Germany – Page 62 – understand-culture

Rankings USA

Rankings – or standings – are particularly popular in the U.S. Where an individual, team, organization „stands“ is always in competitive comparison to other individuals, teams, organizations.

Examples of college and university rankings include US News and Business Report, Princeton Review College Rankings, College Prowler Traditional College and University Rankings. Subjects of rankings include Liberal Arts Colleges, National University, Research, Student Satisfaction, Diversity, Alumni Networks, among others.

Business school rankings are found in BusinessWeek, Forbes, US News Business School Rankings, Princeton Review Business School Rankings, Wall Street Journal Business School Rankings, Poets&Quants, the Economist. Subsets include region, country, specialization, composite, and endowment.

Law School rankings are found in Vault, LLM Guide, Princeton Review Law School Rankings, US News & World Report, Gourman Report, Hylton, Leiter, National Law Journal, QS World University Rankings, and Judging Law School Rankings.

Corporate rankings are found in Fortune 500, MarketWatch, Most Ethical Companies Rankings, Netweek Green Rankings, Careers.org Company Rankings, Forbes Company Rankings, SEO Company Rankings. Subcaterogies include revenue, ecologically friendliness, ethical behavior, innovation, size, industry, sector, social media presence, pay, employee satisfaction, and career development.

Strengthen their bond

hralliancedc(dot)org. January 21, 2015. A blogpost: Feedback: Its All Personal and Why That Matters.

Performance Reviews. “There aren’t many scheduled professional activities that can generate such an array of feelings for managers and employees alike…. Regardless of how one feels prior to and after receiving feedback, one thing is certain: Feedback is always personal.

Conventional wisdom and typical management training try to remove the personal aspect of feedback, even encouraging us to not take feedback personally. Nothing could be further from the truth.

Done well, the performance review is an opportunity for the manager and the employee to strengthen their bond, to commit to working on themselves individually and together, to continue to strive toward desired results.

profession and personal

The Evolution of Performance Reviews in the Workplace. By the 1960s, around 90% of U.S. employers had implemented formal performance review systems. These reviews were not just about evaluating results; they became a primary means for managers to provide feedback directly to employees about their individual contributions, strengths, and areas for improvement. The process was designed to be personal – feedback was delivered face-to-face, often with attention to the employee’s feelings and professional development. This approach reflects the American tendency to connect feedback on work with the person, making it both a professional and personal matter.

resilience, unity

National Response to 9/11. The collective response to the September 11, 2001, terrorist attacks is remembered as a moment when Americans came together, and feedback – through public praise, memorials, and support-was directed at individuals such as first responders and victims’ families. The outpouring of support and recognition was highly personal, emphasizing empathy, emotional connection, and the linking of national performance (resilience, unity) with individual stories and heroism.

self-image

Monsters, Inc. (2001). Mike and Sulley’s successes and failures at work are closely tied to their friendship and individual identities. Feedback from bosses and peers is always personal, influencing their motivation and self-image .

affects lives and emotions

Up in the Air (2009). This film centers on a corporate downsizer (George Clooney) whose job is to fire employees. It poignantly explores the emotional vulnerability of those receiving such feedback and the human side of corporate decisions, emphasizing how feedback – especially negative – deeply affects individuals’ lives and emotions .

homeless salesman

In Pursuit of Happyness (2006). Based on a true story, this film shows the struggles of a homeless salesman (Will Smith) who faces constant challenges and feedback on his performance. The emotional resilience required to process and grow from feedback is a central theme, illustrating the personal impact of professional evaluation .

Praise properly

The February 2015 edition of the magazine Deutsch Perfekt, published by Spotlight, whose target audience consists of people interested in learning German, contained an article dedicated to the topic of praise in the workplace:

“Praising appropriately: It is clear that praise is an important aspect of a team which works together well. So how can one give more praise in the German everyday workplace, and still be taken seriously?

In Germany, praise is something special. Great praise is not given for small deeds. Positive feedback is only given when something was truly good – differently from many other cultures.

Many foreign co-workers quickly become aware of how little praise is given during everyday life in Germany. What is interesting, however, is that the majority of Germans who were surveyed also stated that they received too little praise at their place of work.

However, if too much praise is given, the one being praised can quickly becomes distrustful of the statements. If Germans are not themselves convinced that they have done something special, but still receive praise, it is not credible to them. In such cases, Germans will simply not take the praise seriously.

For this reason you should formulate your praise precisely: What was good? Why did you like it? Praise (like criticism) should always be concrete and specific. In this way, it becomes more understandable to the recipient.”

Ted Lasso

Ted Lasso. Context: Follows an American football coach leading a British soccer team. Illustration: Ted’s feedback style is empathetic, supportive, and always considers how his words will affect each player personally. The series is a masterclass in emotionally intelligent, personal feedback that drives both performance and well-being.

“Say that we’re good.”

In February 2015 Reimund Neugebauer was interviewed. He is the Head of the Fraunhofer Institutes in Germany: 66 research locations, 24,000 employees and an annual budget of 2 billion Euros.

Neugebauer was asked whether German technical and industrial innovation was weakening. His response: Not at all. Germany’s innovativeness secures the country’s prosperity. Fifty percent of all so-called hidden champions (little-known global market leaders in their fields) are located in Germany. Mittelstand companies, said Neugebauer, are simply very modest.

Neugebauer recalled giving a speech at a company anniversary and deservedly praised the firm. “After me, the owner took the stage and said he felt like clarifying something, saying that the company was just one of many and that everyone in the room was good at what they did.

He was worried that the praise would not be well received. That’s so typical! In a way, I like this modesty, too. But we also have to be able to say that we’re good. Germany wouldn’t be the world’s No. 1 exporter of research-intensive goods if we had constantly missed the boat on innovations.”