Peter tried all the approaches that he normally used. He created an open door policy, inviting his staff and even the company employees to stop in and chat whenever they felt the need. He complimented team members when they were successful or added to the discussion.  He held weekly staff meetings and was planning a division-wide meeting in two months.  Peter created a vision and shared it with his staff and began the process of tying his employees’ individual performance objectives to the vision. Why were they still so un-motivated and disengaged? 

Part of the answer was simple. It takes time to become accepted. The rest of the answer is much more complex. In most German companies and in the culture as a whole, compliments are perceived as a form of “buttering someone up” and are not trusted. If one has something to say, then say it, i.e., tell someone when you don’t like the work that is being done. If everything is okay, then leave well enough alone… or so goes most informal corporate policies and leadership styles. Add to this a culture that focuses on the potential embarrassment of theorizing and not doing all your research before putting forth an idea, let alone the loss of face and potential damage to your career if you are wrong, is a difficult foundation for brainstorming and even knowledge sharing.   Peter’s problem was indigenous to the overall German work environment.

That said engagement research done by Gallup shows the level of engaged German employees is quite low.  Experience supporting German leaders has indicated that when positive feedback, appreciation for contributions and ideas, and a clear correlation between the individual’s/team work is connected to the vision of the organization, employee engagement rises significantly.

However a new manager coming from the outside often needs to prove his/her ability to do the job, and most importantly, gain employee trust before employees will take the risk to try something new and chance making a mistake. Often, employees far outlive their manager’s tenure. So they need to know that the changes they make are worth the effort and that it is worth giving their loyalty to this person.

Loyalty, like friendship, is held in high esteem in Germany. It is a two-way street and takes time to build. It is based on consistency, respect, curiosity, commitment, honesty and genuine sense of caring. While this is not a romantic relationship, in some ways employee loyalty may be an even stronger emotion, as many employees may be more apt to divorce a spouse than to leave their employer.

Building employee loyalty, gaining acceptance for one’s leadership style and changing employee behavior starts from the first day.  A new manager must consistently demonstrate with confidence the values and behaviors that she/he would like to see throughout the company. She/he needs to build connections between the work being done and the greater whole and express the value of and benefit of learning from mistakes and taking risks (within reason, of course). Most importantly, one must not assume that he/she knows what employees are thinking. Keep asking questions and be curious: understand the processes, culture and methods, thereby showing respect for what they do. Employees should also be asked how they would like to do things differently and what have they learned in the past.  

Value curiosity and learning. Be consistent.  When setting policies, stick with them unless there is good reason to change.  When there is a legitimate reason to change, express the reasons openly and honestly before making the change. Show value for employees by involving them, soliciting their opinions, experiences, ideas and knowledge as often as possible. Build team consensus in planning and decision-making while still showing the strength and clarity to make clear decisions. In the end, as a leader/manager the final decision must be yours.

Changing cultures, building an organization, engaging your team and making connections takes time. With continued patience and consistency, encourage employees to be involved, value their input and leave the door open most of the time, change can happen rapidly.

Sandy Weiner, MCC, CMF is the Managing Partner of 1-Focus International www.1-focus.org. She is an American enjoying the multi-facets of living overseas with her family outside of Berlin, Germany. She has worked in the fields of career, leadership and organizational development for over 25 years. For more information, please drop her an email at: sandyweiner@1-focus.org.