Das Leben der Anderen (The Lives of Others, 2006): Context: Set in East Germany, this film follows a Stasi officer tasked with surveilling a playwright. Illustration: The Stasi’s internal culture is characterized by unemotional, objective reporting and evaluation. Feedback about performance is delivered in a cold, formal manner, with little regard for personal feelings. The film’s tone and dialogue reflect a clear separation between professional duty and personal emotion.
performance
awkwardness
Stromberg (2004–2012). Context: A satirical workplace comedy (German adaptation of “The Office”). Illustration: While the show is comedic and its main character is often inappropriate, much of the humor comes from the contrast between German directness in feedback and the awkwardness of mixing personal and professional spheres. The series lampoons, but also highlights, the expectation that feedback should be about work, not personality.
Remembrance, Responsibility
A notable historical example of a German company successfully using neutral, performance-focused feedback is Daimler-Benz (now Mercedes-Benz Group) during its process of historical reappraisal after World War II. In the 1980s, Daimler-Benz became one of the first German companies to appoint an independent commission of experts to conduct a scientific and objective study of its activities during the Nazi era.
This approach was marked by a clear separation of personal feelings from professional responsibility, with the company focusing on facts, accountability, and measurable actions rather than emotional statements or personal blame. The findings led to formal reparations and the establishment of the industry foundation “Remembrance, Responsibility and Future,” involving over 6,500 German companies. The process and communication were characterized by a neutral, unemotional tone, focusing on performance (in this case, historical accountability and reparations) rather than personal sentiment.
DIN
German Engineering and Industrial Standards (DIN Norms, 20th Century). Germany’s reputation for engineering excellence is built on a culture of standardization, precision, and objective measurement:
The creation of DIN (Deutsches Institut für Normung) standards established clear, impersonal benchmarks for performance and quality. Evaluation and feedback in industry became a matter of meeting or exceeding these standards, not personal opinion.
Product and process evaluations are based on measurable criteria, with feedback delivered in technical, unemotional terms.
Duale Ausbildung
Apprenticeship System (Duale Ausbildung). The dual education system is a model of structured, objective feedback: apprentices receive regular, formal evaluations based on skill mastery and performance; feedback is standardized, unemotional, and focused on professional development; personal feelings are set aside; the focus is on competencies and meeting professional standards.
analytical observation
Thematic Exploration of Detachment: The tradition of professional detachment is also evident in the thematic exploration of roles and identities. Robert Musil’s Der Mann ohne Eigenschaften (The Man Without Qualities) presents a protagonist who is self-possessed and detached, navigating life with a sense of analytical observation rather than emotional engagement. This reflects the German cultural logic of evaluating situations and people based on objective qualities and performance, not personal sentiment.
“I work for Mary Smith”
When two colleagues meet and the one asks the other what they do in the company, it is typical for Americans to state who their boss is: „Oh, I work for Mary Smith.“ The next statement might be: „in the new product marketing“ or „in global supply chain“ or „in corporate finance.“
Americans work outwards from their work, their team, the organization in which the team is imbedded, and so on. It is also common in the U.S. to hear the statement that „your most important customer is your boss.“
American team leads have influence and power over their team: strategy, organizational structure, roles and responsibilities, and, of course, compensation and professional development. The relationship with the team lead is for the team member a very important one. It influences them very personally.
That working relationship, however, can also be one which extends beyond the workplace to their private lives. It‘s common for American colleagues to be friends, close friends, friends who do things together, whose spouses and children know each other. Americans mix their work and private lives. This can include the boss.
In fact, many Americans would say that the ideal team is made up of capable people, who work hard, support each other, reach their business goals, but in addition know and like each other outside of work. Colleague and friend. Boss and friend.
Wrongful termination
The Human Resources departments in American companies – especially large ones – have become very careful in how they handle employee performance appraisals. Not only because they strive to develop their talent, but also in order to avoid lawsuits. Even well-designed appraisals can lead to a lawsuit if they are poorly implemented or applied in an inconsistent manner.
Because U.S. labor courts continue to make exceptions to the once solid At-Will doctrine, employers face greater requirements to prove legitimate business reasons for many personnel actions.
At-Will employment is a term used in American labor law for contractual relationships in which an employee can be dismissed by an employer for any reason and without warning.The rule is justified by its proponents on the basis that an employee may be similarly entitled to leave his or her job without reason or warning.
At-Will employment gradually became the default rule under the common law of the employment contract in most states during the late 19th century. Over the 20th century many states modified the rule by adding an increasing number of exceptions, or by changing the default expectations in the employment contract altogether.
“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.