In politics, grand announcements are plentiful. Whether it is “Deutschlandtempo” (German tempo), “Doppel-Wumms” (double whammy), “Zeitenwende” (turning point), “Herbst der Reformen” (autumn of reforms), or “Innovationsbooster” (innovation booster), these terms all promise great things and raise high expectations. What is often missing are clear details and concrete next steps.
The problem is a lack of concreteness and direction
Especially in uncertain times, people are not looking for buzzwords, but for guidance and clarity: What will happen specifically? What does this mean for me? And how realistic are the promises being made? Out of fear of demanding too much of people, communication often remains vague. But where clarity is missing, a vacuum emerges. And that vacuum is quickly filled—by employees, the public and the markets. Often with rumors, assumptions or theories that are more negative than reality.
When expectations outpace delivery
Political communications often remains at the level of direction and intention: reducing bureaucracy, structural reforms and increasing competitiveness. These are factually correct but rarely concrete enough to anchor expectations. The result: disappointment is almost inevitable, because expectations are greater than what is ultimately delivered.
The same dynamic occurs in companies
In companies, the stakes are just as high. Whether it is restructuring, cost-cutting programs, or location decisions, all of these have immediate consequences. Those who rely on sugar-coated language or vague phrases, delay difficult truths, or keep them hidden, risk losing credibility and trust. For companies, this is a clear imperative to act: communication must not stop at statements of intent, but must clearly name decisions, impacts, and next steps, both internally and externally.
Communication must be demanding
Good communication demands more and is effective precisely because of that. It clarifies expectations rather than raising them. What will actually change? What will become more difficult before things improve? Where are the clear limits of what is achievable? While this may sound less inspiring, but it is more sustainable in the long run. People can be trusted with more than is often assumed, so communication may also require something of its audience. After all, being ignored or made to feel foolish is worse than being given clear information.
Effective crisis communications does not require exaggeration
The “Schluss mit Schneckentempo” (an end to snail’s pace) campaign by the German Chemical Industry Association (VCI) shows there’s a better way. Rather than sketching an overly positive picture of the future, the campaign clearly states the reality: It is not about new beginnings but about preventing further erosion of substance. There is no exaggeration or sugarcoating; instead, there is a pointed and realistic set of expectations.
Trust arises from alignment
Trust does not arise from grand words or new narratives. It arises when announcements and reality align. In other words: In good times, visions carry. In bad times, reliability does. Therefore, anyone communicating today should not ask, How does this sound? Rather, they should ask: What expectations am I setting? Can I meet them?
Miriam Bienert-Kukiolka
Director
[email protected]