In short
Leadership strategies of GM Chair and CEO Mary Barra, focusing on agility, culture change, and future-proofing through software, EVs, AI/robotics, and risk de-risking amid crises (ignition switch, COVID, semiconductors) and regulatory volatility.
Guests
Mary Barra (GM Chair and CEO; started at GM at 18 in a Pontiac factory; Stanford MBA; rose through executive assistant, HR, and product development roles; CEO since Jan 2014). Josh Tavell (GM SVP Engineering & R&D; led engineering/R&D efforts during the crisis; later leads AI/robotics/ML manufacturing initiatives).
Key claims
“Do the right thing even when it’s hard”; solve problems the minute you know; transparency and customer-first; “superpower is agility”; engineer agility into the company; EVs as software platforms with over-the-air updates; de-risk long-term bets (EVs, autonomy).
Notable examples
faulty ignition switch in Chevy Cobalt (54+ frontal-impact crashes; 600M victim payments; 900M DOJ penalty; 15 firings); GM pivot to masks/ventilators during COVID; mapping chips during semiconductor shortage; Hummer EV development during pandemic; EV goal: all-electric by 2035; autonomous tied to “zero crashes.”
Written by AI. May contain mistakes. Listen to the episode to check what was said.
Chapters
Tap a time to open that second in VOMary Barra's Journey to CEO
0:00 to 0:24
Explore Mary Barra's rise through GM and her insights on leadership.
“Bring it all together with EverPure, the platform that acts like a living system, delivering the latest in data performance, security, and innovation without ever slowing you down.”
Mary Barra's Journey to CEO
1:53 to 3:10
Explore Mary Barra's rise through GM and her insights on leadership.
“one of 11 GM vehicle assembly plants in the U.S.”
Challenges Faced by GM
3:10 to 3:47
Understand the challenges GM faced during Barra's tenure as CEO.
“Roles that ultimately led to the top of the company.”
The Ignition Switch Crisis
3:47 to 5:54
Delve into the ignition switch crisis and its repercussions for GM.
“Faulty ignition switches in the Chevy Cobalt and other vehicles caused cars to stall, power off, and disable the airbags just as they were about to crash.”
Cultural Changes at GM
5:54 to 7:42
Learn how GM's culture evolved to prioritize safety and transparency.
“Barra's plan to solve this problem once and for all included firing 15 employees, and the company recalled millions more vehicles.”
Next Steps After the Crisis
7:42 to 7:57
Discuss the subsequent challenges GM faced after the ignition crisis.
“After leading GM through the ignition switch crisis, another threat emerges.”
Navigating the Pandemic
9:19 to 12:12
Explore GM's strategies to adapt during the COVID-19 pandemic.
“From the moment Mary Barra took over as General Motors CEO, her leadership was put to the test.”
Adapting to Regulatory Changes
12:12 to 14:00
Understand how GM navigates changing regulations under different administrations.
“And we continued actually building vehicles throughout the pandemic.”
Adapting to Regulatory Changes and Consumer Demand
14:00 to 19:55
Learn how GM is balancing flexibility with long-term planning amidst evolving regulations and consumer preferences.
“Each has different policies, not just around EVs, also around tariffs, as well as the EV tax credits, not just EV production, but tax credits.”
Long-term Strategy and Risk Management
20:02 to 20:53
Explore how GM's leadership is focused on long-term strategies while managing risks associated with rapid technological change.
“including projected stock updates, monetary policy decisions, and key results and statistics that may impact your trading.”
Show all 11 chapters
Leadership Lessons from Mary Barra
20:53 to 24:15
Mary Barra shares her leadership lessons learned over four decades at GM, emphasizing transparency and customer focus.
“if you just say this was my strategy I set five years ago and I'm just going to have blinders on, I don't think it's going to work out well.”
Transcript
Automatic transcript. May contain errors.0:00Mary Barra:Your data lives everywhere. On-prem, in the cloud, across apps. Bring it all together with EverPure, the platform that acts like a living system, delivering the latest in data performance, security, and innovation without ever slowing you down. Sophisticated enough to anticipate your ever-changing data needs, yet simple enough to feel like second nature. Tame your data chaos with EverPure and make storage and data management the simplest part of your business. Visit everpuredata.com to learn more.
0:27Josh Tavel:Trading at Schwab is now powered by Ameritrade, bringing you an expanding library of education with even more ways to sharpen your trading skills. Access new online courses, insightful webcasts, articles, engaging videos, and more. All curated just for traders. Plus, guided learning paths with content designed to fit your unique interests. And no sifting to find exactly what you need, so you can spend your time learning to trade brilliantly. Learn more at schwab.com slash trading.
0:55Mary Barra:On this episode of Leaders Playbook, inside General Motors, the best-selling automaker in the U.S., manufacturing iconic brands including Chevrolet, GMC, Cadillac, and Buick. I couldn't be more proud of the product portfolio. Meet the leader, driving the more than 115-year-old company into its high-tech future.
1:16Julia Boorstin:My goal is to make sure General Motors is here another hundred years from now.
1:20Mary Barra:Her plan to build a future-ready company by embracing accelerating technology.
1:25Julia Boorstin:We recognized that we needed much more software talent, and so we went to Silicon Valley.
1:30Mary Barra:The strategies that helped this leader power through crises.
1:34Julia Boorstin:Our superpower is agility.
1:36Mary Barra:And strengthen the company's culture. When's the best time to solve a problem? The minute you know you have one. Plus, the CEO's remarkable journey to the C-suite.
1:45Julia Boorstin:Never in a million years that I think I would rise to the CEO role.
1:48Mary Barra:Leaders Playbook, General Motors, starts now. I'm meeting General Motors Chair and CEO Mary Barra at a factory in Flint, Michigan, one of 11 GM vehicle assembly plants in the U.S. I'm here to discover the leadership strategies Barra deployed to make General Motors the top-selling automaker in the country. I started in manufacturing, and so this is home for me. Barra began her career at GM at just 18 years old when she was in college. She worked in a factory that built Pontiacs.
2:20Julia Boorstin:I was literally measuring the gap between the hood and the fender and then the door. And then you went off to Stanford Business School, right?
2:28Mary Barra:And Stanford is known for being all about this high-tech environment. How do you feel like being back here in the plant,
2:35Julia Boorstin:your approach is informed by those years in that culture at Stanford? Well, I mean, I think when you spend time in Silicon Valley, you know, they solve hard problems. And I think I bring that mindset here because we have to continue to innovate. Innovation isn't always, you know, the next, you know, greatest big product. Sometimes it's how do I innovate to make a job easier? How do I innovate to make the product better?
2:58Mary Barra:When Barra returned to GM, she moved up through the ranks from executive assistant to the CEO to VP of Global Human Resources and then executive vice president of global product development. Roles that ultimately led to the top of the company. When you became CEO after spending decades here, rising through the ranks, what did you see as the key challenges facing GM?
3:20Julia Boorstin:Well, you know, it was just a few years prior that we had gone through a very difficult restructuring in the bankruptcy. And there was still a lot of what I would call rebuilding to do and really making sure we were allocating capital where it was going to generate the right return, making sure we had solid businesses and where were the regions across the globe that were strong, where did we need to invest our time. So there was just still a lot of, I'll say, transitioning to set the company up for being successful.
3:46Mary Barra:In January 2014, Barra took over as CEO and inherited a crisis. Faulty ignition switches in the Chevy Cobalt and other vehicles caused cars to stall, power off, and disable the airbags just as they were about to crash.
4:02Julia Boorstin:I'd literally been in position actually two weeks from being officially named. And what a lot of people don't realize is we actually finally solved the problem. But at that point in time, you don't know everything. And so it was kind of peeling the onion back. So we got a cross-functional team together, and we started every day. We said, okay, what happened? What did we learn? What do we need to do? And we might be together for two hours. We might be together for 20 minutes. But we also very early on said we're going to be guided by three facts. We're going to be transparent. We're going to do everything we can to support the customer.
4:34Julia Boorstin:and we're going to do everything in our power to make sure we never let this happen again. And that really became something I think very important early in my CEO tenure of we're going to do the right thing even when it's hard. We constantly communicated so people understood what was happening, what we needed to do. And other than that team that was working every day, we told everybody else, we've got a business to run. Run the business. Let's keep making it better.
4:57Mary Barra:Barra and GM's board hired former U.S. attorney Anton Valoukas to investigate the circumstances that led up to the faulty ignition switch recall. By the end of May, four months after Barra took over as CEO, the investigation found, while the issue of the ignition switch passed through numerous hands at GM, from engineers to investigators to lawyers, nobody raised the problem to the highest levels of the company. In other words, no one solved the problem for more than a decade.
5:24Julia Boorstin:We have to understand that the attitudes and practices that allowed this failure to occur in the first place will not be tolerated.
5:32Mary Barra:The investigation initially found the faulty ignition switch led to at least 54 frontal impact crashes involving the deaths of more than a dozen individuals. Later, the number of deaths and injuries attributed to the issue grew. General Motors paid nearly$600 million to its victims and a$900 million financial penalty to the Department of Justice. Barra's plan to solve this problem once and for all included firing 15 employees, and the company recalled millions more vehicles. Barra was tasked with repairing GM's reputation, restoring trust, and driving a cultural reset. Why did you decide to not just fix the problem and move on, but to really dig in and address a larger issue?
6:17Julia Boorstin:I think it was part of that commitment of doing everything in our power to make sure something like this never happens again. We had to learn from it. But it was also just living our values. We had changed our values and behaviors a couple years earlier. And it's all great when you do that, when everything's going well. But when you really prove to people they're important is when you live them in difficult times.
6:40Mary Barra:Josh Tavell is GM's SVP of Engineering and R &D. During the crisis, he was a chief engineer working on electric vehicles.
6:48Josh Tavel:She led us through with great clarity of vision, I think. She started first with, we're going to do what's right by the customer. Following that, she was using facts and data to drive her decision making. And I think that continues throughout her entire 12 years that she's had here at General Motors. And that mantra has significantly changed the way General Motors looks at things. Safety first. We talk about safety before every meeting we start. And we look at safety and how the decisions we're going to make in that meeting will affect the safety of our customers or the safety of our employees or the safety of the general world out and ahead of us.
7:19Julia Boorstin:And Barra developed a strategy to remind employees to speak up. I'll ask employees, I'll say, when's the best time to solve a problem? They'll kind of look at me and go, the minute you know you have one. Because think about it, problems don't get smaller on their own. Generally, they just get bigger. And if you let them get too big, you know, you may not exist or the company may not exist. And that's why we really also in this period wanted to create this culture where people raised issues.
7:42Mary Barra:After leading GM through the ignition switch crisis, another threat emerges.
7:47Julia Boorstin:You know, it was one of those surreal situations. It seemed like a bad movie or something. After the break.
7:57Josh Tavel:At Venture Global, we think about what can be done, not what's usually done. Through innovation, Venture Global is not only building some of the largest energy facilities in the world right here in the United States, but delivering American energy at a fraction of the cost and a fraction of the time. So while others are busy talking, we're busy building. That's Venture Global. that's unstoppable energy it's smart to always have a few financial goals and a really smart one you can set earning cash back on what you buy every day and with Discover you can get this Discover automatically matches all the cash back you've earned at the end of your first year seriously all of it and we trust you to make smart decisions after all you listen to this show See terms at discover.com slash credit card.
9:19Josh Tavel:wherever you get your podcasts.
9:23Mary Barra:From the moment Mary Barra took over as General Motors CEO, her leadership was put to the test. After steering the automaker through its ignition switch crisis, Barra was faced with a global pandemic that threatened GM's operations and supply chain.
9:38Julia Boorstin:You know, it was one of those surreal situations. I was at a meeting of several CEOs, and there was someone who was in the healthcare profession who kind of said, hey, this is happening. It seemed like a bad movie or something.
9:53Mary Barra:By mid-March, GM suspended manufacturing in the U.S., while Barr and her team developed protocols to bring workers back safely. A GM factory in Michigan shifted gears to make face masks, producing one and a half million a month with employees who volunteered to work on the effort. In Indiana, GM partnered with Ventec Life Systems to make ventilators. You also began quickly mobilizing workers to produce ventilators and masks. What made you decide to do that?
10:20Julia Boorstin:Well, you know, that's rich in our history, doing things that are going to support the country. And so we worked with a ventilator company that was building 250 a month, and we knew we were working to build 10 ,000 a month. Over a week, we had all the parts, and within a month, we were building ventilators.
10:35Mary Barra:So among all of these different challenges and you're pivoting to work on all these different things, you also have massive disruptions to the supply chain, access to chips and the like. How did you figure out how to handle those challenges?
10:48Julia Boorstin:We have so many great people at General Motors. Our head of supply chain, we just started working. And at that time when the semiconductor shortage happened, we mapped every chip in our vehicle. We started working directly with the chip suppliers. We started prioritizing what were the products in the highest demand. Our plants learned how do we build something and build it shy and then learn to go back and do it, put the part on later with quality. And there were so many processes that we developed. But, you know, I'm an engineer, and, you know, so I think engineering in general, you're solving problems.
11:21Julia Boorstin:This was another, I think, one of our finest hours where people just worked together and said, well, what about this? Well, could we do this? And then the team would go about doing that.
11:29Mary Barra:About two months after shutting down, GM was able to resume operations in the U.S.
11:34Julia Boorstin:I'm really proud of the team, how we found ways to keep product programs on track. I mean, the Hummer EV was developed during that period of time, and it was the commitment of that team. People came back to work just a handful of weeks later and worked safely, wore masks, because if we didn't get people back to work, the company wasn't going to last for very long if we weren't making products.
11:56Josh Tavel:So when the pandemic hit, I think that's one of those spots where General Motors shines the greatest. We have the ability to be agile and pivot. At the time, I was leading the Hummer EV, and that program was a program that was developed in two and a half years, which in a normal program timeline, it's about five years. And we continued actually building vehicles throughout the pandemic. General Motors is really good at this because of those strategies that Mary's puts in place and the thinking in terms of what if something goes wrong? What if something pivots? How do we address this? And of course, we didn't know COVID was coming.
Read the full transcript
12:26Josh Tavel:But we do think in terms of what kind of failure modes are out there and how can we address those risks?
12:31Julia Boorstin:That's something that is the strength of the General Motors team. I always feel we're at our best when we have a crisis. One of our senior leaders said, you know, our superpower is agility. And I'm like, you are right. We've had between COVID, the semiconductor shortage, then there's been a lot of disruption in the supply base. And again, people just like, OK, here's the situation. What do we have to do? And I think it's that can-do attitude. People don't say I can't. They say, what would it take for me to get it done? And then that's what they go about doing.
13:02Mary Barra:Vara's focus on being agile has also helped her navigate dramatic changes in federal policies. The presidential administrations, the shifting between them, has not made planning for EVs easy. One administration mandate for more electric, the next administration on day one ends that mandate. How do you as a leader navigate that kind of regulatory volatility?
13:25Julia Boorstin:I'm proud of the fact that General Motors, we've had a relationship with presidents for the last 100 years. And a lot of what we do is just making sure they understand what the implications are. And I have to say, as we were doing in the last administration what it was going to take to get EV adoption, we talked a lot about charging infrastructure. As the new administration came in, we talked a lot about, OK, we understand and you want to give consumers choice. We have that opportunity to do that, but we're going to take a little bit of time to pivot and also making sure they understood the complexity of the regulatory environment.
13:58Mary Barra:And you've had to deal with, I believe, four administrations as CEO. Each has different policies, not just around EVs, also around tariffs, as well as the EV tax credits, not just EV production, but tax credits. All of these issues impact your business. How do you think about maintaining the flexibility to work with each administration, but also making sure you have the long-term plan that's going to work no matter who's in office?
14:24Julia Boorstin:Well, some of the things we've done, for instance, in our Spring Hill, Tennessee plant, we can build internal combustion engine vehicles and EVs on the same line. So that gives us tremendous flexibility. What I'm most focused on in this period of time is making sure we have EVs that are great, that people want to buy, that we continue to work to get to EV profitability. Because that's the best way to be ready for a very regulatory changing world is to say, okay, this is what the customer wants in this environment. it, we have it, or this is what the customer wants, we have that too.
14:56Mary Barra:So really trying to engineer agility into every part of the company. Exactly. How do you stay agile and flexible in terms of giving consumers what they want right now when you also have to have such a long-term vision to make sure you have the infrastructure and the facilities to make these long-term bets?
15:13Julia Boorstin:Well, I think we've really worked to shorten the vehicle development process. For instance, the Hummer we did in just over two years. and a lot of vehicles we do in three or four years depending on if it's an all new architecture or not. Now with what we can do from a software perspective we can do over-the-air updates and put features on that didn't even exist when someone may have bought the vehicle and we're continuing to develop that. So the vehicle is really a software platform and we're continuing to innovate on that cycle on top of the hardware cycle.
15:42Mary Barra:How has that changed your approach to hiring when you're changing the importance of technology at the company?
15:49Julia Boorstin:A few years back, we recognized that we needed much more software talent. And so we went to Silicon Valley and that led to us to continue to bring more and more software talent into the company. And now we've been able to marry people who know software really well and autonomy really well with people who know vehicles really well. And getting them to work together really has allowed us to really transform the company yet again for what the vehicle is with hundreds of millions of lines of code.
16:16Mary Barra:In addition to software, Barra turned to tech to maximize efficiencies on the factory floor. Josh Tavell leads the team charged with revolutionizing manufacturing and engineering by harnessing the power of AI, robotics, and machine learning.
16:30Josh Tavel:We're in our research and development center and what's behind me here is one of our robotic cells. We're working some of the cutting-edge robotics technology that will be implemented in our plants within just a couple of months actually. What this technology is really enabling is flexibility.
16:45Mary Barra:The new tools can improve safety and ergonomics while shortening the time it takes to switch a production line from making one model to another.
16:53Josh Tavel:They can produce any vehicle they want within one fixture and the change over time is literally seconds.
16:58Mary Barra:A key component of Barra's strategy to stay agile as she leads GM into its all-electric future. You set an ambitious goal to make GM all EV by 2035. Why was it important to set such a long-term and such an ambitious goal? And how do you think about adapting your strategy and giving customers choice when maybe consumers have not adopted EVs as much as we would have thought they would?
17:22Julia Boorstin:I think we have to remember at that point in time, there was a lot of regulation driving us there. We were supposed to get to 40 to 50 percent EVs by 2030. And I still, you know, 2035 is nine, 10 years away. So So a lot can happen between now and then, and we're going to be ready. As I said, we're going to be guided by the customer. We're constantly looking at what our product portfolio is based on consumer data and based on technological breakthroughs because we're still investing in battery technology to continue to take cost out and improve range performance. And why do you think it's important to share those long-term goals, not just with consumers but with your employees?
17:58Julia Boorstin:Well, I think it was almost more important to share it internally. It got people to stop focusing on when and what and say, OK, now we have an end point. Let's get a plan together. And so it stopped a lot of the internal debate.
18:10Mary Barra:Barr's ability to see opportunity and drive towards a clear mission has helped GM accelerate past its competitors.
18:17Josh Tavel:The opportunity that Mary sees, she can impress upon what that opportunity is and get us all motivated and excited to go after that. One thing Mary often talks about is, is this a one-way door or a two-way door? A two-way door being one that you can walk through if you decide it's not the right room you want to be in, you can walk back out. A one-way door you walk through, it closes and it's locked. We'll walk through either door, but in each one of those cases, we look at what the associated risks are with that and how we could potentially pivot if we need to.
18:44Mary Barra:Coming up, Barr's strategy for reducing risks on long-term bets, from EVs to autonomous.
18:51Julia Boorstin:If you just say this was my strategy I set five years ago and I'm just going to have blinders on, I don't think it's going to work out well. after the break.
19:00Josh Tavel:At Venture Global, we think about what can be done, not what's usually done. Through innovation, Venture Global is not only building some of the largest energy facilities in the world right here in the United States, but delivering American energy at a fraction of the cost in a fraction of the time. So while others are busy talking, we're busy building. That's Venture Global. that's unstoppable energy it's smart to always have a few financial goals and a really smart one you can set earning cash back on what you buy every day and with discover you can get this discover automatically matches all the cash back you've earned at the end of your first year seriously all of it and we trust you to make smart decisions after all you listen to this show See terms at discover.com slash credit card.
19:55Josh Tavel:This episode is brought to you by Schwab Market Update, an original podcast from Charles Schwab. Join host Keith Lansford for this information-packed daily market preview delivered in 10 minutes or less, including projected stock updates, monetary policy decisions, and key results and statistics that may impact your trading. Download the latest episode and subscribe at schwab.com slash marketupdatepodcast or find Schwab Market Update wherever you get your podcasts.
20:26Mary Barra:For General Motors CEO Mary Barra, part of her strategy to future-proof the company is placing long-term bets while taking steps to minimize risk.
20:36Julia Boorstin:To me, it's always about, you know, where is the industry going? What do we need to do? My goal is to make sure General Motors is here another 100 years from now. And I have to do everything in my power, not just to win today, but to make sure we're winning in five years, 10 years, and long after I'm no longer in this role. In this fast-paced world where technology is changing everything, if you just say this was my strategy I set five years ago and I'm just going to have blinders on, I don't think it's going to work out well. Once we set that strategy, though, I'm all about de-risking. And so how do I continue to make decisions then to support that longer-term strategy to ensure success?
21:11Josh Tavel:Mary's leadership superpower is she is an engineer at her core, and with that it brings two special paradigms. One is the belief that anything's possible. And the other is there's inherent risks with every possible thing we do. So as engineers, we always try to recognize what those risks are and we design them out of our systems. And Mary does the same thing when she sets up a strategy. It's just at a bigger level.
21:33Mary Barra:One of Barr's long-term bets is on autonomous technology. She's all in on the innovation that she says will make driving safer than ever.
21:41Julia Boorstin:We have a vision for the company that we set almost a decade ago of zero crashes, zero emissions and zero congestion. And to get to zero crashes, we felt autonomy is a big piece of it. We already see it with driver-assistant technology today that it can make the vehicle safer. So as we go for zero crashes, autonomy is a big part of that.
22:00Mary Barra:Once Barra makes a decision, the next step is getting employees across the company on board with her mission to drive towards it.
22:08Julia Boorstin:I learned from a leader in manufacturing that you have to win people's hearts and minds. And so through my journeys in the many different areas I worked in the company, I was always focused on, you know, A, learning, but also engaging the teams and understanding what was important to them, how they saw things, how it all fit together. And so I think that I brought that with me when I became CEO, that I knew so many people in the company. I knew how it worked. I knew our areas of opportunity. But I also knew the commitment.
22:38Mary Barra:I thought it was fascinating that you were the executive assistant, GM CEO back in 1996. What did you learn from serving in that role and seeing someone as CEO long before you knew you would ever become CEO?
22:54Julia Boorstin:That was probably one of the most important roles in my development because I worked for Jack Smith, who at the time was the chairman and CEO, and Harry Pierce, who was the vice chair. And we worked on any number of special projects for them. But I got to see how they think, how they were thinking about how the whole company worked together. And I remember one time I had a conversation with Jack Smith, and I was kind of like, why don't you just tell him? He kind of chuckled. And that was kind of this aha moment for me. Because I think a lot of times when I was early in my career, you think people are like, oh, the CEO says it, everybody just does it.
23:24Julia Boorstin:And we all know that's not the way it works.
23:26Mary Barra:You talked about planning for the next 100 years, and GM is the top automaker in the U.S. When you think about maintaining that role, staying number one, what do you think you have to do as a leader to ensure that, not just for next year, but for the future?
23:41Julia Boorstin:I think you have to make sure you're continually developing your people and bringing in the right talent for a world that I think technology is only going to continue to change and accelerate. It's making sure we have great products and enabling the teams, because at General Motors, nothing really happens until we sell a vehicle.
23:57Mary Barra:You've been at DM for four decades, CEO for more than a decade. What are the key leadership lessons you've learned through all these trials and crises along the way that you bring to your approach right now?
24:10Julia Boorstin:One we talked about is do the right thing even when it's hard. And the minute you know you have a problem, you have to solve it. But then it's also being transparent and really being customer focused. And that's kind of the way I approach it every day. the customer tells us when we win. What do you think your leadership superpower is? I think it's listening and listening to understand, but also bringing people together and being able to rally to the mission. Because so often, once you get everybody set on where we're headed, they'll do amazing things that you could not even have thought of that they're going to do to make sure we get there.
24:46Mary Barra:And no matter the volatility head, Barr's prepared to be agile and to work to minimize risk.
24:52Julia Boorstin:I care deeply about this company, about our future, about the jobs it represents for everybody.
24:58Mary Barra:More valuable insights from some of the top business minds in the country on the next episode of Leaders Playbook.
25:06Josh Tavel:This episode is brought to you by Schwab Market Update, an original podcast from Charles Schwab. Join host Keith Lansford for this information-packed daily market preview delivered in 10 minutes or less, including projected stock updates, monetary policy decisions, and key results and statistics that may impact your trading. Download the latest episode and subscribe at schwab.com slash market update podcast or find Schwab Market Update wherever you get your podcasts.
From the publisher
CNBC Leaders Playbook features candid conversations with the world’s top CEOs and business leaders about how they think, decide, and lead, hosted by CNBC Senior Media & Tech Correspondent Julia Boorstin.
In this episode, General Motors CEO Mary Barra and Senior VP of Manufacturing and Product Engineering Josh Tavel discuss how they run the best-selling automaker in the U.S., and their plans to drive the more than 115-year-old company into the future.
Visit CNBC.com/LeadersPlaybook for more.
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