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Time

German Approach

Germans believe that the time allotted to a decision should be determined by the nature of the decision. And not dictated by internal or external pressures. Germans believe that patience leads to good decisions. Examples

American Approach

In the U.S. an imperfect but fast decision is often preferred over a perfect but slow decision. Imperfect decisions can be corrected. For Americans speed is always of the essence. Examples

American View

For Americans, Germans afford themselves too much time in their decision-making processes. It is difficult to understand why their German colleagues risk angering the customer by taking additional time.

Germans appear overly conservative. From this perspective, German process discipline in decision making can appear rigid, at times in conflict with the purpose of the decision. It is as if the process were more important than the decision itself.

German View

The American tendancy to move fast in order to achieve results quickly can become a source of confusion for Germans. They often have difficulty identifying a clear logic behind the actions taken.

What Americans would term rapid response coupled with a high level of flexibility, their German colleagues would call “Aktionismus” or nervous movement without or at the expense of thought-through action.

Unfortunately, this confusion on the side of the Germans can turn into irritation if they feel blind-sided by an American “Dezisionismus” (hastily decisionism) which endangers their standards of decision-making quality and rhythm.

Advice to Germans

Your operating assumption should be that you have less time at your disposal to make a good decision. Your decision making speed should be based on the time needs of whoever benefits from your decision, whoever is the receiver of your „decision making deliverable.“

Advice to Americans

Be guarded against the cliché that Germans are slow in deciding. Their decisions tend to be further-reaching than the American approach. German colleagues or team leads will allow you more time to make a decision, provided your approach is methodical.

Use the additional time wisely. However, when you perceive the need to decide quickly, inform your German colleagues a.) why this is so, and b.) how a quick decision, if later proven to be suboptimal, can be corrected.

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.

Success Factor

German Approach

If surveyed Germans would rank internal processes, how the work is done, just after people as the most critical success factor. However, often it seems that people serve processes more than processes serve people. Examples

American Approach

If surveyed few Americans would mention processes as critical to success. Instead they would state factors such as customer orientation, innovation, rapid reaction time, and pricing. Results are more relevant than how they were achieved. Examples

American View

German internal analysis of processes quickly leads to a form of navel-gazing. The longer and more intense the analysis the faster and further the company distances itself from the external world: customers, competitors, the market.

German View

Americans appear disinterested or unaware of the central importance of processes. Especially in times of crisis, when their German colleagues focus on structure and processes, their American colleagues seem to not engage in the internal discussion and analysis.

Advice to Germans

Analysis of how the work is done is important. But be sure to focus on its causal connection to the results for your external customers. Engage your American colleagues by starting with the market and your customers, then working back into your organization and its internal processes.

Advice to Americans

Be patient. Listen carefully. When Germans talk processes, they‘re talking output, and the business bottom-line. They are one and the same.

At their core Germans are European craftsmen. Success is based on craftsmanship. It‘s all about how the work is done. Get engaged in the discussion about processes. Add your pragmatic American business thinking.

Acceptance

German Approach

In Germany a conflict resolution is successful when accepted by all parties involved. There is little tolerance for solutions that create winners and losers. Germans aim for mutually beneficial outcomes. Examples

American Approach

In the U.S. a true and lasting resolution is attainable only when a clear decision is made. Americans don’t have of a problem with one party winning and the other losing. “You win some, you lose some.” Examples

American View

German management is easily perceived as unwilling or incapable of making the tough „judgement calls“. A resolution in which all parties are winners, is not a decision. The conflict is not resolved. It festers. The team suffers.

German View

The labeling of one side „the loser“ breeds shame, anger, animosity. The „loser“ will seek to undermine the judgement made. The conflict is not or not fully resolved. It festers. The team suffers.

Advice to Germans

You lead Americans. Make a decision. It may not involve a compromise, but a clear winner and loser. As long as your decision, and the process it was based on, is fair (just), the „loser“ is not lost.

Again, „You win some, you lose some. It‘s not the end of the world.“ You‘re a German with an American boss. If you „win“ the conflict, do not gloat. The next decision could go against you.

When that happens, you have not lost face. Do not fear being labeled a loser for life. Conflicts of interest are commonplace. Accept the decision and move on.

Advice to Americans

You lead Germans. You have arrived at a decision. Even if there is a clear winner and lose, think carefully how you will communicate it. Prevent any kind of triumphalism on the part of the winner.

Soften the blow for the „loser“. The conflict is not resolved by the decision alone. How it is communicated (perceived) influences whether it is accepted and supported.

Your German manager assisted to a resolution in your favor. Fine. Make peace with your opponent. Help him/her save face. No triumphalism.

It didn‘t go in your favor? Make peace with your opponent. Help him/her to help you save face. But, don‘t accept any triumphalism.

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.

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.

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.