Germans think systematically. They formulate their understanding of a decision to be made in a very broad and interconnected context. Therefore Germans do not always consider it helpful to take complexity and, as Americans say, “break it down” into its component parts. They aim to do the opposite, to see particulars in their interrelationships. They look for patterns, strive to understand complexity as a whole, as a system.
“We choose freedom!”
It’s been said many times that Konrad Adenauer – West Germany’s great chancellor from 1949 until 1963 – was a master of communicating the complex simply.
His extraordinary ability to communicate with the “average Joe” was particularly effective in the early post-War years in West Germany. During one of the great national debates in the Bundestag about West German foreign policy Adenauer contrasts starkly his policy to that of the opposition Social Democrats by shouting: Wir wählen die Freiheit! Between slavery and freedom, we choose freedom!
If you understand German, and if you are even only somewhat familiar with the history of modern Germany, and the history of West Germany after the Second World War, then you should listen carefully to this extraordinary interview with Konrad Adenauer from the year 1965 with the highly-respected political journalist, Günter Gaus:
Germans consult. Americans serve.
A big source of misunderstanding between Americans and Germans, rarely made explicit, is about whether business should inherently be customer-centric, supplier-centric, or somehow balanced, as our fourth column in this series explains.
Germans and Americans alike will of course say they care about their customers. But they associated different meanings with that notion. And that often leads to misunderstandings and frustration. American providers of business services proudly offer exactly that: a service. By contrast, German providers view their proposition less as a service and more as a consultation. The difference is subtle, but consequential.
Good. Bad. Ugly.
People in the business world, especially Germans, often say that professional presentations should present the good, the bad, and the ugly. In other words, get all of the facts up on the table. Be honest. Be transparent. Be professional.
The Good, the Bad and the Ugly is a 1966 Italian epic spaghetti Western film directed by Sergio Leone and starring Clint Eastwood as “the Good”, Lee Van Cleef as “the Bad”, and Eli Wallach as “the Ugly”. It was an Italian-led production with co-producers in Spain, West Germany, and the United States. Most of the filming took place in Spain.
The film is known for Leone’s use of long shots and close-up cinematography, as well as his distinctive use of violence, tension, and highly stylised gunfights. The plot revolves around three gunslingers competing to find a fortune in a buried cache of Confederate gold amid the violent chaos of the American Civil War (specifically the Battle of Glorieta Pass of the New Mexico Campaign in 1862) while participating in many battles, confrontations, and duels along the way. The film was the third collaboration between Leone and Clint Eastwood, and the second with Lee Van Cleef. (Wikipedia)
“Best pitch ever”
Shark Tank: Present the positives. Answer questions about the negatives.
As Wen Muenyi – born and raised in a small African village – of Jax Sheets pitches his men’s bedding company, the Sharks fall in love with his candor. When Kevin O’Leary questions whether the business is worth $2.1 million, Wen responds ‘I mean, I said it, but it might not be true!’ getting a big laugh from the Sharks, and Wen explains why he’s already living the American Dream.
Yes, candor can sell, too.
“We’re gonna keep going”
They simply could not overcome the critical questions.
YouTube comments:
“Best pitch ever indeed! Lesson to learn about how to hold your poise when the unexpected happens in perhaps the biggest moment of your life! Applaud Scott and his mate for doing an amazing job!”
“Let’s make kids safer in school.” … “No, the margins are awful.”
“They’re now worth over 8 million and still sell online :)”
Sharks in sales-mode
This is an extaordinary episode. Both sides – the entrepreneurs on the one side and the sharks on the other side – are strongly in the mode of persuasion. Interestingly, the entrepreneurs made clear early why they are seeking help: they don’t understand the American market.
YouTube comments:
“Turning the tables and asking the sharks if they were committed and if they’d give them the time is superb. You can tell they’ve been in business before.”
“These two knew EXACTLY how to handle the sharks, and pitched their product extremely well.”
“The minute the gentleman admitted how he initially failed in the US market, aka realizing the results from his trial and error and learning from them, was when I saw these men were successful businessmen.”
Auskunftspflicht
The duty to provide information is a legally standardized right to receive information from or about a specific legal or natural person. The obligation to provide information may also relate to information on a specific matter.
pure wine
Jemandem reinen Wein einschenken. To serve someone pure wine.
This expression originates from the Middle Ages, when innkeepers added various ingredients to their wine (e.g. sulphur, acetic clay, water, etc.) and sold it as wine. In this way, the innkeeper could make even more out of the limited supply of wine. Only if he poured real wine, as he claimed, was he telling the truth.
Message vs. Messenger
Americans link message and messenger. The message, its form, and its presenter create a unity. In the U.S. business context the presenter takes center stage. Americans believe that “you sell yourself first, then your product or service.” Examples