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Lines of Communication

German Approach

Because Germans, those leading as well as those being led, prefer generally formulated, mission oriented tasks (more what, less how), they maintain longer lines of communication: less interaction, fewer status meetings, fewer iterations on tactical issues. Examples

American Approach

Because Americans, those leading as well as those being led, prefer specific, command oriented tasks (both what and how), they maintain shorter lines of communication: more interaction, status meetings, iteration on tactical issues. Examples

American View

German team leads undercommunicate. “Face time” with the boss is in short supply. It becomes difficult to know, understand, or predict what the lead wants. It requires unnecessary guesswork, can be demotivating, and in most cases is seen as a lack of involvement.

German View

American leads overcommunicate. “Visiting the troops” and „management by walking around“ is interpreted as unwarranted and annoying supervision and control. It is distracting, demotivating, and in many cases viewed as a sign of mistrust.

Advice to Germans

Manage more like a player-coach versus a teacher-coach. Stay engaged with your people on the tactical level. You need not become overly prescriptive. You need not „change into your uniform and get onto the field“, but at a minimum stay involved as their coach.

Increase your communication with the team by 50%: staff meetings, phone calls, „drop by and say hello“. You won‘t feel comfortable doing it. You‘ll think it‘s a waste of time. You‘ll fear it will distract, or even unsettle, your team. It won‘t do any of they things. You won‘t succeed without shorter lines of communication.

Your American boss overcommunicates? It is not a sign of mistrust. On the contrary, you should worry about your performance if you see and hear less and less from your American lead!

The higher the level of communication, the more relevant your work, the more important you are for the success of the team. Enjoy the interaction. Engage with your team lead. You can exert influence on strategy and important decisions.

Advice to Americans

You lead Germans? Reduce your communication by 50%. You won‘t like it. You‘ll feel deprived of the key tool in managing your team. You‘ll wonder what to do with your time.

Focus on the broader strategic issues which can positively or negatively impact on your team. Remove roadblocks to their success. And, use the time to protect your team from those constant internal turf-battles so famous within German companies.

Your German boss undercommunicates? Experiencing „face time withdrawal“? It is not an indication that you have a problem, in fact, it‘s the exact opposite!

Your German lead is communicating with you. The message is: „Hey, you‘re doing a great job. I can leave you alone. I spend my time on the problems, not on the areas which are working. Keep up the good work. Maybe we‘ll bump into each other some time!“

Past vs. Future

German Approach

Germans believe that a persuasive plan to moving forward depends on knowing your starting point. They expect an explanation of the path from the past to the current situation. Persuasive in the German business context is explaining the history of the starting point. Examples

American Approach

For Americans to be realistic means understanding what is possible. The possible is determined not only by past and present circumstances, but also by the ability to shape a new future. Persuasive is explaining how to move from the present into the future. Examples

American View

Too much emphasis on the present as a product of the past is seen as backward-looking. A vision of the future, forward movement, often demands moving away from the past. From the American point of view their German colleagues can get stuck in the past.

German View

Germans often get the impressions that American visions are not grounded or rooted in an accurate understanding of the status quo. Americans want to move forward without first establishing their starting point and direction. They “fly off into the wrong direction.”

Advice to Germans

Provide the historical context. But let your listeners know beforehand that you need to tell the full story. Your aim is for all to have a common understanding of the present situation before you can recommend how best to move forward together.

Advice to Americans

Try to hold back your natural American tendancy to jump from the present into the future. Take the time to explain the context of the situation. This will lengthen the presentation. That’s ok. Germans want depth and breadth. Do your homework and demonstrate it. It will be worth it.

Strategy and Tactics

German Approach

Germans, those leading as well as those being led, prefer generally formulated, mission oriented tasks. The task addresses more the what and less the how. Responsibilitiy for the how lies with the implementer on the tactical level. Examples

American Approach

Americans, those leading as well as those being led, prefer specifically formulated, command oriented tasks. The command addresses both the what, and the how. Overall responsibility for the how is shared by both levels. Examples

American View

German leadership is seen by American team members as distanced, not adequately involved, almost passive, at times even absent. Tasks assigned are so broadly defined that implementation can be difficult to define. Americans expect more detail concerning the what, but are often reluctant to address the issue.

German View

Germans experience American leadership as too involved on the implementation level. American hands-on coaching can come across as top-down micromanagement. They perceive their American lead as “telling me how to do my job.”

Advice to Germans

Make clear to your American team members to what degree you will spell out the tasks you assign. In other words, how they should do their work on the tactical level. Take the time to speak with them about where you draw the line between strategy (what) and tactics (how).

Develop an on-going dialogue about where that line is. It is, and should be, fluid and flexible. Americans are motivated and successful when their team lead is actively involved in their work. If you don‘t manage on the tactical level, you run the risk of becoming irrelevant.

You work in a team led by an American. Your American lead wants you to succeed. Your success is his/her success, also. If for you the how is too well defined, too prescriptive, first reflect on it.

Formulate your approach, then discuss it with your lead, so that he/she remains involved, can agree, overrule or modify. Engage, and remain, in that dialogue, for the entire duration of your work together.

Advice to Americans

When leading Germans be more teacher than coach. Germans want to succeed on their own and in their own way. Give them space. They‘ll come for advice soon enough. If they need your advice, but don‘t request it, send discreet, respectful signals that you‘re approachable, that you want to help.

As recommended to your German colleagues who lead Americans, establish a dialogue with your German team members about where you draw the line between strategy (what) and tactics (how). Depending on the situation, that line will move in one direction or the other. Remain in constant contact with each other.

Your boss is German? If it is not clear what she or he expects, don‘t request clarity immediately. Define your role. Rely on your education, training and experience. Then either execute based on that or request input.

If you do ask for input, go into the discussion like a junior partner in a consulting firm seeking advice (not direction) from a more experienced colleague. But, be prepared to hear: “There is no need for me to spell that out for you. You’re a professional. You should know how to do your job.”

Problem vs. Opportunity

German Approach

For Germans a core competence is the ability to identify, analyze and solve complex problems. The key to success is problem-solving. In the German business context to be persuasive is to focus primarily on problems. Examples

American Approach

Americans strive to see problems as opportunities. Competent is that person able to recognize opportunities in difficult situations. In the American business context to be persuasive is to focus primarily on opportunities. Examples

American View

The German focus on the weak points of a given situation is understood by Americans as precisely that: seeing problems primarily as problems and consciously seeking them out. Instead of searching for the positive in a given situation, Germans are viewed as pessimistic, negative, under certain circumstances even as destructive.

German View

Interpreting a problem as an opportunity and acting too quickly signalizes to Germans an inability to recognize the seriousness of the situation and its dangers. Americans can come across to Germans as naive and impatient.

Advice to Germans

Remain problem-oriented. It is a German strength. But choose different words. Americans are capable of discerning between serious and less serious problems.

Establish more balance between German problem-orientation and American optimism. Not all problems have to be addressed or even solved, in order to move forward.

Advice to Americans

Reduce your natural American optimism. Show more attention to the potential downside of a given situation. Acknowledge problems as they are.

Address them directly and openly. Not all problems are challenges. Not every cloud has a silver lining. Do not fear being seen as negative and pessimistic by your German colleagues.

Hearing

German Approach

Germans avoid hearings. Allowing the conflict parties to go head-to-head increases tension, making it more difficult to resolve the conflict. In Germany the conflicting parties are interviewed separately. Examples

American Approach

Americans expect a hearing. The conflict parties, in the presence of each other, make their case. Self-defense is only possible when one knows what the other side is accusing them of. Examples

American View

The absence of a hearing is viewed by Americans as a loss of the fundamental right to self-defense. The German approach of separate hearings is considered ineffective, secretive, fundamentally unjust.

German View

An American hearing is seen as unprofessional, antagonistic and counterproductive. It pits colleague against colleague, in competition with each other, in an open forum. It adds „oil to the fire.“

Advice to Germans

If you have an American boss and are in conflict with an American colleague be prepared for your hearing. It will come sooner than you think. If you lead Americans, and a conflict has been escalated to you, they‘ll expect you to hold some kind of a hearing. Do it quickly.

Advice to Americans

If you lead Germans, and a conflict is finally brought to your level, do not hold a hearing. Talk to the conflict parties separately. Prevent any kind of direct dueling among the conflict parties in your presence.

If you have a German manager, you will most likely not get an American-style „day in court“. The „judge“ will speak with you individually. You won‘t know the case made by your colleague, with whom you are in conflict.

Analysis

German Approach

Germans regard an individual step in a decision-making process as completed only when all relevant information has been gathered and analyzed with rigorous tools. Germans are scientific. They are skeptical of intuition. Examples

American Approach

Americans gather limited, but highly relevant, information. In-depth analysis is done only when necessary. Americans apply rigorous tools of analysis. However, they balance analysis with pragmatism. Examples

American View

For many Americans, German analysis is overly complex, cautious, scientific, tool-oriented.

German View

Americans are viewed by their German colleagues to be too pragmatic, too inexact, too tolerant of insufficient analysis.

Advice to Germans

Reduce the overall scope of your information gathering and analysis. Focus on the most relevant questions. Americans have less of a need than Germans for depth and breadth, as long as the key factors have been addressed.

Advice to Americans

For Germans, comprehensiveness and completeness are a virtue. If you opt for less depth and breadth in your information gathering, be prepared to provide the reasons.

If possible, place a monetary cost on the extra work involved. Demonstrate how there is limited value added to the decision making process (resource conservation).

When it comes to your approach to analysis, your German colleagues will expect you to describe the process, methods and tools you employed or plan to employ.

Germans seek scientific objectivity and avoid “gut-based” approaches to analysis. From their point of view, your results will only be as good, as reliable, as convincing, as the process/method/tools you used to arrive at them.

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.

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.

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.