After my husband’s death in October 2009, a large responsibility for the house of Bertelsmann was transferred to me, which I have taken on with pride and joy. I can negotiate these many responsibilities only with the support of my family, input from trustworthy advisers, and my own personal perseverance.
I am the speaker of the family and the chair of the executive board of the Bertelsmann Management Company (BVG), which controls all voting rights at the annual general meeting of Bertelsmann AG. The executive board’s responsibilities include overseeing the interests of the two shareholder groups, the Bertelsmann Foundation and the Bertelsmann family, as well as protecting the corporate continuity and culture at Bertelsmann. The steering committee, which I head, includes as its members my children Brigitte and Christoph, who support me greatly. They share the same goal that I have: to ensure the autonomy of Bertelsmann AG for the long term. In addition, there are three managers at my side at BVG whom I can depend on at any time: Dieter H. Vogel, Dr. Jürgen Strube, and Dr. Werner J. Bauer. With a board like this, the house of Bertelsmann is in excellent hands. I will make the decision about who will succeed me as the family representative at a later date.
As a member of the supervisory board of Bertelsmann AG, and especially of the staff committee, one of my main concerns is that Bertelsmann retain its partnership-based corporate culture. During my visits to firms all over the world, one thing always stood out for me: companies that seek out a partner-based dialogue with their employees, that grant their leadership entrepreneurial autonomy, and that include everyone in the sharing of corporate success can truly prosper in the international market. It is thus critical that any new executives are a good fit with our company’s corporate culture. Our supervisory board is made up of renowned leaders from large international corporations, who do an excellent job of supporting and supervising the executive board. I am very happy that as members of the executive board Brigitte and Christoph are also by my side and that they share in the responsibility for Bertelsmann AG. Lastly, the operations of the business are carried out by a six-person board.
I am especially pleased to continue the tradition of social engagement that has always been so valued by the Bertelsmann and Mohn families. As vice chair of the Bertelsmann Foundation’s executive board and as a member of the board of trustees, I have a great deal of input into shaping the direction of the charitable Bertelsmann Foundation. My daughter, Brigitte, who is responsible for the health and society programs of the foundation, is also a member of its executive board. My son Christoph now shoulders his own share of social responsibility as a member of the board of trustees of the Bertelsmann Foundation, and as the chairman of the board of the newly founded Reinhard Mohn Foundation.
There is always much discussion in our family about the foundation’s work. Whenever possible, we meet on Sundays for a family meal. Lively conversations about our various responsibilities are naturally a big part of these get-togethers. Our children never knew the separation of work and family life that is so common in most families. Just because it’s the weekend, you simply cannot leave behind your obligations to a company like Bertelsmann or to a foundation as large as ours.
My responsibilities at Bertelsmann include dealing with content, answering strategic challenges, and using sound human judgment. Every person in a leadership position develops their own leadership style. While working at Bertelsmann, I learned that without strict self-discipline, my workload is simply not manageable. I stay in shape by swimming, running, and maintaining a healthy diet. And I am continuously in contact with any colleagues who are leading projects on their own.
Without delegating responsibilities, this amount of work would simply not be doable. I am in favor of a vital and multifaceted working environment that enables open and constructive discussions. It is easy to have an exchange of ideas with those who share your opinion, but it is much more enriching when other perspectives are heard. Whenever I speak with our executives and other colleagues, I listen very carefully to everyone’s opinion without letting my own judgment be known. Only in this way can I be sure that the person I am speaking to is honest and open with me and is not hiding their real opinion.
There is no such thing as a working life without conflict. Over the years I have learned that fact-based conflicts can best be solved when the differing opinions are openly discussed. It is important to recognize that we all make mistakes, but we can learn from these mistakes. Mistakes must be forgiven. If something goes wrong, the problem is put out on the table. After that, everyone can look into one another’s eyes, and energy isn’t wasted on unresolved conflicts. Incidentally, this strategy does not just apply to company life. It is just as valid for life with a partner and for our relationships with children and friends. Only by facing challenges can you live a life of conviction.
Leading people is a big challenge. Each of us has our own way, our own needs, and our own motivations. In the end, each employee decides for him- or herself what to do and what not to do, along with the when and the how. Leaders must recognize this, because they are ultimately responsible for the work of all the employees.
A successful leader places the individual at the center. A large part of my working day is taken up with dialogues with our executives, exchanges with our colleagues, and discussions with business leaders, experts, and scientists. Having a conversation as equal partners is extremely valuable, for the best ideas are often formed during a discussion. The more difficult it is to make a decision, the more time I spend engaged in deep conversations and reflections.
As much as I sometimes like to make spontaneous decisions, there is no room for spontaneity when it comes to dealing with larger issues. It is very important to me that all opinions be heard during a debate and that sides are not taken too quickly. I learned from my husband that carefully considering pros and cons and giving undivided thought to often highly complex issues are some of the most integral skills of corporate responsibility. Behind every success are long stretches of hard work and sometimes painful decisions that can cost a lot of energy. Sleepless nights, too, are part of the journey. If my nerves are on edge and the tension is just too much, it is time to take a break. The awareness of how much responsibility I have is always there. In a company of our size, at any time during a vacation, on a weekend, or on a holiday, an unforeseen event can happen or a decision must be made.
“Do everything with consultation, and you will have no regrets when the deed is done.”67 This saying by Saint Benedict has become my life’s motto. So far, it has served me well. In my over forty years of working, I have learned that the process for making decisions must be given highest priority. And in a highly complex decision-making process, there is no one right decision. Instead, there are often many different solutions, each with its own pluses and minuses.
A number of studies have now confirmed my personal experience that the use of reason is not enough for avoiding mistakes.68 The human brain is not a calculator. The psychoanalyst Sigmund Freud was one of the first to discover that our subconscious has a huge influence on our decision-making process.
I am very interested in this process and have sought out many conversations with leading neuroscientists. Scientists estimate that human consciousness, which is concentrated on the left side of the brain, can process about forty units of information per second. The unconscious mind, on the other hand, which operates mostly at the rear of the right side, can process 15 to 20 million units per second. With such a huge amount of information, it is no surprise that subconscious thinking is vague and lacks detail. But if we were to actually wait and consciously gather all the facts that are available on an issue, we would surely never arrive at a result.
Modern research has discovered that the brain collects all our experiences and uses them as an emotional reservoir. It is from these experiences that we recognize mistakes, learn from them, and try to avoid them in the future. Especially in leadership positions, when we are faced with an unlimited array of choices, our emotional reservoirs will send out signals that can ease our decision-making process. These are the so-called somatic markers.69 The emotional part of the brain is just as much a part of the decision-making process as the rational part of the brain. My gut instinct often leads me to the right decision, as I’ve later confirmed by comparing information and considering expert opinions. I am convinced that factoring in one’s feelings is the right thing to do when making decisions. Gerd Gigerenzer, one of the most renowned researchers on heuristics and decision making, who is now director of the Max Planck Institute for Human Development, told me that there are numerous situations in which it’s best to trust your instincts.70
Of course, personal feelings alone are not enough for making responsible decisions. After a first intuitive reaction, common sense must set in to evaluate its meaning and assess it in terms of the impending decision. To me, a heightened awareness and presence of mind is, however, a key factor in responsible leadership. In many cases, a reconciliation between the subconscious and reason occurs surprisingly fast. Whoever uses their well of emotional experience, and in the course of their working years puts it to the test, will become more decisive and more secure, sometimes able to evaluate a situation in mere seconds. Personally, I can say that my best decisions have always been those where common sense and intuition see eye to eye.
Yet there will always be challenges where all our experiences won’t help. Sometimes, no matter what, we simply can’t come up with a solution, and our thoughts run in circles. A situation like this can be paralyzing; it can block decisions and weaken our creative strengths. I have learned to quickly put an end to these situations by obtaining expert advice and taking into account the opinions of others.
Anyone who is responsible for others must earn their trust. This means setting a personal example, having an open discourse, enabling transparency in decision making, and naming clear goals. It is especially important to examine one’s own actions. Am I doing the right thing? Or is there another, perhaps better, way? I question myself more than anyone else, and I always seek discourse with proven experts.
Yet I am also aware of the value of emotions. You have to carry people along, even—and especially—during times of difficult changes. I personally think one-on-one conversations are very valuable. Besides our meetings and conferences, I always find time to meet with our leading managers in private. This does not just apply to my responsibilities as a member of the executive board and the board of trustees of the Bertelsmann Foundation, or to my seats on the supervisory board or staff committee of Bertelsmann AG. In conjunction with our human resource manager, I am always on the lookout for talented young leadership, and I try to uncover the unique potentials of our new colleagues. On occasion, the supervisory board will invite young leadership to a dinner, giving our newest staff an opportunity to present themselves. Seeing everyone’s unique talents and immense expertise gives me great joy and motivation.
Business leaders must never pursue only their financial goals. They must also be sensitive to human needs. Every coworker is part of the mosaic that makes up the company. If a corporation’s culture encourages mutual trust, it will fuel a great deal of creativity and commitment. If, however, individual employees feel that their work is not valued, or if they fear for their positions, they will lose their drive, they will be blocked by fear, and they will never achieve as much as those who feel protected and are motivated to give their best.
Part of our corporate tradition is taking into account the sustainability of our efforts. The history of a 175-year-old firm is never one of just highlights. Crises are averted, lean times are overcome, mistakes are made, and things that have become dear are cast aside in order to try new things. If you want to try something new, you may have to take two steps back. Or three, or four. Every learning process has its share of ups and downs. I learned from my husband that the tireless search for new ways and solutions often leads to pleasantly surprising results. He had the uncanny ability to combine unconventional ideas with the traditions of the house of Bertelsmann. This is the standard I will always hold myself to.