before rebuilding the go-to-market engine. B2B founders often face pressure to hire sales teams early, but selling a broken product destroys market credibility and wastes resources. Product-market fit must precede sales-market fit. Find the right distribution channel for your product: Intrusion's breakthrough came when they stopped trying to sell directly to end customers and focused on managed service providers and managed service security providers. This channel strategy worked because Intrusion's solution enhances existing security stacks rather than replacing them, making it perfect for MSPs serving SMBs that can't afford enterprise-level security expertise. B2B founders should carefully analyze whether their solution is better suited for direct sales, channel partnerships, or hybrid approaches based on customer buying behavior and implementation complexity. Embrace being in a category of one: Despite pressure from analysts and customers to fit into existing categories, Intrusion discovered they occupy a unique position in Applied Threat Intelligence. While this creates messaging challenges, it also eliminates direct competition. Scott worked with Gartner and other analysts to establish that no other company does exactly what Intrusion does. B2B founders shouldn't force themselves into existing categories if their technology is truly differentiated—creating a new category can be more valuable than competing in crowded ones. Leverage legal training for crisis management: Scott's law school background taught him to analyze situations from a 360-degree perspective, understand all stakeholder positions, and develop comprehensive strategies. This skill set proved invaluable during Intrusion's turnaround and his previous crisis management roles. B2B founders facing difficult situations should adopt this approach: clearly define the problem, gather multiple perspectives, identify all stakeholders, and develop a theory of the case for moving forward.   //   Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.io The Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe.  www.GlobalTalent.co   //   Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM 

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Loni Love. Emmy Award-winning comedian, actress, and author. The conversation centers around her memoir, I Tried to Change So You Don’t Have To, and offers a rich blend of personal storytelling, cultural insight, and motivational wisdom.

This week we talk about General Motors, the Great Recession, and semiconductors.We also discuss Goldman Sachs, US Steel, and nationalization.Recommended Book: Abundance by Ezra Klein and Derek ThompsonTranscriptNationalization refers to the process through which a government takes control of a business or business asset.Sometimes this is the result of a new administration or regime taking control of a government, which decides to change how things work, so it gobbles up things like oil companies or railroads or manufacturing hubs, because that stuff is considered to be fundamental enough that it cannot be left to the whims, and the ebbs and eddies and unpredictable variables of a free market; the nation needs reliable oil, it needs to be churning out nails and screws and bullets, so the government grabs the means of producing these things to ensure nothing stops that kind of output or operation.That more holistic reworking of a nation's economy so that it reflects some kind of socialist setup is typically referred to as socialization, though commentary on the matter will still often refer to the individual instances of the government taking ownership over something that was previously private as nationalization.In other cases these sorts of assets are nationalized in order to right some kind of perceived wrong, as was the case when the French government, in the wake of WWII, nationalized the automobile company Renault for its alleged collaboration with the Nazis when they occupied France.The circumstances of that nationalization were questioned, as there was a lot of political scuffling between capitalist and communist interests in the country at that time, and some saw this as a means of getting back against the company's owner, Louis Renault, for his recent, violent actions against workers who had gone on strike before France's occupation—but whatever the details, France scooped up Renault and turned it into a state-owned company, and in 1994, the government decided that its ownership of the company was keeping its products from competing on the market, and in 1996 it was privatized and they started selling public shares, though the French government still owns about 15% of the company.Nationalization is more common in some non-socialist nations than others, as there are generally considered to be significant pros and cons associated with such ownership.The major benefit of such ownership is that a government owned, or partially government owned entity will tend to have the government on its side to a greater or lesser degree, which can make it more competitive internationally, in the sense that laws will be passed to help it flourish and grow, and it may even benefit from direct infusions of money, when needed, especially with international competition heats up, and because it generally allows that company to operate as a piece of government infrastructure, rather than just a normal business.Instead of being completely prone to the winds of economic fortune, then, the US government can ensure that Amtrak, a primarily state-owned train company that's structured as a for-profit business, but which has a government-appointed board and benefits from federal funding, is able to keep functioning, even when demand for train services is low, and barbarians at the gate, like plane-based cargo shipping and passenger hauling, becomes a lot more competitive, maybe even to the point that a non-government-owned entity may have long-since gone under, or dramatically reduced its service area, by economic necessity.A major downside often cited by free-market people, though, is that these sorts of companies tend to do poorly, in terms of providing the best possible service, and in terms of making enough money to pay for themselves—services like Amtrak are structured so that they pay as much of their own expenses as much as possible, for instance, but are seldom able to do so, requiring injections of resources from the government to stay afloat, and as a result, they have trouble updating and even maintaining their infrastructure.Private companies tend to be a lot more agile and competitive because they have to be, and because they often have leadership that is less political in nature, and more oriented around doing better than their also private competition, rather than merely surviving.What I'd like to talk about today is another vital industry that seems to have become so vital, like trains, that the US government is keen to ensure it doesn't go under, and a stake that the US government took in one of its most historically significant, but recently struggling companies.—The Emergency Economic Stabilization Act of 2008 was a law passed by the US government after the initial whammy of the Great Recession, which created a bunch of bailouts for mostly financial institutions that, if they went under, it was suspected, would have caused even more damage to the US economy.These banks had been playing fast and loose with toxic assets for a while, filling their pockets with money, but doing so in a precarious and unsustainable manner.As a result, when it became clear these assets were terrible, the dominos started falling, all these institutions started going under, and the government realized that they would either lose a significant portion of their banks and other financial institutions, or they'd have to bail them out—give them money, basically.Which wasn't a popular solution, as it looked a lot like rewarding bad behavior, and making some businesses, private businesses, too big to fail, because the country's economy relied on them to some degree. But that's the decision the government made, and some of these institutions, like Goldman Sachs, had their toxic assets bought by the government, removing these things from their balance sheets so they could keep operating as normal. Others declared bankruptcy and were placed under government control, including Fannie Mae and Freddie Mac, which were previously government supported, but not government run.The American International Group, the fifth largest insurer in the world at that point, was bought by the US government—it took 92% of the company in exchange for $141.8 billion in assistance, to help it stay afloat—and General Motors, not a financial institution, but a car company that was deemed vital to the continued existence of the US auto market, went bankrupt, the fourth largest bankruptcy in US history. The government allowed its assets to be bought by a new company, also called GM, which would then function as normal, which allowed the company to keep operating, employees to keep being paid, and so on, but as part of that process, the company was given a total of $51 billion by the government, which took a majority stake in the new company in exchange.In late-2013, the US government sold its final shares of GM stock, having lost about $10.7 billion over the course of that ownership, though it's estimated that about 1.5 million jobs were saved as a result of keeping GM and Chrysler, which went through a similar process, afloat, rather than letting them go under, as some people would have preferred.In mid-August of this year, the US government took another stake in a big, historically significant company, though this time the company in question wasn't going through a recession-sparked bankruptcy—it was just falling way behind its competition, and was looking less and less likely to ever catch up.Intel was founded 1968, and it designs, produces, and sells all sorts of semiconductor products, like the microprocessors—the computer chips—that power all sorts of things, these days.Intel created the world's first commercial computer chip back in 1971, and in the 1990s, its products were in basically every computer that hit the market, its range and dominance expanding with the range and dominance of Microsoft's Windows operating system, achieving a market share of about 90% in the mid- to late-1990s.Beginning in the early 2000s, though, other competitors, like AMD, began to chip away at Intel's dominance, and though it still boasts a CPU market share of around 67% as of Q2 of 2025, it has fallen way behind competitors like Nvidia in the graphics card market, and behind Samsung in the larger semiconductor market.And that's a problem for Intel, as while CPUs are still important, the overall computing-things, high-tech gadget space has been shifting toward stuff that Intel doesn't make, or doesn't do well.Smaller things, graphics-intensive things. Basically all the hardware that's powered the gaming, crypto, and AI markets, alongside the stuff crammed into increasingly small personal devices, are things that Intel just isn't very good at, and doesn't seem to have a solid means of getting better at, so it's a sort of aging giant in the computer world—still big and impressive, but with an outlook that keeps getting worse and worse, with each new generation of hardware, and each new innovation that seems to require stuff it doesn't produce, or doesn't produce good versions of.This is why, despite being a very unusual move, the US government's decision to buy a 10% stake in Intel for $8.9 billion didn't come as a total surprise.The CEO of Intel had been raising the possibility of some kind of bailout, positioning Intel as a vital US asset, similar to all those banks and to GM—if it went under, it would mean the US losing a vital piece of the global semiconductor pie. The government already gave Intel $2.2 billion as part of the CHIPS and Science Act, which was signed into law under the Biden administration, and which was meant to shore-up US competitiveness in that space, but that was a freebie—this new injection of resources wasn't free.Response to this move has been mixed. Some analysts think President Trump's penchant for netting the government shares in companies it does stuff for—as was the case with US Steel giving the US government a so-called ‘golden share' of its company in exchange for allowing the company to merge with Japan-based Nippon Steel, that share granting a small degree of governance authority within the company—they think that sort of quid-pro-quo is smart, as in some cases it may result in profits for a government that's increasingly underwater in terms of debt, and in others it gives some authority over future decisions, giving the government more levers to use, beyond legal ones, in steering these vital companies the way it wants to steer them.Others are concerned about this turn of events, though, as it seems, theoretically at least, anti-competitive. After all, if the US government profits when Intel does well, now that it owns a huge chunk of the company, doesn't that incentivize the government to pass laws that favor Intel over its competitors? And even if the government doesn't do anything like that overtly, doesn't that create a sort of chilling effect on the market, making it less likely serious competitors will even emerge, because investors might be too spooked to invest in something that would be going up against a partially government-owned entity?There are still questions about the legality of this move, as it may be that the CHIPS Act doesn't allow the US government to convert grants into equity, and it may be that shareholders will find other ways to rebel against the seeming high-pressure tactics from the White House, which included threats by Trump to force the firing of its CEO, in part by withholding some of the company's federal grants, if he didn't agree to giving the government a portion of the company in exchange for assistance.This also raises the prospect that Intel, like those other bailed-out companies, has become de facto too big to fail, which could lead to stagnation in the company, especially if the White House goes further in putting its thumb on the scale, forcing more companies, in the US and elsewhere, to do business with the company, despite its often uncompetitive offerings.While there's a chance that Intel takes this influx of resources and support and runs with it, catching up to competitors that have left it in the dust and rebuilding itself into something a lot more internationally competitive, then, there's also the chance that it continues to flail, but for much longer than it would have, otherwise, because of that artificial support and government backing.Show Noteshttps://www.reuters.com/legal/legalindustry/did-trump-save-intel-not-really-2025-08-23/https://www.nytimes.com/2025/08/23/business/trump-intel-us-steel-nvidia.htmlhttps://arstechnica.com/tech-policy/2025/08/intel-agrees-to-sell-the-us-a-10-stake-trump-says-hyping-great-deal/https://en.wikipedia.org/wiki/General_Motors_Chapter_11_reorganizationhttps://www.investopedia.com/articles/economics/08/government-financial-bailout.asphttps://www.tomshardware.com/pc-components/cpus/amds-desktop-pc-market-share-hits-a-new-high-as-server-gains-slow-down-intel-now-only-outsells-amd-2-1-down-from-9-1-a-few-years-agohttps://www.spglobal.com/commodity-insights/en/news-research/latest-news/metals/062625-in-rare-deal-for-us-government-owns-a-piece-of-us-steelhttps://en.wikipedia.org/wiki/Renaulthttps://en.wikipedia.org/wiki/State-owned_enterprises_of_the_United_Stateshttps://247wallst.com/special-report/2021/04/07/businesses-run-by-the-us-government/https://en.wikipedia.org/wiki/Nationalizationhttps://www.amtrak.com/stakeholder-faqshttps://en.wikipedia.org/wiki/General_Motors_Chapter_11_reorganization This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit letsknowthings.substack.com/subscribe

This week, I sat down with Naftali “Naf” Jaman, a man whose career has stretched from engineering roles in the U.S. Air Force to leading open innovation programs for global giants like GM, Airbus, and LG Electronics. Along the way, he has helped launch startups in automotive safety, advised aviation and space ventures, and worked at the crossroads of academia, government, and industry. Our conversation centered on what Naf calls the inception method. It is the ability to plant an idea in someone else's mind and let them believe it is their own. The process demands patience, empathy, and a willingness to let go of credit in order to see the idea thrive.  Naf described how he built trust inside LG by taking executives out of the office, talking less about technology and more about culture and daily life, until he could gently introduce a concept that eventually reshaped their approach to in-car infotainment systems. What struck me most was his insistence that real influence begins not with clever pitches but with listening and creating the conditions for others to feel ownership of a solution. We explored the challenges large corporations face when they attempt to work with startups, often overwhelming them with bureaucracy or diluting their energy through misguided “startup challenges” that serve more as PR exercises than true collaborations.  Naf's preference is always to work one on one, helping a single leader take action on a problem they urgently need to solve, and quietly guiding them until the idea becomes theirs to champion. He also spoke about the role academia can play in solving early-stage R&D puzzles, highlighting his time at General Motors, where university researchers provided critical pieces of the hydrogen fuel cell puzzle long before commercialization was possible. Perhaps most provocatively, Naf shared his skepticism about dual-use technologies, which many in the innovation community hail as a promising path between defense and civilian markets. He argued that export controls and the slow timelines of defense procurement often strangle opportunities before they mature, making dual use more of a limitation than a catalyst. His candor about these challenges was refreshing, and a reminder that innovation is as much about what we choose not to pursue as what we chase. By the end of our conversation, I was reminded that the real work of innovation often happens quietly, in the spaces between people. It is about empathy, patience, and sometimes even a touch of psychological sleight of hand. As Naf put it, the greatest innovation of all is the human mind itself, provided we learn how to use it well.  

Este HYPEBALL llega con raquetazos históricos, rumores de motor que hacen temblar el paddock y documentales chismosos

In der heutigen Folge sprechen die Finanzjournalisten Anja Ettel und Philipp Vetter über Staatskapitalismus made by Trump, die Nvidia-Hürde und Kaffee-Gerüchte bei Coca-Cola. Außerdem geht es um Vanguard FTSE All World (WKN: A1JX52), SPDR MSCI ACWI IMI ETF (WKN: A1JJTD), Amundi Stoxx Europe 600 ETF (WKN: LYX0Q0), Euwax Gold II (WKN: EWD2LG), Bitcoin, Ether, Ripple, Binance, Solana und 21Shares Crypto Basket Index ETP (WKN: A2TT3D), Apple, Google, Amazon, Alphabet, Microsoft, Take Two Interactive, Meta, Palantir, General Motors, Intel, Nvidia und BYD. Die Tickets zum Finance Summit am 17. September bekommt ihr 40 Euro günstiger – aber nur mit dem exklusiven Code AAA2025, der ihr unter dem folgenden Link eingeben müsst: https://veranstaltung.businessinsider.de/BN5aLV Wir freuen uns an Feedback über aaa@welt.de. Noch mehr "Alles auf Aktien" findet Ihr bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts und AAA-Newsletter. Hier bei WELT: https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html. Der Börsen-Podcast Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte! https://linktr.ee/alles_auf_aktien Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

Garrett Lord is co-founder and CEO of Handshake, which started as a career network for college students and new grads but recently discovered something extraordinary: they were sitting on the world's largest network of academic experts—exactly what frontier AI labs desperately needed. With 500,000 PhDs and 3 million advanced degree holders creating training data, in just eight months they've built a new business that hit $50 million in revenue in its first four months and is on track to blow past $100M in the first 12 months.What you'll learn:1. How Handshake found an opportunity to leverage their proprietary network of experts to launch a data-labeling business that's on track to blow past $100 million ARR in 12 months2. Why AI models need human experts (e.g. physics PhDs) to improve, and what this “data labeling” actually involves3. Inside the actual work: what a biology PhD does for 8 hours that makes GPT-5 smarter4. The playbook for building a startup inside a startup: separate teams, separate offices, separate everything5. Why the shift from “generalist” to “expert” data labeling created a once-in-a-lifetime business opportunity6. Why AI won't eliminate entry-level jobs—it's creating “Iron Man suits” that make junior employees 10x more productive—Brought to you by:CodeRabbit—Cut code review time and bugs in half. Instantly: https://coderabbit.link/lennyOrkes—The enterprise platform for reliable applications and agentic workflows: https://www.orkes.io/Claude.ai—The AI for problem solvers and enterprise: http://claude.ai/—Transcript: https://www.lennysnewsletter.com/p/inside-handshake-garrett-lord—My biggest takeaways (for paid newsletter subscribers): https://www.lennysnewsletter.com/i/171410958/my-biggest-takeaways-from-this-conversation—Where to find Garrett Lord:• X: https://x.com/garrettlord• LinkedIn: https://www.linkedin.com/in/garrettlord/• Email: Garrett@joinhandshake.com—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Introduction to Garrett Lord(05:00) Understanding data labeling and its importance(13:08) The role of experts in AI model training(15:35) The future of AI and human collaboration(24:17) Why AI won't eliminate entry-level jobs(27:58) The continuous improvement of AI models(33:05) The emergence of Handshake's new business model(37:07) Incubating new ideas in established companies(40:42) Handshake's competitive advantage(45:43) Scaling up and meeting market demand(48:38) Overcoming challenges and adapting(53:08) The importance of separate teams and ownership(57:26) The future of job matching with AI(01:00:30) The biggest bottlenecks to advancing models further(01:02:37) Lightning round and final thoughts—Referenced:• GPQA: https://github.com/idavidrein/gpqa• Handshake: https://joinhandshake.com/• OpenAI's CPO on how AI changes must-have skills, moats, coding, startup playbooks, more | Kevin Weil (CPO at OpenAI, ex-Instagram, Twitter): https://www.lennysnewsletter.com/p/kevin-weil-open-ai• Inside Bolt: From near-death to ~$40m ARR in 5 months—one of the fastest-growing products in history | Eric Simons (founder and CEO of StackBlitz): https://www.lennysnewsletter.com/p/inside-bolt-eric-simons• Goldman Sachs: https://www.goldmansachs.com/• General Motors: https://www.gm.com/• Google: https://about.google/• Sahil Bhaiwala on LinkedIn: https://www.linkedin.com/in/sahil-bhaiwala-459b0354/• Francisco “Paco” Guzman on LinkedIn: https://www.linkedin.com/in/guzmanhe/• Avery Yip on LinkedIn: https://www.linkedin.com/in/averyyip/• Game of Thrones on HBO: https://www.hbomax.com/shows/game-of-thrones/4f6b4985-2dc9-4ab6-ac79-d60f0860b0ac• SNOO: https://www.happiestbaby.com/products/snoo-smart-bassinet• Careers at Handshake: https://joinhandshake.com/careers/—Recommended books:• Zero to One: Notes on Startups, or How to Build the Future: https://www.amazon.com/Zero-One-Notes-Startups-Future/dp/0804139296• The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers―Straight Talk on the Challenges of Entrepreneurship: https://www.amazon.com/Hard-Thing-About-Things-Building/dp/0062273205—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.Lenny may be an investor in the companies discussed. To hear more, visit www.lennysnewsletter.com

Corey and David continue the discussion of the role of AI in authentic social media marketing, brainstorming content, video content, and much more! Corey Perlman is a speaker, consultant, and nationally-recognized social media expert. His latest book Authentically Social: Break Through By Being You! has been called engaging, relevant, a must-read, and spot-on marketing advice for any business. Corey's spoken for notable brands such as General Motors, The Dallas Cowboys, The PGA Tour, and Sysco Foods on how to drive business results through social media marketing.

Apply for the Nov 2025 (limited spots remaining) or May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/ “Change the culture!”That's exactly what longtime Toyota leader Isao Yoshino was tasked with during one of the most famous business transformations in history—NUMMI—Toyota's joint venture with General Motors in the 1980s.The challenge? Take GM's worst-performing plant—plagued by absenteeism, low morale, and poor quality—and turn it around.Within just one year, with the same American workforce but under Toyota's leadership, NUMMI became GM's best-performing site.Behind the scenes was Mr. Yoshino, leading the design and delivery of a three-week training program in Japan for hundreds of NUMMI's frontline and middle managers.In this episode, Mr. Yoshino shares the inside story of NUMMI's transformation—how an experiment in a business turnaround became a “New Me” moment for its leaders—and the leadership lessons you can use to influence culture change without relying on authority.If you're a lean practitioner or change leader wondering how to truly “change a culture,” this is a rare chance to hear the story directly from the person who lived it.You'll Learn:Why you can't force culture change—and what to do insteadHow Mr. Yoshino and his team created  immersive learning experiences that shifted NUMMI leaders' mindsets in just three weeksWhy the “Check” step in PDCA is the secret to Toyota's sustained success How the andon process reshaped leaders' views on problems—and how a “no problem is a problem” and no-blame mindset fosters learning and continuous improvementWhy NUMMI's transformation was as much (or more) about people as it was about performanceABOUT MY GUEST:Isao Yoshino, worked at Toyota Motor Corporation for over 40 years—from the late 1960s to the early 2000s—and played an important role in the development of Toyota's people-centered learning culture it's now famous for. He was a key part of Kan-Pro senior leadership development program, which embedded A3 thinking as the process for problem-solving, communication, and leadership development across the organization—and has deep expertise in the practice of hoshin-kanri—Toyota's strategy deployment process. He's the subject of the Shingo award-winning book “Learning to Lead, Leading to Learn: Lessons from Toyota Leader Isao Yoshino on a Lifetime of Continuous Learning”IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/50Check out my website for resources and ways to work with me KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about the Japan Leadership Experience: kbjanderson.com/japantrip For an even deeper behind-the-scenes look at NUMMI, read the dedicated chapter in my book: LearningToLeadLeadingToLearn.com TIMESTAMPS FOR THIS EPISODE:03:02 How Isao Yoshino felt to be tasked with changing the culture and attitude of NUMMI leaders04:27 Creating the space for leaders to experience working in Japan and Toyota's style09:21 Positive results from employees changing their attitude mindset themselves without being forced12:06 The importance of “check” in the PDCA process 14:38 Making the “check” process a positive experience in learning how to improve systems without blame18:10 The critical difference between the former GM culture and Toyota with their approach to problems19:12 The mindset shift of “no problem is a problem” and the impact of pulling the andon cord20:19 The positive results from lettings others learn and grow without force23:09 Reflections from Isao Yoshino about being part of the Japan Leadership Experience and continuing to learn something new24:38 The acronym for NUMMI and the deeper meaning of, “New Me” to become the best version of yourself Apply for the Nov 2025 (limited spots remaining) or May 2026 Japan Leadership Experiencehttps://kbjanderson.com/japantrip/ 

This week's episode of America on the Road brings two all-new models to the forefront, both playing in dramatically different corners of the automotive spectrum — the 2025 Mazda CX-5 and the 2026 Hyundai Ioniq 9. Mildly refreshed for 2025, the CX-5 is a compact SUV that continues to punch above its weight with upscale styling, responsive driving dynamics, and an even more premium interior this year. Mazda hasn't radically altered the CX-5's formula, but the updates include a sleeker front fascia, more tech inside, and a Carbon Edition trim that hits the sweet spot between luxury and value. During his weeklong road test of the SUV, Host Jack Nerad spent a weekend putting the fun-to-drive CX-5 through its paces over the twisty roads of eastern San Diego County, where it proved once again why it's a perennial favorite among compact SUV shoppers and car journalists alike. On the other end of the spectrum is the 2026 Hyundai Ioniq 9, an all-electric three-row SUV that aims directly at the heart of the American family vehicle market. Built on Hyundai's E-GMP platform, the Ioniq 9 is large, loaded, and luxurious, with a spacious interior and cutting-edge technology. Guest co-host Matt DeLorenzo breaks down how this EV stacks up on the road, particularly in terms of range, ride comfort, and usability for larger families. Is this the long-awaited Tesla Model X alternative? Tune in to find out. This week's special guest is Frank Hanley, Senior Director at J.D. Power. He joins the show to talk about the latest findings from the J.D. Power Initial Quality Study, with a particular focus on how quality benchmarks are shifting in 2025. Hanley shares insights on which automakers are hitting the mark and which are falling behind as new tech becomes standard and customer expectations continue to rise. Driving News Ford's $5 Billion EV Gamble: Did the Revolution Fall Short? Promising a “Model T Moment,” Ford doubled down this week on battery-electric vehicles, announcing a$5 billion investment aimed at revitalizing its EV efforts after cooling enthusiasm and slower-than-expected sales. The new plan involves nearly 4,000 jobs and renewed focus on its Louisville Assembly Plant and BlueOval Battery Park in Michigan. GM Reboots Autonomous Ambitions After Cruise Meltdown
 In a surprising move, General Motors is reviving its self-driving initiative following the well-publicized issues with its Cruise autonomous vehicle operation closed down. The pivot includes a shift in leadership and a new business model that could either reset the playing field or repeat past mistakes. Mercury Insurance Names Most Affordable Cars to Insure for 2025
 Mercury Insurance has released its annual list of the most cost-effective vehicles to insure, revealing some surprises for value-conscious drivers. Chevrolet is among the brands that continue to rank highly thanks to its straightforward designs and strong parts availability. Dodge Muscles Up Durango for 2026 For 2026, Dodge is going full muscle by making a V8 standard across the entire Durango lineup, from the base GT to the 710-horsepower Hellcat. The new 5.7-liter HEMI in the GT delivers a big jump in power and towing, while the R/T now features the 475-horsepower 392 HEMI under $50K. At the top, the Hellcat returns with a Jailbreak customization package and retains its crown as the most powerful gas SUV ever built. Listener Question of the Week This week's listener question comes from Jinnie in Park City, Utah, who asks: ““I think my car needs some attention and I'm not sure what to do about it. Should I go to the dealership for service or find a local mechanic?” Jack and Matt share some practical advice, including the best times to go to a dealer and the best ways to find a good independent mechanic you can trust. Check Out Matt's Book: Pick up a copy of co-host Matt DeLorenzo's terrific new book How to Buy an Affordable Electric Car: A Tightwad's Guide to EV Ownership.

A practical guide for experiencing nature "as General Motors intended"! Wow we really seem to be on deep dive with roads these last two months. Will it continue??? Only time will tell... The book (free online): https://prairieecologist.com/2020/01/13/finally-a-practical-guide-for-roadside-wildflower-viewing Chris's blog: https://prairieecologist.com Chris's Square Meter book (affiliate link): https://amzn.to/45yAmsP Our shop: https://wildgreenmemes.com Sign up for our newsletter: https://wildgreenmemos.substack.com/ Join our Patreon to support the show and get cool merch in the mail: https://patreon.com/wildgreenmemes Our music is by Rx Fire: https://spotify.com/artist/0SDbkVb4QmUvWGzkjc0XOd This podcast was edited by Ashley Labao.

What if the signature sound for a sleek Scandinavian EV was inspired by a cat's purr? Vinn hit the gas on that idea, while General Motors shifted into a full sound and driving ecosystem of experience. Which sound story will drive more vehicles off the lot? Here are some links to episodes referenced or expanded upon within the episode. The State of Sonic Branding- We explore sonic branding's evolution, impact, and future. I interviewed everyone from audio logo inventors to current audio alchemists helping shape sonic strategies around the world: The Sound of General Motors- Part One and Two of my 1st interview with Jay. We go deep into the process of making sound for cars, both gasoline and electric vehicles.  Want more Sound In Marketing? I gotcha. Here are a few more episodes to get you started. Are Jingles Better Than Sonic Logos?- What's the difference between a jingle and a sonic logo? Aren't they the same thing? What Is Sensory Perception- part one and two- the importance of engagement and perspective. Chevy Silverado's Walter The Cat- part one and two. Thoughtful music selection with a well-thought-out script made for a campaign that got this non-truck gal interested in trucks. Thank you to Jay Kapadia and the team at General Motors for your wisdom and insights. Thank you also to Artlist.io for your supporting sounds and music. You never disappoint. Let's make this world of sound more intriguing, more unique, and more on brand. — For more on sound in marketing, sign up for the Sound In Marketing Newsletter http://eepurl.com/gDxl6b. Want your very own Make Sound On Purpose mug? You can find it here. For further inquiries, email Jeanna at mailto:jeanna@dreamrproductions.com    The Sound In Marketing Podcast is produced by Dreamr Productions and hosted, written, and edited by Jeanna Isham. It is available on all the major podcast channels here https://pod.link/1467112373. https://www.linkedin.com/in/jeannaisham/   https://twitter.com/Jeanna_Isham    https://www.facebook.com/DreamrProductions/  https://www.youtube.com/@Dreamrproductions

- Used Tesla Prices Tumble - Xiaomi Struggling to Deliver YU7 SUV - Volvo Shortens EX30 Delivery Time - Durango Going V8 Only - Mercedes' CEO Slams EU ICE Ban - Italy Approves $700M In EV Incentives - CATL Shuts Down Its Largest Lithium Mine - Acura Teases New Electric RSX

Corey and David talk about the complexities of AI's impact on public speaking and content creation, distinguishing yourself with the rise of AI, using video, and much more! Corey Perlman is a speaker, consultant, and nationally-recognized social media expert. His latest book Authentically Social: Break Through By Being You! has been called engaging, relevant, a must-read, and spot-on marketing advice for any business. Corey's spoken for notable brands such as General Motors, The Dallas Cowboys, The PGA Tour, and Sysco Foods on how to drive business results through social media marketing.

The question of who represents the working class is probably the hottest debate in American politics. Is it Republicans? Democrats? Or socialists like Zohran Mamdani? Pundits can debate that question all they want, but the undeniable test is: Who do the unions believe stand for working people? For a century, unions were undeniably Democratic. And in 2021, Biden tried to carry on that tradition. He went as far as to say: “I intend to be the most pro-union president leading the most pro-union administration in American history.” Then in 2023, he became the first sitting president to walk a picket line, joining United Auto Workers in their strike against General Motors, Ford, and Stellantis. But as the Democratic Party went left, and then further left, many union members—who were reliable Democratic voters—broke the mold and voted for Trump—nearly half of union households, to be exact. Was it Trump's hatred of NAFTA? His promise to bring manufacturing back? His unbridled bravado? Or was it the left's preoccupation with boutique issues? The shift was palpable when Teamsters president Sean O'Brien spoke at the 2024 RNC despite being a lifelong Democrat. It felt like a new era. We've reported extensively on how the Democratic Party lost the working class. But now, six months into Trump's second term, are working-class Trump voters happy with their choice? And how has Trump been for labor in America? Sean O'Brien—the voice you heard at the RNC—is the president of the International Brotherhood of Teamsters, representing 1.3 million union workers. It's one of the biggest unions in the country. As Sean puts it, “They represent airline pilots to zookeepers and everyone in between.” That “in between” includes truck drivers, warehouse workers, mechanics, baggage handlers, construction workers, and UPS drivers—UPS is their largest employer. Basically, Teamsters have organized workers in every occupation imaginable. And more than his role as Teamsters president, Sean himself is a fourth-generation union member, having joined the Local 25 at 18 as a heavy-equipment driver in Boston. He's spent 34 years in the union and has a unique vantage point from which he sees American labor. Today on Honestly, Bari asks Sean: Why did he speak at the RNC? How has Trump been for labor—given his coziness to Elon Musk, DOGE, and his new big, beautiful bill? Can Democrats win union workers back? And can unions find their footing again? How does he plan to organize Amazon—he has some choice words for Jeff Bezos. And how do we ensure more American workers have access to middle-class wages, quality healthcare, and strong pensions? Go to groundnews.com/Honestly to get 40% off the unlimited access Vantage plan and unlock world-wide perspectives on today's biggest news stories. Visit chevron.com/America to learn more about how Chevron is building a stronger future powered by American energy, Learn more about your ad choices. Visit megaphone.fm/adchoices

Thank You To Our Partners The Institute, AutoFlow, Shop Dog Marketing, In-Bound, ExpressWatch Full Video EpisodeIn this episode - Craig has some fun with an old anecdote that intends to reminds us how important it is to take a customers complaint seriously - even when it sounds absolutely ridiculous!The old story is about a man whose new Pontiac will not start ONLY if he goes and picks up vanilla ice cream… but if he buys other flavors, like strawberry or chocolate.While this story may not be the best case study for a no start diagnostic process - it DOES provide a great moral lesson for taking clients seriously so you can get to the real details and the facts that matter.Grab some vanilla ice cream and enjoy Craig's take on this story and please consider sharing your own radical stories from the shop to speakeup@craigoneill.net.Communication gaps are almost always prevalent when those strange cases come up - and we're sure you have a good example that could be worth sharing!The WOTD: Anecdote: A short amusing or interesting story about a real incident or person.An account regarded as unreliable or hearsayIn our episode today…We're talking about Customer complaints. Specifically the off the walls ones.More specifically - listening to them - as though what they are saying is accurate and true - even though things don't even remotely plausible.You don't need to be in auto-repair to appreciate this topic - but our loyal listeners who ARE in auto repair - you definitely will. For me - there was a common gripe I'd hear from our techs at the transmission shop. “I can't get it to act up!” Which is a horrible thing to have to call the customer to tell them.They know there is a problem.We can't see it.And in many cases - this is where things end.The real problem, you guessed it, is a communication problem. Sometimes the details provided for our specialists are just not very clear - and what we do get from clients make it impossible to replicate an issue so we can diagnose a problem. It's why, in auto repair, intermittent problems are an absolute pain and can be massively time-consuming to solve. But this came across my desk from one of my colleagues in Autoflow. It's something of an anecdote - Anecdotenouna short amusing or interesting story about a real incident or person."told anecdotes about his job"Never underestimate a customer's complaint, no matter how funny it might seem! This is a real story that happened between the customer of General Motors and its Customer-Care Executive. A complaint was received by the Pontiac Division of General Motors: This is the second time I have written to you, and I don't blame you for not answering me, because I sounded crazy, but it is a fact that we have a tradition in our family of Ice-Cream for dessert after dinner each night, but the kind of ice cream varies so, every night, after we've eaten, the whole family votes on which kind of ice cream we should have and I drive down to the store to get it. It's also a fact that I recently...

General Motors' CFO says they won't raise prices despite the tariffs and Pres. Trump announced a new tariff deal with the European Union.  Alexandra Svokos, the digital managing editor of Kiplinger, talks about what some economic indicators say about the effects of the new tariffs.

General Motors' CFO says they won't raise prices despite the tariffs imposed by Trump's White House, and the retaliatory tariffs imposed by the US's global trade partners.On Today's Show:Alexandra Svokos, the digital managing editor of Kiplinger, talks about what some economic indicators say about the effects of the new tariffs.

Find out who our gold, silver, and bronze winners are this week. We'll take a look at earnings from General Motors, Intuitive Surgical, and Enphase Energy, and we will also discuss the recent tariff deal struck between the US and Japan. Companies mentioned: GM, ISRG, ENPH Host: Travis Hoium Guests: Lou Whiteman, Matt Frankel Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, Scott Becker discusses a rare dip in NVIDIA’s stock and a much steeper drop for General Motors.

Tiny rare-earth magnets are used for building phones, electric cars, and submarines, but nearly all of them are mined and made in China. One U.S. company is trying to change that. WSJ's Jon Emont spoke with MP Materials' CEO about his goals for the mine, which has now made deals with the Pentagon, General Motors, and Apple. Can this industry come back the U.S.? Jessica Mendoza hosts.  Further Listening: -Why Trump Wants Ukrainian Minerals  -Greenland Has Tons of Minerals. So Where Are All the Miners?  Sign up for WSJ's free What's News newsletter. Learn more about your ad choices. Visit megaphone.fm/adchoices