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NewslettersNext to Lead

Mary Barra attributes her rise to GM’s corner office to a pivotal breakthrough: ‘It was not just about how hard I worked’

By
Natalie McCormick
Natalie McCormick
and
Ruth Umoh
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October 7, 2024, 6:33 AM ET
Mary Barra, chair and chief executive of General Motors.
Mary Barra, chair and chief executive of General Motors.Jeff Kowalsky—Bloomberg/Getty Images

Good morning! Fortune writer Natalie McCormick here.

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Mary Barra’s rise from an intern to the corner office of General Motors seems almost predestined. 

The CEO was born in a suburb of Detroit, the automotive capital of the U.S., and appropriately nicknamed the “Motor City.” While a student majoring in electrical engineering at General Motors Institute, now Kettering University, she joined the carmaker as an intern on its Pontiac Motor assembly line. Upon graduating, she became a senior plant engineer, a role she held for three years. Her success as a leader spurred GM to award her a scholarship to the Stanford Graduate School of Business. After graduating with her MBA, the automaker promoted her to a senior staff engineer. 

The promotions kept coming. Over the next 30 years, Barra consistently rose the corporate ladder from general director to executive vice president, never staying in the same position for more than four years at a time.

In 2013, GM announced Barra would become its next CEO after one year as its executive vice president of global product development. The incoming CEO told Fortune that year that she attributed her success to a leadership breakthrough she had in 2003 when running a GM assembly plant. “I realized it was not just about how hard I worked but also about unifying the team, making sure we were working in a common direction, and then really communicating it to the 2,000 people that were part of the General Motors assembly team at that site.”

Almost immediately after stepping into the corner office in 2014, she faced her first big challenge as the company’s top leader. Nearly three million cars had faulty ignition switches, causing at least 124 deaths between 2005–2015. GM was forced to recall the cars and paid $900 million in fines. Barra says she still uses this fatal misstep as a companywide teaching moment on the importance of a culture where employees feel emboldened to speak up. “We put policies in place saying we want people to speak up—if you see an issue, you need to say something,” Barra says in a new Fortune profile published last week. “The best time to solve a problem is the minute you know you have one. Because problems don’t usually get smaller, they get bigger.”

GM had its best financial year in 17 years last year and is moving forward on its goal, announced in 2021, to only sell zero-emission vehicles by 2035. 

Since taking over as CEO, Barra has consistently ranked among the top five on Fortune’s Most Powerful Women list. This year, she returns to the No. 1 spot, which she held from 2015 to 2017.

Barra will join Fortune editor-in-chief Alyson Shontell on Oct. 16 at the Most Powerful Women Summit to discuss the auto industry’s transformation over the last decade—and where it’s headed. Watch the live stream here. 

Natalie McCormick
natalie.mccormick@fortune.com

Today’s newsletter was edited by Ruth Umoh

Word of Advice

Nerves and second-guessing oneself often hold people back from top leadership roles, especially women, Barra told Delta Airlines' CEO in a 2023 interview. Many professionals, she said, are scared to express their point of view, and in doing so, they mute their voices. Her message: Speak up and command attention.

"You won't always be right, but no one’s right all the time," she said. "When you get that little bit of an uncomfortable feeling in your stomach, that's when you really need to go for it."

Smarter in seconds

Brick by brick. Marc Rowan, the man with a plan to remake Wall Street

Blastoff. CEO of $8 billion company worked two jobs at once to lead a civilian crew into space: ‘You don’t sleep a lot’

Lightbulb moment. A $1 billion CPAP recall devastated Philips. The CEO’s turnaround plan involves overhauling company culture and adding a key role to the C-suite

News to know

An $803-billion company most people have never heard of just knocked Tesla out of the Magnificent 7. Fortune

Once considered a Goldman Sachs prodigy, Edward Eisler set out to create his own hedge fund three years ago. It’s reportedly losing money and experiencing high turnover. Bloomberg

CVS Health is considering splitting its retail pharmacy and insurance units. It could be a risky bet. CNBC

The U.S. economy added a whopping 254,000 jobs last month, blowing past expectations. The unemployment rate fell by 0.1%. Fortune

Oil prices are increasing as tension rises in the Middle East, but energy markets aren’t panicking—yet. WSJ

On the move

I'll be attending Fortune's COO Summit, which kicks off today. Have an executive who'll be attending? Let's connect. 

I'll also be attending Fortune's Most Powerful Women Summit from Oct. 14-16  and opening my schedule for in-person meetings. Shoot me a line. —Ruth Umoh

This is the web version of the Fortune Next to Lead newsletter, which offers strategies on how to make it to the corner office. Sign up for free.
About the Authors
By Natalie McCormick
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By Ruth UmohEditor, Next to Lead
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Ruth Umoh is the Next to Lead editor at Fortune, covering the next generation of C-Suite leaders. She also authors Fortune’s Next to Lead newsletter.

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