GM's HBCU Grad Tapped for Another International Assignment

The last time we interviewed the HBCU (Historically Black College and University) graduate, Kevin.W.Williams, he was president and managing director of GM de Mexico, managing 14,000 employees across Mexico, Central America, and the Caribbean. Williams did all of this - while overseeing a revenue base of $14 billion.

Since the interview, Williams, unlike many auto executives, managed to steer clear of a pink slip and has landed two key assignments during the uncertainty of General Motors.

First, after leaving Mexico, he was responsible for leading GM's service and parts operation for a short stint. And earlier last month the fast-tracker was appointed as the president and managing director of GM Canada, which is headquartered in Oshawa, Ontario. This time he'll be responsible for 9,000 people, since GM has downsized and shed several brands. Williams is the only African American in the history of the auto industry to be charged with overseeing two international assignments. Based on his resume, Williams is definitely in a position to run any major automotive company.

Take a few moments to see what has made this multi-talented high-achiever so successful.

JeffCars.com: As president of GM de Mexico, what skill sets and training do you think are required to manage an internationally diverse team?



Kevin W. Williams: You certainly need strong financial and business acumen and an understanding of numbers and how they drive profitability. You also need a certain amount of experience and background, and to be extremely knowledgeable about sales and marketing, finance, manufacturing, and purchasing. It's also about selecting, growing, and motivating the talent. In an international assignment like Mexico, you must have the ability to communicate--not to just articulate your message, but to drive it down to understanding within the organization. So, certainly also language barriers come into play. I didn't speak Spanish when I came to Mexico. It took me about seven months to become functional. After three years, I wouldn't call myself fluent, but I can articulate in any setting. Last, you must understand organizational development, to work with human resources and to develop the talent in your organization.

JeffCars.com: When you serve in a senior level position in the States, you typically build your own core management team. Are there differences between assembling a team in the U.S. and in your international assignments?
Kevin W. Williams: There is no difference. You need a robust HR department. I would say 60% to 70% of my time is spent focusing on finding the right people with the right capabilities to run my organization. What is different is that people come with a different set of cultural systems and values, which may affect the way they operate in the organization on a daily basis. Certain people come with biases and thought processes that require a different type of motivation. Unless you understand those cultures, you won't understand what motivates people to perform at the highest levels.

JeffCars.com: Has anyone approached you with cultural bias? If so, how have you handled it?
Kevin W. Williams: When you go international, you must be prepared to overcome a certain amount of cultural biases. I have experienced some bias working in Europe and here in Mexico. Typically, at the first encounter I have to wait for people to grasp the fact that they're seeing an African American managing GM de Mexico. As I become more known here, I encounter less bias. Demonstrating your skills offsets some of those biases. Five minutes into a conversation, they know you're prepared; you know the business; you've been around the company; you have depth of knowledge in critical areas. Knowledge and experience tend to defuse any situation.

* This interview appeared in the December 2008 issue of Blackenterprise Magazine.