Team leads are also expected to defend the team against criticism, whether internal or external. The lead is „out in front“, shielding the team from attack, „taking personal ownership“ of the problems. An American team lead does this also out of self-interest. For any and all criticism of the team is direct criticism of that team lead. „Your success is my success“ has an opposite. „Your failure is my failure.“

To „take ownership means“ to take responsibility for one’s actions; not blaming others. To „take the heat“ means to listen and accept criticism or blame. Take „the bull by the horns“ means to confront a problem head-on, as it is, and deal with it openly.

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”, John Quincy Adams – America‘s sixth president, 1825-1829.

“No man will make a great leader who wants to do it all himself or get all the credit for doing it.”, Andrew Carnegie (1835-1919), an American industrialist who led the expansion of the American steel industry in the late 19th century and who was one of the highest profile philanthropists of his era, whose 1889-article on wealth remains a major advisory for those who aspire to lead philanthropic lives.

It is difficult for Americans to see the relationship between team lead to team member as anything but personal. This for three reasons.

“Your success is my success.” Every American team-lead thinks this, and often says this, to their team members. For it is literally true. The team lead’s success or failure is dependent on her team’s success or failure. Co-dependence is by definition personal.

An American team lead sees himself as coach, mentor, in some cases perhaps even as friend. Each of these roles – in sports, education, relationships – is deeply personal.

Finally, Americans consider it to be next to impossible to have a working relationship between lead and team which is purely business, objective, impersonal. In fact, Americans would not want to work in such an atmosphere. In the U.S. feedback talks, both formal and informal, are personal.

But, in Germany, also. The approach, the logic, the shared operating assumptions are different, however. The more objective, impersonal and neutral the feedback, the more accurate, fair, therefore helpful it is.

“I want you to succeed. Therefore, I will be as clear, analytical and precise as possible.” The German team lead seeks to take herself and the working relationship out of the equation. The focus is on what the company is trying to achieve and the team member’s important role within it. This is neither about her as lead or about their personal relationship.