Globalization of Leaders

The Germans are coming, what do I do?

 

Following a takeover, a bunch of German managers are coming to assume senior positions in the organization I lead in Pune. Should I gear up for a potential Indo-German clash?

During my years working with Germans in Germany and in India, two things were clear. Right from their early years, they get a sound grounding in quality, timeliness, efficient processes and systems, productivity and cost trimming. Those are the qualities they bring with them and they expect from others. When there is a huge gap between expectations and reality, the seeds of clash are sown.

Anything I can do to avoid the clash?

At least in the beginning, you are likely to have more control over the Indians than their new German colleagues. So, how can your Indian managers help their new German mates settle in? Indians are about feelings; Germans are about facts. The common ground is efficient performance. So, all you need to do is align the two different approaches towards the common goal. There are a few things the one can do be more German—walk the talk, respect the chain of command,  be punctual and efficient, follow rules, and be honest and direct. Chances are most of your Indian managers are already doing all these (barring those who prefer excuses and have no qualms about stealing a little emotional advantage). So, peace ought to prevail, without too much strain.

 

Should my Indian colleagues silently toe the line for the sake of peace?

I presume your real worry is if the Indians would be treated by fairly by the German bosses, am I right? In the organization I was heading, a German Plant Manager newly posted in India was recalled to Germany within a few months. He did not bother to understand local sensitivities and concerns, and was trying to hammer the German way down everyone’s throat. There was a lot of resentment and productivity was plunging. Typically, Germans assess performance using two measures: job competence and job resources. The Plant Manager had the right resources, but his competence was way off the mark. The Germans tend to apply the same competence-resources yardstick to everyone. That should put you at ease.

We are a factory and I understand manufacturing is their strong point. Any tips?

Get to know OEE. Overall Equipment Effectiveness is an important metric a German manager would use to assess productivity. It helps to identify losses, benchmark progress, eliminate waste and improve productivity. Several Indian managers scramble for excuses and scapegoats if there is a production glitch. More than fix the blame, the Germans prefer a more logical approach—objectively arrive at the causes, remedy those and then design a fool-proof action plan. Obviously, they would hate it if the goal posts are changed every now and then to suit the players’ dribbling and shooting skills.

 

Does that mean they will bulldoze the Indians and monopolize all decision-making?

I have found them happy to delegate decisions, if they trust you and have enough confidence in you. Establish that you are honest and thorough, and you will win them over. Many Indian managers dress up the truth lest it hurt someone’s feelings. The Germans would prefer the naked truth. They would condone a little delay if it was in the interest of thoroughness. Once, I was flustered when my German Business Unit Head declined to join me for the final round of interviews to pick our Vice President, Quality—a very important post. “I cannot possibly judge a candidate in some 45 minutes. I have seen how you assess candidates and I am fine with what you recommend,” he said. Fortunately, it worked well, though I thought it added to my responsibility.

Is it wise to have them negotiate with vendors, considering that we often have to “adjust” in the interest of timeliness and productivity?

Germans expect a realistic price first up. They distrust anything too low or too high. They take time to deliberate before they decide. Once they decide, they do not like to deviate from that. Before taking a decision, they insist on discussing with those who can add value to the decision. Once signed, there is no re-negotiating a contract. They would prefer to offer a small contract to a new vendor as an opportunity to prove one’s capability before progressing to larger responsibilities. All in all, the German approach to negotiations works in favor of the organization, thought it may not leave much room for “adjustments”.

 Your Turn

What was the most conflicting situation you had to face involving a senior Indian manager and his new German counterpart? How did you resolve it?