This is a blog post about dates: no, not the kind you go out on after „swiping right“. Nope. That’s for someone else’s blog. Here, I’ll keep the focus on the more banal meaning, namely the measure of time. This may not yield as interesting around-the-water cooler stories, but there are some differences worth noting to avoid misunderstandings with your German or American counterparts, namely:
-In abbrieviating dates, the day comes first, followed by the month. If you show up on July 8th for a meeting in Germany set for 07.08, you’ll be waiting for quite some time, cooling your heels while wondering why Germans earned such a reputation for punctuality.
-Germans often make reference to the „Calendar Week“ („Kalender Woche“, or „KW“). There are 52 calendar weeks in a year, meaning that as of this post writing, we are in KW 32. Americans do not use this designation, which will explain the blank stare your American colleague Bob will give you when you tell him the deadline for (xyz) is „in KW 15“. Either give Bob an exact date, or tell him „the week of April 8“ (with April 8 being a Monday, the beginning of the work week).
-Anecdotally, I have come to realize that if it is Monday, and there is a meeting scheduled for Thursday, Germans will say, „I’ll see you at the meeting next Thursday“. This is a point of confusion for Americans, as we would likely interpret „next Thursday“ to be a week from Thursday. In this same sentence, folks from the USA would say „I’ll see you at the meeting THIS Thursday“. Sounds like I’m splitting hairs, doesn’t it? But I’ve actually become confused over this subtle difference in phrasing, so I reckon you could be too.
–I’ve said it before, but I’ll say it again: Americans, when you tell your German colleague that you will do something by or on (insert date here), your German colleague (let’s call him Gunther) will count on you to have whatever it is you have promised–yes, promised–by (insert same date here). So, you’d do well to make sure your initial time estimate is realistic and not overly optimistic, and if you run into time management trouble, tell Gunther exactly that as soon as said trouble becomes evident. Trust me. The way to Gunther’s heart is through his sense of your reliability, not through vague and unfulfilled assurances. Likewise, Bob needs to be open to Gunther’s sense of realistic communication and time estimation and ideally not set deadlines that are unachievable, or at least be open to Gunther’s feedback that a deadline of (xyz) is too optimistic. Remember that—even in this fast-paced business world—Germans are still naturally inclined toward thoroughness, in contrast to the more American „let’s tweak-it-as-we-go“ ethos. These differences will have an impact on what someone’s idea of a realistic deadline is.
-Last but not least: when starting a business relationship with Germans or Americans, it always pays to learn up front which dates you can scratch for business communications and events, namely bank holidays. For matters of urgency, it is sensible to have a Plan B in place in the event of unavailability of your transatlantic counterpart. Aside from the well-known holidays, Americans would do well to familiarize themselves with October 3 as well as the various church-related bank holidays scattered throughout the year (and which states are affected). Likewise, Germans might want to brush up on holidays like Memorial and Veteran’s Day, among others. Oh, and Americans need to remember that Germans get annual, legally mandated paid vacation time–and use it.
Have a missed something on the topic of dates? If so, feel free to leave a comment and set the record straight!
This post comes courtesy of the letter “C”, as in “communication”. When it comes to business between Germans and Americans, it is often this very topic that makes or breaks the relationship, which is why I’ll devote the entire entry to communication alone. Buckle up…
Germans and Americans are both low-context communicators, which means they both convey meaning explicitly through words. In a business context, when an American is in a position of higher power (such as a customer or a boss), communication can often be very direct, even brusque (I’ve been waiting for an opportunity to use „brusque“. Score!) This does not have to be the case, of course, but does tend to catch Germans by surprise when it happens since Americans have a reputation for effusiveness, optimism and positivity.
Which brings us to American communication style on a personal- or equal-footing business level. Here, we roll on more of a „feel good“ basis, using smiles, agreement, compliments and „can do-isms“. Underpinning this style is the belief that motivation flows from mutual positivity. The fancy-pants academic word for this is called „reciprocity“ (this study takes a deep dive into the details of the communication style differences of German and American teams). In fact, communication tools such as criticizing, complaining and using negative sentence constructions are received as unfriendly and counterproductive.
In problem-solving communications, even spending time at length in identifying and analyzing problems at their deepest roots can get a German working in an American team branded as too negative. The same study linked above showed that American teams spend comparatively little time on problem analysis, instead jumping much faster to the business of finding solutions, as this is a more positive, forward-looking activity. Anecdotally, a client who works in the IT-area of his company told me that whereas German team members tend to work to solve a problem („ein Problem loesen“), the American team members often want to „remove“ the problem („ein Problem beseitigen“). The subtle difference implied in the German terms is the difference between solving a problem in a more drawn-out, complex—but thus more permanent—manner and „spot cleaning“ a problem so that it is quickly set aside, or solved on a more temporary basis.
Americans also love their brainstorming sessions, where solutions are contributed and considered regardless of how feasible they may be (because „thinking outside the box“ as opposed to looking towards past tried-and-true solutions is valued more by Americans). As a German, if you find yourself in the midst of one of these sessions, resist the impulse to point out why something can’t or won’t work; again, you’ll be pigeon-holed as a negative party pooper (I’ve also been looking for a way to work in „party pooper“. I’m on a roll!)
Another part of the unwritten rules of communication is that praise and thanks are doled out more frequently among Americans than Germans. Every time I get to this part in my trainings, someone inevitably cringes, mainly because lots of folks here live by the credo „Nichts gesagt ist genug gelobt!“ (roughly translated, „If I haven’t said anything, consider yourself praised!“). It is, of course, a bit of an exaggeration, but not in comparison to American communication style!
Germans, you really are going to have to go Zen with giving American colleagues (especially those reporting to you) a semi-regular dose of the verbal feel-goods. Some of this has to do with our communication style, some of it has to do with a generally lower level of job security in the USA that leaves folks needing a higher level of assurance that they are appreciated and doing good work. Do not be insincere; just lob a few simple praise goodies someone’s way when they have accomplished something positive, even if it that something is reasonably expected from their job duties. Bonus points: say it with a smile.
So, in true American fashion, I will stop dwelling on the problem (or „issue“, as we like to call it) and leave you with some ready-to-use solutions (or set-asides?) for how to communicate with American colleagues:
-While you can spend time gnawing at the deepest root of a problem in the privacy of your own cubicle, in the presence of colleagues, come in with your most well-thought-out but quickly (-ish) implemented solutions. If you can package these to at least sound new or innovative, so much the better.
-When your colleagues offer „out there“ solutions, try to keep your mind open, and in good German form, think of ways to make out-of-the-box solutions implementable. Somewhere in the middle is always a good place to meet.
-Avoid negatives in your language whenever possible („That won’t work“, „That’s the wrong approach“, „We can’t do that“)
-Become friends with „great!“, „thanks!“ „nice job!“, „really appreciate it!“ and, if you’re really feeling wild and crazy, „awesome!“.
So, that’s the scoop for today. In short, keep it positive, forward-looking, and say it with a smile.
Really appreciate your attention…it was great (awesome!) blogging to you again!
If a business relationship with Americans is on your horizon, book an intercultural training to get up to speed on communication style, among other aspects of business with the USA.
Howdy, and welcome to the Thank-Goodness-It’s-Spring (on the calendar, anyway) edition of Intercultural Reflections
I will continue A,B,C-ing my way through the American business landscape…today’s blog comes courtesy of the letter „B“, as in…
Benefits: Germans may be surprised to learn that some of the job benefits they take for granted—and are even codified in labor law—are not a requirement (and thus sometimes not on offer) for their American counterparts.
For example, paid maternity and sick leave are not mandated by federal law. Companies of over 50 employees are required to give their workers up to 12 weeks of unpaid family and medical leave provided the employee has worked for that company for 12 months and for at least 1,250 hours during that period.
Up until 2015, employers were not mandated to offer health insurance to employees. The Obama-era Affordable Care Act health legislation changed this; today companies with more than 50 employees face penalties for failing to provide health insurance. This mandate is being fought against in Congress.
Although companies wishing to attract the best and brightest employees are starting to offer paid vacation benefits, no federal law mandating such exists. That’s right…in the USA, there are zero days of paid vacation guaranteed to employees. According to a study by Ohio University, large businesses offer 86% of their employees paid vacation, whereas 69% of small businesses offer such. Also according to the study, full-time workers fare much better than part-time workers, at a rate of 91% and 35%, respectively, receiving paid vacation.
Believe it or not, Americans don’t clamor for mandated paid vacation as vigorously as you would expect. Read more about that here.
Bullying: Throwing this in here because the German term is the English-language-sounding „mobbing“. Though this term also exists with the same meaning in the American workplace, it is much less commonly used than „bullying“, so you might draw some blank stares if you try to use it with Americans.
In any case—bullying or mobbing–is bad, baaaaaad…don’t do it!
Board of Directors: Officially, the term for this category would be „Corporate Governance“. But that wouldn’t fit under „B“ then, would it?
This is a complicated topic that can be explained thoroughly in 70 short pages , but garsh, that would just overextend your and my attention span for this blog’s purposes, wouldn’t it?
Short version: German company boards are governed by a so-called two-tiered system: a management board and a separate supervisory board. This system is focused on maintaining the long-term health of a company and balancing the viewpoints and needs of all its stakeholders.
In the USA, the Board of Directors and the Supervisory Board are most often chaired by the CEO. The main focus of a company is on serving the interests of shareholders. Unlike in the German two-tiered system, there is no federal-level legislation specifically guiding the company’s structure.
Brainstorming: This term was first coined by US advertising executive Alex Osborne and refers to the free flow of ideas as a way to solve problems. The four essential elements of brainstorming are to: „generate as many ideas as possible; defer judgment on all ideas; generate wild ideas; build on each other’s ideas.“
While German employees also practice variations of brainstorming, it is safe to say that „generating wild ideas“ is not—as a rule—part of the German comfort zone. They prefer to look at what has worked in the past and systematically craft a solution from there. Their American counterparts, in contrast, have a less friendly relationship with solutions from bygone eras, even if they were not failures. Newer is better!
So, that’ll „B“ it for today’s post…have a restful weekend and I’ll „C“ you next time!
Welcome to the 2018 re-boot-aroo of your friendly neighborhood Intercultural Reflections Blog!
After some reflections of my own, I’ve decided to A-B-C- our way through the customs and peculiarities of doing business with Americans. And guess where I’m starting? Yep, with the letter “A”, as in, “At-Will Employment”. Enjoy!
At-Will Employment (or Employment-At-Will) is better known here in Europe as „hire and fire“. It is the principle that employees can be released from (or quit) their jobs at any time and for any reason—including for no reason. Good times.
In many states, employment-at-will also allows an employer to change the terms and conditions of an employment relationship–including wages– without prior notice to the employee. Exceptions to the right to fire at will are here . These exceptions notwithstanding, at-will employment is generally considered to be the overriding principle of employer-employee relations in the United States. The state of Montana is the only one which switches from at-will to a more German-style just-cause firing principle after a probationary employment period (no longer than six months) has been completed.
Why is this significant for movers and shakers in the German business world to know? For those working at any level of business cooperation with Americans, being aware of this key employment difference will help to shine a light on why Americans may operate as they do in a given business situation. If a U.S. counterpart seems to act in ways that are more immediately and concretely self-preserving than what seems to be in the overall, long-term and big-picture better interests of the company, the at-will employment doctrine is likely humming along in the background.
One example of this might be an employee’s reluctance to speak frankly and critically, especially to a superior. Another is a tendency to take actions before they have been meticulously planned out and discussed, since employees tend to be measured by short-term quantifiable results. A lack thereof puts an employee at risk of looking unproductive. And an unproductive employee is an easily replaceable one.
On a more concrete level, at-will employment means that employees can be let go and replaced if they are absent, including for short-term illness (self or family member). The Family and Medical Leave Act does provide some limited protections for longer-term illness, including that of family members.
Did you really think Americans *enjoy* going to work sick?
Ditto, by the way, for vacation time, even when a vacation allotment exists. Presence counts, and for many, the risk of being replaced is not worth the risk of enjoying some time off, no matter how well-deserved.
In contrast to Germany, American labor law is significantly more heavily skewed in favor of the employer/corporation, and Germans will need to account for this and all its implications on American work culture when doing business with the U.S.A.
German managers working Stateside will probably be surprised by the relative deference employees will show him/her, and may struggle to encourage open, critical and frank discussion from team members. Identifying, speaking out about and tackling problems with our superiors is not within our comfort zone. We would much rather highlight our achievements and „victories“ since our jobs so often depend on plentiful examples of such. German managers would do well to draw a line with employees about coming to work sick and will need to explicitly make it „safe“ for team members to take their allotted vacation time. An incentive or three to this end may even be necessary.
Regardless of what American labor law does or does not stipulate, the less at-will-y (my spell check is moving mountains to change that turn of phrase) you make your working relationships with Americans, the more likely you are to foster a sense of trust, loyalty and openness in your sphere of influence.
Is business cooperation with Americans on your company’s horizon? Speed through the ABC’s (and more) of business with the USA by booking an intercultural training today!
So, sometimes I know there’s something I want to address in this blog, but I can’t quite bring the idea to fruition. Whatever it is that is under my skin won’t evolve into anything clear and coherent to myself, leaving me unable to communicate anything clear and coherent about it to others.
Then, out of nowhere (and usually while doing something completely non-blog-related), the epiphany dawns, and boom–just like that–I have a grip on what’s been sizzling in the pan.
Yeah. This is a thing. It refers to a vocal quirk Americans (most often, but not only, women) have been embracing over the last few years. Vocal fry is the croak-y sound used to describe, say, Brintney Spears’ singing style, You can listen to what it sounds like here.
The truth is, I’ve been slow on the uptake. I mean, I’ve noticed it a lot, but never knew there was a word for it. Vocal fry has evidently been a topic of public discussion in the US for at least the last year or two. So much so that a wave of pushback has taken hold, with some accusing those who call out or mock vocal fry as stretching to find just one more reason to pick apart and criticize every aspect of a woman’s behavior. (They have a valid point: I have spent the last half hour Google-searching some variation of “quirks of American male speech” and have come up with very little). EDIT: just found this one, lone gem of men frying it up, and here’s an article that suggests fry originated with British men in the 1960s
And yet…it really does stand out, especially when you spend most of your time in a fry-less environment. Both my kids (one girl, one boy) have asked me about it when they hear it when we’re in the US. We fry plenty of things here in Germany (hello, Wienerschnitzel!), but not our voices.
Germans, of course, have their own speech specialties. It’s well known that regional dialects here are so distinct that folks from different parts of the country sometimes have a hard time understanding each other (is it a “Broetchen”? a “Weck”? a “Schrippe”? a “Rundstueck”? Ask for the wrong thing at the bakery, and you may well leave empty handed). The vocal melody and use of speech softeners also varies regionally. But–and I say this as the mother of a twelve year old who often has a gaggle of giggling friends over chez Diehl–I have honestly not heard anything even resembling a vocal fry. I am very much hoping it stays that way.
I am going to place vocal fry in the same category as the rhetorical “sorry!” we Americans are so fond of (as are our English friends) as well as fry’s cousin, the vocal upswing (making statements sound like questions). Oh, and let’s not forget the “like” filler. The general heading of this category is titled “vocal tendencies I wish Ameicans would leave behind in middle school”.
To be fair, I wouldn’t mind seeing Germans add a softener or two in their speech repertoire, although I see signs of this already. For example, “Es waere schoen, wenn Sie [xyz] machen…” (“It would be great if you could do [xyz]…”) is a phrase I’ve encountered a time or two as a soft command. I’ve long gotten used to the more direct, utilitarian style of communication here, but the smiles and small talk that flow from Americans so naturally feel like a breath of fresh but familiar air when I’m back on US soil.
It is also important to mention that not every American uses vocal fry and upswing. It is prevalent enough that it has become a way to distinguish the likely American in a crowd, but for every three “fry-ers” I can present a plain and assured talker who doesn’t sound like they need a throat lozenge.
And If I’m ever frying, for Pete’s sake, somebody please tell me.
Information and technology overload is making us less informed.
Virtually any question we have is a few mouse clicks and a Google search away from an answer. Our social media newsfeeds hand-pick and deliver us headlines and analyses of events from around the world and even beyond it (Dear Parker Solar Probe: don’t forget to bring your strongest sunscreen…and take a selfie when you’re there!)
In the working world, technology from e-mail to digital messengers to WebEx to video conferencing connects us to our bosses, colleagues and customers on every continent. No passport or generous travel budget necessary, just a speedy internet connection.
And yet, those answers we Google-search are often supplied by murky and dubious sources, social media newsfeeds are carefully controlled by algorithms that calculate our information preferences and select our headlines accordingly, and 24-hour news networks are often corporately owned and have their own intransparent news selection process. And that great digital technology for the office? I make a living hearing from clients about virtual messages that come across as too blunt, too wordy, too superficial, too „rude“, too friendly. Who knew a series of 0s, 1s and lots of wires could pack such an emotional punch?
At this point, we’ve all seen photos circulating of people sitting side by side, paying no attention to each other because they are engrossed in their Smart Phone universes. These along with laptops, tablets and ear buds have opened us up to a strange existence of keeping each other company in ignoring each other.
For sure the information age and the technology that brings it to us have their usefulness and benefits, so I’m not here to knock it. I’ve been a consumer of digital and social media long enough to see its bright and dark sides (and I am—ahem—still old enough to remember a life when none of it existed, at least not on a widespread scale).
While I genuinely enjoy the virtual conversations I can have at any time with folks from around the world, the convenience of not having to wrestle with awkward-sized newspapers and not having to wait for the news to come to me, I have also come to realize that so, so much is being lost in digital translation.
Folks who could discuss opposing viewpoints over a cup of coffee (or covfefe) and come out of the discussion with mutual respect and insight, if not agreement, are instead getting sucked down the black hole of comment threads, hurling expletives and other sentiments of ill will at each other. This stuff gets really personal and nasty. And the 24-hour information at your fingertips innovation makes face-to-face human interaction superfluous. You walked to your community library to do research? How cute!
So, consumption of infinite amounts of information alone does not make someone informed. In fact, it can swallow perspective and understanding. Even well-intended efforts to connect digitally often fail to capture nuance and para-language cues that are so essential to meaningful communiation. As a result, damage can be done to real-life relationships.
Which brings me to why I do what I do, the way I do it.
Training and facilitating intercultual communication seminars scratches two itches at once (I don’t do anti-itch creams): it allows me to put together and deliver information essential for the good folks of Germany to be aware of cultural norms in the USA in order to develop a better understanding of their American business connections. Part of this also includes raising their awareness of German cultural norms that could be misinterpreted negatively—especially when communiction takes place digitally rather than face-to-face.
Secondly, the seminars are a vehicle for us all to listen and learn, through in-person, lively and nuanced discussion. I get to hear, see and feel how my participants interpret situations, as well experience the differing perceptions amongst Germans themselves (plus, there aren’t only Germans in the seminars). We all grow through this give and take, and no two trainings are ever the same. Except that we always laugh. A lot.
Intercultural trainings are a great way to learn not only the basics of cultural norms, but also to connect with the subtilties of human interaction and how culture exerts its subconcious influence. A successful seminar leaves you with the ability to see your American / German business partners from a different vantage point as well as equips you with ready-to-use strategies for how to undo—or at least loosen—communication knots that hinder smooth business relationships. It points you to how to maximize the advantages of your virtual global connections by keeping your human touch in the foreground. A day in a seminar ideally leaves you more knowledgeable, open-minded, understanding and understood, receptive and energized for your next global encounter. What are you waiting for?
Do not let unnecessary cultural misunderstandings–so often compounded by virtual communication limitations and information-overload-driven misperceptions–derail business success. If a German-American partnership is on your horizon–or is already in place but in need of some smoothing over–book an intercultural training now!
When reading web-based literature about the German corporate culture as experienced by Americans, one learns that US-colleagues are often struck by the ordered structure with respect to job duties and communication channels in German companies. This more defined structure, coupled with language barrier difficulties, seems to lead many Americans to believe that the German workplace has a steeper and stricter hierarchy than it actually does.
I should mention first that even the perception of corporate hierarchy varies amongst cultures. The American perception shows evidence of being colored by communication style within a company. For Statesiders, simply the German business custom of using last names—or even titles (i.e. “Frau Doktor”)—as well as the formal “Sie” with a supervisor or colleague feels hierarchical. This is because, regardless of decision-making power, Americans value a sense of egalitarianism in their communication style. Friendly (at times even effusive), open, casual and positive verbal interactions give Americans a sense of equality.
The more clearly structured tasks associated with the well-defined job titles in German corporate culture may also be misperceived by Americans as more “hierarchy”. Especially in larger companies in more traditional industries, German employees study or train for specific positions. This intense preparation—usually lasting a minimum of three years—leaves German employees highly qualified for positions in their chosen field. Of course, there is always an on-the-job learning curve even in Germany, though to a lesser extent than the average American counterpart will likely experience.
What this means by extension is that Germans tend to be more deeply specialized in their areas of expertise. As such, their professional assessments will factor into company decision-making regardless of where they fall on the corporate totem pole. Upper-level managers in Germany will still formulate strategy and take final decisions affecting this strategy, but not before a thorough collaboration and solid fact-gathering phase from his/her respective team of experts. Doing less would be considered unprofessional and possibly even reckless.
In contrast, this is where Americans working with German counterparts can tend to get impatient; we like our decisions to be made quickly and to follow a “chain of command” in their implementation. Being overly collaborative with subordinates is more likely to be viewed as indecisive and as weak leadership. Moreover, managers at the upper levels tend to cycle in and back out of companies comparatively frequently, sometimes even bringing in / taking away loyal employees with them.
Conversely, highly-placed managers in many German companies are more likely to have risen through the ranks at the company and are deeply immersed as experts in their industry (increasingly, Germans work for more than one company throughout their careers). German employees can also become attached to (or disgusted by) their managers, too, but their written contract and main identification (typically) is with the company. The fact that employee loyalty in US companies tends to center around the manager and not necessarily around the company surely leads to less direct questioning of managerial decisions and their potential impact on the overall company.
In Germany, employee interest and sense of ownership in a company’s direction and success is codified in German labor law by way of the co-determination laws, which empower a company’s workers at all levels to be involved in company decisions and to keep employee interests high on the corporate radar. If you care to delve deeper into the specifics of German co-determination laws, have a look here.
In contrast, American labor laws contain no provisions for co-determination; moreover, American worker membership in labor unions is much lower than in Germany. All of which is to say that, where hierarchy is concerned, workers of all levels in German companies enjoy a legal mechanism for having a voice in company decisions—especially as they affect employees—within the German corporate structure.
While it is true that At Will employment (“hire and fire”) allows American employees relatively unencumbered freedom to leave a company swiftly to take a position elsewhere–and that the new position may be higher ranking and thus allow for expanded decision-making power—one could make a credible argument that the right to co-determination regardless of company rank is the less hierarchical set-up.
In any case, social science ranks the USA and Germany on a similar level on the topic of hierarchy. The six-dimensional model of culture developed by Geert Hofstede shows that, in a side-by-side comparison, the two countries score 40 and 35, respectively, on the dimension of power distance (power distance means the acceptance of disparities in equality. The higher the number, the higher the acceptance). See the very interesting comparison on this and other dimensions here.
With all of this information as a foundation, here are some specific takeaways for Americans in a German workplace and vice versa:
-Americans, it is important to mention that younger generations of Germans have grown up in the era of globalization, and thus often communicate in a manner more familiar to you, especially with regard to first names. A bit of conversation amongst colleagues who know each other is also typical in Germany, but the working style is generally more concentrated and intense so casual chit-chat is kept comparatively to a minimum.
-Also, Germans, in general, are more reserved around folks who are new to them, and effusiveness very often comes across as insincerity. My advice: if you are new in a German work environment, tone down the excessive praise, complimenting or personal information sharing until you have gotten to know your colleagues better (and even then, keep it dialed back!)
-Just because the German work environment is often more formal and structured (especially in larger companies) does not mean you are not an instrumental part of the “action”. On the contrary, you will be expected to have deep, substantive knowledge of your area, and this knowledge will drive the company forward and gain you respect from your colleagues and supervisors. Just don’t expect lavish praise; your expertise is a given!
-If you are interested in being an active voice in company matters, find out who your Workers’ Council reps are and pass constructive feedback along to them. If you are staying on with your company in Germany for the longer haul, you could even make yourself available for election to the Council itself.
-It is important to be aware that a casual and friendly communication style amongst colleagues in an American company is NOT a sign of lacking hierarchy. This is because rank within the company generally determines decision-making power, and the expectation (especially in larger companies) is that subordinates “get behind” and carry out an announced managerial decision. Criticism of a decision should be made with positive formulations and privately.
-Go Zen with quick managerial decision-making, and carry out these decisions as positively and swiftly as you are able. The longer you work with a manager and establish a positive and trusting bond, the more liberty you will have to offer constructive feedback before a decision is announced.
-If you are genuinely alarmed by a decision, express this privately and take a tone of sincere concern rather than of negativity or criticism.
-If you ARE the manager, understand that your employees expect expediency more than thoroughness. Find a couple of subordinates whose knowledge and experience you trust and make them your main sounding boards.
Corporate culture is, of course, determined by factors other than national culture. The size of the company, the industry and the individual personalities of the leadership and workforce will also determine how much “hierarchy” one encounters when working in partnership with international colleagues or on assignment abroad.
Hierarchy is but one factor that varies from culture to culture. If a business relationship with the USA is in your company’s future, schedule an intercultural training today to get ahead of deal-breaking misunderstandings.
There are plenty of topics and happenings in this world of ours that serve to divide us nowadays. Crazy times, crazy times, these are. You know the one thing I’m pretty sure all of humanity can agree on? The wholesome goodness of those two days every week where the daily grind comes to a—well, grinding halt. Say it with me: the weekend. Yaassss, the weekend. And the next one is already here! And just LOOK AT THAT WEATHER!
Okay. Before I veer too far off-topic. The premise remains that everybody loves the weekend. No discussion. Blog entry finito.
Noooo, not yet. I wouldn’t dream of making things that easy for myself. I will devote some TLC today to how weekends are similar and different in my two home countries, the USA and Germany. Then it’s TGIF time for reals.
First, lets’s look at what’s similar: going out, sleeping in, meeting up, dressing down (like what I’m doing there?) shopping-till-dropping, gardening, cleaning, tidying, birthday party-throwing, soccer playing, binge-watching, hosing down the car, firing up the grill. Does this sound familiar? Anything missing? Certainly for Saturdays, relaxation may or may not have anything to do with the program both in Germany and the USA. Cramming all things necessity and pleasure into one day is a tall order.
(STOP THE PRESSES! The German hubs just had a peek-see over my shoulder and informed me that hosing down the car is not allowed here! A quick Google search has confirmed this. For environmental reasons –the chemicals from the soap can make their way into the ground water supply–car washing on your private property is mostly a no-no. I guess I wouldn’t know because I’m the gal who drives her car through the commercial car wash once—maybe twice– a year and that’s about it.)
Anyhoo, back to cramming everything all into one day…the weekend is two days, no? What can’t be done on Saturday can be checked off the to-do list on Sunday!
Well…not necessarily. In the States, it’s true that Saturdays and Sundays are almost equally commerce-heavy, save for slightly shortened opening hours for many businesses on Sunday. Some shopping juggernauts remain open 24-7. Exact laws regarding opening times are left to the states and local jurisdictions. Trivia for my US friends: there is one area where Sunday shopping is prohibited…can you guess where it is? (answer is at end of post)! But, as a rule, Sunday shopping is permitted—and exercised—across the country.
By contrast, in Germany, Sunday shopping is much more restricted. Though jurisdiction for laws regarding shop opening times have been handed over to the individual states (much like the USA), state and local governments have generally held to the no-shopping Sunday rule. Many areas designate a handful of Sundays throughout the year for „shopping Sundays“, and facilities such as airports and major train stations keep their shopping arcades open throughout the week.
Despite the relaxation of opening hour laws over the last decade, culturally, Sundays continue to enjoy their status as a day for relaxation, recreation and family. Facilities such museums, swimming pools, amusement parks and restaurants remain open to support said relaxation, recreation and family time. To the oft-asked question directed my way of „but what do you DO on Sundays if you can’t shop?“, here’s a sampling of a typical Sunday agenda:
1. Sleep in (I can still snooze till 10:00 with the best of ’em)
2. Enjoy a leisurely breakfast. This is the ONLY day of the week I MIGHT indulge in an „American breakfast“ of eggs, sausages, pancakes, muffins
3. Plan a Sunday-ish activity, such as a hike or bike ride. Where we live, we have the yuuuge advantage of being proximate to the Palatinate Forest, the Black Forest, the Odenwald (another forest-y area), many lakes, the Alsace region of France and, a perrenial American favorite, the town of Heidelberg. If we want to get our big-city culture on, we can make the under-an-hour hop to Frankfurt to enjoy the museum alley along the Main river (closer to home, Mannheim, Heidlberg and Speyer all have museums, too).
A family favorite destination is—don’t laugh—the Frankfurt Airport. Here, we can indulge our plane-spotting quirk, have a lovely walk along the trails around the airport’s perimeter AND mosey through the ever-expanding shopping arcades in the terminal itself. Plus, there’s a nifty airport train that shuttles between terminals, allowing a great view of the awaiting planes docked at the gates. I understand this might all sound weird to many folks, who may spend their career-driven weekdays living at airports and hotels. To each his own!
Soccer is a common Sunday activity, as are kiddo-related get-togethers. During the weather and light-challenged winter months, we often spend Sundays cooking, baking, reading, visiting museums, hitting the fitness studio (my husband, not me!), watching movies, visiting with friends, playing games, taking advantage of whatever „Shopping Sunday“ happens to be taking place in reasonable driving distance. I honestly don’t miss the shopping, or at least the stimulation of a well-lit and bustling shopping area, unless the weather is really cold and dreary. On those days, the airport works nicely in a pinch.
Another Sunday difference to the United States is that Germans are not big church goers, at least not on a regular weekly basis. The topic of religiosity and the role it plays in culture is outside the scope of this post, but a comparison of Christians to Christians (the dominant religion in Germany) in the USA and Germany indicates that only 13% of Germans self-reported as churchgoing, in contrast to 47% in the USA.
On a real-life level, aside from the fact that this means few Germans spend their Sunday mornings at church, it also means that the church in general plays a far smaller social role in the everyday lives of Germans. Rather, it’s the „Verein“ (club) culture that glues together townsfolk here socially. So, very little talk in these parts of the „church family“ or of various youth-group or other church social club activities.
So, with those last thoughts in mind, I will close out this post and declare the weekend in effect in…three…two…one…now! Have a great one!
Oh…the answer to the trivia question is Bergen County, New Jersey!
Micronesia. Tonga. Kiribati. Marshall Islands. Nauru. Palau. The United States of America.
These countries all belong in a group together, but for what?
No, they don’t all enjoy year-round tropical beach weather. Just ask our friends along the U.S. North Atlantic coast who are digging out from the recent late-winter Nor’easter.
Hint: a goose egg appears in the columns “paid vacation days per five-day work week and “paid public holidays” next to these countries.
Well, I guess that was more than a hint. Subtlety was never my strong suit. My bad.
Since this is a blog that compares and contrasts the business cultures of the USA and Germany, here are the stats for Deutschland:
Paid vacation days per five-day work week: 20
Paid public holidays: Day of German Reunification (October 3) is a paid public holiday nationwide. Aside from this, it is up to each of the 16 German states to decide which public holidays will be paid. These days vary between 9-13, with Bavaria and Baden-Württemberg having the most.
Now that I’ve put the numbers out there, it is time for some clarification (For yuks, I’m giving myself bonus points for every word I use that remotely rhymes with “vacation”. One point for me!).
Those goose eggs do not mean that American workers do not everrrr get paid vacation. Rather, they indicate that such days are not mandated legally at the federal level. This reflects a deeply embedded cultural value that employers should have a maximum amount of freedom to determine how they regulate their own workplace.
That said, a Bureau of Labor Statistics report shows that 77% of employers in private industry granted employees both paid vacation days and paid public holidays. These numbers are murkier for part-time employees and employees of small enterprises. Anecdotally, based on the comments to numerous articles on the topic, the amount of paid vacation time employees get from their companies varies wildly, from none to five weeks. Some get the time without the pay.
What’s maybe even more interesting is that Americans—as a collective whole—seem to shrug their shoulders on the topic of paid vacation (a 2014 petition to compel the White House to take up the issue fell flat). Many of the various commenters wished for more time; several, however, indicated they would not know what to do with extra paid vacation time since they are not big travelers, for financial reasons or otherwise. Still others dreaded the work pileup, some feared being seen as “slackers” and thus feared repercussions for their jobs, while another contingent was bothered by the cognitive dissonance of being paid to do “nothing”.
The slacker fear is real, and points to a major distinction between the American and the German business culture. No, not that Germans are slackers. Whereas German employees enjoy contractual protections that make their job positions comparatively secure, Americans live under an “At Will” employment ethos, better known to Germans as “hire and fire”. In many American states, employers do not have to provide a reason to fire an employee, which means even valuable workers could theoretically be let go from one day to the next. The likelihood of this happening is up for debate, but the possibility alone is enough to put a damper on anyone’s extended-vacation spirits.
The perception that someone who is not at the work place is enjoying downtime or “doing nothing” is also, alas, a persistent one that echoes the Protestant work ethic as old as the founding of the country. Specifically, the first European settlers in America were Calvinist Protestants. Calvinists had a, well, special view of the role of work, which, arguably, remains detectable in our cultural fabric to this day. Digging deeper into this here is beyond the scope of the overall topic at hand, but this New York Times book review sheds some more light for those who are interested in how Calvinism may (or may not) still be influencing our business culture.
Has anything else rhymed with “vacation” yet? Man, I’m losing my rhyming mojo.
Anyhoo, back to modern times: it’s not really that Americans dismiss out-of-hand the need for leisure time; it is very much that we stop short of seeing extended time away from the workplace as a necessary investment for keeping employees highly productive the rest of the time. Call it residual Calvinism, call it naked capitalism (you made me say naked!), call it Shirley…the sumpthin’ fer nuffin’ prism we Americans tend to filter things through while clutching our pearls is hard at play here. Never mind that employment, health and travel experts see this differently; deeply ingrained cultural norms are a [female dog] to change.
With this elegantly-formulated hypothesis in mind, I suggest that–for the time being anyway—the most realistic way to ensure paid vacation time for American employees is by way of private companies themselves. Here are some that are leading the way with particularly creative vacation incentives (yes, one company is Canadian…that didn’t slip past me. Does “Canadian” sufficiently rhyme with “vacation”, by the way?). It’s a great way for companies to attract—and retain—talent.
The devil on my shoulder is whispering that such incentives are often not extended to every level and type of worker and that not everybody is fortunate enough to be hired by goodie-stocked companies; Here’s where I sure diddly would love to see some (maybe state-level) incentives for businesses to offer their employees paid vacation. If the Feds were inclined to kick something in, so much the better. But now I reckon I’m really thinking outside the box. But give me props for doing pretzels to avoid suggesting anything resembling a mandate. Change in cultural perspective takes lots of time and baby steps.
So, why do I even care? I’m here in Germany, after all. But maybe that is why. Having lived here to the point of almost complete acclamation (the almost is significant, but not relevant here. But HEY, “acclamation” rhymes with vacation!), I’ve seen the systemic benefits of normalizing employees’ (or citizens’, depending on who’s court you believe the paid vacation ball to be in) right to pull away from the daily grind completely enough to truly slip into relaxed-person mode. And by “slip into relaxed-person mode”, I mean neither having to worry about answering a steady trickle of business-related e-mails at the beach nor about how to finance said break in the event it is not paid. Knowing that extended times away from the workplace are never out of reach, German employees are able to keep their noses to the grindstone that much more when they are on duty. And, brother, they do work intensely. My plentiful anecdotal observation is validated here.
It actually matters very little exactly how one chooses to spend one’s vacation time. There’s a joke here about spending one’s days in “Balkonia”, meaning lounging on the balcony. Ever diligent, some Germans do DIY home improvements or gardening work on their time “off”. We as a family often take the opportunity to indulge our wanderlust (like here, here and here), though we have our share of “staycations” as well. Whatever. The point is to disconnect digitally and mentally—like a detox for the soul—to get the energy flowing again. Employers benefit directly from the rejuvenation in elevated employee motivation and productivity.
Sounds like a win-win to me.
Doing business with Americans? Learn more about how U.S. culture influences the way Americans conduct business by booking an Intercultural USA training.
On the heels of another intercultural training, Imma go ahead and devote some time to a topic that bubbles up again and again and again (and, for good measure, one more „again“) from the fine businessfolks of Germany regarding working with their American counterparts.
The word my German seminar participants use to describe this particular sticking point is „Verbindlichkeit“, which translates into English as „obligation“, „bindingness“ or „commitment“. Specifically, they often describe situations where they need something from the American colleague, ask politely–but probably pretty directly–for it, are told „Sure thing, I’ll get right on it“, or some variation thereof, and then…crickets. This triggers a cycle of repeated requests, repeated assurances that [xyz] is on the way, repeated lack of substantive response, and thus increasingly exasperated Germans.
If you’ll allow me to briefly go all social-scientific on you for a moment: cultural communication styles have been defined by my peep (I’ve never met the man) Edward T. Hall, who described „high context“ and „low context“ communication styles in various cultures. Basically, in high-context cultures, messages are conveyed less through words and more via mutually understood subtext based on what few words are used in a communication. If you are part of the cultural „in group“ (sounds kinda Junior High, doesn’t it?), you will catch the communication drift without it being explicitly stated in so many words. Conversely, low-context communication relies on the words of the message themselves to convey the exact and entire meaning of a message.
Assuming you’re still with me—please wipe off the drool and sit up straight—what this all means is: on the high-versus-low-context spectrum, both Americans and Germans fall on the low context end. Germans, however, tend to be even lower context than Americans. The words a German uses convey the exact and entire meaning and intent of a message, whereas Americans may rely a bit more on implicit messaging. Again, this all comes down to a matter of degree, but the small difference can be significant, as I am consistently learning.
So, what does this all mean for the introductory scenario? Let’s use as an example a German („Hans“) and an American („Bob“). The two are colleagues, working together from their respective home countries. Hans needs a document from Bob by the end of next week, and sends him a short e-mail to this end:
„Hello Bob, I need [document xyz] from you. Please send it to me soon. Best regards, Hans“
In response, Bob replies:
„Hey Hans, Great to hear from you; how are you doing? I’ll shoot [document xyz] out to you ASAP. Have a great day. Bob“
Bless their hearts, Hans and Bob. They are both on course for the typical „He’s not doing what he said he would do“ versus „He keeps badgering me for [whatever]. I’ve got a billion things to do, he’s not my boss, I’ll get to it when I get to it!“ spin cycle.
By throwing in „soon“, Hans assumes it is clear to Bob that time is of the essence for sending the document, an assumption that seems to be confirmed by Bob’s „ASAP“ response. By adding some small but (to him) significant chit-chatty elements to his communication, Bob is trying to bring the business transaction to a more personal level; this mixing of business and personal is the American comfort zone. Given the choice, we Americans like to keep things upbeat; Hans’ initial request is too direct and directive. thus unintentionally eliciting a defensive (and possibly defiant) feeling in Bob. Any further requests from Hans are likely to exacerbate this dynamic and leave Hans feeling like he can’t take Bob at his word.
Trust me–The way to Hans’ Herz is not through the „how’s it goings“ but through treating your spoken (or written) word as a promise. That’s his comfort zone.
Since it is always easier to prevent a knot than to undo one (I throw the full weight of my parental shoe-tying career behind this statement), I offer the following suggestions to Hans and Bob:
1. Dude. Go Zen with short but sweet conversational flourishes in your e-mail and telephone style. I get it—time is money—also for Americans. But again, we mix personal and business more than the average German, and this is definitely an example where higher context counts. A spoonful of small talk makes the medicine go down.
2. Low-context master that you are, WERK it by letting Bob know from the first request when (as in, exact date, feel free to build in some buffer) and why you need what you need. Big bonus points if you can smoothly and subtly convey how he benefits from doing his part.
3. Assuming you have built in the buffer, if you haven’t heard from him by the original set date, send Bobby-boy a friendly but clear reminder that you urgently need [xyz] for reason [abc].* This would be an opportune time to start considering whether there are other channels through which you can get the needed information. Call it Project Bob Workaround.
(*Here’s where I should mention that another common piece of feedback from my German friends is that the „urgent“ exclamation point e-mail symbol is vastly overused by American counterparts. I would advise doing away with it and instead highlighting the deadline in bold text. Consider using „Action Required: Document [xyz]“ in your subject line)
4. Still all smiles but no documents from Bob? Here are your options:
a. Get Bob on the phone. Perhaps he will be more responsive via this somewhat less disembodied channel;
b. Failing this, put Project Bob Workaround into action (assuming that’s an option), or;
c. Take the Bobster on an escalator ride by CC’ing his supervisor.
I know that feels icky. Keep the message as matter-of-fact, goal-oriented and non-accusatory as possible („I need this document by the end of the day tomorrow at the latest [for this reason]. Bob, are you the da man or is there someone else who handles this? Thanks!“ (substituting, of course, „contact person“ for „da man“)
5. In the happy event that Bob comes through for you, do NOT neglect to thank and praise him: „Awesome, exactly what I needed! Thanks a million!“. Yes, even if he’s just doing a routine, expected task of his job, even if you had to pull teeth to get it. Upbeat, positive communication is the name of the higher-context game here and is more likely than not to have a motivating effect on Bob for future teamwork.
Alrighty then, Bob. I’ve got some words of cultural wisdom for you too:
1. Bob, meet Reciprocity. Reciprocity, meet Bob. Okay, now that we have that formality in the bag, let’s zoom in on what it means. Friendly, down-on-the-farm communication style is your sweet spot. Mine, too…totally get it. Wish it were the global norm. But, like I shared earlier, Germans like it a whole lot when you say what you mean and mean what you say. Their fluffy, cozy emotional featherbed is when the words you say match your actions to a T. Rapport-building chit-chat is fine but does not replace the elixir of low contextuality (that sounds a little Barry White, doesn’t it? I need to crank up a soundtrack). You know what the payoff is, though? The more you stick to your word, the more chill Hans gets. Before you know it, you’ll be clinking beer steins at the Hofbrauhaus and humorously speculating exactly who invited David Hasselhoff to the Berlin Wall all those years ago.
2. Doing business globally is becoming the new normal. Intellectually, you know this. In practice, we as Americans need to up our game on the cultural awareness front. Did you know that WalMart—WalMart!–was a yuuuuge floparoo in Germany? Google it. Basically, it came down to a woeful lack of intercultural homework and of really trying to find the pulse of German consumers and of standard business practices.
I’m not blaming you for that, Bob. Not your fault. But what I can probably say about you is that close, collaborative, smooth teamwork with folks an ocean and several time zones away is not intuitive for you. That’s okay. The USA is geographically pretty isolated and shares a border with only two other countries, one of which is arguably sufficiently similar to it culturally and language-wise.
You, Bob, are a man who likes his orders to come from someone on-site, or at least regional. You have your own to-do list, thank you very much, and direct directives issued via cyberspace chafe like strappy sandals on sweaty feet (do you own a pair of strappy sandals, Bob?). But, this is the workplace of today as well as the future. You and Hans—all the way yonder– are rowing the boat together. And, I’ve already advised Hans to loosen up. I got you covered.
3. Bob, back to the topic of say-what-you-mean-mean-what-you-say. Don’t tell Hans things you think he wants to hear. It’s entirely possible that he has asked for something that—for whatever reason—is not within your capacity to deliver on. Or maybe the deadline is not realistic for you. Whatever the case may be, say exactly that to Hans. Trust me, he’ll appreciate that so much more than an assurance you will not be able to stick to. It would be swell if you could connect Hans with someone who can provide what he needs (and please do not do this by simply clicking the „forward“ button on Hans’ request to an entire distribution group. What happens is, everyone ends up ignoring it), or give him a realistic date when he can expect whatever he needs from you (and then honor this).
4. Remember, always, that though Hans is surely communicating with you in English, it is not his native language. Seriously, could you conduct business in German? Most likely not, I reckon. So, please give Hans a break and lay off colloquial expressions that he’s not likely to have learned (Bob:„Hans, give me a ballpark figure“ Hans: ). In exchange, if you’re lucky, Hans may teach you some groovy German words to toss around at your next neighborhood BBQ.
Like any productive relationship, it’s the give-and-take–in this case, fueled by intercultural savvy–that will make the engine of global teamwork run smoothly. If a German-American business relationship is in the cards for you or your company, book an intercultural training to avoid the pitfall before you stumble into them.
Fostering U.S. – German understanding, post by post!