Drawing on moments from labor strikes to presidential visits, GM’s Elizabeth Winter shares why leadership comes from actions, not titles.
Elizabeth Winter is the director of public policy communications at General Motors, where she leads and aligns communications around public policy affecting the auto industry, economic development, manufacturing investments and supply chain resilience.
Winter joined GM in 2016, first working on advanced technology and the company’s early electric vehicle efforts. Since then, she has supported product launches, navigated crisis and labor issues, advised leaders and helped guide communications for one of America’s most recognizable brands.
Before GM, she worked in PR agencies supporting major consumer and corporate clients and held a communications role in state government. She started her career as a journalist.
What was your first comms/journo job and what’s one lesson from that job that you’ve carried with you throughout your career?
My career began at a regional newspaper in Scranton, Pennsylvania. Fun fact: it’s the city that served as the fictional setting for “The Office” sitcom. The role offered me the opportunity to cover an important Congressional race in a swing state, where I learned to tackle unfamiliar topics and deliver information that resonated with readers.
Just as elections present complex issues, my current role requires clear communication on regulation, trade and policies that shape business operations. My commitment to journalism was rooted in the belief that society needs trusted sources of information, a principle that continues to guide me as I communicate General Motors’ views and community impact.
The curiosity and confidence I developed with a reporter’s notepad then, now, help me to take on challenging topics and projects with assurance today
After nine years at GM, what moments stand out as the most defining in your growth as a communicator?
This last year has been formative for me as the automotive industry has navigated trade, tariff and regulatory changes at a breakneck pace. Navigating this uncertainty has demanded new speed, collaboration, and flexibility. In this moment, the role of communicators is more important than ever, and I am grateful to grow in my career and work across our business and policy teams.
What have you learned about communicating complex manufacturing or policy issues in a way that still feels accessible to the public?
- Start with relevance: Internal and external audiences care about issues that impact their lives, jobs, and communities. Start with an objective that is relevant beyond the narrow issue.
- Aim for clarity: Break down unfamiliar topics so you have the understanding first to explain them, then move to offering a point of view.
- Use storytelling: When possible, real-world examples make policy or technical issues relatable and easier to grasp.
- Stay honest: When there are unclear pieces, be transparent. Direct to external resources when needed.
What’s a tool or piece of software you can’t live without?
I work at a car company, and I leverage every piece of tech in my vehicle to work smarter! I drive into the office listening to the morning news and TV via satellite radio and send messages via voice-to-text with my paired phone. Just last week, my husband was driving, and I used the vehicle’s WiFi hotspot to finish up a task on my laptop.
Then, at the end of the day, using the hands-free Super Cruise technology in my GMC Acadia on the highway is a great way to roll out any work tension in my shoulders and switch into parent mode.
Who has been most influential in shaping how you show up as a communicator and teammate?
Pat Morrissey, who retired last year from GM, exemplified this wonderful, steady leadership and humility. For instance, during the first day of a labor strike – a potentially chaotic moment – Pat’s calm and clear approach kept the team focused.
Another time, on the eve of a major presidential visit to a manufacturing plant, Pat personally handled details late into the night, memorably on his hands and knees, installing specialty license plates long after the event staff left. Leadership is defined by actions, not titles. I aspire to show up that way.
What motivates you during the most challenging parts of the job?
I am deeply proud to work for a company that is both rooted in Detroit’s automotive legacy and shaping its future. The impact of my work is visible in my community: my friends, neighbors, and family drive our vehicles, experience technology, and read the headlines. This connection is a powerful motivator for me.
Isis Simpson-Mersha is a conference producer/ reporter for Ragan. Follow her on LinkedIn.
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