AAA – Page 5 – understand-culture

Lines of Communication

German Approach

Because Germans, those leading as well as those being led, prefer generally formulated, mission oriented tasks (more what, less how), they maintain longer lines of communication: less interaction, fewer status meetings, fewer iterations on tactical issues. Examples

American Approach

Because Americans, those leading as well as those being led, prefer specific, command oriented tasks (both what and how), they maintain shorter lines of communication: more interaction, status meetings, iteration on tactical issues. Examples

American View

German team leads undercommunicate. “Face time” with the boss is in short supply. It becomes difficult to know, understand, or predict what the lead wants. It requires unnecessary guesswork, can be demotivating, and in most cases is seen as a lack of involvement.

German View

American leads overcommunicate. “Visiting the troops” and „management by walking around“ is interpreted as unwarranted and annoying supervision and control. It is distracting, demotivating, and in many cases viewed as a sign of mistrust.

Advice to Germans

Manage more like a player-coach versus a teacher-coach. Stay engaged with your people on the tactical level. You need not become overly prescriptive. You need not „change into your uniform and get onto the field“, but at a minimum stay involved as their coach.

Increase your communication with the team by 50%: staff meetings, phone calls, „drop by and say hello“. You won‘t feel comfortable doing it. You‘ll think it‘s a waste of time. You‘ll fear it will distract, or even unsettle, your team. It won‘t do any of they things. You won‘t succeed without shorter lines of communication.

Your American boss overcommunicates? It is not a sign of mistrust. On the contrary, you should worry about your performance if you see and hear less and less from your American lead!

The higher the level of communication, the more relevant your work, the more important you are for the success of the team. Enjoy the interaction. Engage with your team lead. You can exert influence on strategy and important decisions.

Advice to Americans

You lead Germans? Reduce your communication by 50%. You won‘t like it. You‘ll feel deprived of the key tool in managing your team. You‘ll wonder what to do with your time.

Focus on the broader strategic issues which can positively or negatively impact on your team. Remove roadblocks to their success. And, use the time to protect your team from those constant internal turf-battles so famous within German companies.

Your German boss undercommunicates? Experiencing „face time withdrawal“? It is not an indication that you have a problem, in fact, it‘s the exact opposite!

Your German lead is communicating with you. The message is: „Hey, you‘re doing a great job. I can leave you alone. I spend my time on the problems, not on the areas which are working. Keep up the good work. Maybe we‘ll bump into each other some time!“

Performance

German Approach

Germans separate the personal from the professional. Feedback, both formal and informal, addresses performance only. It is given in a neutral and unemotional way. Feedback, whether positive or negative, is not meant personally. Examples

American Approach

Americans link the personal with the professional. Feedback addresses primarily performance, but takes into consideration how it will be received. Feedback on one’s work is feedback on that individual. It is by its very nature personal. Examples

American View

The German separation of personal and professional is impersonal, removed, cold. A stern teacher versus an inspiring coach.

German View

The American approach is too subjective, personal, almost cozy. A psychotherapist versus a demanding teacher.

Advice to Germans

As in all communication with Americans, soften your tone, see your interaction not only as between two functions within an organization, but also as between two people. Your American team member or colleague will not lose the fact of the former.

Advice to Americans

The German business culture favors more of a teacher-student relationship than coach-player. If you lead Germans, cultivate more of a teacher-student relationship with your German team-members.

Add a little distance between yourself and your German reports. You will not come across as disinterested or uncaring, but as clear-headed, focused on progress.

Praise

German Approach

Germans give praise in direct connection with factually demonstrated performance. Praise in front of the team is seldom. Official awards are rare, for they could lead to envy and undermine team cohesion. Examples

American Approach

Americans see themselves as positive thinkers, motivators, self-motivators. They seek out reasons to praise. In fact, praise is most instrumental when an individual or entire team is struggling, experiencing defeat and self-doubt. Examples

American View

Germans are “praise stingy.” Criticism is direct, harsh, in generous supply. Germans miss opportunities to motivate by recognizing good performance.

German View

American praise comes across to Germans as inflationary, as simply unwarranted. They fear a creeping self-delusion.

Advice to Germans

If you are in an American team, be prepared for folks who say good things about you and to you. Accept it. Maybe you deserve it. Life isn’t a zero sum game. Praise for one person doesn’t come at the expense of another.

Allow yourself to be motivated by a positive, self-motivating environment. You won’t become a naive dreamer suddenly committing one unforced error after the other.

If you lead Americans, get generous. Praise, motivate, cheer your team on to victory. Their victory is your victory.

Advice to Americans

There is a German saying which states, “the absence of criticism is praise enough.” German praise comes in a very understated way. You’ll feel like a flower receiving insufficient water and sun.

You’ll need to motivate yourself more than ever before. Fine. Do it. You’ll develop inner strength. If you lead Germans, practice the German art of sober understatement.

If you decide to single out a team member, include praise for the entire team. Avoid any kind of star creation.

Criticism

German Approach

Germans focus on reducing errors. When providing feedback they concentrate on weaknesses, on what is not working. Germans address that directly, openly, in a neutral, matter-of-fact way. Examples

American Approach

Americans focus less on reducing errors, more on reinforcing what leads to good results. When giving feedback Americans concentrate on strengths. Critique is communicated in a carefully worded way. Examples

American View

The German focus on the reduction of unforced errors is seen by Americans as short-sighted, defensive in character. All too often, critique is voiced without suggestions of how one can improve on their individual weaknesses. Germans come across as overly, at times unfairly, critical.

German View

The American style of wrapping criticism in euphemisms and politically correct language is often difficult for Germans to decipher. The more critical the message, the more likely an American will formulate it in positive terms. They come across as unwilling to address problems for what they are, problems and not issues or challenges.

Advice to Germans

Americans are neither naive nor ignorant about their weaknesses. When addressing their weaknesses be less direct and literal. Choose positive, supportive language. Note the things which are going well.

Never criticize without suggesting a way to improve. If you are led by an American be prepared for more praise than you expect. Accept it. Be sure, however, to ask for more input on your weaknesses. You’ll get it, eventually.

Advice to Americans

Germans see the road to success largely via a minimization of errors. When giving feedback, be prepared for a strong focus on what you are not doing well, and far less on what is working.

This will come across as direct, harsh, imbalanced. It is meant to be helpful, for why focus on what works? If you have transatlantic responsibility, acknowledge the need to improve on weaknesses.

Focus more attention on what is not working. But, continue to combine critique with improvement suggestions.

Discretion

German Approach

Sensitive feedback discussions in Germany are done one-to-one. Germans will, however, openly criticize another colleague in the presence of the team. This is not seen as unfair, but instead a necessary in order to “get the issues on the table.” Examples

American Approach

Sensitive feedback discussions in the U.S. business context are almost always done in one-to-one talks. Discretion is highly important. There is very low tolerance for open criticism of colleagues in the presence of the team. Examples

American View

Americans are surprised when a German team lead criticizes team members in the presence of colleagues. It comes across as an attack on that person, as disruptive, threatening to team-cohesion. Word spreads quickly that a certain German lead is abrasive, choleric, even abusive.

German View

American leads can be overly discreet, rarely communicating negative feedback in their group. It seems as if critical problems are “swept under the rug”, dealt with “behind closed doors”, or not dealt with at all.

Advice to Germans

If you insist on openly criticizing a member of your American team, do so very carefully and very diplomatically. Remember, from the American perspective, any criticism of the team or a team member is at the same time criticism of the person responsible for the team.

That‘s you. If critical issues need to be addressed within the team, do not pin blame on any specific member. If you, nonetheless, want to assign blame, do so to yourself first.

Advice to Americans

Be prepared for German managers to openly criticize team members. It won‘t be pretty. However, this is not necessarily a sign of unprofessionalism. Remain calm. It won‘t be the end of that person‘s career, nor of yours should you be the target next time.

If you manage a transatlantic team, continue to maintain discretion when giving feedback. However, there will be instances when your German team expects critical, controversial issues to be discussed within the team.

Avoiding those issues will be intepreted by them as a sign of weakness. Do not take on the German inclination of criticizing individuals openly. But, if you do, begin with yourself.

Guaranty vs. Tool

German Approach

For Germans the product, and the processes which lead to that product, are two sides of the same coin. A work result – a product or service – is only as good as the processes which led to it. Good processes guaranty good results. Examples

American Approach

For Americans processes are tools, a means to an end. Processes enable people to organize their work and their interaction. Processes cannot and should not replace human judgment. Examples

American View

Germans attempt to analyze and solve all problems via processes, thus misunderstanding their limits. Many aspects of a complex business are difficult to objectify, made abstract, forced into the structure of a process.

Constant focus on incremental modification of internal processes often does more harm than good. Its added value is questionable, at best.

German View

American processes are often no more than a series of to-do lists, like cooking recipes, no more than tools, a helper‘s helper. Their potential is misunderstood and misused.

Advice to Germans

Naturally the question of „how we work“ is very important. But don‘t overstress it. Together with your American colleagues identify those aspects of your work which are best understood and managed via processes.

Other areas, due to their complexity and deeply human nature (leadership, customer interaction, innovative thinking), will only be frustrated, limited, hemmed in by forcing a process on them.

Advice to Americans

Join your German colleagues in the discussion recommended above. Explain to them when you rely on processes and when they are of only limited value. Describe how Americans use processes as a tool to achieve results. Make apparent the very practical and pragmatic role of checklists.

Discipline vs. Deviation

German Approach

Processes are most effective when they maintain a balance between discipline and deviation. Germans prefer generally formulated processes allowing for interpretation based on the “situation on the ground.” Examples

American Approach

Americans seek that fine line between process discipline and flexibility. However, the moment a process step makes unnecessary demands, “no value-add”, Americans will deviate. Examples

American View

When and why Germans adhere strictly to a process versus when they deviate, appears arbitrary, remains a mystery to Americans, is a source of irritation. And although many Germans processes are formulated in only very general, often theoretical language, they expect strict discipline.

German View

When and why Americans adhere strictly to a process versus when they deviate, appears arbitrary, remains a mystery to Germans, is a source of irritation. Because they construct complicated and interconnected parallel processes, it is critical to be informed early about deviations.

Advice to Germans

Sit down together. Address those processes which are key to your success. Identify their key gates or checkpoints. Discuss, understand, then if possible decide when specific process steps must be followed strictly versus when they can be interpreted.

Also, agree on how you will inform yourselves of these choices. Life is fluid. The business world is fluid. Your internal processes need to be fluid. Be prepared to meet on a regular basis so that you remain fluid in your cooperation.

Advice to Americans

Process as Power

German Approach

If processes govern the inner workings of a company, whoever has the say about those processes determines how the work is done. Germans strive to have the say about processes. Examples

American Approach

Because Americans are less inclined to view processes and procedures as governing the inner workings of a company, having the say is seldeom the forum where battles over power and influence take place. Examples

American View

The more that success is based on the relationship with the customer, the less important are the disiplines develoment and manufacturing.

Germans don‘t understand the primacy of market orientation. Americans, therefore, are less concerned about Germans having the say in that area.

German View

The more that success is based on the product itself, the less important are the disciplines sales and marketing. Americans don‘t understand the primacy of product. Germans, therefore, are less concerned about Americans having the say in that area.

Advice to Germans

You Germans and Americans are colleagues. Get out of the power and influence game. If processes are crucial to success, convince your American colleagues to remain involved. Don‘t make the mistake of creating processes without total transparency and involvement of your U.S. colleagues.

Otherwise you‘ll produce German processes which don‘t work in the U.S. Your American colleagues will not implement them and make convincing arguments to upper management why. You‘ll lose that battle. It‘ll be painful.

Advice to Americans

Whether you think it important or not, get engaged in the internal debate about processes. To prevent it from devolving into a power struggle, demand full representation, full transparency and full accountability.

While involved, avoid being drawn into skirmishes. Focus, and keep your German colleagues focused, exclusively on those processes which improve performance and the bottom-line.

At the same time, get your German colleagues involved in your strategic thinking about how you go to market. Give up some of that power.

Resources

German Approach

Germany was never abundant in resources. Germans are economical in what they make, in how they make it, and in how they use it. Suboptimal decisions require modification, which in turn, draws on resources. Germans do their best to get a decision right the first time. Examples

American Approach

The USA has always been abundant in resources. Americans are less economical. In what they make, how they make it, how they use it. Instead, they value rapid resource aggregation and deployment in order to take advantage of opportunities. Examples

American View

The German need to plan their resources in great detail appears to Americans as too conservative.

German View

Germans see Americans as wasteful, which not only limits the decision making autonomy of a particular team, but also of the company in general.

Advice to Germans

Continue to be wary of rash decisions which will limit your room to maneuver. At the same time, use those resources available to you in order to take advantage of an opportunity. Decisions often offer real opportunities.

Advice to Americans

When involved in a joint decision, or in a recurring decision, enter into a dialogue with your German colleagues about the resources required.

Be direct and specific in discussing exactly which resources will be tapped into by whom, when and at what costs. Listen carefully to how they quantify the impact of a given decision on your organzations resources.

Communicate your calculation clearly, also. You will arrive at a resource-allocation acceptable to both.

Risk

German Approach

Their history as a people, their experiences as an economy, the lessons they have learned, have taught the German people to be highly sensitive to risk, to what can go wrong, to how thin their margins of error can be. Germans are careful. Examples

American Approach

Historically America has always had generous margins of error: resource rich, protected by two oceans, two neighbors posing no threat. Mistakes were seldom costly. Risk-taking often paid off. Americans take risks. Examples

American View

Americans find the Germans to be overly risk-averse. Decisions are made too late, too carefully, via an overly complicated process. Forward momentum is lost. Opportunities are missed.

German View

Because their American colleagues are willing to take unwarranted risk, Germans feel the responsibility to apply stringency and methodology.

Advice to Germans

Your ability to analyze is strong. You strive for objectivity. But what about your Bauchgefühl, your gut feeling, your intuition? Trust it or at least take it into consideration along with your objective analysis. Be willing to take a little more risk. There is no such thing as a perfect decision. Every decision, if made in a timely manner, can be revised.

Advice to Americans

You know that your German colleagues anticipate, calculate and react to risk in ways different than you do. It is imperative that you engage in a discussion with them about the positive and negative impact of a given decision.

Quantify (measurables) and qualify (non-measurables) the down-sides as well as the up-sides. Anticipate your assessments being askew: German focus more on what can go wrong; American focus on what can go right.

Prepare convincing and detailed arguments for why your assessment is realistic, fact-based. It is fine to rely to some degree on intuition, but be sure that you can explain the concrete experience behind that „gut feeling“