Key Takeaways
Clear subject
This article looks at how managers in the Netherlands (Europe) and Germany (Europe) work, and how their style can sometimes be misunderstood.
It focuses on everyday office and shop-floor life, not on extreme cases.
Main idea
Bosses in these two countries often look very focused on planning, structure and giving instructions.
From outside, this can seem like “only giving orders”, especially to people who come from other work cultures.
In reality, Dutch and German styles of management grew separately, shaped by local history and values.
Why it matters
Understanding these styles helps teams work together with less tension.
It also helps managers see how their behaviour may look from the outside, even when they have good intentions and work hard in their own way.
Story & Details
Everyday scenes in Northern European workplaces
In many companies in the Netherlands (Europe) and Germany (Europe), daily life follows a clear pattern.
There are people who design schedules, set targets and coordinate resources.
There are people who process orders, serve customers, move goods, repair equipment or support clients.
Observers sometimes hear sharp sentences about managers, such as “they just give instructions and never join the real work”.
These phrases show a feeling, not a full picture.
To understand what is happening, it helps to look at the deeper culture in each country.
German structure and respect for formal roles
Guides to German work life describe a strong love of structure and planning.
Punctuality is important, and meetings tend to be well prepared and focused on results. [1][2][3][5][13][25][33]
Business advice often highlights three points:
- Clear hierarchy in organisations.
- Strong respect for professional roles.
- Careful, step-by-step decision-making.
In this setting, the work of a manager in Germany (Europe) often means:
- Linking the team to higher levels of the company.
- Making sure laws, safety rules and quality standards are respected.
- Planning work so that targets are realistic and sustainable.
This is real work, but it does not always look physical.
Much of it happens in meetings, documents and digital systems.
For people who mainly see the visible, physical side of work, this less visible effort can be easy to miss.
Dutch consensus and direct communication
The Netherlands (Europe) is known for the polder model, a style of decision-making based on consensus. [3][7][11][15][23][31][38]
Different groups, such as employers, unions and government, sit together, talk and search for common ground.
This idea also appears in many workplaces.
Articles about Dutch work culture describe relatively flat structures, open discussion and a focus on work–life balance. [0][4][5][10][16][20][24][28][31][36]
Employees are often invited to give their opinion, and managers are expected to listen and explain their choices.
At the same time, Dutch communication is famously direct. [4][8][12][16][20][24][28][32]
People tend to say clearly what they think, even when it is critical.
In a meeting, it is common to hear short sentences such as:
“We moeten dit samen oplossen.”
“Jij bent nu verantwoordelijk voor dit deel.”
“Zeg het als iets niet klopt.”
These lines are simple, but they do a lot of work.
They show cooperation (“we”), clear responsibility (“you are now responsible”), and an invitation to speak up (“say it if something is not right”).
For someone used to softer language, this can sound very sharp, even when the goal is to be honest and efficient.
Why managers can look distant
Both countries share some wider Northern European habits.
Planning is important, time is taken seriously, and written procedures are common. [1][2][5][9][13][17][21][25][29][33]
In this type of environment, managers are often evaluated on:
- How well they plan and coordinate.
- How clearly they communicate targets and feedback.
- How safely and smoothly the organisation runs.
This means that many bosses in the Netherlands (Europe) and Germany (Europe) spend a lot of time:
- Comparing demand and capacity.
- Balancing budgets and staff.
- Reporting to clients, regulators or head offices.
Their work is mental and relational, more than physical.
From a distance, this can look like “only talking”.
From their point of view, it is continuous problem-solving under pressure.
Perceptions in international teams
Modern teams in these countries often include people from many parts of the world.
Different cultures have different ideas about what a “good boss” should do. [8][24][32][36]
Some work cultures expect managers to join physical tasks from time to time, to “show they are one of the team”.
Other cultures expect managers to stay at a distance so that they can remain neutral and make calm decisions.
When these ideas meet in one office or warehouse, misunderstandings can grow.
Employees may quietly wonder why their boss rarely joins manual tasks.
Managers may assume that their role is obvious, and do not notice the doubts.
Research and practical guides suggest that open, respectful conversations about expectations can help. [8][16][24][32][36]
When people understand what kind of work a manager actually does, and how team members like to receive instructions and feedback, daily life becomes smoother for everyone.
No simple line from one country to the other
It is tempting to think that one national style “taught” the other.
In reality, Dutch and German ways of working developed separately.
German business culture is rooted in values of order, reliability and clear authority. [1][2][5][13][17][21][25][29][33]
Dutch business culture is rooted in values of cooperation, openness and shared responsibility, under strong practical pressure from history and geography. [0][3][4][5][7][10][11][15][16][19][20][23][24][28][31][35][38]
The two styles sometimes meet in multinational companies and cross-border projects, and they influence each other in small ways.
But there is no simple story in which one country copies the other.
What people often see is the result of parallel histories that now overlap in modern workplaces.
Conclusions
Seeing the whole picture
Managers in the Netherlands (Europe) and Germany (Europe) often appear to focus on planning, rules and instructions.
That picture is partly true, because both cultures give managers strong responsibility for structure and long-term safety.
It is also incomplete.
Behind the scenes, many bosses handle complex demands from clients, governments and global markets.
Their work is less visible but still demanding.
From blame to understanding
When people understand where these styles come from, it becomes easier to move from blame to dialogue.
Workers can see that what looks like “only giving orders” may, in fact, be one part of a wider job.
Managers can see that visibility matters, and that sometimes joining the team for a short time or explaining their tasks more clearly can change how their role feels to others.
In the end, the goal is not to say that one country is right and the other is wrong.
The goal is to build workplaces where structure and respect walk together, and where different ways of working can fit into the same team.
Selected References
[1] Expatica. “German work culture and business etiquette.”
https://www.expatica.com/de/working/employment-basics/german-business-culture-100983/
[2] CIBTvisas. “A Guide to German Business Etiquette.”
https://cibtvisas.com/blog/business-etiquette-germany
[3] Wikipedia. “Polder model.”
https://en.wikipedia.org/wiki/Polder_model
[4] Expatica. “Dutch culture: social etiquette in the Netherlands.”
https://www.expatica.com/nl/living/integration/dutch-etiquette-101736/
[5] Edstellar. “Understanding Work Culture in Germany for 2026.”
https://www.edstellar.com/blog/germany-work-culture
[6] Holland.com. “Evolution of Dutch Democracy and the Polder Model.”
https://www.holland.com/global/press/toolbox/democracy-in-the-netherlands
[7] UNESCO / ICH. “The poldermodel in economics, social studies and history classes in the Netherlands.”
https://ich.unesco.org/doc/src/50959-EN.pdf
[8] Expatica Global. “How to deal with cultural differences at work.”
https://www.expatica.com/global/working/employment-basics/cultural-differences-at-work-422715/
[9] UE Germany. “What you need to know about the workplace culture in Germany.”
https://www.ue-germany.com/blog/what-you-need-to-know-about-the-workplace-culture-in-germany
[10] Expatica. “Dutch work culture and business etiquette.”
https://www.expatica.com/nl/working/employment-basics/dutch-business-culture-102490/
[11] DW Documentary. “Germany’s Skilled Labor Shortage – The International Search for Workers.”
https://www.youtube.com/watch?v=sExwCPjpJlI
[12] IamExpat. “Cultural differences: Dutch directness and beyond.”
https://www.iamexpat.nl/expat-info/dutch-news/cultural-differences-dutch-directness-and-beyond
[13] Welcome Center Germany. “Understanding German Work Culture.”
https://www.welcome-center-germany.com/post/understanding-german-work-culture
[14] Pararius. “The do’s and don’ts in Dutch work culture.”
https://www.pararius.com/expat-guide/dutch-work-culture
[15] Expat Republic. “How the Dutch Poldermodel Helps Expats Resolve Work & Life Issues.”
https://www.expatrepublic.com/poldermodel/
Appendix
Dutch directness
A communication style common in the Netherlands (Europe), where people say clearly what they think and feel, even when it is critical, with the aim of being honest rather than hurtful.
Dutch polder model
A Dutch approach to decision-making that uses broad discussion and compromise between many groups, such as employers, unions and government, in order to reach a shared solution.
Hierarchy at work
A structure where people have different formal levels of authority, so that some decide on strategy and rules while others carry out tasks inside those rules.
International teams
Groups of people from several countries who work together in the same organisation, often bringing different ideas about time, communication and the role of the boss.
Managerial work
Tasks done by people who plan, coordinate and supervise the work of others, including scheduling, communication with clients, risk management and responsibility for results.
Ordnung
A German word that means order and expresses a cultural preference for clear rules, punctuality, careful planning and well-organised systems in daily life and in workplaces.
Work–life balance
The way time and energy are shared between paid work and private life, including rest, family and free time, which is often seen as important in both Dutch and German work cultures.
My Diary - Leonardo Cardillo 