figures of speech – Page 12 – understand-culture

(Un)healthy skepticism

Kenne mer nit, bruche mer nit, fott domet – loosely translated as “Don’t know dat. Don’t need dat. Get it outta here.” A well-known figure of speech in the dialect spoken in the Rhineland. The German fear (Angst) of change. Too much, too fast. A never-ending story.

Especially the older and well-established generations are skeptical of any change. Skepsis is then passed down from one generation to the next, ankering itself deep into the German psyche.

The digitalization of the economy. The move away from fossil fuels to natural energy sources such as wind. A free trade agreement between the European Union and the United States. These and other topics are ever-present in the media, triggering in many Germans feelings of worry. “Why should we change things which have worked for us over the past decades?”

A good example is the reluctance in Germany to make necessary changes in education. “Why should we all of sudden put computers and tablets in the classroom? Do we really need new media in all areas of society? Let’s first take a step back and analyze it carefully. No hasty decisions!”

While the Germans in their ministries and commissions are studying the issue other countries are moving ahead rapidly and preparing themselves for the digital world.

Often, when it comes to reacting to change, Germany, the Land der Dichter und Denker – literally the country of poets and thinkers – falls into a kind of lethargy, of Schockstarre – shock + numbness.

There is nothing wrong with being skeptical about change. It is often difficult, however, for the German people to find the right balance between pessimism and optimism.

Do it yourself! (DIY)

Geh’ nicht zu Deinem Fürst, wenn Du nicht gerufen wirst – Do not go to your ruler, if you have not been summoned – this is nothing more than an order not to ride your boss’s coat-tails.

Selbst ist der Mann – Do it yourself! Only those who think for themselves can act for themselves, too. And he who is capable of thinking and acting independently is also ‘master of the situation’ – and has ‘everything under control’.

To be one’s own master – which Germans value very highly. The how? Please, no spoon-feeding!

The Servant on call

The Germans says: “Only servants need be reachable at all times.” It’s a figure of speech many German managers use to signal that they cannot always respond immediately to team member questions, nor can they be reached directly. Team members are often asked – and trained – to only contact their boss if it is truly important.

On their Own

To be given a task in Germany is a form of advanced praise. It signals that one has the ability to complete it properly. It is a sign of competence. Every new task is also an opportunity to demonstrate that ability, perhaps even to surprise the boss and other colleagues with exceptional work results.

For Germans define themselves very much through their work. Recognition for solid work is for many just as important as compensation. A job well done in the German context, however, is work done independently, on one’s own. Help now and then from the team lead or advice from colleagues are seen as bothersome, unnecessary, possibly even hostile, as a form of doubt that the personal can do solid work, on their own.

Lästig, bothersome. Germans find follow up annoying, both for the team member who has to report on the status of their work, as well as for the team lead who has to ask if the work is being done properly. Both parties believe that they have better things to do. Namely, their work.

Figures of speech: Viele Köche verderben den Brei. Too many cooks ruin the porridge. Dazwischen Funken. Literally, to radio in intermittently. Figuratively, to stick your nose in someone else’s business.

“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.

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.

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.

„Where they stand“

Americans teams maintain short lines of communication. Informal feedback is given constantly and in both directions. Team lead and individual members want to know at any given time „where they stand.“

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.

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.