Why Colgate-Palmolive Globally Rotates People to Develop Leaders

As workers plan trips for 2026 and discuss how to stretch their vacation days, thousands of Colgate-Palmolive employees don’t have to choose. International travel is part of the job.

The $68 billion consumer products giant deliberately rotates employees through global positions to strengthen its culture and surface new ideas. With 220 years of history and operations in more than 100 countries, Colgate’s global presence is reflected in its workforce. Today, one in 12 salaried and administrative employees has worked in two or more countries, and half of senior leaders have held positions in multiple international locations.

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This mobility plays a central role in shaping Colgate’s leadership pipeline, says Sally Massey, the company’s chief human resources officer.

One-third of the company’s country division and hub leaders currently work outside their home countries, reinforcing Colgate’s conviction that global mobility is a prerequisite for senior leadership.

International rotations are designed to expose employees to how Colgate actually operates in different markets, from decision-making processes to consumer-facing strategy.

The goal, says Massey, is to develop leaders who understand the business from a broader perspective than that of a single region.

Massey itself is the result of this strategy. Over her 26 years with the company, she worked in North America, Latin America and Europe, starting with a 12-month development program that kept her constantly on the move.

The return, according to her, is mutual. Employees gain broader perspectives and a deeper understanding of markets, while Colgate produces more agile leaders who are able to navigate today’s complex global economy and draw on different points of view that drive growth.

By promoting the rotation of employees between regions, functions and positions, Colgate seeks to avoid the formation of leaders with expertise restricted to a single market.

Leaders who have worked across multiple markets, Massey says, are better prepared to balance competing consumer needs and make decisions on a global scale.