Tag Archives: Issue 70

Are your ‘Personalities’ difference makers for your station?

Gary Berkowitz

Editor’s Note: The views and opinions of this article do not necessarily reflect those of the MAB. Contact the MAB for information on the MAB’s official editorial policy.

By: Gary Berkowitz
Berkowitz Broadcast Consulting

Some new tips for programming and management:

There’s a lot of noise out there in radio-land these days. Digital. Internet advertising. Podcasting, Apps, Alexa and many others. Now don’t get me wrong, I think that’s all important. Very important. But, we may need to slow down for a second and look at an area that is a key reason listeners listen and that is the on air personality. Whether you have talk show hosts or DJs on a music station, listeners enjoy and more importantly want their local radio stations to have personalities.

The other day I was scanning through Rick Sklar’s “Rocking America.” It’s the story of what is arguably one of radio’s most successful radio stations ever, WABC in New York. In his book, Rick details what made WABC so successful. He devotes a full chapter to the on-air personalities and how important they were the the station’s success.

I would like to share just a few of his quotes from “Rocking America.” After you read them, ask yourself: How is my station with our on air people? Would my listeners think of our personalities like New York listeners thought of WABC’s? Could this be the missing link for greater success on my radio station?

From “Rocking America …”

  • The impact of WABC cannot be summed up in a corporation’s profit and loss statement. To the listener, radio is a personal medium.
  • During the dozen years of its heyday, WABC, its music and its air personalities became an intimate part of the lives of tens of millions of people who lived in the Northeast.
  • Mornings without Herb Oscar Anderson or Harry Harrison, afternoons without Ron Lundy or Big Dan Ingram, evenings without cousin Brucie were unthinkable to WABC listeners.
  • Those voices, each so unusually amiable and delivered with the warmer than life resonance of the WABC sound, were friend, family and counselor all in one.
  • The songs they played were so popular that they became the national hit music for America. Their appeal crossed every demographic barrier.

Think about it. Can you say these things about your on air personalities? I believe that on music driven stations we sometimes focus too much on content and not nearly enough on how our jocks sound and come across to the listener.

Let’s discuss this. I’d love to know what you think. Call me (248) 737-3727 or email gary@garyberk.com .

Gary Berkowitz is President of Detroit based Berkowitz Broadcast Consulting, specializing in ratings improvement for AC radio stations. www.garyberk.com

How to Cure Millennials of Career Impatience

Editor’s Note: The views and opinions of this article do not necessarily reflect those of the MAB. Contact the MAB for information on the MAB’s official editorial policy.

Ryan Jenkins

By: Ryan Jenkins
Next Generation Speaker / Inc.com Columnist

Millennials expect promotions and pay raises to come early and often. Here’s how leaders can channel this desire to their benefit.

A consistent complaint about Millennials is their unrealistic timeline for being promoted. They want a pay bump in a few months, a promotion a few months later and the title of CEO by end of their first year. Growing up in fast times and coming of age in an on-demand culture, Millennials have little patience for stagnation, especially when it comes to their careers.

According to the U.S. Bureau of Labor Statistics, as of April 2016 Millennials held an average of 7.2 jobs from age 18 through age 28. A 2016 Gallup report revealed that 21 percent of Millennials say they’ve changed jobs within the past year — more than three times the number of non-Millennials. What’s more, this Millennial turnover is costing the U.S. economy $30.5 billion annually.

As work cycles continue to spin faster and project timelines become shorter, Millennial employees will move up or move on with greater frequency than previous generations.

Leaders need to get more comfortable with the accelerated career advancement expectations of Millennials and arm themselves with a few strategies to satisfy their desire for career progression and stop job-hopping.

To fully satisfy the diverse needs and desires of your Millennial team, consider using a combination of these approaches.

1. Mine the Motivation

Millennials are accustomed to external motivators. Perks, trophies and praise were used to motivate Millennials as they grew up. Because of this, many Millennials lack the internal motivation to overcome career impatience. If you want to deepen the determination and motivation of your Millennial employees, it’s up to the leaders to cultivate it.

The responsibility rests on leaders to cast a compelling vision and help Millennials discover their personal (intrinsic) motivation in achieving the vision and progressing within the organization. Help them to identify the necessary grit that won’t let them quit.

Millennials who gain early clarity on their internal motivations and career progression goals will be able to adjust their expectations and will be better equipped to explore cross-collaboration opportunities to gain more experience and to put their anxious ambition to good use.

2. Commit to Coaching

Coaching is the leadership style that resonates most with Millennials. Millennials were raised in organized activities where they were consistently surrounded by coaches. They view coaching as their path to greatness. The best coaches train, guide and advance while taking deep interest in those they coach.

Effective coaching builds trust, instills loyalty and helps Millennials become valuable faster. Coaching allows a leader to reflect on the progress and impact a millennial is having at the organization and recommend the right opportunities where they could continue their growth and development.

Coaching allows leaders to anticipate when a Millennial is struggling, frustrated, bored or underemployed before they decide to leave the company. Leaders should reemphasize there is no quick remedy for job satisfaction. It’s a slow, uncomfortable and complicated process.

3. Connect With Contribution

Parents encouraged Millennials to have a say at an early age. Access to the Internet also gave Millennials a platform to contribute and have a voice. They now carry this desire to contribute into the workplace. Leaders that create opportunities for Millennials to contribute and cocreate will be rewarded with Millennial loyalty and longevity.

Too often organizations underestimate the ability and desire Millennials have to contribute. Underestimating leads to resentment and underemployment leads to impatience. Create environments that encourage and channels that enable contribution.

4. Motivate With Movement

To satisfy Millennials’ desire to gain transferable skills, get them moving throughout the organization. Millennials don’t view career paths as linear like a ladder but rather multidimensional like a military cargo climbing net. They might be interested in moving left and then back down before moving up.

Be transparent and proactive in your communications about the available opportunities throughout the organization. Networking or social events, job shadows and online job directories are good examples of ways to help Millennials explore movement throughout the organization.

At Taco Bell’s corporate office, the company has a strategy where they loan their employees to other companies. If an employee notices another company is working on a project they are interested in, they can request to be loaned out on a temporary basis to work on that project — a nontraditional approach for a generation that approaches career and learning nontraditionally.

5. Develop for Departure

Offer the training, coaching and mentoring necessary for Millennials to develop themselves out of their current role or the organization. Why develop someone out of the organization? Because the alternative of not developing someone and having them stay and underperform is much worse.

Liz Wiseman, author of “Rookie Smarts: Why Learning Beats Knowing in the New Game of Work,” writes that a rookie mentality — approaching work or a job/task for the first time or from a new perspective — is the key to faster learning, better performance and persisting through failure. Departing Millennials can make room for new “rookies” ready to perform better and can bring a rookie mentality to their new role or company further advancing themselves or the organization.

If Millennials depart your company, they might not know how good they had it because they have nothing to compare it to this early in their career. When they experience the lack of development at another organization, they will boomerang back to your company. These will become your best company ambassadors. Leverage them wisely.

(This is 1 of the 47 strategies Ryan shares in his new book, The Millennial Manual: The Complete How-To Guide to Manage, Develop, and Engage Millennials at Work.)

This article was originally posted on Ryan’s Inc.com column, Next Generation Insights.

Reprinted with permission.

Radio to Pay 60 Percent Less In Royalties to SESAC

According to an Inside Radio report, the radio industry will pay less in royalties to SESAC under an agreement reached in an independent binding arbitration with the for-profit performance rights organization.

Under the agreement, stations will pay 60 percent less than what SESAC had been charging on its rate card. The settlement retroactively covers the period from Jan. 1, 2016 through Dec. 31, 2018.

In a statement, the Radio Music License Committee (RMLC )called the arbitrators’ decision a “significant favorable step in the right direction” for the radio industry, since it brings SESAC’s license fees and rate structure more into line with the rate formulas used by American Society of Composers, Authors and Publishers (ASCAP) and BMI.

The settlement also includes SESAC transitioning to a percentage-of-revenue license structure rather than its traditional rate-card approach.

Post-Incentive Auction Window Opens for Modifications by Repacked TV Stations that Can’t Build on Their Assigned Channel

According to a report by Broadcast Law Blog, the FCC announced the first of the post-auction filing windows for TV stations that have to move from their current channels as a result of the post-spectrum auction repacking.

The first window, open from August 9 to September 8, is for a limited number of TV stations that fall into two classes: (1) 25 repacked stations that were granted a waiver of the July 12 filing deadline for applications for initial construction permits because the FCC agreed that those stations were unable to construct the facilities that the FCC assigned to them when they were repacked; and (2) any repacked station or any other station entitled to protection that is predicted to experience a loss of population served in excess of one percent as a result of the repacking process.

Read more here.

NWS to Test Snow Squall Warnings This Winter

State Emergency Communications Committee (SECC) Chairman Gary Blievernicht (WKAR-TV/East Lansing) has announced that the National Weather Service (NWS) will be testing/evaluating Snow Squall Warnings this coming winter.   Stations are encouraged to consider airing the SVS-coded tests this winter as a part of a project coming from the NWS Detroit office.

The test coverage area includes:

  • Midland Bay Huron
  • Saginaw Tuscola Sanilac
  • Shiawassee Genessee Lapeer St. Clair
  • Livingston Oakland Macomb
  • Washtenaw Wayne
  • Lenawee Monroe

The Snow Squall Warning will be issued based on….

  1. Visibility less than 1/2 mile.
  2. Sub-freezing ambient road temperatures (or plunging temperatures that would produce a flash freeze).
  3. Wind gusts 20 mph or more.
  4. Forecaster judgement of impact, i.e. clear evidence that a snow squall could lead to dangerous conditions and possible multi-car accident (pileup) when one of the above criterion isn’t quite met.

Additional details:

  • The test will likely start somewhere between December 1 and 8.
  • The text product will be ARBSQWDTX with a WMO ID of WWUS51 KDTX.
  • The VTEC (and thus, eventually the WEA code) will be SQ.W.
  • The EAS code that will be used is SVS. This will come from the NOAA Weather Radio SAME.
  • The NWS has never used an EAS code SVS.
  • The NWS will not use the SVS EAS code for any follow up statements for TO.W or SV.W (tornado and severe thunderstorm warnings).
  • The text will have “Bulletin – EAS Activation Requested.”

As this is mostly a life threatening travel issue, stations in the Southeast, East Central and Lenawee/Washtenaw local EAS groups pass this information along from NWS to LPs to all radio stations.