Tag: Business English

Why the “Directness Debt” is Killing Your Team’s Productivity
“They are just very blunt.”

“They are being evasive.”

“They don’t seem to have an opinion.”

I hear these complaints every week from leaders managing international teams. They assume the problem is English fluency. They think if their team just had a better vocabulary, the friction would disappear.

It’s a trap. You aren’t experiencing a language gap; you are experiencing a Communication Style gap.

In my twenty years coaching international management, I’ve seen this play out in two distinct ways:
1. 𝗟𝗼𝘄-𝗖𝗼𝗻𝘁𝗲𝘅𝘁 𝗖𝘂𝗹𝘁𝘂𝗿𝗲𝘀 (e.g., UK, USA, Germany): We say what we mean. “No” means “No.” Feedback is direct. If the language is precise, we assume the message is clear.
2. 𝗛𝗶𝗴𝗵-𝗖𝗼𝗻𝘁𝗲𝘅𝘁 𝗖𝘂𝗹𝘁𝘂𝗿𝗲𝘀 (e.g., Spain, Japan, Brazil): The meaning is in the relationship and the environment. A “Yes” might actually mean “I heard you, but I don’t agree.”
My job isn’t to teach more adjectives. It’s to show the whole team how to calibrate.

Fluency without Cultural Intelligence (CQ) is dangerous. If you don’t understand the “unspoken rules” of the person across from you, your perfect English is just a loud way of being wrong.

Stop blaming the language. Start decoding the culture.

The most successful global leaders aren’t the ones with the biggest vocabulary; they are the ones who can translate intent, not just words.
29 January 2026 • 2 min read
The Best Christmas Gift? A book on Hostage Negotiation
I have just finished reading a gift I was given for Christmas: Never Split the Difference by Chris Voss.

Voss was the lead international kidnapping negotiator for the FBI. You might wonder what a hostage negotiator has to teach a CEO or a Business Director.

The answer is: Everything.

In business, we are taught to be “Rational.” We use logic, spreadsheets, and “win-win” frameworks. But Voss’s core thesis is that humans are fundamentally irrational, driven by fear, and governed by emotion.

If you try to negotiate with “Logic” against an “Emotion”, you will lose every time.

Here are the three “Non-Rational” tactics I recommend every leader masters in 2026:
- The “Accusation Audit”: List every terrible thing the other side could say about you before they have the chance to say it. It “disarms” the tension immediately.
- Tactical Labelling: Instead of asking “Why are you angry?”, you say: “It seems like you feel this proposal is unfair.” It forces the other person to reflect rather than react.
- The Power of “No”: We are trained to chase a “Yes”. But “Yes” is often a trap or a politeness. Voss argues that “No” is where the negotiation actually starts. It makes the other person feel safe and in control.
As an Executive Coach, I see these tactics work where “Traditional Sales” fails.

When my clients are negotiating in their second language, they often get stuck on the “Maths” of the deal.

They forget that the person across the table is looking for Safety and Understanding, not just a 10% discount.

Negotiation isn’t a battle of wits; it’s an exercise in Tactical Empathy.

The Lesson:
Don’t “Split the Difference”. Splitting the difference is just a way for two people to walk away unhappy.

Learn to navigate the emotional undercurrents of the room, and you’ll find that the “Logic” of the deal takes care of itself.
27 January 2026 • 2 min read
𝗪𝗵𝘆 𝗱𝗼 𝗽𝗲𝗼𝗽𝗹𝗲 𝗰𝗼𝗻𝘁𝗿𝗮𝗰𝘁 𝗺𝗲?

It’s rarely because they want to learn “better English”.

The executives I work with -leaders at firms like Airbus, Siemens, and BBVA- already know how to speak the language. They didn’t reach the boardroom by being incompetent.

They contract me because they are tired of feeling like a “diluted” version of themselves the moment they step into a global meeting.

They are brilliant strategists in their native tongue, but in English, they feel as though they are “𝗺𝗮𝗻𝗮𝗴𝗶𝗻𝗴 𝘄𝗶𝘁𝗵 𝗼𝗻𝗲 𝗵𝗮𝗻𝗱 𝘁𝗶𝗲𝗱 𝗯𝗲𝗵𝗶𝗻𝗱 𝘁𝗵𝗲𝗶𝗿 𝗯𝗮𝗰𝗸.”

They feel a frustrating gap between their Professional Authority and their Linguistic Fluency.

Traditional language trainers often struggle to bridge this gap. Why?

Because most have never:

• Managed a global P&L.

• Led a cross-cultural team through a crisis.

• Studied Business Management.

I don’t approach our sessions as a teacher. I approach them as an AC Certified Business Coach.

When we meet, we aren’t “practising grammar.” We are preparing for your next board presentation. We are refining your negotiation strategy for a multi-million-pound contract. We are articulating your leadership vision.

𝗜 𝗽𝗿𝗼𝘃𝗶𝗱𝗲 𝘁𝗵𝗲 𝗗𝘂𝗮𝗹 𝗘𝗱𝗴𝗲:

1. Executive Coaching: Navigating the real-world business challenges you face today.

2. Executive Fluency: Giving you the precise, high-level vocabulary to lead with the same authority you have in your first language.

If you are a leader, you don’t need more “lessons”. You need a partner who understands the pressure of the boardroom as well as you do.

Stop being a student of the language. Start being a master of the room.

23 January 2026 • 2 min read

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Tag: Business English

Why the “Directness Debt” is Killing Your Team’s Productivity

The Best Christmas Gift? A book on Hostage Negotiation

𝗪𝗵𝘆 𝗱𝗼 𝗽𝗲𝗼𝗽𝗹𝗲 𝗰𝗼𝗻𝘁𝗿𝗮𝗰𝘁 𝗺𝗲?

Team Leadership & EQ Audit.