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Small Talk

German Approach

In the German business context small talk is short in duration. Germans transition quickly to issues of substance. They see little value in talking about the weather, sports or their most recent vacation. Examples

American Approach

Small talk in the USA gets communication going. Small talk allows people to get a sense for the overall atmosphere. Americans seldom jump directly into serioius business subject matter. Examples

American View

Germans are aware that small talk in the U.S. is important. There are even books and seminars teaching the art of small talk.

Nonetheless, Germans get impatient with American small talk. It takes up valuable time. They begin to check their watches. For Germans it is not a must to be a personal friend with the people they do business with.

In fact, they can do business with people they don‘t like. Friendly relations are nice, but not a requirement.

German View

Brief German small talk can seem obligatory, as if they were just „going through the motions.“ Their sudden transition from casual conversation to serious topics is for Americans a sign of impatience.

The Germans, unfortunate and unintended, can come across as impersonal and unfriendly. And who wants to work with unfriendly people? Americans don‘t.

Advice to Germans

All American relationships, including those in the business context, are personal. If it isn‘t personal, it isn‘t a relationship. Small talk is the most basic form of how Americans maintain communication.

Learn how to do it. You can. Just go with the flow. Open yourself up. Get a bit more personal. If you have good rapport, you‘ll move through the business topics much more quickly, and in that way save time.

Advice to Americans

Keep small talk to a minimum. Listen carefully for signals when the Germans want to move from small to big talk. This is not a sign of disinterest, of being impersonal or unfriendly.

The Germans get personal in non-business settings, at lunch, dinner, on the weekends. They have a great sense of humor, have all sorts of hobbies and interests outside of work.

And keep in mind, that Germans can and will do business with you even if you have little or no personal relationship. Most importantly, they want to know if you are good at what you do. Personal is nice. Professional is better.

Intelligence

German Approach

For Germans an intelligent product goes beyond its purpose as a tool or instrument. An intelligent product thinks with, anticipates how it is put to work, is more than just the extension of its user. Examples

American Approach

For Americans products are tools. An intelligent product makes work and life easier. It expands possibilities. Intelligent products execute the commands of the user. No more. No less. Examples

American View

Germans products are quite sophisticated. But often German engineering is associated with over-engineering, which is partly based on being not fully oriented on the needs of the customer. And Americans consider that to be not very intelligent.

German View

Germans consider many American products to be simple, unsophisticated, not cutting edge. And unintelligent products, in their own way, can be insulting to the customer.

Advice to Germans

Engage with your German colleagues about what makes a product truly intelligent. How much technology, sophistication should be incorporated? But, also, about what the market is demanding?

Including to what extent you consciously choose to go beyond the expectations of the market. Is an intelligent product a technical product or a product which gains market share and/or is profitable?

Advice to Americans

Engage with your German colleagues about what makes a product truly intelligent. How much technology, sophistication should be incorporated? But, also, about what the market is demanding?

Including to what extent you consciously choose to go beyond the expectations of the market. Is an intelligent product a technical product or a product which gains market share and/or is profitable?

Quality

German Approach

In Germany quality is more than just one of several product characteristics. The term Qualität is all-encompassing. It is a striving to go beyond the expectations and standards of the market. Examples

American Approach

For Americans quality is just one of several product characteristics. And it is always a function of price. In fact, in the U.S. market it’s all about value, about the relation of quality to price. Examples

American View

Americans would agree that Germans products most often are of very high quality. At the same time, they are considered to be high- even over-priced.

Secondly, the American economy allows for products of differing quality levels, some high, some low, many in between. A full range of value-based products are available to the buyer.

German View

Germans clearly view their products as possessing higher quality than American products.

Advice to Germans

This is a critical discussion, and a sensitive, at times highly charged topic. It goes to the heart of your product philosophies. Enter into dialogue about quality. Define it.

Is it based on purely technical standards? On the needs of the market? Who is driving those expectations? You on the product creation side or those the market?

Advice to Americans

This is a critical discussion, and a sensitive, at times highly charged topic. It goes to the heart of your product philosophies. Enter into dialogue about quality. Define it.

Is it based on purely technical standards? On the needs of the market? Who is driving those expectations? You on the product creation side or those the market?

Reliability

German Approach

Germans expect a product to never break down. Not only the German engineer thinks this, but also the German consumer. A reliable product, like a reliable person, always delivers on its promise. Examples

American Approach

Americans expect a product to function well under adverse conditions. If it has problems, the supplier compensates by providing good service, at minimum additional cost and inconvenience. Examples

American View

Americans tolerate less reliability as long as it is made up for in service response time. In fact, a technically more reliable product can be more be more problematic if its service contract and its service provider are unresponsive and/or expensive. Reliability is just one product characteristic.

German View

Germans pride themselves on technical prowess. An unreliable product of their own making is a reason for embarrassment. An unreliable product of another‘s making is unacceptable. Germans find American products to be less reliable.

Advice to Germans

Enter into and remain in dialogue about how you define reliability, what are the market demands, where is your competition, how you can meet, possibly surpass the market and the competition.

Advice to Americans

Enter into and remain in dialogue about how you define reliability, what are the market demands, where is your competition, how you can meet, possibly surpass the market and the competition.

Strategy Modification

German Approach

Germans expect room to interpret decisions when implementing them. In certain situations Germans will deviate considerably from a decision which they, as subject matter experts, judge to be counterproductive to the mission. Examples

American Approach

Decisions which cannot work or would damage overall efforts are communicated up the chain of command by those working on the tactical level. There is very low tolerance for modifying decisions without authorization from next-level management. Examples

American View

Americans in positions of authority, indeed, do not tolerate creative implementation deviating too far from the original intent of a decision. They note with astonishment to what degree German team members modify or “revisit” their decisions. In some instances this can border on insubordination.

American team members are surprised to hear from their German team leads that they should interpret more actively the tasks assigned to them. They wonder why the team lead simply doesn‘t make that task more clear. And they are equally surprised by how freely their German colleagues interpret management decisions.

German View

German team members quite often find American decisions too rigid. They feel degraded to mere implementers, following orders, forbidden to apply their education, training and experience to ever changing parameters „on the ground.“

German leads are surprised when their American team members do not take the initiative to interpret and implement the tasks assigned to them. They appear to want those tasks to be spelled out in detail first before implementing. German team leads can get the impression that Americans are not sufficiently self-managing.

Advice to Germans

Expect your American team members to ask for approval before they diverge from your decisions or strategy. They will be less willing than their German colleagues to act independently of you on important matters.

This is not a sign that they cannot self-manage, but of respect for your authority and judgement. At the same time, encourage them to make necessary adjustments without your approval.

If you are a German with an Americn team lead be very careful about making adjustments or changes to decisions without first getting a sign-off.

Your American lead sees herself as ultimately responsible for the results of your work. Check with her first, discuss your recommendation, get permission. If your advice is good, you will be given more freedom to act independently.

Advice to Americans

Your German team members will consult you far less frequently during implementation. And they will make adjustmens, even major deviations, without getting your approval.

This is not a challenge to your authority. Discuss with your team when they need your input before deviating from your decisions or from the overall tactical plan.

If you report to a German lead, and you see the need to immediately adjust your tactical plan, do so without asking your lead for approval. Maintain forward movement. If the decision itself requires reassessment, first formulate your advice, then inform your lead of the options.

Inform vs. Sell

German Approach

In the German business world to persuade means to inform persuasively. The line of argumentation guides an audience to its logical conclusion. Selling the conclusion should not be necessary. Germans don’t ask the so-called closing question in a direct and frontal way. Germans don’t sell. Examples

American Approach

In the U.S. business world to persuade means to sell persuasively. Persuasive argumentation leads the audience to a choice. The audience is then asked to make a decision. Americans ask the so-called closing question in a direct and frontal way. Americans sell. Examples

American View

From the American perspective Germans don‘t sell. They only inform. Germans give long-winded, fact-filled, complicated, gray academic lectures. And Germans don’t ask for the sale. The audience is left hanging. “Why don’t they ask for the sale?”

German View

From the German perspective Americans sell. They all too often put on a show. Americans don‘t persuade. Information is not presented in a professional way. The audience is confronted with either buying or rejecting. This can make Germans feel uncomfortable.

Advice to Germans

Overcome your inhibition to recommend a clear choice (your choice) among the options. Make the sale. Ask for the order. Your American audience is waiting for you to do it. The worst that can happen is that you‘ll get a no. Life will go on. Or keep trying, keep asking.

Advice to Americans

Do not confront your audience with the buy-question. As Americans you can easily come across as a pushy used-car salesman. Take almost a take it or leave it attitude. Besides, Germans seldom make important decisions based on a presentation.

Message vs. Messenger

German Approach

Germans separate message from messenger. The presenter consciously and purposely moves into the background, so that the message takes center stage. Germans believe that arguments should speak for themselves. Examples

American Approach

Americans link message and messenger. The message, its form, and its presenter create a unity. In the U.S. business context the presenter takes center stage. Americans believe that “you sell yourself first, then your product or service.” Examples

American View

Americans, in stark contrast, find the separation of message and messenger impersonal, abstract, sterile, even drab. To distance oneself from one’s own message is interpreted by Americans as risk-averse, disinterested, and anything but persuasive. “If he himself is not convinced by his message, why should we be?”

German View

Germans react ambivalently to linking message and messenger. An overly personalized presentation style is on the one side both motivating and attractive. At the same time, however, Germans are persuaded more by rational argumentation. “There must be a reason why he is appealing to our emotions instead of to our reason.” Germans are not persuaded by the messenger-first approach.

Advice to Germans

Identify yourself with your message. Literally use the word I. Draw on your personal experience by using anecdotes. Put your heart into it. Show emotion.

Give signals when you are a subjective participant in your story and when you are an objective observer. When persuading Americans you cannot take yourself fully out of the equation.

Advice to Americans

Temper the showman in you. Be a little coy. Hint at almost a scepticism in your own message. Neither invite nor challenge your listeners to like or dislike you as a person.

In fact, take yourself out of the equation altogether. It‘s all about the message and not about the messenger. You are not on any kind of stage. Speak to their heads, not to their hearts.

Strategy Formulation

German Approach

Germans believe that important decisions should be reached via consensus. Ideally within the entire team, but at least among its key members. Once made, those decisions are best implemented when communicated, understood, and accepted by the broader organization. Examples

American Approach

Americans believe that important decisions should be made by the team lead. Ideally with input from key members of the team. Once made, those decisions are best implemented when communicated and understood by the broader organisation. Examples

American View

The German pursuit for consensus on strategy and important decisions rarely succeeds. Inevitably it requires too much time, or the internal debate never ends, or worse, a suboptimal strategy is chosen in order to please as many interests as possible. Leadership by consensus is a contradiction in terms.

German View

Input is sought only from selected members of the management team. These, together with perhaps other trusted colleagues who may not be directly involved, form a kind of „kitchen cabinet.“ There is low tolerance for open discussion and debate about important issues within the entire management team.

Advice to Germans

From the point of view of your American team members you are expected (and paid) to make decisions, especially strategic ones. Request and take seriously input from your direct reports. But in the end, you decide, you take responsibility. Americans expect you to lead from the front, not from the middle, and certainly not from the back.

If your American lead neither builds consensus nor consults your opinion, choose wisely the time and place to request a one-on-one talk. Don‘t insist that your opinion be considered on important decision or strategic issues.

And certainly do not hint that he/she does not listen. Finessefully lead your manager to the conclusion that your viewpoint could be of value to his/her thinking. If it does have value, you will be consulted, and more often than you expect.

Advice to Americans

Regardless of how clear you are in your strategic thinking, and how confident you are in your decisions, if you don‘t get the buy-in from your German direct reports (or the wider German organization), they will be neither able nor willing (or both) to implement them.

At the same time, let them know when the point has been reached for you to decide. Germans, too, see the downside of exaggerated consensus building.

Welcome your German lead‘s invitation to influence decisions and strategy. But do not misinterpret it as a strategy or leadership void.

And be careful. Your Advice might be accepted. If accepted, be prepared to remain involved and to carry part of the responsibility for your strategic input.

Durability

German Approach

Germans prefer long lasting products. For which they will pay a higher price. Durable products reduce replacement cost. Durability is a sign of craftsmanship, quality, tradition and continuity. Durable products “stand the test of time.” Examples

American Approach

For Americans durability is relative. Products don’t last forever. Change is constant. Products must adapt to the changing needs of customers. Americans value durability, but within a shorter time frame. Examples

American View

“Who wants to own a product forever?” Americans like change, variety, alternatives.

German View

In many ways Germans see in America a throw-away society, with little sense of quality, people who overvalue all that is „new and improved.“

Advice to Germans

As always, remain in dialogue, in synch with your German colleagues. Define with them just how durable the product should be, keeping in your field of vision your customers as well as your competition.

Advice to Americans

Efficiency

German Approach

Germans have experienced times of acute shortage. These have left their stamp on the German product philosophy. Efficiency is a key product characteristic. Efficient in its development, manufacturing, and use. Examples

American Approach

The USA remains one of the resource richest countries in the world. Although efficiency is among the key characteristics of any product, output almost always outweighs efficiency. Examples

American View

Americans have become aware of the importance of efficiency, and progress is being made. At the same time, U.S. companies have been successful nonetheless. Their experience is that products, indeed, can be profitable despite weaknesses in efficiency.

German View

Germans find Americans to be wasteful of resources. The trend of the last years to supersizing is considered to be irresponsible and lacking in self-control. Oversized houses, automobiles, meals served in restaurants reinforce the impression that America is not interested in doing things in an efficient way.

Advice to Germans

You will identify many areas where Americans can be more efficient. And bringing your German sense of efficiency into those areas can improve results.

But keep in mind that your working relationship is not exclusively about results as measured by efficiency. It is also about the relationship itself. A working relationship is one part work and one part relationship.

Advice to Americans

Anticipate the importance of efficiency in all that the Germans do, develop, produce. Anticipate also their view of American approaches as often being inefficient.

Listen carefully and take seriously their input on how to do things efficiently. It’s one of their great strengths. Profit from it. At the same time, remind your German colleagues that efficiency is not everything. Often output really does trump efficiency. But make the case.