Navigating the Current Moment

• The current state of the automotive industry is characterized by chaos driven by various factors, necessitating a shift from an “either-or” mindset to a “yes-and” perspective to manage stress. 

• The “Power of &” lies in balancing short-term and long-term objectives, as exemplified by Lucerne International’s use of an Entrepreneurial Operating System and Husby’s approach to managing immediate tasks while fostering long-term relationships. 

• Effective leadership in challenging times requires self-care, recognition of positive developments, and an emphasis on hands-on experience through in-person interactions. 

During the 2025 MichAuto on the Island, industry experts Mary Buchzeiger, Chief Executive Officer of Lucerne International, Jon Husby, President and Chief Executive Officer of ADAC, Mike Sweers, Executive Vice President and Chief Technology Officer of Toyota Motor North America, and Matt Elliott, Founder of Blue Lake Ideas and Past Chair, Board of Directors of the Detroit Regional Chamber, discussed how to lead in times of chaos and what qualities a leader should emulate while navigating stressful times. 

In your opinion, what word describes the current state of the automotive industry? Is it uncertain, volatile, or chaotic? If so, your thinking aligns with many audience members when asked the same question.  

According to Elliott, this chaos is driven by “AI, climate change, you name it, which speeds up the clock.” As a result, we are left with a stress response that many of us were not built to handle. He said we must shift our mindset from an “either-or approach” to a “yes-and” perspective to handle stress more effectively.  

Either-or is great when there is a set playbook, but what happens when there is no playbook? This is where Elliott said the shift occurs: bringing ideas together instead of separating them, such as “sustainability and growth.” 

When considering the origin of the “Power of &,” the answer lies in balancing opposites. Buchzeiger emphasized the importance of striking a balance between short-term and long-term planning, even in times of crisis. To balance short-term and long-term objectives, Lucerne International adopted an Entrepreneurial Operating System, establishing long-term goals and then using these goals to create short-term ones. For example, Husby shared how he and his team balance addressing basic tasks while growing and strengthening relationships to reduce isolation and pressure. 

There are many qualities one can embody to become an effective leader in challenging times, but which ones are most effective? First, as Buchzeiger explained, it is essential to take care of oneself and to “have a mirror” with others to ensure you show up at your best so you can show up for your team. Second, she said it is easy to forget what good one is creating for oneself because “sometimes we forget that there are good things happening out there.”  

Lastly, leading during challenging times requires one to shift their thinking and encourage their team members to “wash their hands,” Sweers said. He said that while many team members are comfortable working from home, leaders need to encourage their team members on what it takes to gain hands-on experience, which is often achieved through in-person interactions. 

The 2025 MichAuto on the Island was sponsored by presenting sponsor KPMG and supporting sponsors BCG, Denso, GS3, Nexteer, PwC, and Toyota.