The “time is money” Concept: Strategies to Survive The First Month as a “Fresh” German Manager

Short-term orientation is one of the cultural dimensions you face when starting to work in the U.S. as a German Manger. The American culture values achievement of quick results, short-term profit growth, abilities and knowledge are measured by “how is the immediate influence on company’s profit growth”, and spending is based on budget’s temporary availability. All of which is adding to the bouquet of challenges you are facing when starting your international assignment. Understanding your own cultural preferences and the differences of other countries is the key to focused and effective collaboration.

The “time is money” concept is materialized within these three examples. Discover your own style in between business demands and your commitment to success with the following questions:

1) Business emphasizes on achieving quick results and rapid fulfillment of assignments. Challenge and question "the way things are done here...", explain why you approach an assignment differently (consistency, sparing with resources, long-term sales growth versus quick profit). Find a way in-between your idea of how long it is going to take versus your colleague’s idea.

Ask yourself: What can I offer to make things happen? How can I provide quick answers without giving up my need for carefully research? How can I control quality results?

2) Quick business results also mean being available for business questions all the time. Try to accommodate your own and your family’s needs for regeneration while making yourself available for business questions. Don’t try to communicate that you will not be available. The business process will search its way around you and you will find yourself left out of decisions and information streams. The best way to adjust is “to know” about it and built up a safety net that helps you deal with this demand.

Ask yourself: What do I need to be able to regenerate after business hours? How can I find ways to accommodate both needs? What do I have to fine-tune in the office/ at home?

3) Policies and guidelines will be applied widely whatever the context is. A static set of guidelines and policies would make quick maneuvers and decisions impossible. A corridor of interpretation is a better fit for a short-term oriented culture. This might be one of the most difficult adjustments to business life for you. You are used to read what is said and not to interpret any options. Be aware that rules are not fixed generally and that there will be room for interpretation depending on the context. Try to think “outside of the box”.

Ask yourself: What opportunities lay within the context? What might help to keep things moving? Who might be a source for interpretation? What is legally possible?

Next time you are facing a challenge on time management consider these three points to understand the differences in cultural behavior, feel more confident in your current work environment and give your decision more impact.

Enjoy business and culture,
Christine Klisch

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Christine M. Klisch’s work is based on the Cultural Dimensions by Geert Hofstede. She is certified in conducting cultural profiles using the “Culture in the Workplace Questionnaire TM ”.