Welcome to How Leaders Lead. I'm Kula Callahan, and it's time for another edition of three more questions.

In these episodes, we break down David's conversation that he had with the previous week's guests.

And David, today we are debriefing your conversation you had with Mary Barra.

She's the chair and CEO of General Motors. And I love getting to debriefing your conversation you had with Mary Barra. She's the chair and CEO of General Motors.

And I love getting to debrief a conversation that you have with an iconic female leader,

especially one with as much grit and determination as Mary Barra. Yeah, I mean, she's amazing.

She's been in the automotive business for years, over 30 years, and, you know,

it's had almost every job you could have, and is the CEO of this incredible company. And,

you know, hats off to her for just paving the way and being so darn good at what she does.

Absolutely, David. I'm excited to get your take on some of the concepts that you all talked

about in the main episode. So let's get in

to today's questions. All right, cool. Look forward to it. Question number one. To stay ahead in the

rapidly evolving automotive industry, Mary's brought in top tech talent from companies like meta, Amazon,

and Apple. And she's had to do a lot to integrate that new, younger talent with GM's longstanding

legacy workforce. David, what advice would you give to leaders on how to do this successfully?

I think the first and most important thing to do is to make sure

everyone in their organization knows that they count. You know, when I studied the best companies

in the world, they all create a culture where everyone counts. So in this particular case,

you've got people who've been around the company for a long time, and then you're bringing

people in that are new to bring some new skills

and thinking to the company. And what I would do is I would let everybody in the company know

that we need both. We need the experience that we have when we need fresh blood and let's work

...