International Presentations
When in Germany, Speakers Must Act Like the German Audience
Just because headquarters in Michigan raves about an executive presentation doesn't mean that same presentation will be successful in a different country.
Culture is the greatest single barrier to successful business presentations in a foreign country. This insight is from cross-culture expert Patrick Schmidt, a specialist in German and American business cultures.
Daimler-Benz Chrysler Merger
Patrick Schmidt cites the Daimler-Benz and Chrysler merger in 1998 as a case study for culture conflict. During a series of international joint board meetings, German executives and American senior management presented their respective companies. Both sides wanted to impress the other with a superior quality presentation.
German Presenters
Living up to their reputation for precision engineering, German speakers were more analytical and scientific. With few facial expressions but strong eye contact, rigid body postures and generally monotone speaking voices, the German presenters detailed their company with speeches that lasted two hours. Armed with loads of detailed background information and transparencies, the Germans started with a long introductory statement followed by an even lengthier discourse on Daimler-Benz’s history. Also discussed at length were details about many Daimler-Benz models as well as future prospects.
American Speakers
In contrast, the Chrysler presentation was only 25 minutes. American speakers got right to the point, focusing on their model range with flashy effects and catchy if lightweight slogans. Speakers were animated, reminding many of an exuberant sales representative.
According to Patrick Schmidt, both sets of international presentations flopped because they failed to meet audience expectations. In frustration, Chrysler’s top executive Robert Eaton told the German press that Germans like information overkill, flooding their audience with detailed graphics and charts.
For their part, German attendees thought that American presenters were superficial, glitzy and hard to take seriously.
Adapting Presentations for a Foreign Culture
While both sides had good intentions, the first step for an effective international presentation is to analyze the distinct cultural needs of a foreign audience.
For example, Chrysler headquarters could have arranged either a survey or a group interview to determine German audience requirements. Daimler-Benz could have asked to see examples of successful American presentations.
These fact-finding tools can develop strategies to adapt a presentation according to a foreign audience’s cultural preferences. The following is a brief strategy for an American presentation that targets average German presentation attendees.
Keys for a Successful Presentation in Germany
As illustrated by Germany’s excellent reputation for precision mechanical and chemical engineering, ongoing training and academic achievement is cherished in Deutschland. Therefore, American speakers should start by announcing their:
- Academic credentials
- Position and level in their company.
This will enable Germans to gauge the foreign speaker’s authority level relative to their own.
To further establish credibility, foreigner speakers should advise the length of time that their company has been in business.
Communication flows in most German organizational cultures are top-down hierarchies. Workers are used to following orders coming down from above without questioning how logical those instructions are. Therefore, an American presentation for a German audience should be structured to clearly state essential facts in an organized sequence for the audience to follow. Germans also appreciate presentations that start with and stick to a logical agenda.
Unlike the more relaxed, fun-filled environments at some American corporate functions, business communication in Germany is formal. To show respect, American communicators must address German audience members by their titles, for example Herr Doktor Schmidt. One never addresses a German by his first name unless invited. In contrast, at shareholder meetings everyone calls even a top business executive like Bill Gates by his first name.
Business dress at German business meetings and presentations is also formal, so dressing in a conservative suit is in order. Speakers are expected to maintain direct eye contact, as a way to build trust in the mind of Germans.
Around the world, Germans are known as master planners. To be late or to go over or under the time allotted for a presentation shows that the speaker did not plan adequately. Therefore, the American presenters must negotiate an amount of time that satisfies their German audience in advance, and then strictly satisfy their presentation’s time constraints.
Germans have a long history of avoiding risk, uncertainty and therefore use copious amounts of documentation as a way to counterbalance risks. At meetings and presentations, Germans spend a great deal of time and energy for written communication to:
- Maintain a record of decisions and discussions
- Provide written backup for decisions.
Therefore, American speakers should provide handouts with enough detail to prove their statements to German audience members.
Finally, international presenters should avoid small talk and unproven attempts at German humour. Why? Because serious-minded Germans will only build business relationships with those who follow formal German communication practices.
