It seems to affect people across most cultures. Almost overnight, work becomes boring. Challenges disappear, interest wanes… and it is time to make a change. For some people, that change is took look for challenges outside their current organization.

Traditionally, Germans remain loyal to the company that hired them directly out of school, continuing to work for the same company until retirement. Now however, factors such as corporate demands, structures, mergers and acquisitions, and significant changes in job functions have impacted company cultures and changed the implied “employment for life” in Germany. Today more and more people are looking to change jobs, careers and residences, both in and out of the country.

In some cultures, when people reach the mid-life years and beyond, the tendency is to think of retirement on the beach, maybe playing golf or tennis or volunteering some time to a community or development organization. Whatever the choice, the tendency is believe that your skills are no longer needed.

In Germany, I have learned that experience and age are greatly respected and thanks to new European Equal Employment directives, many organizations actively seek experienced, “older” employees. Some studies have shown that older employees are more dedicated and more focused on their work, and surprisingly are often more apt to be creative and take risks. Temporary employment, interim management and project management consulting have become fast growing businesses in Germany. The need for experienced project managers far exceeds the local talent.

Making the transition from employee-manager to contracting is a viable option for many leaders with a strong project management background.  Taking this route can open many doors from industry to education to NGO’s in not only your home country, but around the world. Finding a good opportunity is less of a challenge for many than adapting to the new culture and fitting in as a consultant or contractor.

Often, managers expect their new environment to operate the same way as the one they worked in previously. It is important to learn the culture of the new environment: how does it operate and why; what are the values in this environment; what is the history of the department and its leadership experiences; who are the influencers and what are their interests? While the first 30 days are significant in any leadership position, in an interim management, project management position or consulting role, the expectation for rapid impact is often quite high.

Germans tend to be very consensus driven and want to talk about an issue before committing to discussing possible solutions or new directions. Some cultures may view this as resistance to change. You may find that it is nothing more than a different way to view the creative cycle. Americans often move right into problem solving, but their resistance to change may crop up right after the process is started. Generally speaking, once Germans have a chance to air their resistance and concerns, they are more apt to agree to workable solutions and commit to moving ahead.  As a leader, giving your team the space to work through this stage, listening to the resistance and respecting the history and concerns is important. But at the same time it is essential to hold the direction, support and focus the team to move on to creative and implementable solutions. Otherwise, you may find that while you are moving ahead and trying to implement change, your team is still focused on the old ways of doing things.

Patience, active listening skills and persistence can serve you well managing German or cross-cultural teams.  Other necessary skills include a coaching stance to support your team while working through its issues and helping the team finds its own solutions. Learning from the changes greatly increases your chance of success.

Bear in mind that it is most likely not only your team that needs to change. While you bring a strong skill set and a wealth of experiences to the table, respecting and incorporating what the new culture and organization has to offer is also important. As you learn and respect what is new, so too, will you find that the team members are apt to incorporate what is new to them.

Age is often perceived with respect by many Germans and can be advantageous to more rapid acceptance as a leader or manager. But that respect can be lost if people don’t feel valued and heard.  It is important that you involve your team in the change process by bridging the current organizational values, processes, culture and its strengths to whatever methods you use.

Mid-life changes can open the door to a rewarding and exciting new period in your life with international travel, living abroad or short term overseas travel. Conversely, it can be a trying, frustrating and stressful experience. The stance you take may make all the difference. Bring your skills to Germany along with your curiosity, coaching skills and a desire to share your knowledge, then learn from others and see what unfolds as you move forward into your mid-life career move. 

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