Interview with Joseph Anderson for Lift Every Voice

A graduate of West Point, Joseph Anderson was awarded two silver stars, five bronze stars, three Army Commendation medals, and 11 air medals during his military service in Vietnam. He went on to a successful career as an executive at General Motors before launching what became one of the largest holding companies in the automotive industry, TAG Holdings, which he continues to run as CEO.

Joseph Anderson: Well, I’d like to correct you. It’s the most prestigious military academy in the United States, much more than the Naval Academy and Air Force (laughs). I just want to make that clear on the record, De’Aundre.

JA: I thought I was going to go to the University of Kansas in engineering. And I participated in an American Legion program called Boys State, and while I went to Boys State I got selected for Boys Nation. And when I came back from Boys Nation in Washington, D.C., West Point sent me a postcard saying, Congratulations on this honor, and you’re the kind of young man that we’d like to have come to West Point. They sent all 100 of us, two from each state, at Boys Nation. They sent me the requirements for application, and I did that. The senator from Kansas selected a principal person and then a first alternate, and I was a second alternate. And somehow the principal and first alternate didn’t make it, so when I got a call from the academy in June saying, “If you’re still interested, show up in July,” I was very excited. Part of it is, it was going to be a great educational experience, and, secondly, it was not going to be a financial burden on my family, my parents and so forth. But to be quite honest, I did not have any background or understanding or appreciation for the military, as is often the case with young men coming into the academies. But you learn very quickly, and it worked for me.

JA: I had another plan. As I said, I thought I’d go into engineering. Now, did I know any Negro—at that time Negro—or African American or Black engineers? No, I didn’t. But with the good grades that I had I thought that would be the appropriate experience for me and so I anticipated doing that. I had an older brother, a lot older than me, who had been in Korea, and what I knew about him and Korea was he brought back these beautiful jackets with the dragons on the back. And so that’s all I understood about the military.

JA: Well, when I received my Silver Star for my first big combat operation I had been there a very short time, and I just did what I needed to do to support and protect my soldiers, my platoon. You’re not thinking about a medal at that time; you’re thinking about coming out of it alive. And so when I got back into base camp and was rewarded for that particular event, I was pleased—I was honored with the honor—but it was not something that you’re there to do or gain or benefit from. You’re there just to lead your platoon and get your folks home alive.

JA: Well, again, in the Army things just are given to you or directed toward you, De’Aundre. Coming back from that first event, where I had received the Silver Star, I had a lot of visibility and a high profile. And so, when this crew from France came to my organization, the 1st Cavalry Division, and my brigade, they assigned them to me. I was an African American, I was a West Pointer, I had taken French in college at West Point, and so they assigned them to me. I didn’t ask for them. And quite frankly, I had some reservations about them in that I didn’t know who these three people were that were part of this film crew. And I didn’t know what they would do out in the field, maybe cause trouble and get us into difficulty, making noise at the wrong time or something. That turned out to be absolutely not the case, and they became lifelong friends. In fact, I visited Pierre Schoendoerffer, the producer, in France. So it was a great experience, but again not one that I had any choice about. They said, “Lieutenant, these men are going to be assigned to your platoon.” And that’s the way the Army operates.

As it turned out, they were world travelers and had done a variety of things in difficult circumstances. Pierre Schoendoerffer himself had been captured and was a prisoner of war with the French Army in Vietnam, so he knew the country, knew the circumstances very well. He and his cameraman and sound man came to see what the Americans were doing in Vietnam, to carry that back to the French, who had been there earlier. But he did such a great job that it just took the country by storm in France.

He showed it on French television in the first part of 1967. It was so well received it showed again three weeks later. CBS heard about it, brought him to New York to have him narrate the documentary in English, and it was shown on the Fourth of July in 1967 in the United States. The same thing happened: It just took the country by storm. It was shown again three weeks later, and it won both an Oscar and an Emmy in 1967.

JA: I was recruited out of the Army along with an Air Force two-star general. We were recruited to bring executive leadership in operations and manufacturing into the auto industry. And so I was interviewed by both Ford and General Motors with that goal in mind on their part. I made the decision to go with General Motors and started out with Pontiac Motor Division, in manufacturing, again leading people.

The auto industry has been a source of employment for minorities, for African Americans, for many, many generations, coming out the South. When I came in, in the late '70s, early '80s, we were the first African American individuals in the executive group in manufacturing and operations. Of course subsequent to that time there have been a number of other high-level African American men and women in a variety of positions, and they’ve had African Americans on the board of directors. So, from where they were, they’ve come a long way. Are they where they can be and should be? Not until there is an African American chairman of the board or an African American CEO. Then we’ll know we’ve arrived.

“Is the auto industry where they can be and should be? Not until there is an African American chairman of the board or an African American CEO. Then we’ll know we’ve arrived.”

JA: Well, when I bought my first company in 1994 after leaving General Motors, I went with a gentleman for a couple of months and then decided to do it on my own. TAG Holdings, standing for The Anderson Group, was the organizational structure that I created. As I would acquire companies, they would be under TAG Holdings. Over the course of the years, I've bought and been majority owner of about 15 different companies. And they come and go in terms of me owning them, and then selling them.

JA: I find it challenging, because the social justice issues are real. Every single day of my life I wake up I’m a Black man in America and there’s no two ways about that, and those realities face us. You watch the news every night and you see the issues that are going on, and it’s challenging to say the least. Nonetheless, in terms of the things that I do every day—operating my businesses, mentoring young men and women who ask how can they do what I do, serving on boards like the Federal Reserve Bank board—those are all activities and responsibilities that I have assumed in spite of some of the issues and challenges that still exist about race in this country.

JA: I think in this era right now, the automobile industry is doing its thing, relative to electric vehicles and so forth, and that is not going to go away anytime soon. So the challenge for companies like mine is to stay current, and get ahead of the technology and innovation that’s required to be competitive. But additionally, companies like mine, which are minority-certified, and veteran-owned certified, have the opportunity in this environment of diversity and inclusion to grow with the auto companies and with other industries also.

JA: In this calendar year, I’ve had two incidents. One, I was doing a little bit over the speed limit, I won't say how much, but a female police officer pulled me over and told me how fast I was going, and she went back to her car and did her thing and came back and she said, “OK, I’m just going to give you a warning, because it was your birthday last week.” And so what can I say except she treated me very nicely? I was stopped another time, I was driving my Escalade, and he pulled me over and said, “You did a rolling stop with the traffic light.” I said, “Well, officer, nobody’s around and I was just turning right.” He did give me a ticket. So I guess that was a big deal, a Black man in an Escalade not stopping the vehicle fully. Should I stop fully? Obviously. Is that something that everybody gets stopped for? I don’t know. But these are the kinds of issues and challenges that clearly come into your mind when driving while Black.

JA: In terms of today's environment as an African American, as compared to the past, clearly individuals like myself, who are business owners, there are more and more of us, and African Americans who are serving on public boards. Those numbers have increased dramatically. There was a network of African Americans who collaborated together called the Executive Leadership Council, which was formed to help us mentor each other on how to be senior executives in major corporations. Subsequent to that there was an organization formed called the Black Corporate Directors Conference, and that was put together to help us mentor each other on how to serve on boards. But there's no question that there is still a gap in terms of those who are having those kinds of successes. And the masses and majority of African Americans with lower incomes, and levels of homeownership. All those things are dramatically behind the average for the country as a whole. So we’ve still got a lot of work to do. There’s been some progress, without question, but there’s still a lot of work left to do.

JA: The recommendation that I have for the next generation of entrepreneurs is learn from those of us who are already here. We’ve made mistakes, some of us have survived and learned from those lessons; use that as a starting point and be very focused on strategic perspectives that exist in the marketplace, in industry and so forth. And don’t focus on where others have been, identify the opportunities in the future. Engage and create a circumstance for yourself. Opportunities are going to open up, because the marketplace likes winners. They like success. And, yes, there are more challenges, but on the other hand, winners are winners, and the marketplace will support winners.

Valaurian Waller, Photographer: Valaurian Waller is a native Detroiter and self-taught documentary photographer whose current work largely explores religion and various social issues including racial equity, food sovereignty, and health disparities. Her photos have been published in the New York Times, Detroit Free Press, Detroit News, Metro Times, Model D, and Bridge Detroit. In 2018, she was a Facing Change: Documenting Detroit Fellow, and her project “In his shoes” was publicly projected at the Detroit Institute of Arts. In 2020, Waller was a producer on the Frontline documentary “Growing Up Poor in America,” exploring the struggles of three low-income families, made immeasurably worse by the COVID-19 pandemic. Waller is currently working on projects around mental health and further developing her documentary-making skills.

Shelby is the Community Manager at Oprah Daily. She acts as a liaison between the brand and the membership base, Oprah Insiders. When she's not working, she likes to travel, read, re-watch old sitcoms, and eat cinnamon-flavored treats.