German suppliers ask for one person on the client side who can answer questions and make decisions, and the arrangement is often written into the contract. The information flows through a defined channel rather than through whoever happens to be available.
meetings
The negotiation record
Das Verhandlungsprotokoll. German negotiations produce a written record of what was proposed, what was objected to, and what was agreed, circulated afterwards and corrected. Whatever was felt in the room does not survive into the document. Only the positions do.
The earnings call
American public companies hold a quarterly call in which executives take questions from analysts, and the recording and transcript are made public. The company’s own account of its performance is delivered in a forum it does not control, and anyone can listen.
The one-page memo
American organisations enforce length limits on decision documents — the one-pager, the two-page brief, the executive summary capped at a page.
The constraint is on the analysis, not on the decision. A question that cannot be put in a page is treated as one that has not yet been thought through, rather than as one that needs more room.
The standing meeting
American organisations schedule the follow-up before it is needed — the weekly one-to-one, the Monday stand-up, the biweekly check-in, the quarterly business review.
The meeting exists in the calendar whether or not there is anything to discuss. Its function is not the agenda. It is the guarantee that the status will be revisited at a known interval.
Getting it on the table
Das muss auf den Tisch — that has to go on the table. Said in German when something is being handled quietly that ought to be handled in front of everyone. The image is of a table with people sitting around it. Putting something on it is making it visible to all of them simultaneously, which is the point rather than a side effect.
The works meeting
German law requires the works council to convene a works meeting of all employees once every calendar quarter and report on its activities. At least once a year the employer must report to that meeting on staffing, the financial position and trends of the establishment, and environmental protection.
Where the employer or a quarter of the eligible employees request it, the works council must convene a meeting and put the requested matter on the agenda.
A statutory forum exists in which the workforce assembles, the employer accounts for himself, and anyone may put a subject on the table.
Follow-up Ok
Despite German reluctance to use follow-up, there are situations in which it is unavoidable: In order to stick to a well-defined plan; when the customer requests information; if work results are not delivered on time. The Germans prefer the term 'nachfassen' – literally, after hold. Or 'nachhaken' – literally, after hook or check.
Follow-up in Germany can be either negative or positive. Negative in the sense of control. Positive in the sense of support. Follow up – negative – questions one's ability and willingness to produce good work results. At the same time – positive – it is essential to checking technical details, getting necessary information, verifying due dates.
Organizations which are time-driven rely on follow up. News organizations are just one example. Any and all forms of logistics is another. Timing is critical. Schedules need to be met. Employees are under pressure. Deadlines are deadlines.
Follow-up can be supportive. An older, more experienced colleague can inquire in a friendly way about the status of another's work. A team lead who coaches her team well knows when and how to follow up by simply asking "How are things going? Can I help in any way?"
Follow-up by colleagues on a report, speech, or published article is positive. It means that they have taken sincere interest in your work. It also gives them an opportunity to demonstrate their competence by asking intelligent questions.
In German team meetings follow-up is the rule, not the exception. Open action items can be addressed directly. Team members establish a common baseline of information.
Finally, there is another very legitimate reason to use follow-up in Germany: If things are not going right, if an error has been detected, if the work is being performed improperly. In such cases there is only one course of action. Follow up, and fast!
Top-Down Decision-Making
Decisions in Chinese companies are typically made by senior managers, with input from lower-level staff filtered through formal chains. Subordinates rarely challenge management directly in meetings, instead showing deference through silence or agreement. Even when employeesdisagree or spot problems, criticism is delivered very cautiously, often privately, to protect “face.” This means information travels slowly, with critical issues filtered and softened before reaching leadership.