Béla Anda: A man for all occasions

m&k: Béla Anda, allow me to begin our conversation with a fundamental question: Do you consider effective communication to be more of a craft or more of an art form?

Béla Anda: Effective communication is largely a skill that must be learned. You can do this in a variety of settings: at online services, in newspaper and TV newsrooms, at social media agencies, and also in companies. A solid understanding of several fields—such as journalism, business, and politics—is helpful for gaining experience and thus recognizing what matters most in challenging situations. But it’s true: good, professional communication also has an artistic aspect and requires creativity, inspiration, and empathy.

When did you first realize that you had a knack for communication?

I actually got an A in oral expression in elementary school (laughs), but I couldn't draw that conclusion from that. Maybe—when I was at the World on Sunday I was an intern. The editor-in-chief at the time, Claus Jacobi, was feared when it came to editing texts: He wouldn’t let his editors get away with anything and had very clear, often uncompromising standards …

… and enjoyed nothing short of legendary status in Germany …

Yes, also because he sees himself as Mirror-The editor-in-chief who, during the so-called Spiegel Affair, did not bow to state pressure but went to prison in defense of press freedom. He was, of course, later rehabilitated. He later became a close associate of Axel Springer. In any case: I had to write a story for him about the Salem Castle School on Lake Constance, a boarding school that was having difficulties at the time with its then-landlord, Max von Baden. The article was very important to Jacobi. After I’d turned in my draft, I waited: Jacobi had a habit of dropping edited manuscripts on the floor in our office hallway, right outside the staff members’ doors. That way, everyone could see right away what kind of inferno he’d unleashed in blue ink. (laughs) In my Salem essay, however, there were only four short asides. I was 21 years old, incredibly proud, and realized—at least when it came to writing—Béla, you’ve got what it takes.

Obviously—because at the age of 22, you were already the political editor of the World on Sunday, right?

Yes; I got the job three or four days before my twenty-third birthday. Claus Jacobi wanted to help me advance, so he shortened my internship from 24 to 18 months—and made me the political editor, with my name listed in the masthead. However, my mother kept nagging me back then: «Son, you still have to go to college! You still need to enjoy a few good years!» Even though I had already been working at the World on Sunday The time of my life! (laughs) But I ended up listening to my mother; I went first to the Otto Suhr Institute in Berlin and then to the London School of Economics—and, looking back, that turned out to be for the best.

After that, you returned to journalism; you went to the Image-Newspaper. Later, you became Gerhard Schröder’s government spokesperson, a corporate spokesperson at AWD … and an expert in crisis PR. What is the common thread running through your career?

That’s a good question. In hindsight, everything always seems so well-defined, but not everything could be planned. Perhaps I wouldn’t call it a «common thread,» but rather goals and principles that I’ve had—and still have—at every stage of my career: seeking out challenges, working hard, and trying to make something special out of every task. Today, I’ve added one more thing to that: always keeping the customers’ needs in mind.

Besides, you always seem to have gone exactly where particularly challenging tasks awaited you.

What appeals to me about challenges is their complexity and the creativity required to overcome them. I also appreciate the pressure that comes with them and the teamwork that’s essential to succeed. My previous professional roles—government spokesperson, CCO of an MDAX-listed company, and member of the Image-Editorial Board – help us draw on a wealth of experience. Nevertheless, the same principle applies here: always be ready to learn and try new things.

So, why not just be curious and «give it a try»?

Yes. That's how I ended up moving to Image After I finished my studies … Even as an intern at the World on Sunday, back then in the building across from Image, I've always wondered: What's it really like there? Are all those stories true? Do they drink whiskey all day and throw computers around? (laughs) I wanted to experience that for myself, and when the opportunity arose, I went there. It was a similar situation with Gerhard Schröder: In 1998, many people thought there would be a grand coalition in Germany. And then, suddenly, for the first time since 1949, there were enough votes for a red-green coalition! The offer to become deputy government spokesperson initially came at the same time as an offer for a correspondent position in Washington. But I was more drawn to the opportunity to help shape the narrative of this political upheaval. And in 2002, I became government spokesperson and head of the Federal Press Office. Agenda 2010 and the rejection of the Iraq War had a profound impact on my professional life in the years that followed.

«It has always been important to me to work hard. And to stand for consistency.»

Former Chancellor Schröder is, of course, known far beyond Germany’s borders for being a man who speaks his mind. What’s easier for a spokesperson: working with someone who takes a «firm stance»—or someone who prefers to hold back?

You’re quite right—Gerhard Schröder is known for speaking plainly. At the same time, top politicians like him remain absolute communication pros even in situations where they speak their minds spontaneously. After all, in politics, success comes only to those who can communicate—directly with the people, through the media, and increasingly via their own social media platforms. Anyone who becomes a minister or chancellor has, by that point, conducted and given countless conversations, interviews, and press conferences—far more than the CEO of a DAX-listed company. And that experience has steeled them. By the way: I think it’s great that Gerhard Schröder speaks plainly; that’s what our joint podcast—«Die Agenda»—thrives on. It already has more than 260,000 subscribers. And many appreciate Gerhard Schröder’s clear judgment and his courage to call a spade a spade.

Because of the pandemic, many people have become more interested in what government officials have to say. And in both Switzerland and Germany, there has been some sharp criticism. Have you been following the government’s communication regarding the pandemic?

Yes, I observed this in Germany and even commented on it at times. At first, communication here was very poor. The government hid behind experts and very rarely reached out to the public. Not even with those particularly affected, such as caregivers or those who worked for hours every day at supermarket checkout counters—pandemic or no pandemic. That’s almost been forgotten today due to the relative success of the vaccination campaign. And then there were all the false claims that were made! Wearing masks wasn’t encouraged because, so they said, they spread the virus. In hindsight, no one had the courage to admit that they were on the wrong track and that a lot of information had been communicated incorrectly.

During the pandemic, the information available to those in charge—on which they based their communications—was constantly changing. Is there a kind of «communication gold standard» for comparable situations, such as in companies?

When you’re facing a situation where things are changing rapidly, it’s always a good idea to identify and secure all available information—and, if necessary, have the courage to openly and transparently revise outdated assumptions. You also need trusted contacts within the company’s leadership whom you can truly rely on at any time. And you must understand the internal dynamics of the communicating entities—in this case, the company—and find ways to bring them under control. After all, every crisis must be managed within a specific internal environment.

What do you mean?

In crises, there are always conflicting interests. Take a company, for example: there are those who may bear some of the blame but don’t want this to become public knowledge. There are others who want to publicly assign this blame to a specific group. In addition, there is always a group that believes it is best not to communicate at all. And then there is another group that wants to take a very aggressive approach. And that doesn’t even cover half of the sensitivities involved in these particular situations. This means it is important to understand the internal dynamics from the very beginning and to navigate through them in order to guide the organization through the crisis as effectively as possible. Of course, this is only one aspect of successful crisis communication, but it is always a very central one.

«We take a highly proactive approach. We don't just manage crises—we also shape a new beginning.»

Today, you help companies and individuals who find themselves in crises or legal disputes. Do you see your work as reactive? Or does communication also serve a proactive function?

The answer is essentially implied by the question itself: the latter is the case. We take a highly proactive approach. We don’t just manage crises; we also help shape a fresh start. We do this in close collaboration with the respective team. And if those involved can’t see a way out of the crisis—which happens from time to time—we help them identify new perspectives and solutions.

Communication crises develop more quickly online these days. Has digitalization made your job more difficult?

No. After all, digitalization also offers numerous opportunities, such as the ability to communicate on your own behalf. Whether as an individual or a company, you now have the opportunity to present your perspective directly through your own channels. With all due respect to critical journalists, there are also interviews in which the conversation is very heavily steered toward that one, pointed statement. Where «framing» is increasingly being used, digitalization and social media give you the opportunity to present balanced perspectives.

The way you go about your work seems to be becoming less common—I feel that agencies often only scratch the surface these days. Is that an impression you share?

If that’s the case, then that’s good for us. At ABC Communication, we stand for quality and a high level of professionalism. What I’ve noticed with some PR agencies is that they try to secure high-priced contracts—and then have them handled by poorly trained junior consultants or even interns. Sure, there might be communication geniuses among them. But this approach—charging a high price upfront and having the work done on the cheap—doesn’t work in the long run; I’m absolutely convinced of that. Those who want to afford consulting services might as well hire junior PR managers themselves. That would be considerably cheaper. In some cases, that’s exactly what they do. What does this mean? If you want to convince people, you have to offer quality.

Since we in Switzerland are following German politics with great interest: As a former government spokesperson, would you venture to predict whether Germany will have its first Green chancellor this fall?

In principle, that’s possible. Even though Annalena Baerbock is currently in rough waters. And even though public attention is currently focused on her somewhat controversial remarks. There’s still a long way to go. I do think CDU candidate Armin Laschet is catching up in terms of his public image and his statements—but there could very well be a movement that brings a Green chancellor into office.

Béla Anda is considered one of the most experienced communications managers in the German-speaking world. He began his career at *Welt am Sonntag*, where he became political editor at the age of 22; he then moved to the *Bild* newspaper. During the red-green coalition under Gerhard Schröder, he served as government spokesperson and head of the Federal Press Office from 2002 to 2005. From August 2012 to November 2015, he was deputy editor-in-chief of the «Bild» newspaper. Today, Anda runs his own firm, which specializes in crisis and litigation PR.

At «Die Agenda» Podcast» Béla Anda speaks with former German Chancellor Gerhard Schröder on current and past events; his life today, his experiences, and his views. Stepping back from day-to-day politics, Gerhard Schröder offers relevant insights into the important issues of our time.