A legendary, highly successful talent who is a friend of mine recently opined that “Radio is no longer the business I got into, but it’s the only business I want to be a part of for what’s left of my career.” Given recent headlines, the comment was understandable.
The fact that this talent started radio in the late 70s doesn’t mean that their opinion is unique. I’ve heard similar comments from much more youthful personalities and those who are newer to the business. Yet, those that remain are either “lifers,” still have “the passion,” or are among the talent whose programs are being shared across multiple markets and/or being networked and syndicated… which makes them “survivors.”
The hardest thing for me to fathom is the elimination of talent and programmers who were, by what had been the standard of judgment, performing exceptionally well. They are simply losing their jobs because of the weight of how much they earn.
Their accomplishments seem to have little bearing on whether they’re terminated or not. Ratings are apparently not generating the levels of revenue they once did, and the ongoing erosion of AQH doesn’t bode well for the future. It is unfortunate that, in my career, I’ve had to sit in meetings where a spreadsheet is the deciding factor in someone’s employment. No argument seems to overcome the necessity of eliminating and/or reducing expenses.
Which is why I would encourage talent and programmers to help sales drive revenue.
Multitask so it’s harder to replace you. Be engaged as much as possible. I always wanted the talent I worked with to perform in a way that it force an internal discussion among leadership about the benefits a talent or programmer brought to the table. Going above and beyond the role of their position. Supporting other team members. Generating revenue because of endorsements, appearances, and doing Ride Along’s with sellers.
All with the intention that, as a financial decision is being discussed, the revenue directly connected to a talent means something. Something that shouldn’t be tampered with or put at risk.
That ship seems to have sailed for some broadcast groups. It seems as if no level of rating success can save a job. The dots connecting ratings to revenue are disconnected. Which is what’s most disappointing in watching the Reductions In Force that are occurring. There remain many stations and operators who continue to focus on being strong marketers for their advertisers. They remain concerned about building audiences. Generating revenue through ratings growth.
Understanding that what we sell in radio is the advertisers’ products, services, and wares. Smart operators are purposely a part of the communities they serve. They’re not, as one CEO of a medium-sized company said to me, a part of the RIFs sweeping the industry. Many operators outside of the biggest groups continue to show success, because they are running a different race. Being public or private, being debt-free or debt-ridden, are usually at the root of how broadcasters operate. We are, after all, for the most part, a for-profit industry.
What I would hope for is that those making such eliminations keep in mind that these are people. The changes in employment bring with them feelings of despair and angst due to an uncertain future. The change can be dramatic. Families are impacted. Children change schools. Relocation isn’t easy for anyone. Lifestyles are altered. For some, it means selling prized possessions to be able to make ends meet. For many, it means coming to a decision point that leads to a change in career.
None of this is meant to discourage those who want to be a part of the media landscape. I’m not suggesting that radio as a whole is failing. Those who want to remain in the business and succeed must acknowledge that the business has changed. Staying in it and being successful means adapting to a different way of doing business. There remains real opportunity, but performing as we always have doesn’t ensure employment security.
Where do we go from here?
My encouragement is for talent to strive to develop themselves into a Brand. As a brand, you may have many employers (or clients) throughout your career. What is unlikely is that you have one job throughout your entire career. Be a brand/performer that operators want to hire and see a way to maximize the benefits you bring to them. I frequently recommend the book The Brand You 50 by Tom Peters. It’s been revisited and updated many times since I first read it.
My advice to programmers and producers is to be Content Curators across many platforms. Radio may be what you’re creating content for, but adjusting – adapting – utilizing content across many platforms makes your reach much greater than radio. Being everywhere and being seen everywhere has long been my marketing strategy for media and non-broadcaster clients alike, as well as my own approach to marketing McVay Media and myself. You should want to have your content available in as many locations as possible.
The approach of being omnipresent is beneficial to those who sell advertising and provide marketing. Providing exposure across multiple platforms is obviously beneficial for mass messaging using niche media. Never forget that what we sell is whatever our clients are selling. We’re not selling “air” or ratings. Our purpose should be to help advertisers sell what they’re selling.
To the many who find themselves losing employment, the skills you’ve learned in radio are of interest to many in other fields. What you know how to do is valuable to businesses beyond radio. There’s new media, agencies, public service, marketing, politics, technology, communication, and much more.
My heart remains solidly grounded in radio (and beyond that, media), but the growth I’m experiencing in “Radio Adjacent” businesses is exciting and forcing greater use of my brain cells. Don’t limit yourself. Don’t be “lost” because of job loss. Use this opportunity (and opportunity is the right word) to do something more.
Whatever more means to you… do more.
