Focus on Weaknesses

In feedback discussions the Germans focus on what isn‘t working. This is a shared logic. Both team lead and team members address primarily weaknesses. The Germans waste little time discussing what is working, instead taking direct aim at deficits.

This problem-orientation is considered positive, constructive and future-oriented. It is a proven approach to assessing suboptimal work results and laying the foundation for improvement. Germans are very pragmatic about reducing mistakes. They often say: „That was good work, but ….“

Every German hears at a young age the statement: Selbsterkenntnis ist der erste Schritt zur Besserung, self-critique is the first step towards improvement. Critique of others and of oneself is legitimate and necessary in order to improve. Germans believe that the individual needs first to admit their own weaknesses before being able to eliminate them.

Be wary. Be happy.

Germans strive to remain clear-headed, to avoid incrementally inflated euphoria, to avoid a step-by-step distancing from a sober assessment of reality. For Germans it’s not “Don’t worry. Be Happy.” But instead “Be wary. Be happy.”

Wary: marked by keen caution, cunning, and watchfulness, especially in detecting and escaping danger.

“Escaping danger.” Dangerous can be thinking too highly of oneself. Dangerous can be misreading a situation. Dangerous is unjustified happy, euphoric.

But, there is another reason to “be wary.” Neid, envy. The Germans themselves speak of their Neidgesellschaft, “society of envy”, of their Neider, the envious. 

Public recognition can lead to envy within the team. Envy threatens cohesion. Germans are not comfortable with “stars” or “rainmakers” in their organizations. Neid is one reason. The other is purely rational.

In complex organizations, especially those which are highly matrixed, how can individuals or individual teams be cited as especially successful? As clearly better than others? How can that be measured?

Self-praise stinks

Eigenlob stink: self-praise stinks; it is dishonourable; those who praise themselves make themselves unpopular. Lobhudelei: tossing praise about; exaggerated praise, typically self-praise; for mediocre work. Etwas hochjubelen: to praise something or someone to the high heavens; overblown praise, undeserved, unwarranted.

The Ikarus myth. Ikarus is a figure of Greek mythololgy. His father, Daidalos, in order to escape from the labyrinth on the Greek island of Crete, built wings our of feathers and wax. Although Daidalos warned his son not to fly to close to the sun, Ikarus in his self-confidence did not heed his father‘s warning. The wax in his wings melted, he crashed to the sea and drowned. The lesson taught is that hubris – conceit, over self-estimation – leads to a fall.

Germans are very wary of over self-estimation.

„Not criticized is praise enough“

There is a logic to why Germans rarely give praise. They believe that being one‘s own most severe critic is the prerequisite for working independently, for self-management. Praise is given and expected sparingly. The following expression reveals the German logic: Nicht geschimpft, ist genug gelobt or Not criticized is praise enough.

Germans learn at an early age to expect more critique than praise, from parents, teachers, sports coaches. Young Germans are trained to be self-critical, to be wary of undeserved praise. Experts in education and child-rearing warn of the dangers of too much praise. It can quickly lead to oversized egos, to overrating one‘s abilities, to losing touch with reality.

If praise is given, then it should come from an external, neutral, critical source. German children learn from an early age on not to put their achievements on display, not to brag, but instead to be reserved and modest. Every German child has heard at least once that Eigenlob stinkt, that self-praise stinks.

Recognition

German praise is often communicated by a simple nod of the head or a gut gemacht, „well done.“ Too much praise can be seen by both parties as exaggerated, not objective, emotional, not to be taken seriously. In Germany it is important to auf dem Teppich bleiben, literally to keep your feet on the carpet. Exaggerated praise can easily be interpreted as sarcasm.

In Germany, praise in the presence of other colleagues is even more seldom, and is a sign of truly exceptional performance. But even in that context the Germans distinguish between excellent and exceptional work. Praise should always be closely in line with actual performance.

At his retirement ceremony the president of a prestigious German-European research institution was praised with the words: „He is a kind, humble person, who led others based on fairness and objective standards, and who from time to time had valuable scientific breakthroughs. He never sought the spotlight.“ His „valuable publications“ were also praised. The speaker said at the end „You have done a good job!“

Praise and Motivation

Germans believe that too much praise can lead employees to „rest on their laurels“, to not continue to work at a high level of intensity. In order to avoid that effect, Germans praise good work in moderate terms. This signals that there is more upside potential. It aims to motivate.

Germans seldom score work results as near perfect or perfect. „Close to perfect“ is the best one can expect. German business psychologists see a weakness in this approach, though. They believe that more praise would increase employee motivation and thus productivity.

Sich auf seinen Lorbeeren ausruhen. To rest on one‘s laurels. To relax after having produced good work results; after success to not strive for more. During the Middle Ages laurels were a sign of fame. The winner of a jousting tournament or a battle had a laurel wreath placed on their head.

Deflation. When the price for products and services decreases; when money loses its value. German economic and monetary policy aims to maintain the value of goods and services, but most importantly to prevent inflation. When it comes to praise, Germans take a conservative, restrictive, deflationary approach.

Deflationary. In feedback discussions the Germans consciously use deflationary terms. Honesty and transparency are seen as guarantees for effective, clear communication. „Say what you mean and mean what you say“ is the German logic. People should speak their minds freely and without inflationary euphemisms.

Den Tag nicht vor dem Abend loben translates into „Don‘t praise the day until the night has arrived“; don‘t count your accomplishments before the day is over; don‘t be confident of something until it has actually happened.

Humility

Bescheidenheit or humility is the character trait of a person who is unassuming, not demanding, seeks little for themself, who allows others to go ahead. From Latin prudentia, sapientia, scientia, discretio.

Bescheidenheit ist der Anfang aller Vernunft. Humility is the beginning of all reason. (Ludwig Anzengruber) Die wahre Ruhe der Gemüter ist Tugend und Genügsamkeit. True peace of mind is based on virtue and humility. (Christian Fürchtegott Gellert)

Abgehoben sein: to view oneself as above others; to lose grounding, to lose a sense of measure, proportion; unable to read situations realistically. Sarkasmus, sarcasm: biting, hurtful, condescending ridicule; to make fun of another person in a cutting way; to be mean, ugly.

Team Lead as Defender

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.

“Your success is my success“

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.

Impersonal Critique

In the German context feedback about one‘s work is in and of itself not personal. Germans – team leads as well as members – can argue vehemently about business topics and at the same time have a friendly, collegial working relationship. German management can criticize harshly an employee but still respect and personally like that individual. In Germany feedback is not personal.

In German team meetings open, honest, direct feedback is not only permitted, it is desired. Weaknesses in individual performance are addressed by team lead and members alike. The criticism, however, is not meant, and is not taken, as a personal attack, not jemandem etwas ins Gesicht sagen (to tell them off), but more to „get a it on the table“, in den Raum stellen.

Jemandem etwas ins Gesicht sagen: to say something critical to another person‘s face; to say something mean, unfair, provoking; to tell someone the unadultered truth; to give another person „a piece of your mind.“

Etwas in den Raum stellen: to put something in the room; to raise a question, a problem; to comment on, to make an observation; to bring a subject into the discussion.

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