Germany – Page 67 – understand-culture

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. Examples

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.“

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.

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.

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.

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.

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.

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

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.

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.

Acceptance

German Approach

In Germany a conflict resolution is successful when accepted by all parties involved. There is little tolerance for solutions that create winners and losers. Germans aim for mutually beneficial outcomes. Examples

American Approach

In the U.S. a true and lasting resolution is attainable only when a clear decision is made. Americans don’t have of a problem with one party winning and the other losing. “You win some, you lose some.” Examples

American View

German management is easily perceived as unwilling or incapable of making the tough „judgement calls“. A resolution in which all parties are winners, is not a decision. The conflict is not resolved. It festers. The team suffers.

German View

The labeling of one side „the loser“ breeds shame, anger, animosity. The „loser“ will seek to undermine the judgement made. The conflict is not or not fully resolved. It festers. The team suffers.

Advice to Germans

You lead Americans. Make a decision. It may not involve a compromise, but a clear winner and loser. As long as your decision, and the process it was based on, is fair (just), the „loser“ is not lost.

Again, „You win some, you lose some. It‘s not the end of the world.“ You‘re a German with an American boss. If you „win“ the conflict, do not gloat. The next decision could go against you.

When that happens, you have not lost face. Do not fear being labeled a loser for life. Conflicts of interest are commonplace. Accept the decision and move on.

Advice to Americans

You lead Germans. You have arrived at a decision. Even if there is a clear winner and lose, think carefully how you will communicate it. Prevent any kind of triumphalism on the part of the winner.

Soften the blow for the „loser“. The conflict is not resolved by the decision alone. How it is communicated (perceived) influences whether it is accepted and supported.

Your German manager assisted to a resolution in your favor. Fine. Make peace with your opponent. Help him/her save face. No triumphalism.

It didn‘t go in your favor? Make peace with your opponent. Help him/her to help you save face. But, don‘t accept any triumphalism.