Americans see themselves as positive thinkers, motivators, self-motivators. They seek out reasons to praise. In fact, praise is most instrumental when an individual or entire team is struggling, experiencing defeat and self-doubt. Examples
Discretion
Sensitive feedback discussions in the U.S. business context are almost always done in one-to-one talks. Discretion is highly important. There is very low tolerance for open criticism of colleagues in the presence of the team. Examples
Criticism
German Approach
Germans focus on reducing errors. When providing feedback they concentrate on weaknesses, on what is not working. Germans address that directly, openly, in a neutral, matter-of-fact way. Examples
American Approach
Americans focus less on reducing errors, more on reinforcing what leads to good results. When giving feedback Americans concentrate on strengths. Critique is communicated in a carefully worded way. Examples
American View
The German focus on the reduction of unforced errors is seen by Americans as short-sighted, defensive in character. All too often, critique is voiced without suggestions of how one can improve on their individual weaknesses. Germans come across as overly, at times unfairly, critical.
German View
The American style of wrapping criticism in euphemisms and politically correct language is often difficult for Germans to decipher. The more critical the message, the more likely an American will formulate it in positive terms. They come across as unwilling to address problems for what they are, problems and not issues or challenges.
Advice to Germans
Americans are neither naive nor ignorant about their weaknesses. When addressing their weaknesses be less direct and literal. Choose positive, supportive language. Note the things which are going well.
Never criticize without suggesting a way to improve. If you are led by an American be prepared for more praise than you expect. Accept it. Be sure, however, to ask for more input on your weaknesses. You’ll get it, eventually.
Advice to Americans
Germans see the road to success largely via a minimization of errors. When giving feedback, be prepared for a strong focus on what you are not doing well, and far less on what is working.
This will come across as direct, harsh, imbalanced. It is meant to be helpful, for why focus on what works? If you have transatlantic responsibility, acknowledge the need to improve on weaknesses.
Focus more attention on what is not working. But, continue to combine critique with improvement suggestions.
Discretion
German Approach
Sensitive feedback discussions in Germany are done one-to-one. Germans will, however, openly criticize another colleague in the presence of the team. This is not seen as unfair, but instead a necessary in order to “get the issues on the table.” Examples
American Approach
Sensitive feedback discussions in the U.S. business context are almost always done in one-to-one talks. Discretion is highly important. There is very low tolerance for open criticism of colleagues in the presence of the team. Examples
American View
Americans are surprised when a German team lead criticizes team members in the presence of colleagues. It comes across as an attack on that person, as disruptive, threatening to team-cohesion. Word spreads quickly that a certain German lead is abrasive, choleric, even abusive.
German View
American leads can be overly discreet, rarely communicating negative feedback in their group. It seems as if critical problems are “swept under the rug”, dealt with “behind closed doors”, or not dealt with at all.
Advice to Germans
If you insist on openly criticizing a member of your American team, do so very carefully and very diplomatically. Remember, from the American perspective, any criticism of the team or a team member is at the same time criticism of the person responsible for the team.
That‘s you. If critical issues need to be addressed within the team, do not pin blame on any specific member. If you, nonetheless, want to assign blame, do so to yourself first.
Advice to Americans
Be prepared for German managers to openly criticize team members. It won‘t be pretty. However, this is not necessarily a sign of unprofessionalism. Remain calm. It won‘t be the end of that person‘s career, nor of yours should you be the target next time.
If you manage a transatlantic team, continue to maintain discretion when giving feedback. However, there will be instances when your German team expects critical, controversial issues to be discussed within the team.
Avoiding those issues will be intepreted by them as a sign of weakness. Do not take on the German inclination of criticizing individuals openly. But, if you do, begin with yourself.
Performance
German Approach
Germans separate the personal from the professional. Feedback, both formal and informal, addresses performance only. It is given in a neutral and unemotional way. Feedback, whether positive or negative, is not meant personally. Examples
American Approach
Americans link the personal with the professional. Feedback addresses primarily performance, but takes into consideration how it will be received. Feedback on one’s work is feedback on that individual. It is by its very nature personal. Examples
American View
The German separation of personal and professional is impersonal, removed, cold. A stern teacher versus an inspiring coach.
German View
The American approach is too subjective, personal, almost cozy. A psychotherapist versus a demanding teacher.
Advice to Germans
As in all communication with Americans, soften your tone, see your interaction not only as between two functions within an organization, but also as between two people. Your American team member or colleague will not lose the fact of the former.
Advice to Americans
The German business culture favors more of a teacher-student relationship than coach-player. If you lead Germans, cultivate more of a teacher-student relationship with your German team-members.
Add a little distance between yourself and your German reports. You will not come across as disinterested or uncaring, but as clear-headed, focused on progress.
Praise
German Approach
Germans give praise in direct connection with factually demonstrated performance. Praise in front of the team is seldom. Official awards are rare, for they could lead to envy and undermine team cohesion. Examples
American Approach
Americans see themselves as positive thinkers, motivators, self-motivators. They seek out reasons to praise. In fact, praise is most instrumental when an individual or entire team is struggling, experiencing defeat and self-doubt. Examples
American View
Germans are “praise stingy.” Criticism is direct, harsh, in generous supply. Germans miss opportunities to motivate by recognizing good performance.
German View
American praise comes across to Germans as inflationary, as simply unwarranted. They fear a creeping self-delusion.
Advice to Germans
If you are in an American team, be prepared for folks who say good things about you and to you. Accept it. Maybe you deserve it. Life isn’t a zero sum game. Praise for one person doesn’t come at the expense of another.
Allow yourself to be motivated by a positive, self-motivating environment. You won’t become a naive dreamer suddenly committing one unforced error after the other.
If you lead Americans, get generous. Praise, motivate, cheer your team on to victory. Their victory is your victory.
Advice to Americans
There is a German saying which states, “the absence of criticism is praise enough.” German praise comes in a very understated way. You’ll feel like a flower receiving insufficient water and sun.
You’ll need to motivate yourself more than ever before. Fine. Do it. You’ll develop inner strength. If you lead Germans, practice the German art of sober understatement.
If you decide to single out a team member, include praise for the entire team. Avoid any kind of star creation.
Scores
German Approach
Germans believe that feedback scores are most effective when they are accurate and realistic. When in doubt, Germans are deflationary.
The school grading system is: 1 is sehr gut (very good); 2 is gut (good); 3 is befriedigend (satisfactory); 4 is ausreichend (sufficient); 5 is mangelhaft (insufficient); 6 is ungenügend (failed). Examples
American Approach
Feedback scores are most effective when they are accurate and realistic enough, but also motivating. When in doubt, Americans are inflationary. The school grading system is: A is excellent; B is very good; C is good; D is unsatisfactory; F is failure. Examples
American View
German grades come across as deflationary, thus demotivating, confusing, potentially unjust. The American receiver of feedback is confused about “where I really stand.”
German View
American team leads give inflationary scores. Germans expect – and welcome – negative feedback as orientation and to sharpen their sense of self-critique. Weak performance is described in sugar-coated terms, which over time lose credibility.
Advice to Germans
You‘re getting better scores than in Germany. Be careful. Don‘t let it go to your head. Knock it down by ½ a grade. Look for an opportunity to speak with your American lead alone.
Insist diplomatically that he/she spell out more directly where your weaknesses are. If you lead Americans, erring on the side of praise and motivation has to take the concrete form of higher scores. Inflate them by ½ a grade.
Advice to Americans
If your lead is German, understated praise will come in the form of understated scores. Take it based on the German, not the American scale.
If you feel the assessment is inaccurate or unjust raise the subject carefully, for you could be seen as a coddled American who can‘t take criticism.
If you lead Germans, deflate the scores you give by ½ of a grade. Reduce the “sugar coating”. Germans can take criticism.
If their weaknesses are not addressed, if improvement measures are not recommended, they‘ll draw the conclusion that you‘re either incapable or unwilling to analyze and recommend how they become better players. And that‘s weak leadership.