“Not the consumer’s job“

Harvard Business Review. October 31, 2001. Tom Davenport, Business Professor at Babson College: Was Steve Jobs a Good Decision Maker?

„He (Jobs) also didn’t believe in analytical decisions based on extensive market research.“ Quoting The New York Times’ obituary: „Mr. Jobs’s own research and intuition, not focus groups, were his guide. When asked what market research went into the iPad, Mr. Jobs replied: ‘None. It’s not the consumers’ job to know what they want.’”

Steve Jobs was not of German descent. It was known, however, that he had great respect for German design and technology. He and his family, it was reported, had debated for weeks what brand of washing machine they should choose. His arguments won out. Miele.

Clear Picture

When a German customer contacts a potential supplier, he has a clear picture of his needs. And he has informed himself about those suppliers capable of meeting them. The German customer expects the supplier to meet those needs as precisely as possible. The German customer has clarity not only about the what, but also to some extent about the how.

Germans are considered to be rather bureaucratic. Despite all of the laws and regulations, governmental organizations can move quickly, provided that the citizens requesting their assistance are well prepared and can provide all of the necessary information the bureaucracy needs.

What regulations apply? Which requirements need to be met? The ideal citizen is well informed and is clear about what he or she needs, including what rights and obligations he or she has. Governmental bodies typically have a reception area set up whose sole purpose is to assist those citizens who have not done the minimal amount of preparation.

For it is considered impolite, selfish and unprofessional to demand the time of anyone without having first done one’s homework. Opportunity costs are thereby lost. During that time other, well prepared citizens could have been helped. Citizens in Germany can inform themselves of just about everything via the Internet and printed information.

“Let’s be realistic!“

FC Schalke 04 – one of Germany’s best professional soccer teams, located in Gelsenkirchen in the famous Ruhr Industrial Area – and its coach, Felix Magath.

Shortly before their match against Hamburg, that city’s newspaper Abendblatt printed an article with the title “Meisterschaft? Nein! Wir müssen realistisch bleiben” – Championship? No! We need to be realistic.”

At that point FC Schalke was in third place, theoretically a possible contender for the German soccer championship. But when one of his players, Benedikt Höwedes, used the word Meisterschaft – championship – in an interview, his coach Magath reacted immediately.

“It is absolutely correct to set high goals”, Magath said to this team, “but they have to be realistic. Otherwise they will tear us apart, and then we will not even reach normal expectations. Getting to the championship this year is not a realistic goal. We are not yet a top-performing team. We have a long road ahead of us.”

Among other qualities it this “Sinn für Realismus” – sense of realism – which explains why Magath is so highly respected.

Aufgabe

Aufgabe. Task, job, project given to a person to complete.

An Aufgabe in Germany is a job one feels obligated to do to the best of their ability. More than completing the task, it is a personal matter, a question of professionalism and integrity. People can assign themselves an Aufgabe or have it assigned to them by a third party.

The Germans say Aufgabe für das Leben, a task for life; Sie müssen Ihre Hausaufgaben machen. You have to do you homework; Man wächst mit den Aufgaben. One grows with the tasks given to them; Eine zu große Aufgabe. A task too great.

It is important for Germans to have a clear separation of tasks, clear borders delineating who does what. It is considered to be a negative sign for a team when one German says to another: „I thought that was your job.“ Even worse is when a German employee does not have an Aufgabe or has too few Aufgaben.

This could be an indication that management doesn‘t regard all too highly that employee‘s capabilities. On the flip side, German employees often take on as many Aufgaben as possible. This is part ambition, part job security, part arrogance in the sense of being able to claim to their colleagues „That they have so much to do, so much more than the others.“

For Germans it is important to have important Aufgaben, to have a lot of Aufgaben, to complete them well.

Performance

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

Performance

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

Time

In the U.S. an imperfect but fast decision is often preferred over a perfect but slow decision. Imperfect decisions can be corrected. For Americans speed is always of the essence. Examples

Follow-up

In Germany follow-up is infrequent. Once an agreement has been made neither party feels the need to contact the other in order to check its status or priority. Agreed is agreed. Examples

Deliverables

The Germans prefer a complete deliverable, even if late, over an incomplete deliverable, even if early. Lateness is tolerated as long as expectations are met. Completeness beats speed. Examples

No

The German no is more the rule than the exception. However, its level of firmness is based on context. The no can range from hard to flexible. Identifying the barriers to the yes reveals that range. Examples

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