Customer – understand-culture

No sense of urgency

“Why is there no sense of urgency in Germany?”

„Urgent“

MerriamWebster defines urgent as: calling for immediate attention, pressing. Among its synonyms are: burning, compelling, critical, dire, imperative, acute, immediate, crucial. Among its antonyms are: incidental, low-pressure, minor, negligible, trivial, unimportant, non-threatening, safe, stable.

When it comes to urgency, Americans and Germans can diverge in two fundamental ways:

What is urgent?

A situation which Americans might interpret as requiring urgent action might very well be one in which Germans do not see the urgency. This difference could be based on a few, several or many factors, each of which need then to be clarified between the two parties. A common, but not simple, situation is when a customer demands rapid reaction. Speed.

Because Americans and Germans differ in how they understand what makes for an optimal relationship between two business partners – customer and supplier – an American is far more likely to view a customer request as urgent, especially when that customer communicates their urgency, than a German would view that request.

How fast is responsive?

If Germans and Americans agree, at least to a working degree, that a situation requires urgent action, there are nonetheless differences in how both parties define what is fast, slow or just the right reaction time. We know that the two cultures define differently short- , medium- and long-term. This difference is equally at play when it comes to responding to a matter, problem, request, situation.

In other words, agreement on the urgency of the matter does not guarantee the same reaction times. For Americans it could be within three days (including weekends and holidays), whereas for their German colleagues it could be ten days (not including weekends and holidays).

Haste

Another way to look at this is to contrast what in each culture is considered to be haste or hasty action. MerriamWebster define haste as: rapidity of motion, swiftness, rash or headlong action, undue eagerness to act. Among its synonyms are: fastness, fleetness, speed, hurry, quickness, rapidity, rapidness, speediness. Among its antonyms are: slowness, sluggishness.

The Germans are no fans of haste. In fact, hasty action is in their culture often a sign of ill-preparedness, poor planning, acting before thinking. Germans are methodical, careful, thoughtful. They prefer to get whatever they do right the first time. Any kind of rework, and change in direction, they calculate into their original reaction time.

„To turn on a dime“ ― an American figure of speech meaning the ability to change directions quickly, deftly and whenever necessary ― is a quality Germans respect. However, for them it is often a strength necessary primarily because a suboptimal decision has been made.

Shared Logic

It is important to keep in mind that within a well-functioning society ― like the German and the American ― there is a shared logic in those areas which are fundamental to their respective stability, success and future.

A culture‘s, therefore business culture‘s, understanding of urgency is shared by all who interact with each other. Whether a given situation is urgent or not, and if so, to what degree, is defined by a common cultural understanding of what is important (urgent). And that understanding is shared by people on both sides of the transaction: colleague to colleague, team lead to team members, customer and supplier.

In other words, what in the American business context is considered urgent, or very urgent, or extremely urgent, or absolutely asap, might be considered in the German to be less so, or even not at all. As long as the two transactional parties are in synch with eachother, the urgency will be handled properly.

And vice versa. Now, Americans can often be perceived as not responding to the urgency of a situation, „urgency“ in the sense of the problem, which if not addressed, could lead to constant and long-term negative effects. Quality – whether it be in a physical product (craftsmanship) or in work results (competence) – is so critical to Germans, that almost anything related to it is urgent, permanently urgent, day-in and day-out.

Who‘s faster?

Stated simply, but accurately, Americans break down complexity into into its component parts in order to focus on what is essential. This allows for focus, rapid reaction, and calculated risk taking. Sharply delineated decisions – isolate and keep narrow in scope – can be made quickly, and revised just as quickly, depending on immediate outcomes as well as on external factors over which one may have little to no influence. Americans consider flexibility to be one of the most critical success factors of any human endeavor.

In contrast, Germans link decisions together. They then analyse the decision – in reality several decisions – carefully, methodically, taking into consideration many, if not all, influencing factors. Germans think through, then act.

When they do then decide, they remain firm, are not easily pushed off their path, consider external factors, but stay on course. For some they maintain their composure, for others they don‘t recognize when (or are too stubborn) to change course.

Who handles urgent matters more effectively?

Certainly each would claim that they do. And each side has valid arguments. But, in many cases they are comparing apples with oranges, or perhaps more accurately, apples with pears. Americans isolate, analyze pragmatically, move fast, react just as fast, change course as often as is necessary in order „to get the job done.“

Germans connect, analyze deeply and stringently, more slowly, but when they do, they do so on many fronts at the same time. They stick to their course or action, and change only if convincing arguments can be made that their original decision making was flawed.

From the American perspective, the Germans can be terribly slow, plodding, unresponsive, almost incapable (or unwilling, or both) of responding with a sense of urgency. From the German perspective, Americans are often cowboys, „shooting first, then asking questions“, or „going through the wall with their heads“, hasty, impatient, making mistakes left and right and calling it euphemistically „turning on a dime.“

Stand up to the customer

“Here in U.S. the customer is at the center of what we do. Our German colleagues do not think that way. They actually say: ‘You need to stand up to the customer re: what they need and how they should buy from us.’ Our response: ‘No, we are customer-centric. We cannot do that.’ The German response is then: ‘Tell the customer that they should just try our product. They will like it.’ It comes down to who customers want to work with. Coming in cold, calculating, factual, analytical does not work with Americans. Every relationship is personal first. How can we get our German colleagues to understand this?”

The questioner states:

“Here in U.S. the customer is at the center of what we do. Our German colleagues do not think that way.”

Wait, stop!

Are the Germans not customer-oriented? Seriously. Only eighty million people. Country no bigger than the US-state of Montana. Yet, fourth-largest economy in the world.

Either there are a lot of really dumb customers out there buying stuff from the Germans. Or German products are so great that a lack of customer-orientation does not matter. Or, maybe just maybe, the Germans are customer-oriented.

So, is the American perception wrong that the Germans are not customer-oriented? Or could it be that Americans and Germans define customer-orientation differently? And when we say Americans and Germans we mean also American customers and German customers.

Let’s go deep.

First, our core content on Consult vs. Serve within the topic Customer; then Professional vs. Personal within Communication; after that “Friendly Incompetence” and Frau Schmitz.

And to really blow the minds of my fellow Americans, see “You got it wrong”, about me and one of my biggest customers fighting with each other (verbally) in a public space. You’ll love it!

According to CI’s content under the topic Customer, for Germans to serve is to consult. In Germany, both customer and supplier strive for a balanced relationship. In fact, it is considered by both parties to be an obligation and a duty to provide advice, to consult.

Yet, often we here in the U.S. are faced with situations in which the approach taken by our German colleagues leads to an unbalanced relationship.

Their actions, reactions, positions do what is in the best interest of the company with our headquarters back in Germany, and often not what is best for the customer or the overall relationship with the customer.

In fact, our American customers are often treated as if they are serving us, instead of the other way around. And this despite increasing competition and fast changing markets which present viable alternatives to the solutions we are currently providing.

When challenged and presented with all the arguments from the customer’s perspective, I often find that the situation can be changed, that a customer-friendly solution can be identified.

This however, is achieved only after we in the U.S. have demonstrated that we have challenged the customer and established what is actually required to solve their problems and meet their needs.

How do we combine the power of the consultative approach with maintaining a high degree of service- and customer-orientation, while at the same time increasing speed to create a competitive advantage?

Do more follow-up

“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?”

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 !