If I’ve heard it once, I’ve heard it a hundred times, “We’ll be lucky to achieve our goals in this economy”.
We’re all in the same boat, this challenging economic boat – in the doldrums yet relatively secure, generally insulated, and comparatively safe – not untouched mind you, but our lifestyles are barely altered – we’re afloat. We may be thinking greener, driving less, recycling more, watching household expenses, packing lunch, eyeballing boxed wine for the first time and generally curbing our consumption but at a pace that could be characterized as a stroll. No real urgency.
We see our collective self as prosperous, especially as images of torn countries like Haiti and Afghanistan populate our TV, and we are. We aren’t hurting that much, yet. We have faith that government and history are on are side, and traditional American economic dominance remains a good bet. We’re rooting for our team. I like that, but hope, faith, and charity aren’t enough. As Washington prints more money and China underwrites the process, we’re on a slippery slope that is not only precarious but the downward angle is increasing each day. Long-term economic health and vitality are dependent on a new approach to this economy. As one successful American company has proselytized: Think different.
Indeed.
Same old same old, won’t work – not in government and not in the business sector. Certainly not at listener supported, not for profit, radio stations.
The X factor is leadership. Do we have it?
The Center for Creative Leadership (CCL) says, “Leaders are not adequately prepared for the future. Today’s leadership capacity is insufficient to meet future leadership requirements. This finding is consistent across countries, organizations and levels in an organization.” In other words, a leader may have a good skill-set for an organization today but will be ill-equipped in the coming environment. CCL calls this the “leadership gap”.
Hmmm. We’ve talked about gaps in revenue, but gaps in leadership?
Research in this area by CCL identified seven leadership competencies paramount for success, now and in the future:
- Leading people: directing and motivating people.
- Strategic planning: translating vision into realistic business strategies, including long-term objectives.
- Managing change: using effective strategies to facilitate organizational change.
- Inspiring commitment: recognizing and rewarding employees’ achievements.
- Resourcefulness: working effectively with top management.
- Doing whatever it takes: persevering under adverse conditions.
- Being a quick learner: quickly learning new technical or business knowledge.
Steve Jobs could have written this list and so could Sun Tzu the 6th century Chinese military strategist and author of the Art of War, a treatise on strategy and leadership that has influenced everyone from Napoleon to MacArthur, as well as most top level business managers across the globe.
Those of us in public radio can learn a thing or two from the captains of industry and generals at war, where the stakes are a tad higher than at most radio stations. Not to minimize the impact this economy has had on stations or rather the leaders at stations who sometimes take their eyes off the horizon, off the competition and off the evolving media environment, and focus exclusively on the bottom line, often making ends meet by cutting, cutting, cutting. Sometimes necessary, perhaps even a healthy process through the lens of better stewardship, but when we get to staff, well that can hurt services, core competencies, as well as morale. Occasionally it’s necessary. But, it’s very hard for an organization to ride the roller-coaster of team building with every dip and rise in the economy. If it does, that becomes the work in and of itself.
So, what else does a station do in this economy?
Consider these concepts to put a little wind in your sails:
- invest in smart leadership
- be flexible and open-minded
- lift your head up and keep your eyes on the prize
- continue to work on your team, instilling a sense of pride and ownership at every level of your organization
- talk about everything
- be passionate
- rediscover your love of radio
Make sure your managers pay close attention to the CCL’s seven competencies paramount for success. Let’s shift our mindset from merely cutting expenses to growing our businesses in this economy.
Finally, listen to your listeners. They are your greatest asset. They’ve already tuned in! Ask them why. You may just find out why 92% on average choose not to support you financially. Solve that riddle and this economy can’t touch you.
Onward and upward!
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Fantastic post, Jack. What are your listeners telling you? Do you have a personal strategy for turning the 92% into donors?
Personally, I believe there’s no shortcut. You still have to win them over one at a time. It helps to be responsive, have your station personnel out there at concerts and events, seek feedback, hold parties, GO to parties, etc. The more you are PART of the community, the more the community will be part of you.
Thanks, Marty.
Our Portland listeners are telling us they want more information. They want to truly be a partner with us in solving our challenges. They don’t want to just be talked at and then asked for money. This came out clearly during the last membership drive, the “great conversation.”
And, your absolutely right, one person at a time. We must be better at telling our own story and then getting out there in all the ways you cite. This can’t be done in fits and starts. It must be a long-term strategy, a permanent mind-set, and we must deputize our board, staff and all stakeholders with good information making them passionate ambassadors for what we do.
The answers to our questions are often right there in front of us, in our audience. They are smart. The trick is mining that vast resource – creating better bridges of communication. Not something we’ve historically been that good at!
Just to give a little background, here at All Classical in Portland, we’ve built strong partnerships with the major arts organizations (Oregon Symphony, Portland Opera, Oregon Ballet Theatre, Portland Center Stage, among dozens of others), as one way to reach listeners “in person” as it were. We also host at least two open house events at the station, and one or two “events” (such as a recent cruise on the Willamette river) to create stronger ties to the community. Consistent pre-concert talks at the Symphony are another, and the data I’ve received shows that attendance at these events has increased since we’ve begun promoting them on the air and on our Website. It’s gradual, but the results are moving in a positive direction.
I feel really good about the outreach activities we do here in Portland, not unlike those at most stations. But, we’re often preaching to the choir. I hope we can find new ways, less costly ways to build bridges of communication to the silent majority of listeners who choose us and choose not to support us. Now that would be positive!