Germany – Page 3 – understand-culture

Get German colleagues to list concerns up-front

Question

“How can we get German colleagues to list upfront all of their concerns before saying no?”

Answer

Perhaps you should anticipate their concerns, then build your arguments into your request, thereby demonstrating that you have done your homework, and that you have taken their perspective into consideration.

Secondly, perhaps you should not confront Germans with yes-no questions, to which you expect them to respond with a yes immediately, without them having time to understand the request, and to do some serious reflecting on whether they should agree with it or disagree.

In other words, there are alternative ways of introducing your request, maybe as a thought, as a suggestion, as something to collaborate with them on.

In the German culture why does a yes or a no need to be absolute

Question

“In the German culture, why does a yes or a no need to be absolute and not conditional upon changing input factors? In other words, is a qualified yes or a qualified no acceptable in Germany?”

Answer

Yes, the German culture allows for a qualified yes and a qualified no. In fact, what culture could not? Life, reality, the interactions between individuals and groups demand this day in and day out.

Especially fast-moving, complex and sophisticated economies depend on contingency-planning, on the ability to act in ways which imply that the parameters of a given situation can change at any time.

That is the very definition of the term flexibility. Merriam-Webster online writes: “characterized by a ready capability to adapt to new, different, or changing requirements.”

And it lists the following synonyms: adaptable, adjustable, alterable, changeable, elastic, fluid, malleable, modifiable, pliable, variable.

As antonyms it lists: established, fixed, immutable, enelastic, inflexible, invariable, nonmalleable, ramrod, set, unadaptable, unalterable, unbudgeable, unchangeable.

So yes, the German culture does allow for qualified yes and a qualified no. One could argue that they are especially good at it, when one considers their precision, how well they plan, coordinate and manage actions taken at the same, or near same, time. The Germans are proud of their ability to develop complex, interrelated work processes.

Which means the question is not so much whether the German culture allows for a qualified yes and a qualified no, but rather the following questions:

How do Germans define what is qualified?

When in the German context is a qualified yes or a qualified no a response which a German can deal with, factor into their work, coordinate with other situations, versus when do Germans prefer to hear either a clear yes, a clear no or a clear “I don‘t know at this time”?

Stated another way: When is yes or a no too qualified, too unspecific, so that it cannot be dealt with in the German contingency logic? Germans will often say: “Come back to me, please, when you have a higher degree of clarity of what it is you are asking for.”

Every culture‘s contingency logic has its own bandwidth, borders, poles, extremes, degree of tolerance (pick your term), within which they operate, plan, factor in potential sudden change.

Perhaps the German bandwidth is narrower than the American. Perhaps not. The Germans would argue that they are more flexible than the Americans. See the intercultural divergences in leadership approaches. See how the two business cultures handle processes.

The German contingency logic works. Germans and Germany are exceptionally capable and successful. Remember, Germany is the third-largest economy in the world with only about eighty-five inhabitants. The American bandwidth, the American contingency logic, works also. Americans and America are equally capable and successful. They are, however, two different contingency logics.

Contingent yes, contingent no, this appears to be a rather simple, straightforward topic. Americans ask themselves: “Why can‘t the Germans be more flexible?” Germans ask themselves: “Why can‘t the Americans think things through first, before acting, then inevitably changing course?”

This is a very complex topic. The fundamental divergence in contingency logics involves the following topics: agreements, decision making, leadership as well as systematic (German) versus particularistic (American) thinking.

The challenge – with great upside potential – is developing a common, or near-common, understanding about contingency planning, of how flexible a yes and a no should be.

Germans able to personally connect

Question

“Are Germans able to personally connect in/out of the workplace? Or has the formalistic nature of German society gradually removed the intuitive person from the individual entirely?“

Answer

I am not quite sure that I understand the question: “personally connect”; “in/out of the workplace”; “formalistic nature of German society”; “the intuitive person”.

Let me address those four pieces individually:

personally connect

How can a society as large, as sophisticated and as successful as the German be made up of people who are not capable of personally connecting? German society functions exceptionally well. The indicators are quite clear: health, justice, stability, security, economic achievement, democracy, etc. The Germans know how to connect personally.

in/out of the workplace

If above were a true statement, then it would be true for both the private and work spheres. A culture’s logic – regardless of the topic – is at play in both the private, public and work spheres.

formalistic nature of German society

I’m not sure what is meant by formalistic. There is the formal and the informal. All societies have their mixture, their combinations. There are differences between Germany and the U.S. But, is Germany more formalistic than the U.S.? I suppose it depends on the situation.

removed the intuitive person from the individual

I’m not sure what that means.

I suspect that imbedded in the question is a misperception of the German people. Or the questioner has had certain experiences interacting with Germans that may have given the impression that Germans have problems or limitations in their interactions with each other and/or with other cultures.

And that those problems are partly a result of their formalistic (formal, regimented, inflexible) society. It would be interesting to hear anecdotes or experiences from the questioner.

The title of the question – It’s all persönlich (personal) – indicates that the point being made might be that Germans are not very personal. If this is the impression made on the questioner, I can understand it immediately.

Misperception

And it is legitimate. From the American perspective. But certainly not from the German point of view, nor from the perspective of those who have come to know the Germans.

They are a very personable people, with big hearts, deep earnestness, and a willingness to help whenever they are asked. But again, see my comments above under personally connect.

The intercultural question – and critical to German-American collaboration – is: What are the cultural differences which can lead one side to have an image (an understanding or misunderstanding) of another people which is not aligned with that other culture’s self-image?

German unsolicited advice

Question

“I like my German colleagues. They are intelligent, focused, hard-working. But sometimes they can really get in your face. I experience, and observe, that they give other colleagues advice, whether it was asked for or not. I find this rather annoying, at times even arrogant. Why do they do that? I wish they would cease and desist.”

Answer

Ok, this is a really serious cultural difference. I need to pull it apart. Please be patient with a rather long response from me. This is also very personal to and for me.

Good People

First things first. The German people are good people. I mean really good people. Deeply good people. Please take my word on this. I have lived and worked here in Germany, and with the German people, for three decades. I could write a book full of anecdotes of how and why they are good people.

Helpful

As good people, the Germans want to be helpful. That includes your German colleagues. Think about, we’re all working anywhere between forty and sixty hours a week, some weeks even more. We spend most of our life working. That means, in turn, we spend most of our life interacting with colleagues, customers, suppliers. If we are good people, if it is our natural inclination to be helpful, well, then we’ll display that behavior in the workplace.

Obligation

Broadly speaking, painting with a broad brush, the German people are more collectivistic than we Americans. This is not about political theory. This is not about philosophy. This is not about forms of government or socialism or communism or communitarianism or any other ism. It’s much more simple, more basic.

The German people work from the group back to the individual. They first and foremostly see the individual as a member of a group. First group, then individual. We could say first the state, then the individual. We Americans are different. Almost the opposite. Individual, then group. Individual, then state. Individual, family, neighborhood, broader community, and so on.

Because the Germans see individuals as only viable within a community, they believe that each individual has obligations over and against their fellow individuals. That’s what community means, a balance between individual needs and wants and those of the community. We’re talking about the balance between rights and obligations. Germans feel that it is their obligation to help each other.

Advice as Help

And giving advice to a colleague, whether requested or not, is a form of help. If a German colleague sees you heading towards a landmine – a mistake, an error, a problem, a blowup – that colleague will point that out to you, and hopefully in time so that you avoid the landmine.

In fact, German thinking goes so far as to say: “You saw your colleague heading right for that landmine and you did nothing about it, you did not warn them? What kind of colleague are you? What kind of human being are you?”

Let’s always remind ourselves, when the German drive us crazy, when we think that they need their heads examined, when we simply don’t want to deal with them anymore, when we think that their approach will ruin the work, ruin the business, ruin relations with our customers, that the German people have the fourth-largest economy in the world, and with only eighty million people. Folks, they must be doing something right. Their approach in fundamental areas must be right, must be working, must lead to success. Folks, it can’t be any other way.

Now, does it mean that their German approach works in every other culture, in every other country, in every other business context, in every other market? No, that is not my statement. Clearly what works in one market, country, region does not necessary translate one-to-one into another one. And that is the point of my work, of our conversations, about the influence of cultural differences on cross-border collaboration. One-to-one importation, one-to-one application, of one culture’s logic into another country seldom works. In fact, the results can be a total disaster.

Jerks

Are there no jerks in Germany, no jerks among the German people, no German jerks? Well, of course there are jerks in Germany, as there are in any culture. And one major way for a German to be a jerk is to stick their nose in other people’s business. German jerks do that all the time. The Germans can be terrible know-it-alls. Arrogant. Insistent. “I’m smart. You’re dumb.” Thirty years here in Germany, do you think I haven’t run into my fair share of German jerks? There have been many a time when I wanted to tear their heads off.

So, yes, you will experience in your collaboration the German jerk. And they will experience the American jerk. There are plenty of us. In fact, in each and every one of us Americans is an American jerk. We all have our moments when our behavior is uncalled for (one of my mother’s favorite terms), literally not called for, not requested, no solicited, unsolicited.

Just this week I wrote a message in LinkedIn which was very poorly formulated. It was stupid. The receiver shot back at me immediately. And rightfully so. I felt stupid, because my message was stupid. John the jerk. Do you think he doesn’t exist? He does, because John is a human being. And human beings can often be jerks.

“German angel, what?”

But jerks are a small minority. And the jerk in each of us is, hopefully, is only a small part of us which comes out only in certain circumstances. In the overwhelming majority of instances when you experience unsolicitied advice from a German colleague, or even from a German stranger, it is not a German jerk, but instead a German angel coming to your rescue.

“German angel, what?” Yup, I mean that literally, without getting into the theology of it. What do angels do? They watch out for us. The see us heading for the landmine and then do something to help us avoid getting our legs blown off. “What, Magee believes in angels?” Yes, he does, indeed.

Ok, let me put it in more rational, scientific, Enlightenment-era (whatever that is) terms. What could be better than to be surrounded by colleagues who want the best for you? What could be better than to be surrounded by colleagues who keep their eyes open for each other? Colleagues who have each other’s back? Who are not afraid to get in your face if they see you heading for a disaster, for a blowup, a train wreck?

And what could be better than to have colleagues who will risk pissing you off by pointing out to you that you’re about to make a serious mistake, even at the risk of harming your working relationship?

Let me tell you something, if I worked in a company – I do not, I am self-employed – I sure as sh_t would want to have those kinds of colleagues, as many as possible. But wait, I do have such colleagues. More than a handful of them. Germans and Americans. Most of them customers who have become friends. I turn to them time and again for advice. And I receive it. Good advice. And it is the Germans who, time and again, offer advice which I did not even ask for. Unsoliticed.

And here’s the thing about angels, whether Germans or Americans or from other cultures, when they save our ass, they don’t ask for anything in return. They do it out of pure care, concern, and love. That’s right, love. It’s the greatest force, the greatest power we know. It’s called love. Don’t believe me? Ask any mother or father of a child. Ask any brother or sister of another brother or sister. Ask any two friends. And wouldn’t that kind of care, concern, and love, be great among colleagues, in the workplace, where we spend most of our lives?

Or let’s flip it around. What kind of life is it to spend forty to sixty hours a week working with people who are not driven, at the deepest level, by care, concern and love? Seriously. What kind of life is that?

So, whenever you get irritated about another German giving you unsolicited advice, ask yourself the following questions: Was the advice, in its substance, accurate, correct, on point? Assuming that you took the advice, was it helpful? What did you pay for the advice, what did you have to give in order to receive the helpful advice?

I think you get my point. Yes, German colleagues often give unsolicited advice. And I thank the Lord for that. And I mean that literally.

Germans do far less follow-up

Question

After entering into an agreement Germans do far less follow-up than do Americans. Customers in the U.S., however, often want to maintain high frequency follow-up with their suppliers. How can we get our German colleagues to acknowledge that and help their American colleagues to keep their U.S. customers up to date?

Answer

This is an extraordinarily important question. Why?

It is one thing if collaboration between Americans and Germans about the frequency of follow-up leads to internal problems. It is a wholly different thing if those problems affect their relationship with customers.

Let’s first look at my response to a previous question about how to handle follow-up within the organisation, and not regarding customers. The question was: “How to follow up on an agreement without upsetting German colleagues?”

First, ask yourself when is it truly necessary to do follow-up. Americans do a lot of follow-up purely out of nervousness and anxiety.

Second, when entering into an agreement with your German colleagues, discuss and agree on the frequency of follow-up. Be sure to point out to them the American logic regarding follow-up. Sensitize them to the cultural difference. While doing so allow them to sensitize you about their German logic.

Third, when following up with your German colleagues simply ask them if you are upsetting them. Yes, literally ask them. Give them a chance to signal to what the right frequency is. At the same time, explain to them the parameters within which you are operating, which, in turn, require follow-up.

Fourth, at an appropriate time reach out to your German colleagues and ask them to explain to you how Germans fundamentally handle follow-up. Ask them literally what the German logic is. Chances are your German colleagues will ask you about the American logic.

Ok, let’s now look at the question stated above: how to coordinate follow-up with your German colleagues when it involves keeping the U.S.-customer informed.

First: Continually explain to your German colleagues the nature of the American business environment, especially the important of follow-up in maintaining an on-going overview of commitments, priorities, decisions, projects.

Folks, this will require a lot of patience on your part. You will have to do a lot of explaining. And explaining of things which for you as Americans in the U.S. business context are seldom discussed, seldom debated, seldom questions. It is what it is.

Well, you are working in a global environment. Or more precisely, you are working in the US-German environment. You have no other choice but to address the deeper-lying cultural differences. Good. Do it. Get good at it. Combine the strengths of two great cultures. To the benefit of your customers. And to the detriment of your competitors !

Second: always acknowledge the rightness and legitimacy of the German logic. Honor the strengths of the German approach to follow-up. Remember, Germany has the fourth-largest economy in the world with only about 80 million people. They are certainly doing a whole lot of things right. Which means that how they handle agreements in general, and follow-up specifically, works and leads to success.

Third: in the case of specific customers, go into the details. Explain to your German colleagues: 1. the concrete follow-up needs of the customer; 2. the customer’s reasons for those needs; and 3. the deeper-lying logic in the U.S. which drives such needs.

Fourth: then, together, formulate a follow-up plan, and with the customer. Yes, seriously. First you ask your customer to define their information and follow-up needs. Get into their heads. Identify what their real needs are not their nice-to-have needs. They’ll have plenty of those.

Then discuss those customer-defined needs internally, come up with a draft plan, send that draft to your German colleagues for discussion. Then work out a joint-plan. Take that back and discuss it with the customer. When doing so, explain to the customer the German logic.

I’ll bet they will find that interesting. Why? Because they, too, are probably working in and across cultures. They, too, experience cultural differences. And they very likely will be impressed by how you and your German colleagues manage the cultural complexity, and most importantly, get the complexity to work for them as the customer !

Avoid irritating our German colleagues

Question

We have established expectations regarding both individual agreements and to how we will handle follow-up on those agreements. How do we then avoid irritating our German colleagues with requests for updates?

Answer

First, ask yourself when is it truly necessary to do follow-up. Americans do a lot of follow-up purely out of nervousness and anxiety.

Set up the scope of an agreement

Question

“Would it be beneficial to set up the scope of an agreement? In other words, to get clarity among all parties to an agreement what the expectations are? For Example: the team will have check-ins to share project progress even without aspects being fully complete.”

Answer

It is true that Americans have a much higher frequency of status-checks than do Germans. For Americans, an agreement actually kicks off the collaboration. And collaboration in the U.S. means a lot of back and forth, a lot of engagement, high levels of communication. That’s how Americans work in teams.

And it is true that Germans have a much lower frequency of status-checks. For Germans, an agreement actually kicks off each party to the agreement working on their part of that agreement. And collaboration in Germany does not mean a lot of back and forth, does not mean a lot of engagement, does not mean high levels of communication.

That is not how Germans work. They first get clarity on who does what. Then they as individuals get to working doing the what. They come together only when necessary. Ideally when each is finished with their part, with their deliberable.

So, if you feel that check-ins, also called status meetings, are important, propose to your German colleagues: when they should take place, for how long, who should participate, and most importantly why the status meeting is necessary, how it adds value.

But be prepared for your Germans colleagues to ask why all of this is necessary. You need then to explain to them how Americans work in teams, that much of it is iterative, tactical, flexible, less structured.

They will tell you how they as Germans work in teams. You should find a happy middle ground.

Asking our German colleagues the when-question regarding the completion project

Question

“I find myself constantly asking our German colleagues the when-question regarding the completion of a project. Their response is frequently vague. How can we get the response to be better for us, even if only it is an approximate answer?”

Answer

Germans do not like to be nailed down – festgenagelt – on anything. Who does, actually?

Why? Not because they are non-committal, but because they feel nearly 100% bound to their commitments. Because they know that there are factors not in their control. And because the Germans hate any kind of pushiness. And what for Americans is not pushy is often for Germans push to very pushy.

So what to do with German colleagues who are reluctant to give a completion date, even if it is only an approximate answer?

First, give them as specific information as you can about why it is important for you to at least get an estimate of a date. These should be business and technical reasons. Spell out for them the timing of the project from our perspective, about the ramifications if certain work is completed by certain dates. You can almost never give a German colleague enough context information.

Second, provide them with a few scenarios. “Well, if you can get me that data by the 15th of the month, that will allow me to do this or that.” or “I don’t want to be pushy, Klaus, but if I have your work results by the end of next week, that would be good, because it allows me to then present to the customer during the week thereafter, and the advantages there would be XYZ.”

Third, ask for a time-frame, a window, in which your German colleague can reach completion. And while you do that ask them what factors are affecting the project on their side of the Atlantic. Do your best to put yourself in their shoes. Literally ask them: “Anna, what are your parameters, your boundary conditions? Give me a chance to work within them. We can get this done if know each other’s situation. Thanks!”

Who decides hard deadline

Question

In the U.S. once a decision has been made the time afforded to implement that decision can be very short. Who is responsible for deciding what the hard deadline is?

Answer

That would depend on the situation. What kinds of situations, or scenarios, are there?

There are teams. Most decisions which are implemented exist within the context of a team. You have a team-lead and team-members. The team operates within some kind of business ecosystem, meaning within a broader context of a company. Who determines deadlines? The team-lead. Perhaps the team-members. Possibly the receiver of the deliverables, which could be another team within the ecosystem.

Then there are projects. And projects are nothing more than a variation of a team. A project is a team for a limited time with a limited purpose. Who determines deadlines? Well if a project is simply a variation of a team, then it would be the project-lead. Perhaps the perhaps-members. Possibly the receiver of the deliverables, which could be another team within the ecosystem.

Then there are customers. Stated more precisely, teams or projects who iteract directly and closely with customers. Is this scenario any different in nature to the two above, teams and projects? I think not. Why?

Because all teams deliver results. Those results go to a customer, who is either company-internal or company-external. Yes, you can make the argument that the external customer is always more important than the company-internal customer. But, that also depends.

Who decides what the hard deadline is? Well, there are only three possibilities.

First is hierarchy. That would be the team- or project- or customer relation-lead. “I’m the boss. We need those results out the door and to the customer by this date. No discussion. Get to work.”

Second is implementation. These are the colleagues actually responsible for delivering the results. They should know best what is realistic, what makes sense, what best serves the customer, whether internal or external. They also are in constant contact with the customer, which means that they are in a position to adjust the schedule expectations of the customer, and together in agreement with the customer. The closer the collaboration with the customer “on the ground”, the more likely that deadlines can be handled flexibly.

Third is the customer. Taking the approach of “the customer is king” would place responsibility of setting deadlines in the hands of the people receiving the deliverables. But is this wise? Is this what truly benefits customer? Often their scheduling needs change. And any well-managed customer-supplier relationship is more of a partnership than it is a master-slave relationship.

My preference? Second, implementation, but in very close collaboration with the customer, and keeping informed the next-level hierarchies on both sides: supplier and customer. Time, speed and deadlines, however, should be managed by those implementing the decision.

when is our German directness too blunt

Question

We Germans are known for being forceful, yet respectful. And we want the same from others. But we know that we are often too direct with Americans. So, when is our German directness too blunt? How do we know what degree of directness is simply too much?

Answer

Well, this is a complex question.

“blunt” means: stumpf, plump, ungehobelt, schroff, unverblümt, geradeheraus.

Not so much because there are many different kinds of Americans, with many different kinds of backgrounds, and from many different regions of the U.S.

Getting into the shades of gray is not helpful and not necessary. It is complex because the answer to the question depends on the situation. I’ve lived in Germany now for 25+ years and I still find the Germans often to be too direct.

Now wait, not because the German are too direct. The Germans are the Germans. And they are fine. It is because we Americans are less direct. We are careful about what we say, to whom, when, how, and based on who is present. And that is the big message re: the American logic: context.

Whereas the German logic, which is just as right and good and effective as the American logic, is: say what you mean, mean what you say, don’t beat around the bush, use clear and unambiguous language, and get to the point.