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
discretion
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
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.
“Who are you?!“
Many Americans are the descendants of people who left their homes to escape what they considered to be imposing or coercive laws in their native countries. As such, they’ve been raised to consider any interference (even unsolicited, but well-meaning, advice) as an attack on their freedom as Americans.
This in the sense of: ;„Who are you to tell me how to live? This is America. A free country. I can live the way I want! Americans are very fearful of one group in the U.S. dictating to another how they should live.
coerce: to restrain or dominate by force; to compel to an act or choice; to achieve by force or threat. Middle English cohercen. Anglo-French cohercer. Latin coercēre, to shut up, enclose. Synonyms: force, compel, constrain, dragoon, drive, impel, impress, make, muscle, obligate, oblige, pressure.
Scream and Yell
Spectacular was the interaction between Chancellor Helmut Kohl and SPD-Chairman and former Chancellor Willy Brandt on May 12, 1985 after elections in the state of Northrhine Westphalia.
It was a ZDF (Second German Television) discussion and debate about the results which then, however, turned into an argument between Kohl and Brandt about national topics, including German-American relations.
“You’re hurting the German people with these lies”, Brandt screamed while smacking the table with his hand. “I cannot accept this!”
Kohl, sitting right next to Brandt, remained calm: “You can yell and scream at your employees in the SPD, but not here with us in front of the German people.”
Hillary vs. Barack
During the 2008 Democratic presidential primaries, when individual state in the U.S. have elections to choose the party‘s candidate, there were several interactions between Hillary Clinton and Barack Obama which made many feel uncomfortable. The interactions were direct, confrontational, critical, in some cases bordering on personal.
Within a week or so the two candidates had softened their tone. The media reported on it at length, speculating that senior people in the Democratic Party had advised Clinton and Obama to do so. They feared that if the attacks continued the winner of the primaries will be damaged going into the general election.
Candidates in the same party exposes each other‘s weaknesses offers opportunities for the opposing Republican Party. Hillary and Barack were asked to be more discrete.
Off-line
Discretion: The quality of having or showing good judgment; ability to make responsible decisions; individual choice or judgment; power of free decision or latitude of choice within certain legal bounds; the result of separating or distinguishing.
Off-line: Americans prefer to discuss sensitive matters „off-line“, meaning to do so privately, one-to-one, separate from the other team members. A capable team lead knows how to practice this kind of discretion while signaling to the other team members that the sensitive issues are being addressed and not „swept under the rug.“
humiliate: To reduce to a lower position in one’s own eyes or others’ eyes. From late Latin humiliate – ‘made humble,’ from the verb humiliare.
Cohesion: The act of forming a united whole. Mid 17th century from Latin cohaes – ‘cleaved together,’ from the verb cohaerere, on the pattern of adhesion.
During World War II, on August 3, 1943, General George Patton slapped a soldier who was hospitalized for psychoneurosis, accusing him of cowardice. The incident nearly ended Patton’s career. A week later, in a far less publicized incident, Patton slapped another soldier, who had been hospitalized for his “nerves.” Many members of Congress and the press called for Patton’s removal from command.
Bobby Knight, one of America‘s most innovative and successful college basketball coaches, was known for his straight-talking, open, honest and impatient, combative personality. After almost thirty years of extraordinary success at the University of Indiana, Knight was fired for very minor indiscretions involving players and students. Mr. Knight once said: “When my time on earth is gone, and my activities here are past, I want them to bury me upside down, so that my critics can kiss my ass.”
Wayne “Woody” Hayes (1913-1987) was the football coach at Ohio State University for over twenty-five years, with a career record of 238 wins 72 losses and 10 ties, winning five national championships. Hayes challenged his players to be the best, often becoming impatient and angry, at times physically rough with them during practices. His career was ended after a 1978-game in which he physically attacked a player on the opposing team.
“Do not criticize me in front of the team”
American football. The professional league – NFL. Green Bay, Wisconsin. Cold. Very cold. The Green Bay Packers, the dominant football team of the 1960s. Their coach, Vince Lombardi, one of the greatest of all time. Their quarterback – play-maker, Spielmacher – Bart Starr.
Starr: quiet, serious, disciplined, selfless, talented, understated, fully focused on one goal only, winning. Winning championships. Starr to Lombardi: “Do not criticize me in front of the team, instead just the two of us. Otherwise I cannot lead the team.”
Listen to minutes 3:45 to 4:30
Crushed by Negative Speeches
Frankfurt. May 2015. Employees at Deutsche Bank’s headquarters week became the latest powerful stakeholder to call for its chief executives to resign. The workers council’s target: Anshu Jain.
The Corporate Center workers council, a powerful body that represents the 2,500 employees had put out a flyer entitled “Wind of Change? Wind of Jain?”
The letter called on the bank’s co-chief executive Anshu Jain to resign, stating a radical new start would give the bank back some credibility and could give rise to a real spirit of optimism.
Mr. Jain is apparently no longer able to shake off the repeated criticism so easily. There were numerous negative speeches aimed at him from shareholders over the course of the recent general meeting.
Loose canons
Every culture has its definition of what effective leadership is. The ability to communicate criticism in a constructive and discreet manner is one of the most important skills required. Discretion, being a discreet person, handling sensitive issues discreetly, is essential not only to leading high performing teams, but for attracting and retaining high performing individuals.
Managers who are indiscreet, who voice their criticism of individual team members in the presence of others – colleagues, suppliers, customers – are considered to have poor interpersonal skills, to be negative, destructive, even mean spirited.
Americans refer to them as „loose cannons“ or as „time bombs.“ People do their best to avoid them. And talented team players do their best to find another, a better position within the company, or if necessary outside.
Indiscretion is a danger in the American business context. It is demotivating. It scares off talent.