The global automotive industry finds itself at a pivotal juncture, grappling with a landscape reshaped by intensifying cost pressures, geopolitical volatility, supply chain fragility, and rapidly shifting consumer expectations. This era demands more than just traditional leadership; it calls for a new breed of executive, one whose daily habits are finely tuned to navigate and even leverage disruption. Indeed, 36% of automotive executives report their company is entering a phase of deep transformation, with business models, products, and operations poised for significant change over the next three years and beyond. The stakes are incredibly high, as seen in the fact that while 86% of OEMs are heavily investing in artificial intelligence (AI), a mere 20% of executives feel truly prepared for the upheaval it promises. It’s clear: what worked yesterday won’t suffice tomorrow.
In this environment, success isn’t about luck, talent, or even genius alone; it’s about the invisible architecture of daily rituals and consistent practices. A small cohort of high-performing companies, representing the top 15% of respondents in KPMG’s 25th Annual Global Automotive Executive Survey, are not merely surviving but thriving. These leaders are outperforming their peers in innovation, customer satisfaction, and operational efficiency, anchored in a framework of strategic imperatives. Their success stories underscore a fundamental truth: the habits of top CEOs act like compasses, pointing the way toward effective decision-making, resilience, and meaningful impact.
For aspiring founders and seasoned executives alike, understanding these daily behaviors is not optional; it’s foundational. These aren’t just habits; they form a leadership ethos that turns chaos into clarity, pressure into purpose, and ideas into impact. We’re delving into the practices that elevate thinking, sharpen focus, and ground leaders in purpose. From how they start their mornings to how they protect their energy and lead with balance, these habits offer a roadmap for anyone looking to lead with greater influence. Here are the first six game-changing habits that fuel successful CEOs in the demanding automotive sector and beyond.
1. Strategic Thinking & Ruthless Prioritization
At the core of exceptional leadership lies the capacity for strategic thinking, coupled with an unwavering commitment to ruthless prioritization. Successful CEOs don’t just react to the market; they proactively develop a compelling vision for their organization and meticulously chart a strategic path to achieve it. This vision is dynamic, constantly refined and reworked based on evolving industry trends and the intricate needs of stakeholders. Given the economy’s ever-changing landscape, political factors, and legislative shifts, it’s essential for leaders to continually ask: “Is this strategic plan on track? Does it need adjustments?” Reassessing the plan at least annually, perhaps through a SWOT analysis, becomes a non-negotiable exercise to identify and assess new opportunities or threats.
However, strategic thinking alone isn’t enough; it must be coupled with an almost surgical approach to prioritization. The role of a CEO is a vortex of incessant demands, from investors and teams to unforeseen crises and emerging opportunities. Elite leaders, much like Mary Dillon of Ulta Beauty, treat their time as a non-renewable resource, understanding that their most valuable input is finite. They adeptly delegate operational tasks to trusted teams, allowing them to laser-focus on high-leverage strategic priorities: shaping vision, nurturing talent, and driving innovation that will define the future of mobility. This approach isn’t about working harder; it’s about working smarter, concentrating on what only they, as the leader, can uniquely contribute.
This principle works because it leverages the Pareto Principle, or the 80/20 Rule, where 20% of efforts drive 80% of results. By empowering teams to own operational outcomes, trust is built and distributed leadership is fostered. More importantly, it frees up invaluable mental space for big-picture thinking, allowing CEOs to anticipate future challenges and opportunities rather than being bogged down by day-to-day minutiae. A powerful actionable takeaway for any leader is to start their week by asking: “What 3 tasks will move the needle most—and require MY unique input?” The rest, if it doesn’t meet this criterion, should be delegated or re-evaluated, ensuring the CEO’s energy is channeled into truly transformative work.
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2. Decisiveness & Seeking Results
Decisiveness is the engine that fuels organizational momentum, building team confidence and propelling initiatives forward. For CEOs, confidence and clarity in decision-making are not just desirable traits; they are crucial for maintaining agility in fast-paced sectors like automotive. One guideline that leaders often employ is to build profound trust with subject matter experts (SMEs). For instance, as the CEO of a nonprofit, Nancy Padberg shares that she hires SMEs for significant roles, relying on their specialized knowledge to confidently take the best step forward in areas she may not be personally well-versed in. Trusting these sources allows leaders to make informed decisions swiftly, even in complex or unfamiliar domains.
Furthermore, establishing transparent processes to streamline decisions is paramount. This might involve creating clear channels to contact board members, executive teams, or business coaches for immediate feedback when a quick decision is required. This ensures that crucial input is readily available without creating bottlenecks. Successful leaders also understand that not all decisions carry the same weight or require the same level of deliberation. Jeff Bezos famously follows the “two types of decisions” rule: Type 1 decisions are irreversible and high-impact, like expanding into a new market, demanding time and careful deliberation. Type 2 decisions, conversely, are reversible and low-risk, such as changing an ad campaign, and should be made fast to maintain momentum.
Elon Musk takes this even further, simplifying decisions by focusing on first principles, stripping them down to fundamental truths instead of relying on assumptions. This approach cuts through complexity, allowing for rapid and innovative solutions. The key takeaway here is vital: not all decisions deserve equal time. Prioritize the big, strategic ones, automate or delegate the small, reversible ones, and learn to move fast. It’s about seeking results and cutting through red tape, replacing a “Permission Culture” with an “Accountability Culture.” The ultimate question to ask is: “What’s the cost of delaying this decision?” If the cost of delay is higher than the inherent risk, leaders must act decisively and move forward, fostering an environment where agility separates market leaders from laggards.
3. Effective Communication & Inspiring Action
Clear and consistent communication serves as the cornerstone of effective leadership, particularly when steering complex automotive organizations through periods of profound transformation. Associates should never be left guessing or overthinking; therefore, effective communication transcends mere regular meetings. It’s about judiciously choosing the right method of communication for each specific situation, ensuring messages are received and understood with clarity and purpose. For example, email works best for longer, less time-sensitive updates, offering a 24-hour response window, while texts are more appropriate for quicker or more urgent matters with a 1-hour response window. Phone calls, in contrast, are reserved for immediate or time-sensitive issues, demanding real-time interaction.
Beyond selecting the right channel, leaders must ensure their team understands how and when to use each communication channel effectively. This clarity keeps operations running smoothly and transparently, minimizing misinterpretations and maximizing efficiency. Furthermore, establishing consistent one-on-one meetings on the calendar for collaboration and project updates fosters a regular rhythm of dialogue, reinforcing alignment and addressing concerns proactively. This regular interaction builds a strong fabric of trust and mutual understanding across the organization.
However, truly exceptional communication goes beyond mere information dissemination; it aims to inspire. Leaders like Oprah Winfrey didn’t just share ideas; she made audiences feel them, transforming a talk show into a media empire through her ability to articulate a compelling vision. To master inspirational communication, leaders must use stories, not jargon, to connect emotionally before logically. They must simplify relentlessly, ensuring that if an idea cannot be explained in 10 words or fewer, it needs further refinement. When Howard Schultz returned to Starbucks, he reignited passion not by focusing on profit margins, but by refocusing the company on its “third place” ethos, a concept that resonated deeply with employees and customers alike. This ability to turn vision into action through compelling narrative is a powerful habit that shapes cultures and drives collective effort.
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4. Purposeful Morning Rituals
One of the most universal threads across CEO success stories, particularly for those leading demanding organizations, is the profound power of a purposeful morning routine. Most top CEOs wake up before the rest of the world, often between 4-6 AM, leveraging these quiet hours to carve out time for reflection, planning, movement, and focused work before the deluge of emails, calls, and meetings begins. Leaders like Apple’s Tim Cook, who starts his day at 4:00 AM, and Disney’s Robert Iger, who consistently rises by 4:30 AM, understand the strategic advantage of this early start. It’s about winning the day before it even officially begins, creating a period for deep focus that is free from external interruptions.
These early morning hours are often dedicated to specific, beneficial activities. Exercise is a common component, boosting energy, reducing stress, and fostering a clear mind, as practiced by many CEOs to maintain peak performance. Reading the news to stay ahead of industry trends and global events is another prevalent habit, ensuring leaders are informed and prepared for the day’s challenges. Some, like Jeff Bezos, are known for easing into the morning with breakfast and family time, believing that a calm and unhurried start leads to better decisions later in the day, demonstrating that a purposeful morning isn’t solely about work-related tasks but also personal well-being.
Another highly effective morning habit highlighted by Inc. is achieving “inbox zero.” Founder Benjamin Habbel starts each morning by clearing his mental clutter this way, creating space for high-level strategic thinking without the weight of pending communications. Ultimately, the key takeaway is that the first hour of your day sets the tone for everything that follows. Whether it’s meditation, exercise, reading, family time, or inbox triage, making this initial period intentional and structured primes the mindset for productivity, clarity, and the strategic thinking essential for navigating the complex landscape of the automotive industry.
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5. Holistic Energy Management
While time management is a familiar concept, successful CEOs understand that energy management is the real hack for sustained high performance. Leading a billion-dollar company requires immense stamina, both physically and mentally, and burnout is not a badge of honor—it’s a leadership failure. Leaders like Indra Nooyi, former CEO of PepsiCo, famously protected her mornings for exercise and family, ensuring she brought peak energy to critical decisions throughout the day. This holistic approach views energy as currency, recognizing it as a leader’s most valuable resource, even more so than hours.
This habit involves planning the day around peak-alertness windows, dedicating high-energy phases to demanding tasks that require intense focus and strategic thinking. Conversely, low-energy phases are intentionally dedicated to more restorative or administrative tasks. It’s about scheduling “thinking blocks” – often 90-minute slots – for deep work, guarding them fiercely to maximize mental output. Moreover, recovering relentlessly after intense periods is crucial; whether it’s through hobbies, downtime, or short breaks, mental recovery is an essential performance multiplier. Warren Buffett plays the ukulele, Oprah Winfrey meditates, and Bill Gates reads 50 books a year—all forms of strategic rest.
Physical activity is another cornerstone of energy management, with leaders like Richard Branson, Mark Zuckerberg, and Sundar Pichai exercising daily. Branson himself stated, “Exercise is the secret to doubling my productivity,” underscoring its role in boosting energy, productivity, reducing stress, improving mental clarity, and building resilience for high-pressure decision-making. These CEOs actively design sleep environments and consistent bedtimes, viewing quality sleep not as downtime but as a strategic asset that sharpens clarity, creativity, and decision-making. As Tim Grover reminds us: “If you’re always grinding, you’ll turn into sawdust,” emphasizing that success isn’t just about working hard—it’s about working smart and recovering well to optimize performance.
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6. Deep Work & Blocking Out Distractions
In a world saturated with endless emails, Slack messages, and continuous meeting notifications, successful CEOs fiercely guard their time, particularly for “deep work.” Deep work refers to the ability to focus without distraction on a cognitively demanding task, and it is increasingly recognized as a competitive advantage. This habit is about intentionally blocking out distractions to immerse oneself in tasks that truly advance the business, rather than merely managing the flow of incoming information. This discipline allows for the kind of profound strategic reflection and problem-solving that defines top-tier leadership.
Examples of this habit are plentiful among the world’s most successful executives. Bill Gates famously blocks out “Think Weeks,” during which he isolates himself to read, strategize, and generate new ideas without interruption. Similarly, Mark Zuckerberg and Jack Dorsey schedule “no-meeting” days, explicitly carving out time to focus on deep work and move critical projects forward. McKinsey’s research into everyday executive routines emphasizes the importance of carving out dedicated time for strategic reflection, noting that top CEOs treat this thinking time with the same priority as client meetings, demonstrating its non-negotiable status in their schedules.
This practice is not just about avoiding distractions; it’s about cultivating an environment where sustained, high-quality cognitive effort is possible. It acknowledges that true innovation, complex problem-solving, and the development of compelling visions require uninterrupted mental bandwidth. The ability to think deeply allows leaders to analyze intricate challenges in the automotive industry, develop sophisticated solutions, and strategize for long-term growth. Implementing dedicated blocks of time for focused work, away from the constant barrage of digital communication, is a powerful habit that enables CEOs to leverage their intellect for maximum impact, driving meaningful progress that often sets their organizations apart.
Beyond personal cultivation, true leadership magnifies impact by influencing teams, fostering innovation, ensuring adaptability, and connecting with a wider ecosystem of stakeholders. The habits we now turn to are not just about individual effectiveness; they are the levers that top automotive CEOs pull to drive organizational momentum, navigate disruption, and build cultures that thrive in uncertainty. These next six practices extend the power of personal discipline into the realm of collective achievement and sustainable growth.
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7. Team-Building Focus
Exceptional leaders understand that an organization’s strength lies in its collective talent. Building a cohesive, high-performing team isn’t just about hiring the right people; it’s about fostering an environment where every individual’s unique gifts are recognized and appreciated. When everyone understands and values each other’s strengths, it creates a powerful synergy that drives both individual and organizational success.
Nancy Padberg, President & CEO of Catholic Education Arizona, highlights the importance of leveraging tools to strengthen teams. She notes that assessments like the Gallup CliftonStrengths help define each associate’s unique talents and characteristics, leading to a deeper mutual understanding within the team. This insight enables leaders to assign roles that align with natural abilities, boosting engagement and performance.
Further reinforcing this approach, Padberg also references “The 6 Types of Working Genius” by Patrick Lencioni, a framework that addresses natural work styles by focusing on unique strengths and areas of weakness. By consciously applying such tools, CEOs can cultivate an environment where individual contributions are maximized, and potential friction points are minimized, transforming a group of talented individuals into a truly collaborative unit.
This focus on understanding and leveraging team dynamics is crucial for automotive CEOs who must mobilize diverse departments, from R&D to manufacturing, toward common, ambitious goals. It’s about building a culture where interdependence is a strength, enabling rapid iteration and unified execution in a fast-changing market.
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8. Continuous Learning
Leadership is not a destination but a continuous journey of growth and adaptation. The most successful CEOs in the automotive sector, much like in any high-stakes industry, are fiercely committed to lifelong learning. This isn’t merely about formal education but a daily pursuit of new knowledge and insights that sharpen decision-making and broaden strategic perspectives.
Nancy Padberg emphasizes that her education didn’t stop after earning her MBA; continuous learning actively drives leaders to ask better questions and make better decisions. She finds CEO coaching and hiring a business coach to be invaluable to her continuous learning path, underscoring the benefit of external perspectives and guided introspection. Such mentorship helps leaders navigate complex challenges and anticipate future trends.
Moreover, a commitment to daily learning is a common thread among top executives. Padberg recommends dedicating at least 30 minutes each morning to reading or listening to books focused on leadership and industry developments. This consistent investment in personal growth isn’t just about accumulating information; it’s about strengthening leadership skills, fostering innovative thinking, and ultimately bolstering the entire organization’s capacity for progress.
In an industry facing deep transformation, as indicated by 36% of automotive executives, staying ahead means constantly absorbing new information, whether it’s about AI, new business models, or evolving consumer demands. Continuous learning ensures that a CEO’s expertise remains relevant and agile, enabling them to lead with foresight rather than just reacting to change.
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9. Mastering Meetings: Less is More
In a demanding corporate landscape, where time is a CEO’s most precious commodity, inefficient meetings can be a significant drain on productivity and morale. Top automotive CEOs have mastered the art of streamlining meetings, transforming them from time-sinks into potent tools for progress and decision-making. Their philosophy is simple: if a meeting isn’t absolutely necessary, it shouldn’t happen.
Successful CEOs limit meetings to only essential people, preventing bloated invite lists that dilute focus and engagement. They insist on clear agendas for every meeting, ensuring a defined purpose and specific objectives that prevent discussions from veering off course. Strict time limits are also rigorously enforced, avoiding endless discussions and encouraging concise contributions from all participants.
Elon Musk takes this principle to an extreme, famously leaving meetings if they aren’t helpful, without apologies or guilt. This radical approach underscores the importance of valuing one’s time and ensuring that every interaction contributes meaningfully to organizational goals. The key takeaway is clear: meetings should solve problems and drive action, not waste precious time.
This habit is particularly vital in the fast-paced automotive sector, where rapid decisions and efficient collaboration are paramount. By optimizing meeting structures, CEOs empower their teams to focus on productive work, fostering an “Accountability Culture” rather than a “Permission Culture” and accelerating the pace of innovation and execution.
10. Treat Creativity as an Investment, Not a Risk
While traditional business metrics often prioritize certainty and predictable returns, top CEOs recognize that creativity is not a luxury but a strategic imperative—an investment essential for long-term growth and market leadership. In the automotive industry, where innovation drives competitive advantage, stifling creativity out of fear can be a fatal error.
Indeed, creativity drives 65% of GDP growth, yet many leaders inadvertently suppress it. Exemplary leaders, such as Phil Knight, the former CEO of Nike, understood this implicitly. He was willing to bet big on seemingly rebellious campaigns, like the iconic “Just Do It” during periods of controversy, demonstrating a profound belief in the power of audacious ideas.
Cultivating creativity within an organization requires a deliberate shift in mindset. It means allocating a “risk budget” for bold ideas, recognizing that not every experiment will succeed, but the insights gained are invaluable. Furthermore, successful leaders celebrate failures as necessary R&D costs, fostering a psychological safety net that encourages teams to push boundaries without fear of punitive consequences.
For automotive executives grappling with unprecedented technological shifts, from electric vehicles to autonomous driving and AI, nurturing a culture where creativity is an investment allows for the exploration of disruptive solutions. It’s about empowering engineers, designers, and strategists to imagine and build the future, rather than simply optimizing the past.
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11. Play Legos, Not Jenga: Build for Reinvention
In a world of constant flux, epitomized by the automotive industry’s current transformation, successful leadership isn’t about maintaining static structures. It’s about a dynamic, adaptable mindset best illustrated by the difference between playing Jenga and playing Legos. Jenga is about painstakingly avoiding collapse; Legos are about building, breaking down, and fearlessly rebuilding to create something new.
Ruth Handler, the visionary behind Barbie, perfectly embodied this principle by transforming the brand into a global icon through continuous reinvention. Her approach reflects a growth mindset in action, where testing small and scaling fast become core tenets. Leaders are encouraged to pilot new ideas quickly, gather feedback, and iterate, rather than investing heavily in untested concepts.
Crucially, this habit involves rewarding curiosity and actively encouraging teams to ask, “What if?” This cultivates an environment where challenging the status quo is celebrated, leading to breakthroughs rather than incremental improvements. It acknowledges that industries inevitably evolve, and leaders who can adapt their organizations thrive while others fall behind.
In the rapidly evolving automotive landscape, the ability to pivot business models, reimagine product lines, and embrace new technologies is paramount. This “Legos mindset” enables CEOs to navigate geopolitical volatility and shifting consumer expectations by continually dismantling and reassembling their strategies, ensuring their organizations remain agile and resilient for the future.
12. Say “Thanks a Lot,” Not “Thanks, But”: The Gratitude Advantage
Beyond strategy and operational efficiency, the most impactful leaders possess a profound understanding of human motivation and connection. A powerful, yet often overlooked, habit is the consistent practice of genuine gratitude, transforming organizational culture from transactional to relational. This isn’t just about politeness; it’s a strategic tool for building loyalty and fostering innovation.
Satya Nadella of Microsoft famously transformed the company’s culture by prioritizing gratitude. His habit of handwritten notes to employees fostered deep trust and collaboration, creating an environment where individuals felt seen and valued. This specific recognition goes far beyond generic praise, conveying that a leader truly appreciates the unique contributions of their team.
The impact of such gratitude is multi-faceted: it strengthens loyalty, ensuring that talented individuals remain committed to the organization because they feel valued. Furthermore, it fuels innovation by creating psychological safety, which in turn unlocks creativity. When employees feel appreciated and secure, they are more willing to take risks, share ideas, and contribute fully.
For automotive CEOs seeking to navigate the pressures of deep transformation, cultivating a culture of gratitude can be a game-changer. It humanizes leadership, builds robust team bonds, and inspires a collective effort that is essential for overcoming challenges and seizing new opportunities in a fiercely competitive market.
Your Habits Define Your Legacy
The habits of successful CEOs are not about working harder; they are about working differently and leading with intentionality. They form the invisible architecture that transforms relentless pressure into purposeful action, diverse teams into cohesive tribes, and innovative ideas into lasting legacies. For aspiring leaders and seasoned executives in the automotive industry and beyond, adopting even a few of these disciplines can ignite a profound personal and organizational transformation.
Remember, you don’t merely rise to the level of your goals; you ultimately fall to the level of your habits. The consistent, deliberate practices you cultivate daily will dictate your capacity for resilience, your ability to inspire, and your ultimate impact. Choose your habits wisely, for they are the blueprint of the leader you are becoming, and the legacy you will leave.
