Managing the German-American culture gap

German-American business relations are healthy and booming. They are pleasant reminders of the fact that countries can overcome their dark histories by pursuing economic endeavors and sharing important goals. But positive intense relationships can also pose new challenges. Although American and German business partners might have a lot in common, it is the subtle differences that make them puzzle over, and get upset about, each other sometimes.

Often, dissimilarities make their appearance during important interactions such as meetings, telephone conferences, negotiations or customer interactions. Without briefing on potential differences between business partners, certain behaviors of the cultural counterpart can be mind-boggling and troubling. Existing stereotypes and biases (which we all hold!) also don’t help when misunderstandings crop up, complaints arise or business relationships cool off.  Lastly, existing literature about cultural diversity (e.g. Hofstede’s all-encompassing culture dimensions) takes time to be combed through and matched with the right solution. Not all managers have the time or inclination to do that. Still, the bottom line is: leaders who deal with international teams will benefit from increased cultural sensitivity and an ability to cope with the differences that arise on seemingly mundane levels of daily cooperation.

What is the biggest issue for American-German liaisons?

Differences in communication style are the most common problem between American and German business partners. Where Germans are blunt and direct in bringing their point across, Americans like to say things in a roundabout way. Any attempt of the more sociable American to make small talk before it comes down to business is nipped in the bud by the German who is enthusiastically task-focused and simply not used to talking private before business.

Make no mistake, though: neither of them is intentionally rude or superficial. Both might just be who they are, fine representations of their respective cultures. More interestingly: behind these different communication styles could lie a difference in a varying perception of what it means to be respectful. Germans show respect by being totally (and sometimes brutally) open. Americans, on the other hand, show respect by maintaining the other person’s dignity by not being so direct. Neither perspective is superior over the other. They are simply - you guessed it! - different.

How to lead across the American-German gap?

No matter if the situation requires the ‘Americanization’ of a German or the ‘Germanization’ of an American (both is fine in certain contexts), the basic rule for all individuals involved should be :

Cultural Awareness = Eradicating Existing Expectations.

Managing ideals (e.g. believing that this is how business people should be/behave/talk) means to let go of set expectations. It is the first and most important aspect of leading through intercultural differences. This can be practiced by anyone, but it is a more pressing issue for leaders and managers of international teams. Such a mindset begins with keeping an open mind towards the other person, regardless of their passport. This includes a mental deletion of existing stereotypical attributes (e.g. Germans are harsh, or Americans are superficial). The next steps involves the engagement with the other person(s) on a new level. Real engagement. Listening carefully not only what they say, but how they say it.  And never, ever taking things too personal.

Naturally, there are many more challenges other than their communication style which German and American business partners will encounter during their cooperation. But this is the first issue that they will probably come in touch with the next time they communicate with each other.

For more information about the way leadership consultants can help improve existing and future American-German business relations, please contact me: andrea.derler@gmail.com