According to a study published in the Journal of International Business Studies, managers evaluate non-native speakers as having 18% lower leadership potential than native speakers, even when their objective technical performance is identical.
The review room was twelve feet by twelve feet. It had beige walls and a grey carpet with a pattern of dark blue speckles. In the center of the room sat a rectangular table made of medium-density fibreboard with a maple-grain laminate. A black mesh ergonomic chair was positioned on each side of the table. A plastic water pitcher sat in the corner, perspiration forming a ring on the surface of the sideboard.
The Geometry of the Review
Mark sat in the chair facing the door. He held a blue plastic pen and a three-page document printed on 20-pound white paper. The document was titled “Annual Performance Review – Fiscal Year .” Elena sat across from him. She was a senior software engineer who had joined the company prior. She had moved from São Paulo to the Chicago office after her start date.
Mark looked at the third section of the document. This section was titled “Core Competency: Communication and Influence.” The section contained five
