Persuasion – Page 6 – understand-culture

Low Prestige

Sales is given low prestige in Germany. People in general do not like to sell. Germans even less so. High prestige in the German business world is enjoyed by the natural sciences, engineering, manufacturing, law, and until recently, banking and finance. The disciplines of sales, including account management, and marketing enjoy less prestige.

King in Germany is knowledge, research and development, invention, production. Germans in general believe that a product should sell itself. Who needs sales/marketing? Verkaufen – German for selling – begins with ver, the prefix to many German verbs which have a negative meaning.

See Heinz Erhardt, one of post-war West Germany’s most beloved comedians and actors.

“Don’t sell to me”

In Germany, to inform persuasively means to lead, guide, channel listeners to the desired conclusion and decision. It is done indirectly, subtlely, discreetly, signaling, indicating, not selling.

The slightest form of pushiness, of promoting can lead the German audience to suspect that the presenter is hiding something or trying manipulate them. Reserve and restraint is a virtue in the German context and moves the presenter closer towards the goal.

Sales personnel in German stores often greet the customer with Sie kommen zurecht? meaning “You know what you’re looking for?” or Sie schauen nur? meaning “You‘re just taking a look around?”.

This is their way of communicating that they are ready at any time to assist the customer with any questions they might have, but do not want to disturb them, much less try to sell them something.

German customers do not feel comfortable being sold to, certainly not aggressively sold to. Germans who sell know this of themselves, take therefore a hands-off, discreet approach, to persuasion, reacting only if and when the audience gives the corresponding signals.

Power to the engineers!

In the most recent poll on occupational prestige in Germany conducted by the Allensbach Institute engineers and university professors took seventh place, behind physicians and craftsmen, but well ahead of politicians and journalists.

26% of Germans polled noted a high degree of respect for the engineering profession. No wonder, for Germans define individual prestige based on technical (specialized) knowledge.

Almost every third supervisory board member of a DAX30 company is an engineer by training. Industrial heavyweights like Volkswagen and DaimlerBenz have always been run by engineers, to the dismay, as the magazine Spiegel wrote, of those colleagues with a business or legal background.

Of Ducks and Salespeople

“We’re like ducks. We’re not good at either swimming or flying.” This was the response of a graduate student in Wirtschaftsingenieurwesens – a kind of combination of business and engineering, each of them in the lighter form – when asked what subject material her studies involved.

The duck metaphor reveals a conflict in German companies. Those working in sales & marketing are still looked down upon a bit as people who go from door-to-door selling a product (vacuum cleaners is the cliché) which they have neither developed nor manufactured. Even more, colleagues in sales & marketing often feel unfairly blamed when the company does not perform well.

Prestige in the German economy still goes to those who invent, develop and make physical products. Engineers and artisans are among the most highly respected disciplines.

The results of their work can be seen, held, put to work, and depending on their sophistication even marveled at. Whereas the success of capable sales & marketing people can be seen only in dry, impersonal numbers.

In addition, almost all professionals in sales & marketing transitioned into that discipline from another one, perhaps even from engineering. In fact, Germany doesn’t have a traditional Berufsgruppe – occupation category – for sales. There is no guild going back to the Middle Ages as there are for almost all other technical occupations. Thus the duck-metaphor. Neither fish nor fowl.

Nonetheless, the importance of the work “ducks” perform continues to increase in today’s global economy, where quality and technical prowess alone are not enough to sell a product.

Bringschuld

When persuading, Germans feel obligated to present the Gesamtbild, the full picture, all of the facts, the pretty as well as the less pretty, what works, what does not.

This is a Bringschuld, literally bring or deliver obligation. The German presenter does not wait until critical questions from the audience pull out or expose the weaknesses of an argument. In Germany it is a sign of competence, professionalism, honesty and integrity to reveal openly the weaknesses of what is being presented.

An attempt to conceal the weaknesses of an argument, offering, concept or solution leaves a German listener with only two possible explanations. The presenter either is not aware of the weaknesses, and is therefore not fully competent, or the presenter is indeed aware but trying to conceal the weaknesses, and therefore dishonest.

Either way the presenter will not persuade the German listener. And worse, the presenter‘s credibility has been damaged severely.

Anstupsen

anstupsen – to nudge, to prod.

In a January 2015 article in DIE ZEIT Tina Hildebrandt writes critically and with irony about the Merkel government engaging experts in order to study what makes the German people happy, and how to move them in that direction. Anstupsen is what the experts call their method.

The experts are developing kleine Entscheidungshilfen – little decision making aids – to prod German citizens in that direction. That is precisely the problem, Hildebrandt writes: “An administration should persuade, not nudge.”

The article demonstrates how quickly Germans get angry when one tries to push them in a certain direction even if only with the help of “little decision making aids.” The slightest suspicion that any action aims to get a decision is immediately counterproductive.

The Germans sense any form of nudge or prod as drängen – as pressure, as pushing. Germans want to be persuaded. And when they make a decision they reject any kind of outside influence.

“Pie in the sky“

Jemandem das Blaue vom Himmel versprechen – to promise someone the blue of the heavens – is to promise the unreachable. It is an attempt to persuade via promises which have”weder Hand noch Fuss – neither hand nor foot.

To exaggerate, to paint a rosy picture of future developments is not in any way convincing to Germans. This might be one of the reasons why they are so sceptical about utopias of every kind.

“Don’t be pushy!”

Martin Wehrle, a German managment coach, writes career-articles for DIE ZEIT. In a recent article he advises: Nicht aufdrängen! – Don’t be pushy! He notes that many job applicants are far too aggressive, as early as in the initial sentences of their cover letter.

“Because I am a perfect fit for the position, I am sending you my application ….” Starting off like that almost guarantees an immediate rejection, writes Wehrle.

Instead of allowing the reader to make her own judgement, the applicant makes it for them. Personnel departments want to make their own decision who is right for the company. That’s what they get paid for.

Wehrle recommends: “Intelligent applicants act like witnesses before a jury. They don’t push the jury to a decision. Instead they simply state the facts, objectively.

The more objective the witness comes across, the more they are believed. The best applicants don’t speak for their application. Their application speaks for them.

“a tremendous whack”

“If you have an important point to make, don’t try to be subtle or clever. Use a pile driver. Hit the point once. Then come back and hit it again. Then hit it a third time – a tremendous whack.” This statement is attributed to Winston Churchill, whose mother was an American.

“… an idiot could lead”

“I’m looking for companies which an idiot could lead.” Warren Buffett. May 2015.

Buffett is an American investor, businessman and philanthropist. With an estimated $72.7 billion he is estimated to be the third-wealthiest person in the world.

The majority of that wealth is in Berkshire-Hathaway, the investment firm he founded and leads. Stocks in Berkshire are the most expensive in the world.

His formula for successful investing: He looks to buy stocks in companies that are so successful that an idiot could run them. For sooner or later one will. Buffett has a few basic rules. One is investing in companies whose business model is immediately and intuitively understood.