Editor’s Note: This week we are featuring blog posts from automotive aftermarket professionals who are currently participating in the University of the Aftermarket’s (UofA) Leadership 2.0 executive education experience. UofA’s Leadership 2.0 program began in 1995. For this 24th annual class, 45 aftermarket professionals representing all levels and channels in the light vehicle aftermarket will spend two weeks together learning executive-level business expertise while earning credits toward their Automotive Aftermarket Professional (AAP) or Master Automotive Aftermarket Professional (MAAP) designations.
Session I was held on Northwood University’s Midland, Michigan, campus. Between Sessions I and II, participants work on team projects that tackle critical industry issues and opportunities. Those projects will be presented this week. The next class of Leadership 2.0 will take place Aug 11-16. To learn more, click here.
Today, we hear from Lisa Nazoyan, who works in marketing for MAHLE Aftermarket.
The third full day of Leadership 2.0 started with the high-level enthusiasm and energy that’s become typical of this dynamic group of leaders. University of the Aftermarket Director Brian Cruickshank began class with my favorite session, an aftermarket roundtable discussion. He facilitated a fruitful – and sometimes heated – conversation about the implications of tariffs, along with the topic of transparent pricing. Of course, this led us to the topic of Amazon and MAP pricing. Many channels of the value stream are represented in class, which lends to plentiful dialogue and debate.
Next, Dr. Frank Morgan followed-up with an important presentation on business ethics. He focused on how critical ethical leadership is in any industry, illustrating the importance with the 2015 Volkswagen emissions scandal, “Dieselgate.” The entire class broke down the case with our teams to determine what went wrong and why, how the company’s leadership affected the case, and finally, what the class thought could have been done differently to prevent something like this from happening again. He concluded his discussion by asking the class to think of our own values and focus on whether or not they match those of our organizations.
Dr. Morgan returned for the start of the second half of the session to present another case analysis, this time focusing on a struggling family owned tire business. Teams analyzed the impasse and swiftly developed and presented strategies and solutions to change the course of the business in dire straits.
Class wrapped up with a fun team-bonding outing at “the ultimate party and entertainment megaplex” in Raleigh, Frank!e’s Funhouse, where we all felt like kids competing against each other in go-kart racing, arcade games and mini golf. The week is flying by and I will remember this experience and my classmates – especially teammates (Profit Domin8ors), forever.