YouSaid · the spoken record

Jens Stoltenberg

lines on the record: 64
first: 2024-10-16
most recent: 2024-10-16
sittings or episodes: 1
sources: podcast

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“But this is a very good podcast because now we get all the best information about me because when I lived in NATO, I had the privilege of having a chef in the house. Of course, there were a lot of dinners and reputations and so on, but he also prepared food for me. And especially during the corona, we were a bit stuck in that house. So I spent more time in the house than normal. And then I started to actually learn from him how to cook. I'm not a chef and there are many very few dishes I'm able to make. But for instance, to make my own homemade ice cream, I actually bought a machine so I can make quite good ice cream. And it's not so difficult, but it's nice to serve ice cream, which you have prepared yourself.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“Also because I hunt. Okay. No, the very strange thing my family has no, what should I say, had no interest for hunting. But then when I was 50, I had some 50 years crisis, as we call it in Norway. So then I started to do strange things, including climbing some mountains, which was something I never did before, and starting also to hunt, which was a totally new experience. And then I hunt the three or four days every year. And often I don't shoot anything, but sometimes I am able to shoot a Norwegian reindeer. And then one of the specialties is then to prepare the reindeer for friends.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“Because for me, nature is a place to be a bit alone or together with one or two persons in the close with them. It's a way to both just relax but also to exercise. And then, of course, it's nice to go out and have dinners, but actually one of the best ways to be together with other people is for me just to walk and we talk and we walk for half an hour or three hours.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“Great to be back in Oslo. It's Sunday fall day, it's not always Sunday norway, but it is actually, I like Norway, I like Oslo. This is the time, this is the time where I'm born and grew up. My family, my wife here. So that's great. It's a bit different, of course, but it's a new life. It's fascinating to open a new chapter of my life.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“He conveyed that message in a way which was a bit not, he didn't use different than many other political leaders, but the core of that message was absolutely the same as President Obama had done before him or President Biden does now. And I took that concern seriously. And I think that helped. The same with President Erdogan. People asked me how does that work? Well, he has serious concerns about the fact that no other country, NATO and other country, has suffered more terrorist attacks than Turkey. So take that seriously. So I think focus on the issues, that's the best way of addressing strong political leaders.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“I think it's about taking their concerns seriously. And to even if we disagree on many issues, we may actually also have relevant points and concerns. And without being too specific, of course, there have been a lot of attention of how did we manage four years of President Trump in the White House. And it's no secret that I disagree with him on trade or abortion or climate change. But in one way, but that was not core issues for NATO. So what I focused on was what matters for NATO. And actually on those issues, we had a large degree of agreement. His main message was that European allies had to invest more in defense.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“It just falls natural for me. It may be that I learned it more from my father than I'm aware of because he was also very open for like people. And I think it's impossible to be a politician without liking to be together with people. I get energy from being together with people. And therefore, that's not something it's not a cost, it's something that actually gives me something when I'm together with people. Then, of course, sometimes I also need to rest. And then I just leave as I go, maybe suddenly I go early to bed or I don't attend reception or dinner or I go in weekends. I can go out in Norwegian forest and I love to be alone. Only together with my wife or a close friend. But in general, it's something that actually gives me energy to be together with people.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“Almost everyone. Meaning, of course, those who are closest to me working with me, family members, my wife, but it can also be more or less random person who are there if I have some makeup before a TV show or something, I can ask, what do you think about this? What do you think about that? So I think it's about the openness to advice and not be afraid of. Of getting advice.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“It is lonely, but perhaps less lonely that people believe. And that's a partly up to yourself. I think if anything, I'm quite good at asking for help, asking for advice, calling people, asking to come, to talk to them about the big things, the small things, the feelings. I think it's a bit up to yourself as a leader to be able to open up and accept people into your life. And if there's anything, I'm quite good at is to allow people to help me.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“I'm a bit strange there because when the crises are acute, I suppress them. I just keep them away. And in one way, I think that helps me dealing with feelings. So I remember, especially in 2022 in 2011, the terrorist attacks on the 22nd of July, friends of mine were killed. People I knew very well, worked with, were killed. But I didn't fully take that into, as I say, myself until days after I think actually the fact that I had the role to play, that I had to lead, that I had to give speeches to be present, to give comfort to those who had lost their loved ones, that helped me to deal with my feelings. Course, it's not a sustainable way. You cannot do that forever, but for at least the first days to have a task help me to deal with my own feelings.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“To the main calm in a way and to make sure that you sleep because it is important to be able to function. So I've seen some people in crisis exhausting themselves too early. So you need to protect. That may sound a bit eguistic, but I think if a leader shall function over time, you need to ensure that you get the support, the help, so you can do what you have to do as a leader to be there, to formulate a message to be present, especially in the public domain for a political leader. And therefore, we also need not to be shy to ask for help and support.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“No, yes, I brought it into NATO, but it was less conscious than I was aware of because I just brought away I have led Norwegian governments for 10 years. I brought that same culture to NATO. Afterwards or after some years, after some time, I realized that that was to some extent a new style. But I believe in talking to people, having open access to people, and to also be frank. I think it's much easier to have good decisions when the people you work with actually have the courage of telling you that you are wrong or we have to do something different or this doesn't work instead of people are afraid of criticizing or being frank and open with you.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“I like them partly because I think that very often actually the solution is better when you make a compromise. Then you find something which balanced different interests and that's very often the best solution to take into account different views. But second, that's the only way to make decisions and to move forward and our democratic societies are compromises between capital and labor, between right and left, between different political views and overall I believe that these open societies with different interests are better than extreme societies that just adhere to one religion or one political ideology.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“Well, I think that's the most important thing I brought to NATO, and that's the most important thing that Margute brings with him to NATO is of leading something where you have to find compromises. I've never been a CEO, but I think when you are a CEO, you just make decisions. That's my impression. In a private company, and you have a very clear mandate, when you're a prime minister, especially in a multi-party government and with not a clear majority in the parliament, which is the case in more and more at least European countries, Then you need to find compromises every day. That's just the rule of the game. And that's also when you are the boss in NATO. That's the same. You have not many parties, but you have 32 different countries, and they all have to agree.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“I I've become, as I say, more realistic about the dangers. I have always been extremely optimistic and embraced the world and free trade and openness. I am less that guy now because I've seen the backside of that medal or that coin. And as I've always been in favor of the transatlantic bond, North America and Europe together. But of course, being in NATO for 10 years, I'm more aware of the importance. 10 years older and first and foremost not first and foremost but on top of that for the first time in my life I'm in one way free meaning that and that's not only a good thing. I always worked in public sector as an economist as a politician and in NATO which is also public sector and now I'm back in Norway and start a new life which is very different from the life I've lived up to now. And that's scary but also a good thing.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“Reducing the oil and gas production to keep the wealth in the continental shelf. And actually a former governor of the New Zealand Central Bank had what's going on. He led an expert group and they said it cannot work. Politicians will spend if they get the money. We have proven them wrong. And that's the biggest success. But again, if you start to change these rules too often, you may undermine in a way the magic or the line in the sand, which is the fiscal rule.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“On the Norwegian economy, and that's a new risk which we didn't face, at least not in the same way before. I'm always a bit careful. Changing these kind of fiscal rules too often because that will undermine the credibility. Perhaps it's better to have an imperfect rule which is credible than to always try to run for a more perfect rule, which is constantly changed. Because this is a self-imposed restriction. And the biggest success, in a way, is that a democratic society as Norway has been able to handle this enormous amount of cash without spending it. I remember back in the 1990s when we had this discussion and started to invest in in equities and had the first allocation to the pension fund, many experts, also economists, colleagues of mine, said this cannot happen. The democratic institutions, politicians, they will spend. If they get the money, they will spend. So they were actually in favor of...”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“No, I am not able. But then I think it's important in a way, so I'm not able to give an exact number. But I think it's also important to understand that there are concerns, and I'm careful going too much into that debate because that's a very Norwegian debate, and I'm careful being too specific on issues I've not worked so close with over the last years. But I think the idea back in 2000 when we made the fiscal rule was in a way that this was going to, it could last forever. In one way, NATO has no sorry, Norway has spent zero oil revenues. The only thing we have spent is the fiscal return on the oil revenues. And of course, that can last forever as long as we have the installment. The challenge, and you know that better than anyone else, is that, of course, we now have so much of our wealth in the stock market, then of course there can be big fluctuations that can have an impact.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“I think it would have been lower than the current percent, which I think is now 20% 25% or roughly almost one quarter in which in state expenditure or state's budget is financed by the return from the oil fund.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“And if anything, it worked even better because partly because the fund has become much bigger than we expected for many reasons, oil and gas production at Norwegian continent shelf has been bigger, prices have been higher, and we also have good investments because of people like you have been able to manage the fund in a very good way. So the combination of all these things have made the fund much bigger and therefore also the fiscal rule more important.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“That's a kind of long term perspective. The other reason to establish the fiscal rule and the pension fund was to ensure that we could stabilize the enrichment economy to separate earnings from spending and prevent overheating of the economy. And therefore we established the pension fund and the first money was allocated to the pension fund in 1996. But perhaps as important was this fiscal rule where we decided that all the oil and gas revenues Was going to go into the Norwegian pension form, and then that the only thing we're going to spend was the financial return, which we estimate to 3% in yield terms per year as an average. And therefore, the fiscal says that we should only spend on average the fiscal return 3% estimated. And that has served Norway very well.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“Deciding how much we could spend. And we were very afraid of what we refer to as Dutch disease to spend too much. And therefore we started partly in the kind of academic, but also then a political discussion on how to establish a fiscal rule for how much of the oil revenues we could spend. And the purpose was actually twofold. One was to ensure that not only our generation, but also future generations get the benefit of the oil and gas resources that we have found on Norwegian continental shelf.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“It was the understanding that Norway Was going to get a lot of revenues from the oil and gas, a much bigger revenue than we expected. And therefore, when I was prime minister in 2000, then we actually had only net oil revenues only for a few years. The first net oil revenues came to Norway in 1996. And in the beginning, they were quite small. Then it was obvious that we needed some way of”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“All of these things are now private, but the government and our defense sector, which is, of course, still state responsibilities, are totally dependent. So we need to work with the private business to ensure that we keep as militaries the technological lead to ensure that we have the best armies in the future.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“The Chinese economy and their ability to also develop new technologies and use those technologies in their defense production. There's also another change that has happened over decades. Back in the 40s and 50s and 60s, perhaps even the 70s, most of the defense technology was developed by the government. Nuclear was a big state-run program, a Manhattan program in the US GPS, these kind of internet was actually a result of government finance, government controlled entities research programs. This has totally changed. Now most of the advanced technologies are developed in Private business in private companies, AI, cyber, the whole Silicon Valley, the whole space.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“Well, I think that we need to invest more in our defense industry and we also need to realize that we need venture capital, we need innovation, and that's the reason why NATO, again, I'm now stepped down, but I'm sure that Margaret, the current Secretary General, will follow up on this, has stepped up the efforts to work with private business to ensure that we maintain the technological edge which has been the benefit of Western countries for decades, help to ensure our security. We always had the most advanced technologies. That is not so obvious anymore, especially in light of the”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“I mean by that that I believe in free trade, I believe in private business but I believe that some of the issues related to commercial decisions are too important to be left to commercial decisions or considerations alone. And again we have touched upon the most recent examples gas from Russia or over dependence on commodities from China or the export of key technologies from us to authoritarian powers. It may be a good business deal but it will be undermining or dangerous for our own security. Or for instance allow authoritarian powers to control critical infrastructure again maybe good business deals but make us but may potentially make us vulnerable. So this is what I mean by it's too important. To be left to a businessman alone”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“There are some problems. One problem is that attribution is harder in cyber. So one of the first challenges we'll face with a full-fledged cyber attack is to actually decide who is attacking you. The other challenge is that there's a much more blurred line between conflict and non-conflict. When do you have to trigger Article 5? When do you have to declare war when you have a cyber attack? Because cyber attack is something that goes on almost every day in different ways. And when do you surpass the threshold of something which will trigger a full response from the armed forces, from perhaps NATO as the Alliance?”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“And that was extremely effective how they used a natural used cyber to take down the cyber networks of ICE in Iraq and Syria. Then, of course, that's perhaps the most not the most advanced adversary that you can face. But of course, there are offensive capabilities because cyber is now a domain as ARC, land and the other domains are. It's a domain and a truly global domain.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“No, again, these are sensitive issues, and I know that some countries are very reluctant to speak too much about it. But I know, and it's not a secret, that NATO allies also have offensive capabilities. I think we call them national effects, but it's only a different word for the same. And I had a very interesting Experience when I actually saw in one of the allied countries how they used, I was actually in the kind of command center, cyber command center, where they actually used cyber offensive capabilities to attack ISIS. This was back in 2016 or 17.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“Warfare conflicts can take place in many domains in the old times. We had in a way air, sea, and land. But now we have space as a domain and cyber as a domain.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“Are extremely devastating and potential to really destroy human life in the way we know it today. So in that way, it's very easy to be against nuclear weapons. And I would like to have a world without any nuclear weapons. The challenge is that as long as they exist, I think we are safer when we have nuclear weapons to deter the adversary of using those weapons against us. unilateral disarmament is dangerous, what is good and what you should strive for is balanced, transparent multilateral arms control. That applies for nuclear weapons, but it also applies for all other technologies, for instance AI. Well, in one way, we've already touched upon it because cyber and AI is interlinked and it just demonstrates that”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“So far, I've not heard the defense industry complaining about that, but maybe I think the challenge, the dilemmas every time we approach new technologies is that in one way we want ethical standards, we want transparency, we want regulations to prevent the misuse of important technology. On the other hand, if we only impose restrictions on ourselves, be it Europe or North America and Europe, Western Alliance, but our adversaries, they have no restrictions, then of course we can just make ourselves more vulnerable. Fundamentally, this is very much the same dilemmas we have faced with nuclear weapons. Nuclear weapons”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“with the industrial revolution being also then implemented into warfare. I think we see something similar now, a fundamental shift, where we don't fully understand, but autonomous systems, facial recognition, drones, cyber attacks by using also AI has the potential of changing warfare so much that it's very hard to fully understand the full implications. We have already seen it on the battlefield in Ukraine. It's not the secret that some of the drones and the surveillance systems that NATO operates also uses AI to process information. So this has always Started, but we only see in the beginning of a fundamental change of the nature warfare.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“I had to admit that I have read and listened to many experts explaining about AI and I still struggle to fully understand the full implications. But I think what is obvious that AI has and will even more so in the future changed the nature of warfare. Perhaps as fundamental as the Industrial Revolution did. Because you have to understand that If you go to C such a Napoleon, the soldiers could actually participate in the Roman Empire or part of the Roman Empire, they can actually make a difference on the battlefield during the Napoleonic War because they had the technology that actually was applicable also at that time. Then from the Napoleonic War to the First World War, everything First World War, everything changed.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“So, first, I think what we see is that there's more and more weaponization of space, and what happens in space matters more and more for what's going on on the Earth. That's obvious for communications, GPS, but cyber. And then, of course, targeting a lot of military What we also then see is that again, Russia and China are developing capabilities that can actually be used as offensive weapons. And this is a dangerous development. And again, there is a need for transparency. There is a need for arms control. And there is a need also for allies and partners to stand together to address these issues together.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“So geography and resources makes it clear that this idea that EU should develop some kind of independent defense will just undermine and duplicate the NATO structures and the NATO structures has to, North America and Europe together is the only way to defend Europe. Together we have 50% of the world's military might and 50% of the world's economic might. As long as we stand together, North America and Europe will be safe.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“Yes, but I think that's dangerous. I think that any attempt to, in a way, Split or divide Europe from North America Will undermine our security because we live in a more dangerous world. And if we go alone, we will be weaker and more vulnerable. And the European Union cannot defend Europe. 80% of NATO's defense expenditure comes from non-EU NATO allies. That's, of course, the United States, but also Canada, a big ally. The United Kingdom, the second biggest defense spender in NATO. But also this is about geography, Turkey in the south, extremely important for fighting ISIS, fighting terrorism, bordering Iraq and Syria. In the north, Norway and Iceland, perhaps not the biggest NATO allies, but very important for the transatlantic link.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“The right way is that EU should do more and they have started to step up when it comes to, for instance, strengthening the defence industry, meaning overcoming the fragmentation of the European defence industry, to increase defence spending. And to, in general, strengthen European defences, meaning that that will also strengthen NATO. 96% of the people living in the European Union, they live in a NATO country. So that will be more or less the same. What is not good is to create alternative and compete in structures and to underpin this idea of the European Union defending Europe.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“That's a two state solution. You need a state for the Israelis and you need a Palestinian or a state for the Palestinians. It's not easy, but the alternative will continue as we do now is absolutely not viable. So therefore, sometimes crisis creates the momentum to find new solutions and hopefully at least one thing that can come out of what we see in the Middle East now is a renewed effort to... Find a two state solution.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“Difficult to predict Ukraine, even harder to predict the Middle East. And what we see now is a tragedy. It's dangerous. And there is risk of further escalation, and especially with Iran, which has destabilized the region for many years and continue to do so. Norwegian, I think it's important to remember that in 1993 we had the Oslo Accord, which has been heavily criticized for many years. But I still believe that that's in a way the only way that can Create some kind of lasting solution”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“The politicians have responsibilities to put in some regulations, laws to ensure that we don't make the really big mistakes. But within those regulations, there has to also be judgment by each and individual private commercial company. And the dilemma is that the extremes will not work. We cannot have absolutely open and free trade. There has to be some security considerations part of those decisions. But on the other hand, we cannot isolate China. So, to find this balance where we have some trade, some economic relations, but without making ourselves too vulnerable, I cannot give an exact answer, but the dialogue between governments, companies on how to find this balance is the best way to try to at least find the best way forward together.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“Yeah, it wasn't amazing, but I think we need to remember that it was quite common European view that trade, that all kind of trade with Russia was a good thing. And again, I have been partly part of that view. I have been in favor of trade with Russia. I've been in favor of trade with China with very little restrictions. And gradually I saw how, especially Russia, but also to some extent China has used trade as a political tool. And therefore,”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“Having said that, freedom is more important than free trade. And sometimes you have to recognize that you cannot have free trade if the cost is that you actually undermine freedom. And one example is Russian gas. Until 2022, many European governments meant that buying gas from Russia was a commercial issue. It was not a political issue. Politicians should stay out of a commercial deal between commercial companies in Europe with commercial companies in Russia. That proved very wrong because to buy gas from Russia is not commercially, so it's much more than a commercial issue. It was a security vulnerability that Russia utilized after the full-scale invasion of Ukraine. They tried to coerce European allies from supporting Ukraine by using the gas. And we should not repeat the same mistakes. With China.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“This is extremely difficult question, but I think just to be aware that there are dilemmas and to be conscious about those dilemmas helps. I have been and I continue to be a strong believer in free trade and most of my political life. I really worked for free trade agreements, including the open European market, and I believe that globalization, free trade benefits us all.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“We see that China again and again repeat different threats both in rhetoric but also with these very high profile exercises where you're actually exercising how to invade Taiwan. And that will be extremely dangerous and the rhetoric is dangerous. Therefore, it is important that military force is not used to change status quo in and around Taiwan. There are millions of people living there. NATO allies recognize that Norway recognized that there is one China, but we also support the idea of people having the right to live in a democratic and open society. We have the same idea with Hong Kong that was two systems in one nation, that Hong Kong should be some kind of democratic part. Of China, that didn't last for very long. And of course,”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“I know the parts of the world. So this is really a global picture that makes it even more important that, of course, need to allies stand together, but also that we work with partners all around the world, including South Korea, Japan, and many other countries”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“That we have to be. Together, when we see that the autocrats are more and more aligned. And then, of course, that's partly we, meaning partly NATO allies, 32 nations on both South Atlantic, but also with other countries, which at least don't want to be part of kind of autocratic alliance. And again, Ukraine is perhaps the Claire's example. Russia is responsible for war aggression. The main providers of weapons and enablers of that war is North Korea, Iran, and China. And this is not rhetoric. This is real and makes a difference on the battlefield. And we also see how Russia and China are exercising more together also around Japan.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“By providing the microelectronics, the components for Russians to build the bombs and the missiles they're using in Ukraine. So the closer and close alignment between Russia and China also, of course, is one of the reasons why we are concerned. Let me add one more thing, and that is that when I was Secretary General of NATO, I remember very well that we didn't say that China is an enemy or an adversary. We need to engage with China on issues related to climate change they have to be part of global economy, of course, and in the future hopefully also on arms control. But we have to be not, it's important that we're not naive and not make the same mistakes as we did, for instance, when it comes to Russia, being over-dependent on gas from Russia. We should not be over-dependent on specific commodities or technology from China.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source
“And then they actually imposed heavy sanctions against Norway and behaved very, as they wanted us to apologize. And that behavior was quite shocking. And then, of course, after I arrived in NATO over the last years, we have seen a much more assertive China trying to dominate, control the South China Sea. They have lost actually in the International Court in the Hague. So what they do there is a violation of international law, threatening neighbors, threatening Taiwan. And China is investing heavily in new advanced weapons, including nuclear weapons, without any transparency. And then, of course, in Ukraine, what we see there is that security is not regional, security is global, because China is the main enabler of Russia's aggressive war against Ukraine.”
2024-10-16 · In Good Company with Nicolai Tangen · Jens Stoltenberg: Navigating global security, crisis leadership, and staying calm under pressure · IDENTIFIED FROM THE TRANSCRIPT · source