In small talk situations Americans seldom jump directly into the business subject matter. For Americans business is always to certain degree a personal matter. In fact, Americans prefer to work with people they like, and who like them.
Germans, on the other hand, can and will do business with you even if you have little or no personal relationship. Most importantly, they want to know if you are good at what you do. Personal is nice. Professional is better.
The following dialogue was posted on ask(dot)metafilter(dot)com in March 2011. It gives insight into how Americans view follow-up.
Question: “What is the best way to word my persistent e-mail follow-ups with non-responsive colleagues?”
I work for an agency that employs about 180 people and the agency’s role is to regulate a technical sector. My role is to respond to the general public’s enquiries. I have to get exact legal/technical wording from other staff. I find staff will sometimes not reply to my enquiries for days and weeks. I’m near the bottom of the pile at the organization and so I have no authority to order anyone to help me.
I send my enquiries to staff over e-mail and need to continue to do so. I am not looking for suggestions about stopping into people’s offices in person or talking over the phone. The nature of the work doesn’t really allow for this option.
How frequently should I follow-up with people for their responses? How should I word my 2nd, 3rd and 4th e-mail follow-ups? What has worked for you when your work depends on the actions of a higher-up colleague, but you don’t want to be a pest?”
Responses:
“If you can’t make phone calls or drop by the office, can you IM them? If you can’t IM, what I’ve found starts getting attention is cc’ing various people if the initial person doesn’t respond.”
“I’d send a follow up daily. Perhaps at different times of the day. Maybe people get swamped first thing in the morning and might respond better in the afternoon.”
“Every follow up after the first, cc additional people that might be able to respond or get things moving (whether it’s a supervisor or not). This will almost always get SOMEONE involved. But don’t cc a bunch of people from the beginning because often people will think someone else will take care of it if it’s sent to a ton of people.”
“Phone calling just really gets people’s attention. It will be more embarrassing for the person and demonstrate your seriousness and persistence in the way one email in a giant inbox with hundreds of emails on a non-urgent (to them) matter never can.”
“I have a colleague who isn’t shy about bolding key lines in a severe email, like ‘This is my third request. This response is needed by Friday at the latest.’ You can try this, but even so, it’s easier to ignore than a voice or face communicating directly with you.”
Americans like their way of entering into and managing agreements. Flexibility is critical. They move fast, change directions just as quickly. Americans reassess constantly, initiate and react. All this, often with many people involved: colleagues, business partners, customers.
Fluid, flexible, fast. So, too, the agreements Americans enter into. Agreements change. High priority, low priority. Now, later. This way, that way. Yes becomes no. No becomes yes. Whatever gets the job done.
Americans are practical and pragmatic. At times uncoordinated, sloppy, ill-planned, impatient. It’s a big country. There is a lot going on. Agreements are what they are, at any given time.
To learn to say no, we have to first understand what’s resisting us about it. Below are common reasons why people find it hard to say no:
You want to help. You don’t want to turn the person away and you want to help where possible, even if it may eat into your time.
Afraid of being rude. I was brought up under the notion that saying “No”, especially to people who are more senior, is rude.
Wanting to be agreeable. You don’t want to alienate yourself from the group because you’re not in agreement.
Fear of conflict. You are afraid the person might be angry if you reject him/her.
Fear of lost opportunities. Perhaps you are worried saying no means closing doors. didn’t want to say no as she felt it would affect her promotion opportunities in the future.
Not burning bridges. Some people take “no” as a sign of rejection. It might lead to bridges being burned and relationships severed.
From Celestine Chua of The Personal Excellence Blog.
The term iteration has become common within American companies: to communicate several or many communications, back and forth, between two or more parties, in which information is exchanged, decisions made, activities (action items or more simply actions) agreed to.
Merriam-Webster online defines iteration as a procedure in which repetition of a sequence of operations yields results successively closer to a desired result.
Americans iterate, some intensely so. It allows them to maintain flexibility, to ensure information flow, to discriminate between what is important and unimportant, to reduce risk. Like any strength, however, it can be inflationary: too much communication, too little action.
Instead of front-loading an agreement with in-depth discussion about the details, Americans iterate.
In the Dictionary of Military and Associated Terms of the U.S. Dept. of Defense need-to-know is a criterion used in security procedures. It requires the custodians of classified information to establish, prior to disclosure, that the intended recipient indeed must have access to the information in order to perform his or her official duties.
Streaming: An act or instance of flowing; relating to or being the transfer of data (as audio or video material) in a continuous stream specifically for immediate processing or playback; first known usage 1980; online video streaming such as Megaupload, Pirate Bay; audio streaming such as Grooveshark, Pandora and Sogza.
The American parties to an agreement are in constant communication with each other, streaming relevant information as they receive it. There is no need to front-load the agreement with the details.
One of the most critical success factors in the U.S. business is speed. Parties to an agreement are more interested in getting started on carrying out an agreement than in defining and discussing its details.
Commitments are, by definition, conditional due to factors beyond the control of the parties to an agreement. Next-level management may change their priorities. The customer could modify their requirements. Available resources – people, time, budgets – are often redeployed on short notice.
Caveat: is a warning or proviso of specific stipulations, conditions or limitations. In law, a caveat is a notice that certain actions may not be taken without informing the person who gave the notice. “Caveat” originates in the mid 16th century and is derived from Latin, literally from “let a person beware.”
Contingency: Event (as an emergency that may, but is not certain to occur); trying to provide for every contingency; something liable to happen as an adjunct to or result of something else. From Latin contingent-, contingens: to have contact with, befall, from com- + tangere to touch; first Known Use: 14th century.
In American culture, waiting until you have all of the information is considered so negative that there are many popular phrases and quotes that warn against this behavior. Some of the best known follow:
“He who hesitates is lost” – a person who spends too much time deliberating before acting will lose the chance to act at all. The first use of this phrase in the United States was in 1858 in The Autocrat of the Breakfast Table by Oliver Wendell Holmes, although the phrase was first used in England in 1712 in Cato by Joseph Addison.
Liars always hesitate – a person who hesitates before speaking is probably not telling the truth.
Given their litigation-heavy culture, it may seem ironic that Americans are so quick to say yes to an agreement. After all, saying yes and then not following through should make it easier for the one party to file a lawsuit.
However, the reality is the opposite. By having a culturally soft yes Americans make it more difficult for others to successfully sue them. In the U.S. it takes far more than a simple yes to indicate an oral agreement, which offers Americans protection from legal claims.
Gianni vs. Russell Supreme Court of Pennsylvania 1924 – Gianni, who owned a small store, claimed that his landlord told him that he could have the exclusive right to sell drinks in the building.
The landlord then rented another space in the building to a company that sold drinks, and Gianni attempted to sue. However, because Gianni had entered into a written lease, and there was no mention of this right in the lease, the oral contract was said to be nonexistent.
Power Entertainment Inc. v. National Football League Properties, Inc., United States Court of Appeals, 5th Circuit, 1998 – the plaintiff and defendant orally agreed that Power Entertainment would take over a licensing agreement between the NFL Properties and another company in exchange for Power Entertainment assuming the $800,000 debt between the two original companies. However, after the debt was paid, NFL Properties did not transfer the license, and the oral contract was found to be invalid.
Additionally, oral agreements in the US are sometimes called handshake deals. Although an actual handshake isn’t necessary to make the agreement binding, this still shows that it takes more than a ‘yes’ to enter into an agreement.
Under the title Optimum Follow-up Frequency for New Leads Samuel Smith, a consultant and blogger on business and online marketing, posted the following advice:
„A good e-mail marketing effort doesn’t inundate your customers with hard sales pitches. Following up quickly is the first step. Schedule your first follow-up email to go out two hours after your customer submits his or her information.
From here, you may want to gradually slow your e-mail frequency and aim for about three content emails for one purely promotional email. Depending on your budget, you could aim, at the high end, for sending four emails a week, but with a smaller budget, you can send an email every two or three days and have similar success.
Once a potential customer has been receiving email from you for a couple of months, it’s okay to drop off the number of emails to once a week. The optimum e-mail frequency reminds customers several times over that your product has value to them.“
They’ll remember your product.