Germany – Page 69 – understand-culture

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.

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.

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.

Strategy and Tactics

German Approach

Germans, those leading as well as those being led, prefer generally formulated, mission oriented tasks. The task addresses more the what and less the how. Responsibilitiy for the how lies with the implementer on the tactical level. Examples

American Approach

Americans, those leading as well as those being led, prefer specifically formulated, command oriented tasks. The command addresses both the what, and the how. Overall responsibility for the how is shared by both levels. Examples

American View

German leadership is seen by American team members as distanced, not adequately involved, almost passive, at times even absent. Tasks assigned are so broadly defined that implementation can be difficult to define. Americans expect more detail concerning the what, but are often reluctant to address the issue.

German View

Germans experience American leadership as too involved on the implementation level. American hands-on coaching can come across as top-down micromanagement. They perceive their American lead as “telling me how to do my job.”

Advice to Germans

Make clear to your American team members to what degree you will spell out the tasks you assign. In other words, how they should do their work on the tactical level. Take the time to speak with them about where you draw the line between strategy (what) and tactics (how).

Develop an on-going dialogue about where that line is. It is, and should be, fluid and flexible. Americans are motivated and successful when their team lead is actively involved in their work. If you don‘t manage on the tactical level, you run the risk of becoming irrelevant.

You work in a team led by an American. Your American lead wants you to succeed. Your success is his/her success, also. If for you the how is too well defined, too prescriptive, first reflect on it.

Formulate your approach, then discuss it with your lead, so that he/she remains involved, can agree, overrule or modify. Engage, and remain, in that dialogue, for the entire duration of your work together.

Advice to Americans

When leading Germans be more teacher than coach. Germans want to succeed on their own and in their own way. Give them space. They‘ll come for advice soon enough. If they need your advice, but don‘t request it, send discreet, respectful signals that you‘re approachable, that you want to help.

As recommended to your German colleagues who lead Americans, establish a dialogue with your German team members about where you draw the line between strategy (what) and tactics (how). Depending on the situation, that line will move in one direction or the other. Remain in constant contact with each other.

Your boss is German? If it is not clear what she or he expects, don‘t request clarity immediately. Define your role. Rely on your education, training and experience. Then either execute based on that or request input.

If you do ask for input, go into the discussion like a junior partner in a consulting firm seeking advice (not direction) from a more experienced colleague. But, be prepared to hear: “There is no need for me to spell that out for you. You’re a professional. You should know how to do your job.”

Strategy Formulation

German Approach

Germans believe that important decisions should be reached via consensus. Ideally within the entire team, but at least among its key members. Once made, those decisions are best implemented when communicated, understood, and accepted by the broader organization. Examples

American Approach

Americans believe that important decisions should be made by the team lead. Ideally with input from key members of the team. Once made, those decisions are best implemented when communicated and understood by the broader organisation. Examples

American View

The German pursuit for consensus on strategy and important decisions rarely succeeds. Inevitably it requires too much time, or the internal debate never ends, or worse, a suboptimal strategy is chosen in order to please as many interests as possible. Leadership by consensus is a contradiction in terms.

German View

Input is sought only from selected members of the management team. These, together with perhaps other trusted colleagues who may not be directly involved, form a kind of „kitchen cabinet.“ There is low tolerance for open discussion and debate about important issues within the entire management team.

Advice to Germans

From the point of view of your American team members you are expected (and paid) to make decisions, especially strategic ones. Request and take seriously input from your direct reports. But in the end, you decide, you take responsibility. Americans expect you to lead from the front, not from the middle, and certainly not from the back.

If your American lead neither builds consensus nor consults your opinion, choose wisely the time and place to request a one-on-one talk. Don‘t insist that your opinion be considered on important decision or strategic issues.

And certainly do not hint that he/she does not listen. Finessefully lead your manager to the conclusion that your viewpoint could be of value to his/her thinking. If it does have value, you will be consulted, and more often than you expect.

Advice to Americans

Regardless of how clear you are in your strategic thinking, and how confident you are in your decisions, if you don‘t get the buy-in from your German direct reports (or the wider German organization), they will be neither able nor willing (or both) to implement them.

At the same time, let them know when the point has been reached for you to decide. Germans, too, see the downside of exaggerated consensus building.

Welcome your German lead‘s invitation to influence decisions and strategy. But do not misinterpret it as a strategy or leadership void.

And be careful. Your Advice might be accepted. If accepted, be prepared to remain involved and to carry part of the responsibility for your strategic input.

Strategy Modification

German Approach

Germans expect room to interpret decisions when implementing them. In certain situations Germans will deviate considerably from a decision which they, as subject matter experts, judge to be counterproductive to the mission. Examples

American Approach

Decisions which cannot work or would damage overall efforts are communicated up the chain of command by those working on the tactical level. There is very low tolerance for modifying decisions without authorization from next-level management. Examples

American View

Americans in positions of authority, indeed, do not tolerate creative implementation deviating too far from the original intent of a decision. They note with astonishment to what degree German team members modify or “revisit” their decisions. In some instances this can border on insubordination.

American team members are surprised to hear from their German team leads that they should interpret more actively the tasks assigned to them. They wonder why the team lead simply doesn‘t make that task more clear. And they are equally surprised by how freely their German colleagues interpret management decisions.

German View

German team members quite often find American decisions too rigid. They feel degraded to mere implementers, following orders, forbidden to apply their education, training and experience to ever changing parameters „on the ground.“

German leads are surprised when their American team members do not take the initiative to interpret and implement the tasks assigned to them. They appear to want those tasks to be spelled out in detail first before implementing. German team leads can get the impression that Americans are not sufficiently self-managing.

Advice to Germans

Expect your American team members to ask for approval before they diverge from your decisions or strategy. They will be less willing than their German colleagues to act independently of you on important matters.

This is not a sign that they cannot self-manage, but of respect for your authority and judgement. At the same time, encourage them to make necessary adjustments without your approval.

If you are a German with an Americn team lead be very careful about making adjustments or changes to decisions without first getting a sign-off.

Your American lead sees herself as ultimately responsible for the results of your work. Check with her first, discuss your recommendation, get permission. If your advice is good, you will be given more freedom to act independently.

Advice to Americans

Your German team members will consult you far less frequently during implementation. And they will make adjustmens, even major deviations, without getting your approval.

This is not a challenge to your authority. Discuss with your team when they need your input before deviating from your decisions or from the overall tactical plan.

If you report to a German lead, and you see the need to immediately adjust your tactical plan, do so without asking your lead for approval. Maintain forward movement. If the decision itself requires reassessment, first formulate your advice, then inform your lead of the options.

Durability

German Approach

Germans prefer long lasting products. For which they will pay a higher price. Durable products reduce replacement cost. Durability is a sign of craftsmanship, quality, tradition and continuity. Durable products “stand the test of time.” Examples

American Approach

For Americans durability is relative. Products don’t last forever. Change is constant. Products must adapt to the changing needs of customers. Americans value durability, but within a shorter time frame. Examples

American View

“Who wants to own a product forever?” Americans like change, variety, alternatives.

German View

In many ways Germans see in America a throw-away society, with little sense of quality, people who overvalue all that is „new and improved.“

Advice to Germans

As always, remain in dialogue, in synch with your German colleagues. Define with them just how durable the product should be, keeping in your field of vision your customers as well as your competition.

Advice to Americans

Efficiency

German Approach

Germans have experienced times of acute shortage. These have left their stamp on the German product philosophy. Efficiency is a key product characteristic. Efficient in its development, manufacturing, and use. Examples

American Approach

The USA remains one of the resource richest countries in the world. Although efficiency is among the key characteristics of any product, output almost always outweighs efficiency. Examples

American View

Americans have become aware of the importance of efficiency, and progress is being made. At the same time, U.S. companies have been successful nonetheless. Their experience is that products, indeed, can be profitable despite weaknesses in efficiency.

German View

Germans find Americans to be wasteful of resources. The trend of the last years to supersizing is considered to be irresponsible and lacking in self-control. Oversized houses, automobiles, meals served in restaurants reinforce the impression that America is not interested in doing things in an efficient way.

Advice to Germans

You will identify many areas where Americans can be more efficient. And bringing your German sense of efficiency into those areas can improve results.

But keep in mind that your working relationship is not exclusively about results as measured by efficiency. It is also about the relationship itself. A working relationship is one part work and one part relationship.

Advice to Americans

Anticipate the importance of efficiency in all that the Germans do, develop, produce. Anticipate also their view of American approaches as often being inefficient.

Listen carefully and take seriously their input on how to do things efficiently. It’s one of their great strengths. Profit from it. At the same time, remind your German colleagues that efficiency is not everything. Often output really does trump efficiency. But make the case.

Intelligence

German Approach

For Germans an intelligent product goes beyond its purpose as a tool or instrument. An intelligent product thinks with, anticipates how it is put to work, is more than just the extension of its user. Examples

American Approach

For Americans products are tools. An intelligent product makes work and life easier. It expands possibilities. Intelligent products execute the commands of the user. No more. No less. Examples

American View

Germans products are quite sophisticated. But often German engineering is associated with over-engineering, which is partly based on being not fully oriented on the needs of the customer. And Americans consider that to be not very intelligent.

German View

Germans consider many American products to be simple, unsophisticated, not cutting edge. And unintelligent products, in their own way, can be insulting to the customer.

Advice to Germans

Engage with your German colleagues about what makes a product truly intelligent. How much technology, sophistication should be incorporated? But, also, about what the market is demanding?

Including to what extent you consciously choose to go beyond the expectations of the market. Is an intelligent product a technical product or a product which gains market share and/or is profitable?

Advice to Americans

Engage with your German colleagues about what makes a product truly intelligent. How much technology, sophistication should be incorporated? But, also, about what the market is demanding?

Including to what extent you consciously choose to go beyond the expectations of the market. Is an intelligent product a technical product or a product which gains market share and/or is profitable?

Quality

German Approach

In Germany quality is more than just one of several product characteristics. The term Qualität is all-encompassing. It is a striving to go beyond the expectations and standards of the market. Examples

American Approach

For Americans quality is just one of several product characteristics. And it is always a function of price. In fact, in the U.S. market it’s all about value, about the relation of quality to price. Examples

American View

Americans would agree that Germans products most often are of very high quality. At the same time, they are considered to be high- even over-priced.

Secondly, the American economy allows for products of differing quality levels, some high, some low, many in between. A full range of value-based products are available to the buyer.

German View

Germans clearly view their products as possessing higher quality than American products.

Advice to Germans

This is a critical discussion, and a sensitive, at times highly charged topic. It goes to the heart of your product philosophies. Enter into dialogue about quality. Define it.

Is it based on purely technical standards? On the needs of the market? Who is driving those expectations? You on the product creation side or those the market?

Advice to Americans

This is a critical discussion, and a sensitive, at times highly charged topic. It goes to the heart of your product philosophies. Enter into dialogue about quality. Define it.

Is it based on purely technical standards? On the needs of the market? Who is driving those expectations? You on the product creation side or those the market?