My Struggle with “Der Prozess” and Perfect Decisions

Okay, so here I am, six months into living in Munich. Six months of learning German – viel German – and trying to navigate this incredible, incredibly complicated culture. And, strangely enough, a lot of my struggles now feel directly linked to that IELTS Executive Communication test I’m prepping for. The question keeps circling back: “Leadership Decisions Should Never Be Fully Delegated to AI Systems. To What Extent Do You Agree or Disagree?” It seems silly at first, but the more I think about it, the more it resonates with my experiences here – particularly when dealing with bosses and even just everyday interactions where decisions feel…robotic.

The Initial Confusion: “Wie Sie sagen?”

When I first started my role as a project assistant at Siemens, everything was initially incredibly formal. My manager, Herr Schmidt, kept saying, “Wie sie sagen?” (How do you say?), after every minor decision. It wasn’t meant to be rude, but it felt…detached. Like he was trying to force me into this perfectly precise, German way of thinking, and honestly, I just wanted to get the project done! I needed a clear instruction, not a constant, “Wie sie sagen?” Which is exactly what led me to my first major misunderstanding about delegation – or rather, lack thereof.

The Case of the “Kaffee und Kuchen” Misunderstanding

We were launching a new marketing campaign for a small appliance company, and Herr Schmidt wanted to send an email blast to all existing clients. He said something like, “Wir brauchen eine kurze, klare E-Mail mit dem Angebot – schnell!” (We need a short, clear email with the offer – quickly!). I translated that perfectly, crafted a beautifully worded German email with multiple options for subject lines and compelling visuals…and then he completely rejected it. “Das ist zu lang! Zu kompliziert!” (That’s too long! Too complicated!) He just wanted a very basic “Hier ist das Angebot – kaufen!” (Here is the offer – buy!).

I was frustrated, naturally. I’d used my best German, tried to anticipate his needs… but he clearly didn’t value the nuance or strategy that took me time to create. Later, a colleague explained: “Herr Schmidt always prefers things very direct. He thinks it saves time and avoids problems.” It felt so… inefficient. This is where I started to really grapple with the question of delegation – and why blindly trusting AI-like efficiency isn’t always the answer.

“Es ist besser, Sie es selbst machen” – The Reality

I’ve realized that “Es ist besser, Sie es selbst machen” (It’s better you do it yourself) is a surprisingly common phrase here, particularly when dealing with someone trying to take control. It wasn’t always said directly; often, it was delivered with a raised eyebrow and a pointed suggestion, like when I offered to research potential distribution channels. “Nein, nein,” he’d say, “Ich kümmere mich darum.” (No, no, I’ll take care of it).

And honestly, sometimes he was right. He had years of experience navigating the German business landscape, understanding local regulations and client relationships in a way I simply didn’t yet. But that doesn’t mean his approach was always optimal. Sometimes, his focus on speed and simplicity missed crucial details or overlooked important opportunities.

The Value of “Bitte erklären Sie” (Please Explain)

The key, I’ve found, isn’t just about speaking German; it’s about communicating effectively. It’s understanding that Germans value clear explanations and logical reasoning. Instead of arguing, I started practicing saying “Bitte erklären Sie” (Please explain). Just a simple request for clarification often prompted him to elaborate on his thinking process – and frequently revealed assumptions he hadn’t explicitly stated.

For example, when he wanted me to create a spreadsheet with specific data points, asking “Warum sind diese Daten wichtig?” (Why are these data important?) opened up a conversation about the overall marketing strategy and ensured we were aligned. It shifted the dynamic from ‘command’ to ‘collaboration.’

Agreement or Disagreement? My Position

So, back to that IELTS question… I largely agree with the statement that leadership decisions should never be fully delegated to AI systems – at least not without careful consideration. While technology offers incredible tools for analysis and efficiency, it lacks the critical element of human intuition, cultural understanding, and adaptability. Herr Schmidt’s approach highlighted this perfectly. He prioritized speed and a rigid structure over strategic thinking and collaborative problem-solving.

My experience in Munich has taught me that true leadership isn’t about dictating instructions; it’s about fostering open communication, valuing diverse perspectives, and recognizing when a ‘perfectly efficient’ solution might actually be…wrong. And frankly, mastering that level of nuanced communication is going to be a huge part of passing that IELTS test – and thriving in this incredible, challenging world. Jetzt muss ich lernen, “Wie Sie sagen?” 😉 (Now I need to learn, “How do you say?”)