(By Stephanie Winans) Social media often causes tension between station management and talent. While management understandably wants to build both station and show brands, talent has a tendency to focus on elevating their own show brand.
Social media strategy for the station, its shows and its talent, should be an open conversation with station management (and outlined in employment agreements for clarity). This is a win-win when done right!
Here are a few points to include in your discussion:
- Talent responsibility to the station’s online accounts. Creating an online presence for the show or individual talent should not mean bailing on the station’s. Creating rules on frequency, timing, and content will ensure that the station’s online brand still benefits from talent contributions. Talent needs guidelines on what, when, and how often to post on station social media and the Web. Example: Morning show talent must post on the station social media accounts during the show so that engagement from listeners on aired content happens on the station accounts. Setting clear expectations for talent and creating accountability will solve the biggest objection to allowing shows to build their own social media presence.
- Guidelines on on-air promotion. Will the talent promote their own show and the station’s account on-air? Just the station’s? These guidelines need to be evaluated regularly and changed based on promotions and show content to ensure the best result.
- Support from show and talent accounts. When your shows or talent have large online communities of their own, the station doubles its opportunity to reach listeners. Request talent support for station promotions to drive more engagement and higher ratings across dayparts.
- The validity of testing content. Shows often use their social media accounts to test new on-air content. Having a platform for trial and error allows talent to take more risks, building stronger show content.
While management fear about the show abandoning the station’s social media is real — so is the risk your talent resigns to build their brand elsewhere. Being too restrictive can backfire if your talent feel like their personal growth opportunities are limited.
Stephanie writes for The Randy Lane Company and can be reached at firstname.lastname@example.org