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This case illustrates critical concepts and lessons about leading adaptive change in organizations, focusing on the challenges faced by Automécanique Industries during its transition from producing internal combustion engine (ICE) components to electric vehicle (EV) technologies. The case portrays the tensions between employees and management during a pivotal transformation, spotlighting employee reactions to change, possible miscommunication, and perceived leadership shortcomings. The central narrative centers on a letter written by Louis Tremblay, a senior technician, to CEO Isabelle Laurent. The letter, which gains traction among employees and leaks to external media, reflects the fears and frustrations of the workforce. The case can be used directly in class, making it particularly suitable for executive education sessions or for classes in environments where students frequently fail to come to class prepared. This case serves as a vehicle for exploring Heifetz's theory of adaptive change (Heifetz & Linsky, 2002; Heifetz, Grashow, & Linsky, 2009), the psychological challenges of leading change (Kets de Vries et al, 2007), and the importance of transparent communication and trust-building in leadership. The case is adaptable for courses on leadership, organizational behavior, change management, and communication in both MBA and executive education settings.