Vulgar, but humorous.
“We’re gonna keep going”
They simply could not overcome the critical questions.
YouTube comments:
“Best pitch ever indeed! Lesson to learn about how to hold your poise when the unexpected happens in perhaps the biggest moment of your life! Applaud Scott and his mate for doing an amazing job!”
“Let’s make kids safer in school.” … “No, the margins are awful.”
“They’re now worth over 8 million and still sell online :)”
Who wants to admit?
When persuading Americans do not feel obligated to offer full and comprehensive information about the weaknesses of their proposal, concept, product or solution.
Instead, the obligation is with the buyer (the audience) to expose the weaknesses through critical questions. If asked, competent, professional and honest Americans will respond forthrightly.
This is a shared logic among Americans. Listeners know to ask the critical questions. Speakers know to anticipate those questions. If the critical questions are not asked, if the listener then accepts (buys), only later to discover negative aspects, the listener (buyer) will not blame the speaker (seller), but himself.
Besides, who wants to admit to their colleagues or boss, to their spouse or friends, that they made a poor decision?
“Best pitch ever”
Shark Tank: Present the positives. Answer questions about the negatives.
As Wen Muenyi – born and raised in a small African village – of Jax Sheets pitches his men’s bedding company, the Sharks fall in love with his candor. When Kevin O’Leary questions whether the business is worth $2.1 million, Wen responds ‘I mean, I said it, but it might not be true!’ getting a big laugh from the Sharks, and Wen explains why he’s already living the American Dream.
Yes, candor can sell, too.
“For the first time I understand the Germans”
The history of Germany, as well as the historical consciousness of the German people, continue to impress and attract me. Today, just as strongly as a quarter century ago. You need only to go into a bookstore in Germany. Their books are not only solid, well bound and have great covers. The Germans have a very special relationship to books. There are always many older and newer publications about history, about their history. For those Germans who want to know their history there will never be a shortage of opportunities.
Every city in Germany, large and small, has museums in which history, but not only theirs, is told, is kept alive and relevant. In my early years in Berlin and Bonn I was astounded by how many fascinating and well-made documentary films were shown on German television. There was never a day without at least one in the evening. The German language is worth learning if only to read their books, to visit their museums, and to watch their documentaries. Although not a documentary, but one with the look and feel of one, was Heimat, by Edgar Reitz.
It was the summer of 1992. I watched episode for episode of Heimat. My eyes were glued to the television, my mind racing to understand every word, to pick up on as many nuances as possible. What an opportunity for me to gain insight in Germany of that time period, between the world wars. Time and again I had to turn to my then German wife to get the meaning of this or that word, for the dialogue was in the dialect of that region of Germany, the Hunsrück, along the Moselle River, between Trier and Koblenz. After every episode I was in a kind of trance, reflecting about what I had just taken in.
Then another time. I was in the car. Driving through Bonn. Evening. I turned on the radio. Deutschlandfunk. A book review was being read. It was about the immediate post-war years in then West Germany. The first sentences grabbed my attention. They flowed: complex, clear, rich, full of substance, critical, analytical, yet elegant. That feeling had come back, from when I was a student at Georgetown. History. German History. The history of another people. In another part of the world. And when I read the books by John Lukacs. Trance.
The reader continued. I was captured, drove further, but as if on a soft cloud just a few inches above the road. I think of the many war memorials in Germany. When I walk or ride my bicycle down the hill from the Venusberg in Bonn to the former government quarter on the Rhine, I pass through Kessenich where there is such a memorial.
It’s round, cement, encircling a lovely oak tree. Six pillars about eight feet high. Plenty of space between them to step in and out. The tops of all eight crowned – or held together – by a cement ring providing the tree with space to stretch out its branches. Just below the top each of the eight the face in cement of a German soldier with the iconic German steel helmet from the World War I.
Chiseled into the pillars, from the top to just about the bottom, are the names of the men who died in the two world wars. Six pillars, three sides each. Longs lists. Names. Of men, and boys, from that part of Bonn, from the neighborhood. Yes, boys, many no older than seventeen or eighteen years old. Sad. Especially sad for me, as one of five Magee boys, to read the same last names. Meyer. Schmitz. Leyendecker. Two, three, sometimes four of the same last names. Brothers. Cousins.
Imagine the deep, deep sadness of the mothers and fathers who saw their boys go off to war only to kill and be killed. 1914. 1915. 1916. 1917. 1918. Four long years for an entire continent. Then on the other sides of the pillars. 1939. 1940. 1941. 1942. 1943. 1944. 1945. Many of the same names. The sons and nephews of those fallen between 1914 and 1918. The Germans suffered, too.
“For the first time I understand the Germans.”
Sharks in sales-mode
This is an extaordinary episode. Both sides – the entrepreneurs on the one side and the sharks on the other side – are strongly in the mode of persuasion. Interestingly, the entrepreneurs made clear early why they are seeking help: they don’t understand the American market.
YouTube comments:
“Turning the tables and asking the sharks if they were committed and if they’d give them the time is superb. You can tell they’ve been in business before.”
“These two knew EXACTLY how to handle the sharks, and pitched their product extremely well.”
“The minute the gentleman admitted how he initially failed in the US market, aka realizing the results from his trial and error and learning from them, was when I saw these men were successful businessmen.”
“Maybe”
Wall Stree Journal. October 9, 2025. “It’s a familiar routine: You send somebody an invitation—to a party, a lunch, a meeting—and you wait for the reply. Yes or no. Or maybe.
My colleagues and I wanted to know the psychology involved with receiving (and giving) a “maybe.” Why do people answer invitations that way? And how do the invitation senders feel when they get that response?
The short answer: They hate it.
“an den Stellschrauben drehen”
When Germans say an den Stellschrauben drehen (literally to turn the adjusting screws), they mean making adjustments or fine-tuning levers or parameters to influence or optimize a situation or system.
Stellschrauben literally are adjusting screws or set screws used to finely tune mechanical devices. Metaphorically, die Stellschrauben drehen means to carefully adjust variables, factors, or levers that have influence over an outcome — usually in management, business, economics, or personal contexts.
It implies finding the right settings or making precise changes that have a meaningful impact. So, when Germans talk about adjusting the Stellschrauben, they mean fine-tuning critical control points or levers in a process or system to improve or change results.
Gesellschaftsvertrag
The German cultural Gesellschaftsvertrag reflects a deep-rooted social contract philosophy that traces back to the Middle Ages. Historically, German nobility saw themselves as responsible caretakers of their people. In exchange for loyalty, work, and taxes, they provided security and social stability. This legacy shaped German business ethics, emphasizing that companies are not purely profit-driven entities focused solely on shareholder value.
In contemporary German business culture the Gesellschaftsvertrag or social contract signifies that the primary responsibility of companies is first to their employees—to keep them employed and protected. The next priority is serving and contributing to the wider society, followed closely by fulfilling duties to customers and suppliers. Only after these responsibilities are met do shareholders’ interests come into priority. This hierarchy illustrates an ethos where social responsibility and care for people underpin business decisions.
This cultural framework aligns with German business values such as social responsibility, corruption-free operations, formal structures, clear roles, long-term relationships, and sustainability. German companies often adopt a collaborative approach with strong legal and ethical boundaries. Corporate social responsibility is taken seriously, encouraged by both internal company practices and external regulations.
The German Gesellschaftsvertrag embodies a traditional and modern blend of legal structure and ethical social obligations—a social contract where business success is tied fundamentally to the well-being of employees, society, and sustainable partnerships, not just shareholder profits. This perspective is a distinctive and influential part of Germany’s corporate culture and legal business environment.