Know which
room you are in.
Norwegian executives lose deals in Asia and Latin America not because the product is wrong, but because they skip the small talk, get straight to the agenda, and wonder why the room went quiet. Direct in Oslo, warm in Rio de Janeiro, indirect in Tokyo. The fix is not to be fake; it is to be bilingual in communication styles, fluent in the rules of each room.
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High-Context, Low-Context
In Brazil, Japan, or much of the Middle East, communication runs through implication, relationship, and what is NOT said. In Norway, Germany, or the Netherlands, what is said is what is meant. We help executives recognise which mode is in play, and switch fluently between them.
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Hierarchy and Disagreement
In Norway, you can disagree with your CEO in a meeting. It is expected. It signals engagement. In many Asian business cultures, open disagreement with a senior, especially in front of others, is deeply uncomfortable. It is not cowardice; it is respect. We help leaders read the rulebook in play and choose the right register.
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Multilingual Leadership
It is not just about speaking the language. It is about what happens in your brain when you do. Multilingual leaders are measurably better at perspective-taking, the ability to see a situation from someone else's position. We help organisations develop multilingual capacity as a strategic asset, not a nice-to-have.
Four Languages. Four Lenses.
We work in English, Norwegian, Portuguese, and French. Each language is a different way of reading the room, and a different bridge to the people in it.