HBCU Grad Could Become the First African American CEO of a Major Automaker

Kevin W. Williams is seated inside of one of GM's popular Cross Utility Vehicles.

At forty-seven years old, Kevin W. Williams is one of the youngest senior level executives in the auto industry. Williams, a graduate of the HBCU (Historically Black College and University) Tennessee State University, is one of the rising stars in the industry. Recently, I caught up Williams after he had just wrapped up a press conference at the Mexico Auto Show, fielding interview questions from journalist in Spanish. Yes, in Spanish without the use of a translator.

Williams, the first African American at GM and in the auto industry to hold the title of president and managing director, was responsible for overseeing GM's entire operation in Mexico, Central America and the Caribbean, until his recent promotion in November. Based on his global resume, Williams is the only African American in the industry who is truly prepared to become CEO of one of the major automakers in the near future.

In a sense, Williams reminds me of this new generation of leadership just like President-elect Obama. They're the same age. Both have two daughters and a supportive wife. And each are driven individuals having had global living experiences, interacting with other cultures. Since our interview, Williams will be making his way back to the States, as the vice president and general manager of service and parts operations for GM. To find out the driving force behind Williams, read on.

J: Kevin, would you have considered yourself a high-achiever in school?
KWW: Yes! I came from a family of twelve. We were very poor. I was the youngest -the first in my family to go to college. And since I was always small, I had to fight for everything. That taught me to over-achieve and fight my way to the top.

J: You’ve had two international assignments (Europe and Mexico). How does leading a diverse international team overseas prepare you for future leadership assignments in the U. S.?
KWW: There are four or five things these international assignments have helped me with, as business environments become more global. It’s very important to gain critical skills needed to continue to contribute at the highest level.

The first thing an international assignment does is help you to understand how to develop a global business strategy. These assignments, as I think about future assignments and assignments I’ve had when I was vice president of quality or when I headed up the global supplier development arena within purchasing – you really do need to have a good understanding of how you operate in a global environment.

And these assignments give you an underground knowledge. And it also helps you to develop the understanding of the economic environment - more importantly how to navigate globally to make the best contribution to the organization.

The third thing an international assignment does is that it gives you exposure to global markets, global customers, different preferences. Those things help you understand how to develop and serve different communities and markets. It translates back to being in the U. S. The U. S. isn’t a harmonious market. The U. S. is made up of many different types of people from different types of places around the world. So having lived in a global environment helps you directly understand the diversity that exists and how to serve those needs. I would say (an international assignment) gives you exposure and understanding the legal and regulatory environment, which is becoming more critical, particularly in an environment like automobiles. So, having that knowledge and exposure around the globe helps you understand those things at the most senior level, upon returning to the U. S.

You gain tremendous values by understanding differences in people, cultural values – what make people work. If you’re going to run a global business, as a U. S. person, you can’t think like an American, you have to think like those people you’re trying to serve - whether you’re talking about employees or constituencies - like dealers, like suppliers, in government and all of those kinds of things. Having those direct knowledge of those cultural differences and valuing those differences makes a huge difference in your success, as you get to higher levels within companies, like General Motors.

Then you certainly learn different ways to approach situations that are not biased based on just a North America-centric viewpoint, but a global viewpoint. And I do believe that helps you to make better decisions, as you get to higher levels in the organization or when you get back in U. S.

J: Did you take Spanish in Mexico or were you self-taught?
KWW: I committed myself not just for myself, but for my family. Since I was bringing my family, which comprises of my wife and two daughters, I committed to demonstrate a certain excellence in Spanish. Since I wanted my daughters to be fluent when they leave here, I wanted to lead by example.

I committed myself to a regiment of studying five days a week, two hours in the morning, working with a personal one-on-one teacher, a coach. I realize I was going to be working with everyone from government; all the way up to the President of the country; our dealers that drive our distribution network; our employees, which are the heart of our business; our suppliers; and other constituencies.

My commitment to learn Spanish was to bring excellence to the job. And really being able to help people understand I wasn’t just here on a pass through, but I was committing myself to helping grow the business South of here. As an interesting piece, I also from the day I arrived here (in Mexico) chose people in the organization I never planned to speak to in English. From day one, I never spoke to my secretary in any other language, but Spanish. It was very difficult at start up. Of course, my Spanish was not at the level that allowed me to do that, but it took a lot of pain. She (the secretary) committed to work with me, making sure I could rapidly increase my capabilities.

J: As a father, what advice do you give to your daughters to excel in school? In life?
KWW: As African Americans, we’ve got to become the best at what we do. We have to deliver excellence every single day. I tell my daughters every single day and it’s a true story. I meet them at the front door of my house and I ask them two questions: What is the word? And they say EXCELLENCE. And I ask them why? Because we’re capable. And I want them to know everyday that this is the standard by which we must operate with EXCELLENCE everyday.
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To read more of my engaging interview with Williams, pick up December's Black Enterprise Magazine.