Local to global: How English skills unlock a career in leadership

Samantha Ball
Two coworkers discussing some sticky notes on a class window
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Of the 1.5 billion English speakers in the world, over half learned it as a second or additional language.

The “language of business”, English has become a foundational skill for anyone looking to work in an international business or at a leadership level, and many English as a Second Language (ESL) speakers find themselves working in English on a daily basis.

But working in your second or third language comes with a unique set of challenges and opportunities.

We spoke to five global leaders about the role English has played in their careers, the challenges of being an ESL speaker, and how businesses can create a culture where everyone has a voice.

How English skills unlock a career in leadership
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A passport to leadership

Strong English skills open doors. More than three-quarters of people with advanced English skills are in senior or leadership roles, compared to just 32% of those with limited English proficiency.

app Languages CTO, , describes English as a “passport for this new world of opportunities, opening many, many doors I wouldn’t have had access to.”

There’s a cumulative effect, with one door opening and leading to the next.

Brushing up on his English skills was the spark that won Perrucci a scholarship to Denmark. That semester blossomed into a six-year stay, multiple degrees, his first international job opportunity, and a career with well-known global brands.

Whether it was getting onto a top MBA program or that first role at a big international company, for all the leaders we spoke to, English has proved to be a career catalyst.

More diversity, more innovation, more revenue

For companies looking to innovate and stand out in a competitive global market, an international team is essential.

“We’re aiming to build models of childcare that don’t exist at the moment”, explains Founder and CEO, .

“To do that, we need diversity of thought. With an international team, it’s more likely that someone will say “hey, I was living in Cape Verde for a while, and I saw this interesting thing”.

It’s an approach that pays off. found that businesses with more diverse management teams are more innovative, leading to 19% higher revenues.

Global customers, global team

A more diverse team can also help businesses stay close to their customers.

As technology has made it easier to operate across multiple countries, businesses quickly find themselves responding to the different needs, preferences, and expectations of customers all over the world.

“Reflecting the global nature of our business in our workforce means we can build a better, more effective service and a more successful business as a result”, explains , CEO of .

To help them stay close to their 5.2 million members across 420 cities, Zeeck’s team at InterNations is made up of more than 50 different nationalities.

English is the main language both for the InterNations team and platform, helping them create “a sense of oneness and community by using a shared language”.

The ultimate brain training

The leaders we interviewed spoke, on average, four languages, with many working across multiple languages on a day-to-day basis.

That experience of jumping between different languages also develops important leadership skills.

“When you speak multiple languages,” explains Perrucci, “different parts of the brain have to work together and make connections… It teaches your brain to be flexible about what you see and the way you interpret it”.

Zeeck likened it to working out: “Just as going to the gym improves your physical wellbeing, the mental challenge of learning a new language is good exercise for the brain”. It’s one of the reasons he provides all of his team language training.

The mental load of language

But hopping between languages and navigating different cultural nuances can take its toll.

“People whose first language is English often overlook the computing power it takes to work in your second or third language,” explains, Managing Director of International Wellbeing,, who only spends around a third of his time speaking his mother tongue.

“Even when colleagues are fluent in the language you're communicating in, it might still take them a bit more energy than you expect”, he continues. “By Friday afternoon, for example, I’m struggling to think fluently in whichever language!”.

The challenge of speaking up

For those who are less confident in their English skills, it can significantly impact the way they contribute at work.

Less than half (48%)of ESL speakers feel comfortable speaking up at work, andonly 10%of employees with limited English proficiency felt they could express themselves fully at work.

The dynamic can change depending on who’s in the room. “I see the difference when ESL speakers are on calls with confident, fluent English speakers”, adds, CEO and Founder of.

“They speak less”, she continues, “they caveat their contributions with “I might be wrong”, and you can see their English actually worsens because they feel more stressed”.

Without the right culture and support, businesses miss out on the benefits of an international team they’ve recruited.

Conscious leadership

The task of building a team and helping overcome the challenges of global working falls to business leaders.

The five leaders we spoke to shared practical tips for supporting global teams, including acknowledging and proactively addressing differences, avoiding interrupting ESL speakers, and using voice notes for sensitive communication to allow tone and emotion to come through.

More fundamentally, ESL speakers need business leaders to build a culture where it’s ok to make mistakes.

Leaders with first-hand experience of being an ESL speaker are uniquely placed to understand their increasingly global teams, pre-empt their challenges, and nurture a culture that allows difference to shine.

The journey from local roles to global leadership positions hinges on strong communication skills. The stories shared by our leaders demonstrate how English proficiency not only unlocks individual career potential but also drives organizational success through innovation and diverse perspectives. By fostering a culture that values and supports language learning, businesses can harness these benefits, ensuring their teams are prepared to excel on the global stage.

Find out how app Language Solutions for Work can support your workforce here

This article is part of app Languages’ series,Global Voices: Leaders on Language and Business, an exclusive exploration into the pivotal role of language in achieving international business excellence. For more in this series, check out the leaders’ full interviews, coming soon to

Read the blog post 'Language proficiency and succession planning: Developing future leaders'.

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  • A group of children looking engaged on a task whist their teacher is sat near them

    3 opportunities for using mediation with young learners

    By Tim Goodier

    Mediation in the CEFR

    The addition of ‘can do’ descriptors for mediation in the CEFR Companion Volume is certainly generating a lot of discussion. The CEFR levels A1 to C2 are a reference point to organise learning, teaching and assessment, and they are used in primary and secondary programs worldwide. Teachers of young learners aligning their courses to the CEFR may wonder if they should therefore be ‘teaching’ mediation as a standard to follow. Is this really the case? And what might ‘teaching’ mediation mean?

    This short answer is that this is not the case – the CEFR is a reference work, not a curriculum. So the ‘can do’ statements for each level are an optional resource to use selectively as we see fit. This is particularly true for young learners, where ‘can do’ statements may be selected, adapted and simplified in a way that is accessible and meaningful to them. This approach is demonstrated in the many European Language Portfolios (ELPs) for young learners that were validated by the Council of Europe following the launch of the CEFR and ELP. 

    So let’s recap what is meant by mediation in the CEFR. The new scales deal with three main areas:  

    • Mediating a text: taking things you have understood and communicating them in your own words to help others understand.
    • Mediating concepts: collaborating with others to talk through ideas and solutions and reach new conclusions. 
    • Mediating communication: supporting the acceptance of different cultural viewpoints.

    Focusing on mediation with young learners

    Mediation activities may involve aspects of cognitive demand, general social competencies and literacy development that are too challenging for a given target age group or level. These factors need to be carefully considered when designing tasks. However, with the proper guidance it is possible that young learners can engage in mediation activities in a simple way appropriate to age, ability and context. of the potential relevance of the new descriptors to age groups 7 to 10 and 11 to 15.

    Opportunities for mediation in the young learner classroom

    It’s fair to say that opportunities for mediation activities already regularly occur in the communicative young learner classroom. These can be identified and enhanced if we want to develop this area.  

    1. Collaboration 

    Many young learner courses adopt an enquiry-based learning approach, guiding learners to collaborate on tasks and reach conclusions through creative thinking. The CEFR provides ‘can do’ statements for collaborating in a group starting at A1: 

    • Can invite others’ contributions to very simple tasks using short, simple phrases.
    • Can indicate that he/she understands and ask whether others understand.
    • Can express an idea with very simple words and ask what others think.

    Young learners at this level can build a basic repertoire of simple ‘collaborative behaviors’ with keywords and phrases connected to visual prompts e.g. posters. A routine can be set up before pair and share tasks to practice short phrases for asking what someone thinks, showing understanding, or saying you don’t understand. This can also include paralanguage, modeled by the teacher, for showing interest and offering someone else the turn to speak. 

    It is important for young learners to be clear about what is expected of them and what will happen next, so such routines can effectively scaffold collaborative enquiry-based learning tasks. 

    2. Communication 

    ‘Can do’ statements for mediating communication, such as facilitating pluricultural space, can orient objectives for learners themselves to foster understanding between different cultures. Again young learners can develop their behaviors for welcoming, listening and indicating understanding with the help of visual prompts, stories and role-model characters.

    3. Discussion of texts  

    Young learners also spend a lot of time mediating texts because they enjoy talking about stories they have listened to, watched or read. Although there is only one statement for expressing a personal response to creative texts at A1: ‘Can use simple words and phrases to say how a work made him/her feel’, this can inspire a more conscious focus on classroom phases to talk about responses to texts and stories, and equipping learners with keywords and phrases to express their reactions. In this way, as they progress towards A2 young learners can develop the confidence to talk about different aspects of the story in their own words, such as characters and their feelings. 

    Moving forward

    Clearly, it is not obligatory to focus on mediation activities with young learners – but the ‘can do’ statements are an interesting area to consider and reflect upon. There are some obvious parallels between mediation activities and 21st century skills or soft communication skills, and the CEFR ‘can do’ statements can help formulate manageable communicative learning objectives in this area. This, in turn, can inspire and orient classroom routines and tasks which prepare learners to be active communicators and social agents in the target language, developing their confidence to engage in mediation tasks as a feature of their lifelong learning pathways.