United States – Page 102 – 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.

Criticism

German Approach

Germans focus on reducing errors. When providing feedback they concentrate on weaknesses, on what is not working. Germans address that directly, openly, in a neutral, matter-of-fact way. Examples

American Approach

Americans focus less on reducing errors, more on reinforcing what leads to good results. When giving feedback Americans concentrate on strengths. Critique is communicated in a carefully worded way. Examples

American View

The German focus on the reduction of unforced errors is seen by Americans as short-sighted, defensive in character. All too often, critique is voiced without suggestions of how one can improve on their individual weaknesses. Germans come across as overly, at times unfairly, critical.

German View

The American style of wrapping criticism in euphemisms and politically correct language is often difficult for Germans to decipher. The more critical the message, the more likely an American will formulate it in positive terms. They come across as unwilling to address problems for what they are, problems and not issues or challenges.

Advice to Germans

Americans are neither naive nor ignorant about their weaknesses. When addressing their weaknesses be less direct and literal. Choose positive, supportive language. Note the things which are going well.

Never criticize without suggesting a way to improve. If you are led by an American be prepared for more praise than you expect. Accept it. Be sure, however, to ask for more input on your weaknesses. You’ll get it, eventually.

Advice to Americans

Germans see the road to success largely via a minimization of errors. When giving feedback, be prepared for a strong focus on what you are not doing well, and far less on what is working.

This will come across as direct, harsh, imbalanced. It is meant to be helpful, for why focus on what works? If you have transatlantic responsibility, acknowledge the need to improve on weaknesses.

Focus more attention on what is not working. But, continue to combine critique with improvement suggestions.

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.

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.

Escalation

German Approach

Germans view conflicts as fundamentally negative. Escalation should be an option of last resort. And since effective leadership is expected to anticipate conflicts, those which have “become public” are a sign of leadership failure. Examples

American Approach

For Americans conflict is a fact of life. Escalation is often not only necessary, each individual has a fundamental right to seek resolution, to “have their day in court.” Americans escalate quickly. Examples

American View

Conflicts among/with German colleagues go unresolved, or unresolved for too long. The air needs to be cleared. Colleagues should seek resolution openly and confidently. German management should be engaged. „Isn‘t that what management is paid for?“

German View

Germans are surprised, irritated, at times shocked, at how often and quickly their Americans colleagues raise a conflict to the next management level. Escalation is a sign of their own failure. Competent, professional, rational people are expected to resolve their differences among themselves.

Advice to Germans

If you lead Americans, get ready to resolve conflicts on a regular basis. If you try to avoid them or to push them back down to the working level, you run the danger of being perceived as a weak leader who a.) avoids conflict and/or b.) is unsure about how to resolve conflict. Either way, your legitimacy as a leader will be undermined.

If you are a member in a transatlantic team, and come into conflict situations with your American colleagues, be prepared for those conflicts to be escalated rather quickly. Your American colleagues will be less inclined to go the extra mile with you in order to resolve the conflict at your level.

Advice to Americans

If you lead Germans, you may sense, hear about or even witness conflict among team members. Don‘t be surprised if they don‘t or after some time ask for your assistance in resolving that conflict.

This is neither a challenge to your leadership nor is it an indication that Germans like long, drawn out internal battles. Chances are, they are trying to resolve it themselves. They don‘t want to bother or embarass you.

If you are in a transatlantic team and have a conflict of interest with a German colleague, don‘t be surprised if he/she discourages you from escalating the issue to the next level.

The German attempt to resolve the problem with you personally should be taken at face value. Give it a chance. If you have a German manager, be very careful about escalating the issue too early.

In the German logic, you will be perceived by all – German boss, German colleague, German observers – as uncooperative, rash, possibly hot-headed.

Evidence

German Approach

When resolving a conflict the German mediator focuses on reconstructing the causes and circumstances. Objective evidence is sought to answer the question: “Why did this have to happen?” Examples

American Approach

When resolving a conflict American managers see themselves more as judge than mediator. They consider both objective facts and subjective witness testimony. Examples

American View

Many conflicts are the result of non-quantifiable, nuanced, context-oriented factors. Often there is a fine line between objective and subjective information. The German approach takes into consideration only the factual evidence.

German View

The American approach is too susceptible to manipulation. Colleagues often choose sides in a conflict. Their testimony is inherently subjective.

Advice to Germans

Go beyond the literal, quantifiable facts. Talk to the folks near and/or impacted by the internal conflict. An American party to the conflict will ask and expect you to get the opinion of colleagues who see the situation they do.

To ignore that input as subjective, is to not gather all of the facts. If your team lead is an American, anticipate him/her talking to all sorts of folks in the organization in order to get as complete a picture as possible. Line up your references.

Advice to Americans

If you lead Germans, go ahead and interview folks near and impacted by the conflict. But be sure to start with the facts. Otherwise, your approach could be misperceived as relying too much or exclusively on hearsay.

If your German boss is involved, avoid suggesting that he/she talk to folks who support your point of view. That could be perceived as attempting undue influence on the process.

Hearing

German Approach

Germans avoid hearings. Allowing the conflict parties to go head-to-head increases tension, making it more difficult to resolve the conflict. In Germany the conflicting parties are interviewed separately. Examples

American Approach

Americans expect a hearing. The conflict parties, in the presence of each other, make their case. Self-defense is only possible when one knows what the other side is accusing them of. Examples

American View

The absence of a hearing is viewed by Americans as a loss of the fundamental right to self-defense. The German approach of separate hearings is considered ineffective, secretive, fundamentally unjust.

German View

An American hearing is seen as unprofessional, antagonistic and counterproductive. It pits colleague against colleague, in competition with each other, in an open forum. It adds „oil to the fire.“

Advice to Germans

If you have an American boss and are in conflict with an American colleague be prepared for your hearing. It will come sooner than you think. If you lead Americans, and a conflict has been escalated to you, they‘ll expect you to hold some kind of a hearing. Do it quickly.

Advice to Americans

If you lead Germans, and a conflict is finally brought to your level, do not hold a hearing. Talk to the conflict parties separately. Prevent any kind of direct dueling among the conflict parties in your presence.

If you have a German manager, you will most likely not get an American-style „day in court“. The „judge“ will speak with you individually. You won‘t know the case made by your colleague, with whom you are in conflict.

Speed

German Approach

Germans are skeptical of rash action of any kind. Resolving a conflict requires patience. Hasty resolutions are seldom effective. The conflict most likely will resurface. German mediators take their time. Examples

American Approach

Americans become impatient if too much time is required to resolve a conflict. Festering conflicts are disruptive for any team. A suboptimal, yet prompt resolution, is often better than an optimal, but late one. Examples

American View

The negative effect of a festering internal conflict on a teams internal cohesion, and thus performance, is almost always costlier than the benefits of a perfect resolution. Maintaing forward movement has priority.

German View

Quick (hasty) decisions are rarely good decisions. If poorly resolved, a conflict resurfaces, demanding a repeat of the resolution process. Americans all too often address the symptoms, not the illness.

Advice to Germans

If you lead an American team, move much faster than you normally would. The longer the conflict festers, the sooner your American team will question your leadership capability. If you need time nonetheless, explain to the team why.

Don‘t leave them in the dark. If you have an American boss be prepared for a decision you might like or not like, but which either way will come much sooner than you think.

Advice to Americans

If you lead Germans, and a conflict has been escalated up to you, do thorough due diligence. That takes time. Don‘t rush it. In the German context Aktionismus (actionism) – acting before thinking or „shooting first, then asking questions“ – is a criticism which goes to the heart of your reputation.

If the issue has finally caught the attention of your German manager, alter your internal clock. The wheels of justice in Germany move slowly.

Remember, a German working in the U.S. – colleague or boss – is nationalculturally still German. Like snails or turtles, we drag our „homes“ with us whereever we go.