The Germans says: “Only servants need be reachable at all times.” It’s a figure of speech many German managers use to signal that they cannot always respond immediately to team member questions, nor can they be reached directly. Team members are often asked – and trained – to only contact their boss if it is truly important.
Walton about Wooden
In this very brief video, Bill Walton, describes the coaching philosophy of John Wooden. In the sense of how Wooden coached during the game.
John Wooden coached men’s basketball team at UCLA – The University of California at Los Angeles. He was most likely the most successful of all coaches at the university level.
Wooden did not coach his players during the game. He gave some general instructions. Instead, he allowed to apply what he had taught them during practice.
John Wooden always referred to himself as a basketball teacher. By the way, the official professional name for a soccer coach in the German Bundesliga is Fussball-Lehrer, literally soccer teacher.
Bill Walton was one of John Wooden’s, and basketball’s, greatest players. His finest game was the 1973 collegiate championship in which he scored 44 points, make 21 of 22 field goals.
“Teutonic Obsession“?
The British newspaper The Telegraph published an article by Jeremy Warner about the geopolitics of the European Central Bank and the Euro-Crisis. The fact that the bank had only now started the process of quantitative easing was in large part due to Germany’s previous efforts to resist this.
However, the German’s resistance against these measures taken by the ECB was not due to the German’s experiences with hyperinflation during the time of the Weimar Republic, but rather traces back to much profounder factors found deep within the German psyche: the ancient Teutonic obsession with legality and rules.
Could this also be the reason why the German response to proposals for money-saving measures, bail-outs, and troika made by the Greeks is a always the same resounding statement: “The Greeks must stick to the rules”?
But where do rules become necessary, in order to assure reliability, stability and continuity, and where must one deviate from them due to changes in circumstance? Does not every change in strategy incorporate breaking the rules of a time gone-by?
Is Jeremy Warner’s statement about a so-called ancient Teutonic obsession with legality and rules even historically accurate?
On their Own
To be given a task in Germany is a form of advanced praise. It signals that one has the ability to complete it properly. It is a sign of competence. Every new task is also an opportunity to demonstrate that ability, perhaps even to surprise the boss and other colleagues with exceptional work results.
For Germans define themselves very much through their work. Recognition for solid work is for many just as important as compensation. A job well done in the German context, however, is work done independently, on one’s own. Help now and then from the team lead or advice from colleagues are seen as bothersome, unnecessary, possibly even hostile, as a form of doubt that the personal can do solid work, on their own.
Lästig, bothersome. Germans find follow up annoying, both for the team member who has to report on the status of their work, as well as for the team lead who has to ask if the work is being done properly. Both parties believe that they have better things to do. Namely, their work.
Figures of speech: Viele Köche verderben den Brei. Too many cooks ruin the porridge. Dazwischen Funken. Literally, to radio in intermittently. Figuratively, to stick your nose in someone else’s business.
Angela Merkel
Sunday. September 26, 2021. Federal elections in Germany. Angela Merkel, after sixteen years in office, four consecutive terms, had decided not to run for re-election. In a few weeks we’ll know who her successor is.
Serge Schmemann, one of the world’s sharpest observers and analysts of events in Germany, and in Europe, wrote about Frau Merkel:
“These traits of honesty, modesty, discipline, persistence and reserve would seem almost quaint elsewhere, in New York City, say. But when someone facing almost insurmountable political odds — as a woman, an East German and a scientist — rises to the pinnacle of German power and stays there for four terms, there’s something for America and other democracies, where decent people are increasingly shunning politics, to learn and emulate.”
Strategy Consultants
The approaches used by strategy consultants – also known as management consultants – are advanced versions of those taught in business schools: data-driven analysis with some degree of attention given to the non-quantifiable human factor. The goal is the standardization of best practices within client companies, drawing also on insights gained from other clients.
The management consulting sector has grown dramatically since the 1930s, when the Glass-Steagall Banking Act was passed, limiting affiliations between commercial banks and securities firms. Management consulting grew out of the demand for advice on finance, strategy and organization. In 1980, only five consulting companies existed, and each had 1,000 consultants worldwide. By the 1990s, however, more than thirty firms entered the market each with at least 1,000 management consultants.
In 1993, McKinsey had 151 directors. This figure dramatically increased to 400 by 2009. From 1993 to 2004, McKinsey revenues more than doubled with 20 new offices and twice as many employees. McKinsey grew from 2,900 to 7,000 consultants scattered across 82 offices in more than 40 countries. In 1963, Boston Consulting Group had two consultants. By 1970 1980, 1990, 2000 BCG had 100, 249, 676, 2370 and 4800 consultants on its payroll respectively.
mitdenken auf Augenhöhe
“Bei aller Strategie bleiben wir menschlich: Wir hören zu, denken mit und kommunizieren auf Augenhöhe.” In English: “Yes, it’s about strategy. But more importantly it’s about people. We are people. We listen. We think with. And we communicate at eye-level.”
Think with. At eye-level. That’s it. The German logic. In black and white. Clear as a bell.
The quote is from gambit. A Germany-based marketing and communications agency. Specialists. Serving companies who build buildings. gambit understands architects and interior designers.
I stumbled across gambit when noticing how superb the Simonswerk website is. Created by gambit. Simonswerk. A German mid-sized company located near Hanover, with a strong presence in France, Italy, and most importantly in the United States.
And why the term gambit as the name of their agency? They provide the definition on their website: “gambit [gæmbit], n. (Schach) einleitender Schachzug, (in conversation) einleitende Bemerkung.”
From MerriamWebster: “A chess opening in which a player risks one or more pawns or a minor piece to gain an advantage in position; a remark intended to start a conversation or make a telling point.”
Arguing with Leonard Bernstein
The 1970s. Israel Philharmonic. Mahler. Christa Ludwig, a German, argues with Bernstein about tempo. Bernstein describes this passage as “always impossible” and suggests that the audience won’t understand the words anyway, so what’s the big deal? Awkward. For both. Conductor and soloist.
Bernstein is clearly the boss. Ludwig, however, is the specialist. They’re not at eye-level (Augenhöhe) with each other, but they’re pretty darn close. And Bernstein accepts this. Here is another clip with Bernstein and an orchestra. The trumpet players interact with the conductor.
Bürgermeister and more
Governors in the German states are called Ministerpräsident or Minister President or Premier. They are president of those ministers, who run the various departments of a state. The state parliaments have the same structure as the Bundestag, Germany‘s national parliament.
The minister president is a colleague among the members of the state parliament‘s largest elected faction and is elected by his or her colleagues to form a government, typically a coalition of two parties.
The minister presidents, like the chancellor, manage and coordinate the work of the ministers, who, however, lead their departments independently. The minister president is a primus inter pares, a first among equals.
Like the ministers at the federal level, the ministers at the state level are powerful political figures from the regions of the state. Each is capable, and in most cases willing, to become minister president. The acting minister president, therefore, has to balance out carefully the interests of these power brokers.
Germans mayors are called Bürgermeister. Again, like the chancellor and the minister presidents, the Bürgermeisters are selected by their colleagues in the largest elected party in their city councils. They form a city government, typically a coalition of two parties.
And like the chancellor and the minister presidents, the mayor is a primus inter pares, managing powerful local politians who head up the city‘s most important departments.
Serve a Good Purpose
Germans believe that when you serve another person – dienen – you have to accept the value system of that person. He who serves, has to do things, has to act in a way, which they might otherwise fully reject. Even more, the person serving is obligated to do their very best. Germans do not consider this a relief, not as a transfer of moral responsibility from the one serving to the one being served. On the contrary, it represents a burden for them, knowing from the very start that they will invariably come into conflict with their conscience.
On the other hand, when a German is willing to serve a good purpose, a cause they believe in, they are freely submitting to a belief, taking a moral stand, agreeing with a set of arguments. They can formulate those arguments in a way which fits their values. If one can no longer support the cause, there is no obligation to continue contributing time and effort.
Psychologically this means that serving a good cause, whether through action, financial assistance or communicating the message, means serving one’s own value system. We are obligating ourselves freely. Independence and self-determination are protected.
But why do Germans have such difficulty with dienen, serving? Perhaps it has to do with the fact that Germans in many ways live mit sich – with themselves, and in sich – in themselves, in the sense of how they live, where they live. Their surroundings are very much a part of their personality, their self-understanding. Unexpected visitors, regulations or limitations on their private lives are quickly interpreted as personal attacks. The boss calling unexpectedly, friends dropping by for a visit, colleagues giveing unsolicited advice concerning their private life make Germans feel uncomfortable.
To serve well, though, means to push to the side one’s own values, beliefs, ways of living. The better one can do that, the better they can serve. And that is the difficult part for Germans. They prefer far more beraten, to advise, or to complete a task. Beraten involves addressing a topic, subject, problem. It is impersonal, independent of one‘s values, lifestyle, belief system.
Back to serving a good purpose. German non-governmental organizations – NGOs – are confronted by the dilemma that they need to function well as organizations, but do not want to give their members the impression that they work for an organization. Internal power struggles are poisonous for small, low-budget organizations. Members need to know that they are serving a higher purpose and not an organizational structure.
For Germans, their work, what they accomplish day in and day out, is very much a part of their personal identity. On the one side this makes it difficult for them to maintain distance from their work. On the other, however, it enables them to work very conscientiously and independently. The German logic is: „Do you want to understand who I am. Look at my work.“