When Language Isn’t Enough: The Confidence Wall That Stopped Two Leaders (and How They Broke Through)

Ever witnessed a talented leader’s voice vanish—right when it matters most? That moment is more dramatic, and more common, than you might think—especially in global business, where English is the lingua franca, not a first language. As organizations grow more international, the ability to contribute confidently in English isn’t just table stakes—it’s a career maker, a leadership test, a credibility filter. But what if skill and experience aren’t the real barriers?

Let’s look at the story of two brilliant women, both with high-prestige roles at a Big Four consulting firm, who hit the same, very human wall. Their experience lays bare a key dilemma facing professional women worldwide—and points to a new, emotionally intelligent way forward that every EdTech leader, HR strategist, or digital transformation advocate should know.

Why This Matters Now: The Confidence Trap in a Global Classroom

Business English is everywhere—on Zoom calls, in boardrooms, at networking events from Warsaw to Madrid. For ambitious professionals, it’s assumed that if you’ve studied the language for years, you’re ready for leadership in it. But that assumption hides an emotional trap, especially for women in high-stakes, multilingual environments.

In 2023–2024, as remote and hybrid teams become the global norm, language is both a bridge and a gatekeeper. Yet proficiency isn’t enough if confidence lags behind. For two newly promoted regional directors—both women, both respected by their peers and mentors—the problem wasn’t vocabulary or grammar. It was hesitation: silence in meetings, hesitancy to disagree, an exhausting urge to ‘say it right’ over ‘say it now.’

When they did jump in, the urge to assert their ideas sometimes swung too far—overcompensating with bluntness, frustration, or even perceived aggression. The reward? That old, familiar business label. Too difficult. Too forceful. Or, as one (male) colleague put it, “hard to work with.”

Why does this happen? Research shows that in business cultures worldwide, assertive men are seen as strong, while assertive women are seen as abrasive. The double bind worsens when the stakes are high and the language isn’t your own. See more real-world leadership interviews

For these two new leaders, the cost was personal and professional—missed influence, frayed relationships, and career growth suddenly at risk.

Three Lessons From the Wall: What Actually Unlocks Leadership in a Second Language

So what made the breakthrough? They didn’t need more grammar drills. Instead, they found a radically different approach with coach Peter Makuła—who treats business English as a psychological challenge, not an academic one.

1. Language Confidence is Emotional, Not Just Technical

What stalled these women was not a lack of English ability (both had passed international exams). It was fear—of judgement, of angering others, of being ‘caught out’ for making mistakes. Peter Makuła’s coaching focuses first on emotion: creating dramatic, high-stakes role-play scenarios (confrontations, negotiations, strategic disagreements) and helping clients practice being heard—not just being correct.

Research backs this up: According to Forbes and Harvard Business Review, self-doubt, not skill, is a top reason women hesitate to lead in meetings or to challenge the consensus—especially in a second language.

2. Practicing Disagreement Without The Social Penalty

The catch-22 is real: When women do voice disagreement strongly in English, they’re often penalized for tone—moreso than men. Overcompensation turns to bluntness, then to isolation. Makuła’s solution: rehearsal. He invites leaders to practice not just diplomacy but strategic, constructive pushback, modeling the patterns used by effective male leaders—but with nuance and adaptive, culturally aware language tools.

This ‘safe-fail’ practice flips what’s emotionally risky into routine. The more his clients disagree (respectfully) in role-play, the less they fear it in live meetings. As one participant put it: “The first time it felt terrifying. The tenth time, it was just part of the job.”

3. Owning the Room—Not Apologizing for It

The final key: shifting from ‘prepared student’ to ‘present leader.’ Makuła’s approach moves away from perfect grammar or memorized scripts. Instead, sessions become labs for courage: clients practice starting meetings, reclaiming interruptions, clarifying decisions, and—crucially—risking occasional murkiness in the name of clarity and presence.

Peter’s insight is simple: “English coaching is not about language. It’s about courage. When you’re less afraid of making mistakes, your ideas get through—and you earn real authority.”

For these two women, the psychological shift was profound: less anxiety pre-meeting, more willingness to risk public failure, and the ability to rebrand themselves as decisive, credible leaders—regardless of accent or sentence structure.

Hear Peter Makuła describe his approach in this interview →

What Should EdTech and Digital Talent Leaders Take From This?

This story isn’t just about language. It’s about the emotional undercurrents of digital transformation, the hidden dynamics of hybrid work, and the urgency of investing in confidence—not just compliance.

• Tech and product teams: When rolling out global tools or cross-border initiatives, language onboarding must address cultural fear—not just terminology. Pair technical materials with forums for psychological safety, rehearsal, and feedback.

• HR and learning leaders: Offer English coaching framed around core challenges: voicing dissent, leading discussions, and real-time improvisation. Traditional classes rarely change behavior, but scenario-driven workshops can.

• For women leaders (and their champions): Seek out peers, mentors, or coaches who validate the emotional side of international work. Confidence gaps are not personal failings—they’re learned hesitations, sharpened by unsupportive environments. A good coach—or even a wise manager—can help you name, and start to dismantle, this wall.

For further context: Read this interview with Peter Makuła on how AI and emotion are transforming language learning for professionals. Explore more leadership development articles on 1000.software.

What About Your Team?

There’s no single ‘fix’ for the hidden confidence gap in international teams. But one insight is clear: language alone won’t make people heard. Psychological safety, practice, and the opportunity to fail without harm are the new competitive advantages.

How is your organization nurturing language confidence beyond the textbook? Who feels free (and safe) to speak up—and who’s holding back?

Language skills open doors, but confidence will help you step through. As one leader told us, “It wasn’t until I stopped worrying about how I said things that I could finally show them why they should listen.”

What will you do differently this week to make that step easier for someone on your team?

For more on invisible challenges—and breakthroughs—at the intersection of software, education, and leadership, explore our full blog catalog.