AAA – Page 6 – understand-culture

Consult vs. Serve

German Approach

The Germans prefer consulting over serving. To consult the customer is to work auf Augenhöhe, at eye-level. The German people instinctively reject any form of master-slave business relationship.

The German customer prefers a supplier, consultant, vendor who insists on a business relationship auf Augenhöhe. Germans don’t want to be served, they want to be consulted, by an expert, at eye-level. Examples

American Approach

Americans do not make a clear distinction between serving and consulting. They go hand-in-hand. They are two sides of the same coin. Consulting is a service to the customer.

Serving should include bringing into play subject matter expertise. However, an American consultant, supplier, vendor, seldom sees themselves at eye-level with the customer. The customer is always in charge. Examples

American View

Americans, on the other hand, also prefer consulting versus serving, and this for the same or similar reasons as their German colleagues. However, Americans are more willing than their German counterparts to serve the customer in ways which involve limited elements of consulting. From the American perspective there is nothing inherently demeaning or degrading in serving another person.

And serving a customer in the business context implicitly involves compensation. For an American, serving a customer only becomes degrading (meaning “not worth it”) when the compensation is not in an acceptable balance with the work performed.

From the American perspective, the German approach to serve versus consult will not lead to success. It comes across not as customer-oriented, but supplier-oriented. In other words, the customer has to orient himself to the supplier. It implies not a balance in the relationship, but an imbalance in favor of the supplier. The customer can easily gain the impression that he should be thankful to be served by the supplier.

For Americans this is a highly risky approach in the American business context, for customer-orientation is one of the very key success factors in the U.S. economy. The German approach to serve versus consult, therefore, can come across to American customers as simply arrogant and unresponsive to customer demands.

German View

Germans clearly prefer consulting over serving a customer. Consulting in the sense of imparting your expertise to one who is need of it. The relationship is more balanced in terms of power and respect. Consulting also involves problem solving and planning together with the customer. It is in a way a two-way street. Whereas serving is more of a one-way street.

The customer knows what he wants, chooses one who can deliver, then expects the deliverer (runner, messenger) to react as the customer wishes. Serving, therefore, is seen by Germans as a bit degrading, demeaning, a misuse of their skills. Serving is unworthy of the educated and skilled.

Germans can, therefore, find their American colleagues to be too eager to serve the customer in ways which are imbalanced. It can appear to them that Americans jump into action at the faintest sign of a request from the customer. From the German perspective, American customers are too, or unrealistically, demanding.

Germans believe that one can command more respect, and thus be more successful, by demonstrating more independence, and not instinctively giving the customer what he wants. In fact, the customer often does not know what is best for him.

To truly serve the client means then to maintain your independence and autonomy, in order to objectively advise the customer of how to solve his problems (a consulting approach). In the end, the German customer neither respects nor wants a servant, but an expert who is willing to place his expertise at the center of the business relationship.

Advice to Germans

Make unmistakably clear to your American clients that you are fully focused on serving their needs. Signal to them that you are listening and responding attentively to their situation and want to help them in any way possible.

Especially in the early stage of your collaboration avoid using the terms consult, consulting, advice or advising. Even if you are in fact doing those things, use vocabulary which say service and serving. Consult and consulting can be misinterpreted by an American customer as distanced, not fully engaged, not serving, merely advising, and not involved in the implementation of needed measures.

In your initial meetings with your American client it will be your natural tendancy to ask intelligent and analytical questions, perhaps many of them. And if it seems necessary, you will also ask critical and penetraing questions. If your American client is not familiar with your work, or working with Germans, he might be a bit surprised by your approach.

A highly analytical, dialogue based conversation, with questions going to the core of a business, implies a close business relationship. It could be that your collaboration has not yet reached that stage. Your American customer sees herself as managing the relationship, as deciding if and when you reach full collaboration.

Restrain your consulting oriented approach until you are sure that you have reached that stage. Work your way towards it carefully. Early in the business relationship focus on listening, understanding, and clarifying. Americans want to be sure that you have understood their situation, their needs and challenges, before they are willing to accept you as a consultant who serves their needs.

Advice to Americans

Germans respond positively to American customer-orientation. However, if that friendliness and responsiveness is not backed up by a solution to a German customer’s problem, they are viewed as providing little value. Give clear indications to your German customer – whether external or internal – that you are focussed fully on solving their specific problem. German customers expect a strong consulting element in your approach to serving them.

Early in the business relationship avoid the terms “serve” and “service”. Even if your actions are clearly customer- and service-oriented, use the words “consult” and “advise”. For German ears “serve” and “service” can come across as a substitute for real and proven knowledge and expertise. Seek some distance and detachment from the customer as a person. Depersonalize the business relationship in the sense of an outside consultant who applies his expertise to a specific problem.

As an American, your natural inclination is to avoid entering too early into a consulting dialogue with your customers. You will ask intelligent questions and listen attentively. You will hold penetrating and critical questions for a second or possibly third conversation. Your German customers, however, expect a consulting dialogue at the very outset of the business relationship.

Begin immediately a dialogue involving the most complex and critical issues. Ask the penetrating and sensitive questions. Avoiding these questions will give your German customer the impression that you either do not grasp the problem in its complexity, or are reluctant to address them. Neither of these explanations cast a positive light on you as a consulting oriented problem-solver.

Collaboration

German Approach

In Germany two parties enter into a dialogue about matching a customer’s problem with a supplier’s solution. Once the what has been agreed upon, there is limited customer input about the how. Examples

American Approach

Collaboration in the American business context is defined first und foremostly by the customer. They not only define what they want, but also to a significant extent how they want it. Examples

American View

Americans prefer a high level of collaboration during the entire business relationship. The initial stage of cooperation will seldom involve the depth and duration as in the German business context.

But, once the execution phase begins the American customer expects to be involved not only in the what, but also in the how.

German View

Germans prefer a very high level of dialogue with the supplier in the initial stage of the cooperation. Once there is agreement on the what and how, though, the supplier is given the mandate (transfer of responsibility) to execute.

The collaboration continues, but primarily based on communicating about and dealing with any unexpected changes in parameters. If the execution goes as planned, there is little necessity for collaboration.

Advice to Germans

When American customers speak of a good collaborative relationship with a supplier they mean foremostly rapid reaction and flexibility of the supplier to the input of the customer concerning not only the what, but also the how, of the task.

The American customer wants to be involved in all phases of the execution, not just in the startup. This might surprise you, perhaps even be a distraction. It can seem like micromanagement.

Therefore, choose the right moment early in the working relationship to address this point. It’s sensitive, but important.

American customers want to remain informed, at times only generally, at other times in a very detailed way. The reserve the right to go down to the tactical level in order to address certain issues.

Advice to Americans

When German customers speak about collaboration between them and a supplier they mean primarily the initial phase of request definition and planning.

The input of your German customer will stress the what of the business relationship and not the how. In other words, they want to be highly involved in the early stage, but less so in the various phases of the execution.

This will surprise you. This style of collaboration will appear more like customer absence. Early in the business relationship discuss your role and the role of your German customer during the execution phase. Be prepared to communicate less frequently with the customer.

She has decided to put your services to work. She assumes that you are the expert, that you have established processes to deliver your solutions. She sees no reason to get involved in the details of execution. That is your job. Do not expect the customer to hand-hold you. She will not expect you to hand-hold her.

Expectations

German Approach

The German customer expects the supplier to complete the requested task correctly and expertly, within schedule and budget. The boundary conditions are negotiated and held to as precisely as possible. Germans, however, will sacrifice schedule and budget in order to receive what they ordered. Examples

American Approach

The American customer expects the supplier to deliver a product or service as defined by the customer. The customer expects the supplier to orient himself fully towards their needs and to respond as quickly as possible. The supplier is expected to adapt to any change in scope. Examples

American View

Americans, from the reverse point of view, deem the German supplier to be inflexible. He demands too much of the customer in the initial phase. Often the American customer is not in a position to supply adequate information for the the solution provider. Nonetheless, it is felt that the supplier can begin the early stage of work. The internal processes of the supplier can appear rigid and bureaucratic to the American customer.

German View

The German supplier can become frustrated with American customers who specify their requests unclearly, constantly revise them, or alter greatly the original scope. This all makes solid planning difficult. From the German perspective, there is inadequate willingness on the part of the customer to adapt flexibly to the processes of the solution-provider. For, the solution requested is a product of internal processes.

Advice to Germans

Your American customer – whether external or corporate internal – expects that you orient your expertise and services to his specific needs. From your perspective, the customer needs you just as much as you need him.

You, therefore, expect the customer to respect and balance his needs with the way in which you put your expertise to work for him. Handle this subtle dance, this search for balance, carefully and with diplomacy. Otherwise, your American client could gain the impression that you are inflexible or not customer oriented.

The belief that the “customer is king” is taken seriously in the U.S. Stay focused on customer needs, but also take the time to carefully and patiently describe where your internal work processes cannot be modified.

Remind your customer diplomatically that choosing you as their solution means choosing how you work. Demonstrate flexibility in your work, but remain firm when it comes to delivering what the customer expects.

Advice to Americans

Before making a request for services, the German customer has thought through carefully what he wants. He is ready to enter into a business relationship. He will expect from the supplier a persuasive explanation of their methods and processes.

And since a mutual give-and-take between customer and supplier is normal in the German context, your German customer anticipates adapting to some extent to how you work.

This might surprise you. For in America the customer is supposed to be king. Be prepared for specific and exact questions from your German customer about what and how you do things.

If you see the need for the customer request to be modified based on your internal processes, address these as early as possible. Modifications later will be difficult to explain to your German customer.

Success Factor

German Approach

If surveyed Germans would rank internal processes, how the work is done, just after people as the most critical success factor. However, often it seems that people serve processes more than processes serve people. Examples

American Approach

If surveyed few Americans would mention processes as critical to success. Instead they would state factors such as customer orientation, innovation, rapid reaction time, and pricing. Results are more relevant than how they were achieved. Examples

American View

German internal analysis of processes quickly leads to a form of navel-gazing. The longer and more intense the analysis the faster and further the company distances itself from the external world: customers, competitors, the market.

German View

Americans appear disinterested or unaware of the central importance of processes. Especially in times of crisis, when their German colleagues focus on structure and processes, their American colleagues seem to not engage in the internal discussion and analysis.

Advice to Germans

Analysis of how the work is done is important. But be sure to focus on its causal connection to the results for your external customers. Engage your American colleagues by starting with the market and your customers, then working back into your organization and its internal processes.

Advice to Americans

Be patient. Listen carefully. When Germans talk processes, they‘re talking output, and the business bottom-line. They are one and the same.

At their core Germans are European craftsmen. Success is based on craftsmanship. It‘s all about how the work is done. Get engaged in the discussion about processes. Add your pragmatic American business thinking.

Deductive vs. Inductive

German Approach

Deductive thinking is by inference. The conclusion about particulars follows necessarily from general or universal premises. German processes are arrived at more deductively, based on standards and norms. Examples

American Approach

Inductive thinking is inference. It is a generalized conclusion based on particular instances. American processes and procedures are arrived at more inductively, based on experience. Examples

American View

German processes are developed in a vacuum, are theoretical, too far removed from everyday business. Deduced from principles (standards and norms) they have a one-size-fits-all character, not taking into account the particulars of our market, of our customers.

German View

Americans don‘t gain sufficient distance from the details of their work to recognize certain patterns. The basis is not there for process optimization, an analysis of what is and is not working. Abstraction is required.

Advice to Germans

Explain your standards and norms, and how you arrived at them, your data and methodology. Most importantly, engage in a dialogue with your American colleagues about when the processes can be adapted to the „situation on the ground.“ Strive to understand the impact of processes on their reality.

Advice to Americans

Don‘t sit just back and criticize German processes. Step into their „process laboratory.“ Gain distance from what you do. Get abstract. Search out the deeper-lying principles governing how you do the work. Engage in the discussion of when to deduce from the principle, when to induce from the particular.

Direct vs. Indirect

German Approach

Germans are direct. They say what they mean. And they mean what they say. Germans don’t use euphemisms to soften a message. They use unambiguous language. For Germans directness is efficient, effective, honest, transparent. Examples

American Approach

Americans approach sensitive work topics cautiously. Euphemisms communicate uncomfortable messages. Ambiguity can be helpful. For Americans indirect communication is considered to be both polite and effective. Examples

American View

Germans can come across as impatient, impolite, hard. Americans can quickly feel uncomfortable, thus hindering more than helping communication. In some cases, Americans will avoid contact with those Germans (mis)perceived for their particularly direct communication.

German View

For German ears Americans seem to wrap their messages in “wads of cotton”. As non-native speakers it is difficult and time-consuming to interpret carefully worded statements. And since euphemisms are context-related, they must be decoded.

Advice to Germans

Pay close attention to the differences between how you as a German and how the Americans communicate. Use a softer vocabulary. Approach important topics a bit more indirectly.

The most important points do not have to be addressed immediately. Establish a little rapport with the other person, even if it is just a few sentences.

Clarity can be communicated via nuance, also. Americans pay particular attention to nuances. And remember to remind the Americans every now and then that English is not your native tongue. That will be a reminder to them that if your style of communication bothers them that it is cultural, not personal.

Advice to Americans

Germans are communicating with you in what for them is a foreign language. Be thankful that no one has asked you to communicate in a foreign language. For addressing complex and sensitive topics in a nuanced way is very difficult for any non-native speaker.

So, expect German directness. It has great strengths. Germans will say what they mean, and mean what they say. You know where they stand. For your part, be frank. Get to the point more quickly.

Germans will not take it personally. And remember, if you don‘t understand something, or if you sense that Germans don‘t understand you, address it openly. Rephrase in other words what each party has said.

Work vs. Person

German Approach

Germans separate the professional from the personal. Work colleagues can disagree, even argue, about the substance of an issue. This, however, does not have a negative effect on their working relationship. Examples

American Approach

Americans connect the professional with the personal. Statements made about a proposal, a concept, or work results are by definition statements about that person’s competence, experience, and skills. Examples

American View

Americans can, indeed, feel personally insulted by the statements German colleagues make. From their perspective the Germans go on the attack, saying things such as: „No, that is wrong“ or „That makes no sense“ or „You obviously did not do your homework“ or „We used that method a decade ago. Get up to date.“

In the U.S. business context part of being professional is knowing how to voice your opinion in ways respectful of other people. Germans can actually scare Americans. Some of Germans be (mis)perceived as so unpredictable and explosive that their American colleagues, customers, suppliers will do their best to avoid contact with them.

German View

In some cases, Germans do indeed pick up on signals that their American colleagues can feel insulted. From their point of view, however, Americans are too sensitive to criticism, taking things too personally. Americans are too thin-skinned.

This is a surprise to the Germans, for the Americans have the reputation in Germany of being rough, tough, ready for a fight, for a healthy debate.

And because Germans define being professional as focusing on substance and „checking the personal at the door“, overly careful and sensitive Americans can come across as tedious, requiring special attention, in the end as unprofessional, at a minimum less professional.

Advice to Germans

Continue to be analytical, straightforward and honest. And continue to address critical topics directly. Those are German strengths. But do all of this in a spirit and language which is softer and more dialogue-oriented.

Americans also focus on substance. They also have vigorous debates. Their language, however, is more subtle, their differences of opinion more naunced.

The challenge for you is not only the logic in how Americans debate. It is also a question of language and tone. For it is truly difficult to communicate nuance in a foreign language. Mimic American statements. Use their terms and phrases. Speak in the language, literally and figuratively.

And, from time to time, remind the Americans that you are speaking in what for you is a foreign language. They will respect you and feel a bit of shame that they – in most cases – do not speak a foreign language.

Advice to Americans

Develop a thicker skin. Not every criticism of your work is criticism of you or of your ability. Perhaps you and your work are worthy of criticism. From the German perspective you can (and often should) argue intensely with your German colleagues. And it will actually strengthen your working relationship. This is not a paradox. It is the German logic.

Vigorous debate, intensity, „going toe-to-toe“ with each other, even “getting in each other’s faces”, as long as you use solid arguments, are signs of ability, backbone and professionalism in Germany. Step up to the challenge, not back.

At the same time, when you notice that a German colleague, unintentionally, has come across too directly, has crossed a line, come to his or her rescue. Yes, to their rescue. Rephrase their statements in softer, more diplomatic American terms.

At the same time, ask your American colleagues to focus on substance, not form, and to not take it all so personally.

Small Talk

German Approach

In the German business context small talk is short in duration. Germans transition quickly to issues of substance. They see little value in talking about the weather, sports or their most recent vacation. Examples

American Approach

Small talk in the USA gets communication going. Small talk allows people to get a sense for the overall atmosphere. Americans seldom jump directly into serioius business subject matter. Examples

American View

Germans are aware that small talk in the U.S. is important. There are even books and seminars teaching the art of small talk.

Nonetheless, Germans get impatient with American small talk. It takes up valuable time. They begin to check their watches. For Germans it is not a must to be a personal friend with the people they do business with.

In fact, they can do business with people they don‘t like. Friendly relations are nice, but not a requirement.

German View

Brief German small talk can seem obligatory, as if they were just „going through the motions.“ Their sudden transition from casual conversation to serious topics is for Americans a sign of impatience.

The Germans, unfortunate and unintended, can come across as impersonal and unfriendly. And who wants to work with unfriendly people? Americans don‘t.

Advice to Germans

All American relationships, including those in the business context, are personal. If it isn‘t personal, it isn‘t a relationship. Small talk is the most basic form of how Americans maintain communication.

Learn how to do it. You can. Just go with the flow. Open yourself up. Get a bit more personal. If you have good rapport, you‘ll move through the business topics much more quickly, and in that way save time.

Advice to Americans

Keep small talk to a minimum. Listen carefully for signals when the Germans want to move from small to big talk. This is not a sign of disinterest, of being impersonal or unfriendly.

The Germans get personal in non-business settings, at lunch, dinner, on the weekends. They have a great sense of humor, have all sorts of hobbies and interests outside of work.

And keep in mind, that Germans can and will do business with you even if you have little or no personal relationship. Most importantly, they want to know if you are good at what you do. Personal is nice. Professional is better.

Controversial Topics

German Approach

Germans are intelligent and well-informed. They seek out topics which lead to lively debate. And since this means a difference of opinions, Germans often choose topics considered to be controversial. Examples

American Approach

Americans avoid any tension which could damage a personal or working relationship. They seek out commonalities, look for reasons to connect, not separate. It’s difficult to argue about the weather. Examples

American View

Americans have the impression that Germans seek out controversial topics in order to provoke. In many cases, Americans feel insulted, for the German approach often leads to criticism of America and Americans, their society, politics, their very way of life.

When that happens, the relationship has been damaged and it is very difficult to un-do it. Making things worse, some Americans will then report it to friends and colleagues, warning them about contact with „those opinionated Germans.“

German View

The American inclination to discuss safe topics is often misinterpreted by Germans as being superficial. To the Germans, for whom intelligence, deep thinking, even brooding, is important, superficiality is considered to be a character flaw.

Germans are disappointed when the discussion involves what they call non-topics. They feel that an opportunity has been lost: to debate, compare and contrast, to learn from each other.

Advice to Germans

Develop a sense for which topics in America are considered controversial. There are many of them. Choose very carefully with whom, when and how you address them.

Bring them up indirectly. Ask Americans what they think. If asked, state your opinion diplomatically. Seek dialogue, not debate. If you want to make your statement, perhaps phrase it as a question.

And remember, Americans and Germans have different definitions of patriotism. Germans are still skeptical and critical about their Germanness. Many refer to themselves more as Europeans than as Germans.

Americans are also critical of their country, their government, are quite aware of their problems. But it is one thing when Americans debate among themselves and quite another thing when an outsider does it.

Americans have a personal relationship with their country. Criticism of America is criticism of Americans.

Advice to Americans

Remember, Germans separate between substance and person. Vigorous intellectual give and take on controversial topics is not personal.

In fact, it is one way in which the Germans demonstrate respect for America and Americans. It means that they take your point of view and America seriously.

So, engage with the Germans. Help them to understand the American viewpoint. And put some effort into understanding their point of view. It’s well worth it.

Unsolicited Advice

German Approach

Germans give unsolicited advice. Usually it is criticism. In most cases the criticism is accurate and helpful. Some Germans simply want to show that they know better. Most Germans just want to be helpful. Patter

American Approach

Americans seldom give colleagues unsolicited advice. Even then, depending on how sensitive the topic is, they will communicate their advice in carefully worded language. Examples

American View

Unsolicited advice from Germans – or from anyone – can come across to Americans as arrogant, presumptious and even personally insulting. They think to themselves: „Who asked you for your opinion?“ It can damage the working relationship.

German View

From the German perspective, Americans seem to be irritated and insulted rather quickly. They have difficulty accepting helpful advice, which can be interpreted as arrogance.

Advice to Germans

Be very careful when giving advice to Americans without having been asked. Unsolicited advice, which typically is negative, can be highly insulting to Americans.

It can be perceived as a direct challenge to their understanding of their personal freedom. Look for opportunities to indirectly approach the subject. Observe how the other person reacts. Approximate your way closer to the subject. This is an iterative process.

Advice to Americans

Be ready to get unsolicited advice from your German colleagues. Do your best not to be insulted or angy. Listen carefully to the substance of the advice. Pay less attention to the personal part of the relationship.

Operate on the assumption that your German colleague has your best interests in mind. You will then realize that you are getting first-rate advice and at no cost to you. In fact, you‘ll see that you have someone – or even several people – „watching your back.“