Global Thinking May not Mean what You Think it Means

Not too long ago, American executives were rubbing their hands together over the potential of going
Global. That’s when the perception was “we” were going “over there” to plunder foreign markets. Now
they’re beginning to realize it also means “they” are coming “over here,” not just for the market, which has
been open for centuries, but for top job spots.

Today, 14 of America’s top 100 CEOs are foreign-born. That’s only a handful more than the last couple
decades, but many of the former un-American CEO’s were, in fact, American’s—North Americans from
Canada, and a few others from Europe. Now our 14 CEO’s come from such far flung countries as India,
Egypt, and Morocco.

It was just a matter of time, of course. As companies opened international markets, it was logical to recruit
the most knowledgeable in said markets; those for whom international markets were actually local mar-
kets. With regional managers from the Great Continent quickly proving themselves, they were already
poised on the ladder; what to do but start climbing? And now, with so many at the top, it’s time to realize
that the inevitable is a good thing.

Yes, the top slots now have more competition. A fraction of the U.S.’s 300 million population were inter-
ested or qualified for those positions executives hunger for, but a fraction of 2 billion people constitutes
gigantic rivalry when the adult global population is thrown into the mix.

Still, part of going global is letting go of the “us” and “them” mentality and embracing the multiculturalism
that creates an innovative synergy in global companies. Consider it a learning opportunity; a growth
opportunity. If you’re struggling with the concept, or just with the reality of a truly global mindset, you may
need career coaching. We’re here for you—globally.