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Does An Established Personality Deserve a Final Show?

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There are certain subjects in the radio industry that are complicated and impossible to provide a concrete answer for. One of them is the debate of whether or not to allow an established on-air talent a final sendoff.

To understand this subject, you have to take into account many factors. Who is the company? Who are the key executives involved in the decision? Who is the personality? What type of track record do they have? Is the split amicable or hostile? Are there future consequences facing either party? Has the situation been understood thru previous conversations or did it pop up unexpectedly?

When an individual performs for a brand for a lengthy period of time, and helps a company generate strong ratings and revenues, there is a certain respect that should be given. It might be hard to remember the value and past performance of a personality who’s at odds with a company or at the center of an economic dispute, but great leaders find a way to keep the big picture in mind when emotions get high and difficult discussions unfold.

Unfortunately finding a solution that benefits everyone doesn’t always happen.

Keith Olbermann’s initial exit from ESPN was very messy. After turning SportsCenter with Dan Patrick into the most important sports show on television, and becoming a powerful presence on the network, a better sendoff should’ve been provided. I’m sure Keith was no saint to deal with during the process, but given what each party did for one another, the ending didn’t feel right, and it left millions of sports fans less excited about watching SportsCenter or Olbermann.

On the other hand, when Dan Patrick made the choice to leave ESPN Radio, the network treated his exit in classy fashion. They gave Dan weeks to host shows and say goodbye. Guests from the past were brought back, and although there may have been some tension behind closed doors, it didn’t result in issues on the airwaves.

The same was true this past January when 670 The Score sent longtime host Terry Boers into retirement. The station did a series of final goodbye shows, welcomed the audience to attend Boers’ final program, and brought back old hosts, friends and celebrities to pay their respects to Terry. Retirement is easier to manage than a host choosing to leave or a station electing to cut ties but in this particular case, it felt right and classy, and strengthened the image of both Terry and 670 The Score.

An image issue though affected ESPN 980 in Washington D.C. last month when the station chose to part ways with Andy Pollin unexpectedly after twenty five years. Pollin hosted his normal show with Steve Czaban, and when it was over, so too was his time with the station. Czaban wasn’t thrilled with the decision, but Pollin took the high road when asked for comment. Although it may have made business sense for the station to explore a new direction and part ways with the longtime popular local host, the ending left listeners confused and upset.

Could a final day or week have been created with Pollin? Did Pollin not want to do that? Was Red Zebra worried that allowing that arrangement could harm their business? Those are all fair questions which the audience never received answers to.

In San Francisco, Ralph Barbieri helped establish one of the most successful west coast sports talk shows alongside Tom Tolbert. “The Razor and Mr. T” on KNBR became the show of record for Bay Area sports fans, and when Cumulus yanked Barbieri off the air without any send off or final comments, it left many local listeners feeling robbed. I made the decision at 95.7 The Game to give Barbieri a half hour with Brandon Tierney and Eric Davis to express himself and thank local fans, and while it may have helped my station at the time, his farewell should’ve taken place on KNBR, not The Game.

The reason Barbieri never said goodbye on KNBR is because bad blood existed between him and Cumulus. Their split led to a lawsuit. While listeners may have felt betrayed for not having a chance to say goodbye to their friend on the radio, and instead hear Tolbert address the situation by himself, it made zero business sense for Cumulus to offer up air time to a host who was suing them. It was an ugly situation with no potential for a positive resolution.

Another situation that was impossible for all involved was Chris “Mad Dog” Russo’s exit from WFAN. “Mike and the Mad Dog” helped build the sports talk format and it was the most important local sports radio program in the nation’s #1 market for close to two decades. People like myself made that show part of their daily routine and the industry is now flooded with professionals who were influenced to pursue this business because of Mike and Chris. To hear the show come to an end though with “Mad Dog” spending 15 minutes on a telephone saying goodbye to Mike and the audience left many in New York feeling unfulfilled.

Although it upset a lot of listeners, I can understand why CBS made that decision. Russo was leaving for SiriusXM. Howard Stern had done the same years before. To allow their airwaves to be used for promotional purposes and grant Russo access to influence the audience to follow him to his next venture made little sense. It also would’ve put Francesa in an awkward position.

Whether it’s the examples above, or others that have been handled differently from Glenn Ordway’s initial exit at WEEI, Howard Eskin’s departure from afternoons on WIP, or Tony Kornheiser and Colin Cowherd’s sign off from ESPN Radio, when these situations occur, the listener is almost always going to rally around the on-air talent. They could care less about the business consequences or the trouble behind closed doors, they simply want to hear the personality they’ve invested their time in, and any company standing in their way of hearing what they want, is going to experience their wrath.

While it may not be popular, business isn’t always going to be pretty. Whether it feels right or not, difficult decisions sometimes have to be made, and providing a silver lining to a tough situation isn’t always an option.

I’m sure there are some executives who fail to think things through, and allow the intensity of a current situation to cloud their judgment. It’s easy to lose sight of what someone has meant personally and professionally to a company, when you’re engaged in a bitter dispute. Rather than sucking it up and doing the right thing for the audience and all involved, the need to win the battle takes over.

Equally at fault can be the personality. If a company has provided nearly two decades of paychecks, air time, and respect, it’s fair to expect an individual to be appreciative and professional when bringing an important chapter of their career to a close. But rather than reflecting on where they are in their lives and how they got there, they too get caught up in winning the war. Most of time it revolves around money or a business relationship turning sour, and the on-air talent becomes less focused on exiting with grace. That then puts the company in a position where they have to make the difficult and unpopular decision to immediately cut them off.

Not every on-air talent deserves a final goodbye, and not every company is going to get burned if they offer up the airwaves to a host who is on the verge of exiting their brand. There is no rule book which outlines how to handle these situations, and a host doesn’t warrant a sendoff for time served, especially if their impact was limited. But if they’ve become an integral part of a radio station’s identity for an extended period of time, that can make their exit very tricky. Each situation has to be dealt with on a case by case basis and regardless of the direction you take, there will be people shooting arrows in your direction, second guessing your decision.

In order to better understand how these situations should be handled, I reached out to a number of successful executives who have gone through this experience during their careers. I think you’ll find their answers to be insightful and helpful and I appreciate each of them taking the time to help educate industry professionals who may find themselves caught in the middle of it one day down the road.

  • Mark Chernoff – Program Director of WFAN
  • Bruce Gilbert – SVP of Cumulus Sports
  • Mitch Rosen – Program Director of 670 The Score
  • Jeff Catlin – Program Director of Sports Radio 1310 The Ticket
  • Jason Wolfe – Chief Strategist of Money Matters Radio; Former PD of WEEI
  • Andy Bloom – Former Operations Manager of WIP and WPHT

When an established sports radio host is not having their contract renewed, what do you believe is the right way to handle their exit? 

Chernoff: In most cases, I suggest that when the host is notified of a non-renewal that the host has already done his/her last show. Why risk any problems? Also, you wind up having listeners generally calling in with “I’ll miss you” or “I can’t believe they’d not renew you” or something like what I’ve suggested. It may be a bit painful but if it’s the station’s decision to not renew then I’d suggest just moving on.

Rosen: When in doubt tell the truth. Without providing financial details, make it simple – the station and the personality could not come to an agreement. In the press and on the air it’s communicated the same way. The simpler the better.

Wolfe: The best way to handle it is not always the easiest, but the end result should be that the station and the talent maintain a productive relationship where there are no hard feelings. If a host is not performing, or is making too much money, and the station decides that his contract is not going to be renewed the best course of action is to be upfront and honest about the reasons why. This needs to be explained to the talent, first and foremost, the station’s staff secondarily, and perhaps most importantly, the listeners. If people don’t listen to the station, we’re all out of work, so if a major decision is forthcoming, I believe that GM’s and/or PD’s should not hide behind corporate speak, but rather offer details that can help the audience understand and, hopefully, accept the decision.

Catlin: It depends on many factors; longevity, standing with the station, standing with the audience, partnership vs. solo show. I have been part of hosts leaving and being allowed to play out the string, and hosts being taken off the air at a time of management’s choosing when the host was unaware, preventing a “good bye”.

Gilbert: There is NO right way. That’s the bottom line. Every circumstance is different. I’ve seen this handled in every way imaginable and sometimes it’s smooth, sometimes it’s a disaster, most of the times it’s clumsy because people leaving (especially “established” talent) creates disruption.

Bloom: I believe radio makes a mistake by not giving most personalities a proper send-off. The departure of a personality can be an opportunity for a finale; an occasion for a communal event and sometimes a ratings and revenue bonus. There are going to be circumstances that don’t warrant a goodbye show and people who don’t permit it as an option. When it’s possible, however, letting air talent say goodbye is the better option.

How is the situation different if a host is retiring? What do you do differently? 

Chernoff: Very different. Usually “retiring” means it’s someone who has been a long-time “good” employee. Often announcing a date, scheduling special events for and around the personality makes sense. What Mitch Rosen did with Terry Boers at the Score in Chicago was terrific including bringing back many past hosts.

Rosen: Retirement says it all. Most of the time you celebrate that person’s career. Listeners love to experience party’s, final shows, and share their respects to the hosts they’ve become connected to.

Wolfe: Retirement offers a very different course of action. Long time talent who retire have presumably had a terrific career and are in excellent standing with the station’s personnel and the company. Retirements for top talent should be celebrated. They’ve given their heart and soul to the station, driven great ratings, helped bring in substantial revenue, and therefore deserve a send off that is worthy of the job they’ve done. Companies should be glad to create this type of event or special broadcast because it shows how much appreciation there is for that specific talent.

Catlin: If a host is retiring then you would assume it has been a positive relationship. In that case, I think the audience and the host appreciates the chance to have final shows. However, I would instruct the talent that only the last show is the last show. Up until then, regular content and entertainment applies. I wouldn’t want a show or host to have a farewell week or something like that. I think in the case of retirement it also helps out the new show or replacement show to have the retiring person give them their on air blessing.

Gilbert: If the host is beloved and has decided to retire, I LOVE giving that host a chance to go on the air and go out on his/her own terms. It’s also a lot of fun to do a retirement party with gifts, special guests, fans of the show, and everything all the way to roasting the person.

Bloom: Retirement is a unique and specific circumstance. Watching the Kareem Abdul-Jabbar “retirement tour” left a lasting impression on me and set a standard I’ve always hoped to duplicate. While Kareem set the standard, Kobe Bryant’s farewell last season was a reminder of how powerful “goodbyes” are among fans and contemporaries.

What is the downside to allowing a successful and established host to broadcast a final show?

Chernoff: If it’s the person retiring or a mutual agreement I don’t think there’s much of a downside. If it’s a station decision then my suggestion is “no last show”. I suppose every so often there’s an exception to the rule but it’s not a given.

Rosen: Listeners could choose to not come back. If you’re prepared though they will return.

Wolfe: I don’t believe there’s a downside to giving a major talent a final show unless the relationship between the station and the talent is so fractured that there is genuine animosity between the parties. Relationships that have gone sour, often include a lack of trust, and that lack of trust would be potentially damaging during the final broadcast. Talent whose contracts are not being renewed because of performance or because of money should get a chance to say goodbye to their audience, and companies should suck it up when the complaint calls come. The company is moving on. The talent is not.

I have little respect for corporate folks who can’t be subjected to a bit of criticism for a decision they’ve made, and therefore run from it by simply yanking the talent off the air without a legit explanation. If there is trust between both parties, I’d expect the talent to be professional and handle the final broadcast appropriately and without incident. The company/station would also take the high road and while there may be some listener blow back, as long as there’s a satisfactory explanation, the story will be short lived.

Catlin: The show could turn away from content and entertainment value for the audience and become too insider focused or selfish. I think this all depends on the talent, the factors in play, and the relationship between the talent and management.

Gilbert: If the talent is stable, not angry about the situation, and mature enough I don’t see any downside. We often talk about how radio is an intimate friend and a favorite companion, and if that is the case we should give them a chance to say goodbye. If your neighbor was your friend, you’d expect him to come over and say goodbye before he left town.

Bloom: How to handle a departure depends on the individual circumstances and the terms of separation. Is it ugly, or civil? I try to let people have a final show, even if it means sitting on the dump button, ready to escort them from the building (I’ve never had to do it). Of course, there have been personalities who I have not let have a final show, either because the split was unpleasant and I could not trust them, or their impact was not significant enough to warrant a farewell.

How does it hurt or help the radio station in the eyes of the audience if it does or doesn’t afford the talent an opportunity to say goodbye?

Chernoff: I suppose listeners might be angry for a short while if there’s no last show, but if it’s the station making the change, not the person retiring, then I would skip doing a final on-air show.

Rosen: If someone is leaving and the situation isn’t good, I do not like to have “living wakes”. It’s better off making a statement and moving on for both parties.

Wolfe: Assuming that there is not a trust issue, any station/company that does not give a major talent a chance at a final show looks small and weak. I think it hurts the station tremendously in this instance. Especially today, where social media can be very powerful in terms of listeners jumping on the bandwagon about certain stories, the level of distrust and outright anger that some would feel can be expressed over and over again on multiple platforms for many days, and that does not bode well for the company.

Conversely, if the relationship is a strong one, and the talent understands the decision, and expresses that on the air, both parties can look exceptional to the public, so while there may be disagreement, life for the station goes on smoothly and efficiently.

Catlin: Sometimes the host hasn’t earned the right to say goodbye unfortunately. A program director has to do what’s best for the station first, the audience next, and then consider how the host fits into a specific situation.

Gilbert: It can help in that it shows the station has compassion. It can hurt if the talent is beloved and people feel like the station was being mean.

Bloom: Listeners hate it when somebody they consider a “friend,” suddenly disappears from “their” station for no apparent reason and the only response is, “(Blank) is no longer with us.” Listeners CAN handle the truth. Therefore, over the years, probably a little over half the time, I have let departing hosts/jocks say “goodbye.” There isn’t a single instance where I got burned, although a couple were perhaps too morose. Thinking back, I can’t think of any I didn’t let say goodbye that with a mulligan, I probably would.

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Takeaways From The NAB Show and Six Days in Las Vegas

“I’m certainly not afraid to be critical but my enthusiasm for the NAB Show was elevated this year.”

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Six days on the road can sometimes be exhausting. Six days in Las Vegas, and it’s guaranteed. That was my world last week, as I along with more than fifty thousand people headed to sin city to take in the 2022 NAB Show.

The event didn’t draw as many as it had in the past, but after two years of inactivity due to the pandemic, it was good to be back. Judging from some of the vendors I talked to, the sessions I attended, and the feedback I received from folks I met with, though far from perfect, it was a solid return for an important event. Seeing people interact, celebrate others, and talk about ways to improve the business was a positive reminder of the world being closer to the normal of 2019 than the normal of 2020-2021. The only negative from the week, the consistent failure of Uber to appear in the right place at the right time. But that had zero to do with the NAB.

It feels like whenever I attend industry conferences, there are two different type of reviews that follow. Some writers attend the show and see the glass half full. Others see the glass half empty. I’m certainly not afraid to be critical but my enthusiasm was elevated this year. Maybe it was because BSM was a media partner or maybe it was due to the show not happening for years and just being happy to be among friends, peers, and clients and operate like normal. Either way, my glass was definitely half full.

For those who see events this way, it’s likely they’ll remember the numerous opportunities they had to create and reestablish relationships. They’ll also recall the access to different speakers, sessions, products, and the excellent research shared with those in attendance. The great work done by the BFOA to recognize industry difference makers during their Wednesday breakfast was another positive experience, as was the Sunday night industry gathering at The Mayfair Supper Club.

Included in the conference were sessions with a number of industry leaders. Radio CEO’s took the stage to point out the industry’s wins and growth, credit their employees, and call out audio competitors, big tech, and advertisers for not spending more with the industry. When David Field, Bob Pittman, Ginny Morris and Caroline Beasley speak, people listen. Though their companies operate differently, hearing them share their views on the state of the business is important. I always learn something new when they address the room.

But though a lot of ground gets covered during these interviews, there are a few issues that don’t get talked about enough. For instance, ineffective measurement remains a big problem for the radio business. Things like this shouldn’t happen, but they do. NBC and WarnerMedia took bold steps to address problems with TV measurement. Does radio have the courage to take a similar risk? That’s an area I’d like to see addressed more by higher ups.

I can’t help but wonder how much money we lose from this issue. Companies spend millions for a ratings service that delivers subpar results, and the accountability that follows is often maddening. Given the data we have access to digitally, it’s stunning that radio’s report card for over the air listening is determined by outdated technology. And if we’re going to tell folks that wearables are the missing ingredient for addressing this problem, don’t be shocked if the press that follows is largely negative. The industry and its advertising partners deserve better. So too do the reps at Nielsen who have to absorb the hits, and make the most of a tough situation.

Speaking of advertising, this is another one of those critical areas that deserves another point of view. Case in point, I talked to a few ad agency professionals at the show. Similar to what I’ve heard before, they’re tired of hearing radio leaders blame them for the industry’s present position. This has been a hot button topic with executives for years. I often wonder, do we help or hurt ourselves by publicly calling out advertisers and ad agencies? How would you feel if you ran an agency which spent millions on the industry and were told ‘you don’t do enough’? I’m a champion of radio/audio, and am bullish on spoken word’s ability to deliver results for clients, but having attended these shows for nearly seven years, it might be time for a new approach and message. Or maybe it’s time to put one of our CEO’s with one of theirs and have a bigger discussion. Just a thought.

Of the sessions that I attended, I thought Erica Farber’s ‘What Business Are You In?’ was excellent. I especially liked Taja Graham’s presentation on ‘Sharing Your Truth’. I also appreciated Eric Bischoff’s tips on ways to monetize podcasts, and am curious to see how Amazon’s AMP develops moving forward. My favorite session at the show though was “A GPS Session For Your Station’s Car Radio Strategy” led by Fred Jacobs. The insight shared by Joe D’Angelo of Xperi and Steve Newberry & Suzy Schultz of Quu was outstanding. Keeping the car companies on our side is vital to our survival, and how we position ourselves on the dashboard can’t be ignored. Other tech companies and audio operators take it seriously. We must too.

Sessions aside, it was great to check out the VSiN and Blue Wire studios, connect with a bunch of CEO’s, GM’s and Market Manager’s, and visit with Kevin Jones, Joe Fortenbaugh, Jeremiah Crowe, Jon Goulet, Bill Adee, Q Myers, Mike Golic Jr. and Stormy Buonantony. The NFL’s setup for the Draft, and the light show presented at the Bellagio was without a doubt spectacular, plus Stephanie had a chance to say hello to Raiders owner Mark Davis who was inside the back room of a Westgate restaurant where we were having a business lunch meeting. The personal tour we received at the Wynn showed off some of the best suites I’ve seen in Las Vegas, and I was finally able to witness Circa’s Stadium Swim in person, and meet owner Derek Stevens (heck of a suit game). What an outstanding hotel and casino.

Altogether, it was a productive trip. As someone who knows all about building and executing a conference, I appreciate the work that goes into pulling it off. This event is massive, and I have no idea how the NAB makes it happen so flawlessly. This was the first time my head of sales, Stephanie Eads, got to attend the show. She loved it. Our only negative, going back and forth between convention halls can get exhausting. Wisely, Stephanie and Guaranty Media CEO Flynn Foster took advantage of the underground Tesla ride to move from the North hall to the West hall. I wasn’t as bright. If that’s the worst part of the experience though, that’s pretty solid. I look forward to returning in 2023, and attending the NAB’s NYC show this fall.

Additional:

You’ve likely seen posts from BSM/BNM on Facebook, Twitter and LinkedIn promoting a number of open positions. I’m adding crew to help us pump out more content, and that means we need more editors, news writers, features reporter’s and columnists. If you’re currently involved or previously worked in the industry and love to write about it, send a resume and few writing samples by email to JBarrett@sportsradiopd.com.

With that said, I’m excited to announce the addition of Ryan Brown as a weekly columnist for BSM. Ryan is part of ‘The Next Round’ in Birmingham, Alabama, which previously broadcast on WJOX as JOX Roundtable. The show left the terrestrial world in June 2021 to operate as its own entity. Ryan’s knowledge and opinions should provide a boost to the site, and I’m looking forward to featuring his columns every Tuesday. Keep an eye out for it tomorrow, and if you want to check out the guest piece he previously wrote for us, click here.

Demetri Ravanos and I have talked to a lot of people over the past month. More additions will be revealed soon. As always, thanks for the continued support of BSM and BNM.

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Six New Contributors Join Barrett Media

“These latest additions will make our product better. Now the challenge is finding others to help us continue growing.”

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Building a brand starts with a vision. Once that vision is defined, you identify the people who fit what you’re creating, lay out the game plan, and turn them loose to execute. If the product you’re creating is original, fills a gap in the marketplace, and the work turned in by your team is consistently excellent and promoted in the right locations, more times than not you’ll build an audience.

As you grow, the focus turns to studying what your audience wants, needs, and expects from your brand. Certain things you expect to be big turn out small, and the things you saw limited upside in create opportunities you never saw coming. It’s critical to be open minded and ready to pivot while also examining where and when people consume your product, which pieces of content do and don’t matter, and then use that information to direct your team to give folks more of what they value and less of what they don’t. Team members should want that feedback too. It tells them what is and isn’t worth spending their time on.

As I lay all of that out it may sound like I’m talking about a radio station or television operation. These are the things programmers do frequently to make sure the talent, shows, and brand is satisfying the expectations of an audience. But what I’m actually referring to is the brand you’ve made a choice to click on to read this column, Barrett Media.

I’ve mentioned many times on this website how I started this operation by myself, and didn’t expect to have a team of writers involved in it. I was focused on consulting sports stations, sharing my programming views on this website, and as I cranked out content consistently, I discovered others loved the business like I did and had a desire to share their insights too. Rather than sticking to my original plan, I pivoted and increased our content offerings. In return, the audience grew, clients grew, and it’s led this brand to grow beyond my expectations. Now we cover sports AND news media, we run an annual conference, feature a membership program, create podcasts, deliver a daily 8@8 and three times per week BNM Rundown newsletter, and work with various brands and companies across the broadcasting industry. I’m extremely fortunate to be in this position and don’t take it for granted.

But with growth comes change. We’ve been blessed to have a lot of talented people contribute to this site over the years, and as they produce quality work, and others across the industry recognize it, they earn interest for their services. That then leads to some having to sign off for bigger opportunities. I see that as a great positive for the brand. Would it be nice to have more consistency and keep a crew together for years? Of course. I know it’d make Demetri’s life a lot easier. If we’re losing people for the right reasons though, and they’re landing opportunities that help them advance their careers, I’m going to be happy for their success, and trust that we’ll find others to keep us moving forward. The success of our team helps make what we do more attractive to others because it shows that if you do good consistent work here, you can put yourself in a position to attract attention.

Over the past two months, I have challenged Demetri Ravanos to invest more time talking to people about writing for us. Expanding our Barrett News Media roster is a priority. So too is adding quality people to help us improve Barrett Sports Media. BSM has had just under seven years to earn trust with readers. BNM has had less than two. We’ve put out ads on our website and newsletters, social posts, an ad on Indeed, and we’ve reached out directly to people who we’ve felt may be able to add something interesting to our brand. Most of my time is spent listening to stations and talking with clients, but my eyes are always roaming looking for content, and my mind is always thinking about what we can create next to make an impact.

I don’t judge our brand’s success based on clicks, shares, breaking news before other outlets or showing up in the top three listings on Google. I care more effort accuracy, timeliness, passion, consistency, storytelling, insight, and being fair and non-agenda driven. We’ve found our niche being able to tell stories about broadcasting professionals, relaying news, and offering expert knowledge to serve those involved in the broadcasting industry. If we continue to excel doing those things consistently, I’m confident our audience will reward us by reading and sharing more of our content. It’s why we never stop recruiting to keep things fresh.

Having said that, I am excited today to reveal six new additions to the Barrett Media staff. Peter Schwartz is a name and voice many in New York sports radio circles are familiar with. Peter has spent three decades working with various outlets and I’m thrilled to have him writing weekly feature stories for us. Brady Farkas is a talented host and former programmer who now works for WDEV in Burlington, VT. Karl Schoening is a play by play broadcaster who has worked in San Antonio sports radio and has had the added benefit of learning the industry from his talented father Bill who calls Spurs games. Each of them will produce bi-weekly feature stories for the brand. Jason Ence is in Louisville and has written about sports betting for Twin Spires while also working for ESPN 680. He’ll be writing sports betting content for us on a weekly basis. Jasper Jones will help us by adding news stories on Friday’s. He’s presently in Philadelphia learning the business working for Audacy. Last but not least, veteran author, Brewers writer, and former radio professional Jim Cryns comes on board to help us with features on news media professionals.

These six additions make us stronger, and I’m excited to have them join the team to help us add more quality content to the website. That said, we’re not done yet. Demetri and I are still talking with others and I expect to make a few more additions in the weeks ahead. As I said earlier, we want to improve the news media side of our operation and continue adding people to help us make a bigger dent in the sports media space. Broadcast companies invest in us to help them, and I believe it’s important to invest back.

If you’ve programmed, hosted a top rated show, worked in measurement, led a cluster as a GM, sold advertising, represented talent or have worked in digital and feel you have knowledge to share, reach out. I can’t promise we’ll have room but we’re always willing to listen. I’m not worried about whether or not you’ve written for professional publications. Passion, experience and unique insights matter much more than a resume or journalism degree.

I appreciate everyone who takes time to read our content, like and share it on social, and all involved with this brand who help bring it to life each day. The latest additions of Schwartz, Farkas, Schoening, Ence, Jones and Cryns will make our product better. Now the challenge is finding others to help us continue growing.

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Programming In Fear Is a Recipe For Failure

“The best programmers go to work focused on making an impact and thinking about what could go right not what could go wrong.”

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If you haven’t read Demetri Ravanos’ column this week, which included feedback from five programmers on whether or not they’d hire sports radio’s equivalent of Deshaun Watson, you should. It’s interesting, enlightening and sparked my interest to write a follow up column.

When it comes to decision making in the media industry subjectivity is at the center of everything. It’s not as simple as the NFL where wins and losses are often decided by talent and coaching. Instead, our business is judged by a small amount of meters and their activity using our products as determined by Nielsen, and personal relationships formed with advertisers and media industry professionals. All three of these areas may be less than perfect in determining if something is going to work or not, but it’s the way it is.

Let’s start with something I think most of us can agree on – listeners spend time with brands and individuals that cut through the noise. Most will also agree that advertisers value that too. If a talent can attract an audience and convert them into customers on a consistent basis, a company will employ them. Advertisers will ask to be included in their program too. If issues with a host’s track record or character exist it may turn off a few sponsors, but when there’s money to be made, the bottom line usually wins.

It’s similar in some ways to the NFL, which is why players like Deshaun Watson, Tyreek Hill, Antonio Brown, Michael Vick, Aldon Smith, Kareem Hunt, Joe Mixon and others are given second, and in some instances third and fourth chances to play. In a league where wins and talent impact the bottom line, executives care more about success than their morale standing. I know some folks would prefer that to be different but competition and business success drives many to look past certain situations.

In every business, there are people who are dirt bags. You may not want to associate with them or see them receive second or third chances, but if they can help a team win, make the franchise money, and excite a fanbase by helping to deliver a championship, owners are going to turn a blind eye to outside issues. They’ll even pay these players insane amounts of money despite their problems. Just look at the recent deals inked by Watson and Hill.

I know radio and television isn’t exactly the NFL, but as I read Demetri’s column I couldn’t help but think about the dilemma radio programmers face; to hire the best talent and run the risk of dealing with increased attention by inviting baggage into the building or play it safe and hire people with less problems even if their talent level is lower.

We work in the media industry. The job is to deliver audience, and ad revenue. If someone possesses the ability to help you do that, you owe it to your bosses to look into it. If you are going to pass up hiring someone with special talent because you value character more, I applaud you. It’s commendable and speaks volumes about who you are. But producing high ratings and revenue isn’t determined by who’s a better person. If your competitor loses to you in the morale department but wins consistently in those two areas, you may one day be calling me for advice on saving your job or finding the next one.

Audiences care far less about an individual’s behavior or the negative PR you have to absorb. They simply listen and/or watch people they find interesting and entertaining. Did the Chiefs and Bucs sell less tickets after adding Hill, Mixon or Brown? The answer is no. Fans wanted to see their teams win, and as long as those players helped them do that, far less cared about whether or not those guys were good or bad people. I’m sure Browns fans will do the same with Watson if he delivers a title for the city of Cleveland.

This issue is red meat for many in the media because it makes for great discussion, and generates a lot of reaction. However, as nice as it’d be to have good people in every enviable position, this is a business, and what matters most is the final result in generating audience and advertising. Sometimes that means adding people who bring baggage through the door.

Advertisers aren’t much different than fans either. They may voice concerns or reject being connected to someone initially who comes with negative attention, but if people start to listen or watch, they’re going to want to be involved eventually because it presents an opportunity to improve their bottom line. It’s why you don’t see a surge of advertising partners abandon NFL teams after they sign or draft a player with a troubled past. If it’s good for business, exceptions will be made.

Some may not like hearing this, but a brand manager is paid to improve their brand’s business not to manage the media’s morality department. I’d much rather work with good people who provide little drama. It makes work more enjoyable. But this is the entertainment business. Some high profile stars have ego’s, issues, ridiculous demands, and they create a lot of bullshit. Some are worth it, some aren’t. If they can help attract big dollars and a large audience, it’s an executive’s job to find a way to employ them and manage them.

I’m not suggesting that we should hire everyone with a prior track record of problems. I’m also not advocating not to do background checks, ask questions, double check with references, and feel as comfortable as possible with who you’re adding. It’s important to analyze the risks vs. the rewards when hiring someone who may cause some initial blowback. Not everyone is worth a second or third chance. More times than not, the HR department is going to prefer you add people with minimal risk who make the hiring process easier. But if a special talent is available and they come with baggage, you can’t be afraid to make a move that can grow your brand’s performance and bottom line.

For example, you may dislike some of the prior incidents that Howard Stern, Joe Rogan, Craig Carton, Dave Portnoy, and Ryen Russillo were involved in, but they’ve all shown a consistent ability to deliver an audience, revenue, and relevance. I used those 5 personalities as examples because Demetri specifically used Deshaun Watson, a QB who is widely recognized as a Top 5 QB in the NFL as the example. He’s seen as a game changer on the field just as these personalities are recognized as stars behind the microphone. If a programmer had a chance to hire one of those talents and bypassed them because they were worried about the ‘noise’ they’d have to deal with, I hope and pray their competition takes a pass too. If not, they’d be paying for it for a long time.

That said, I would not put my career on the line for a talent who has twenty two counts of sexual misconduct hanging over their head. I’d tell them to handle their legal situation first and then wait and see how the situation plays out. You can tell me how special a talent is, and I’ll tell you I’m all for second chances and I’m not afraid to put my job on the line to hire someone exceptionally gifted, but I’m also not stupid. Most corporate companies are going to want no part of that association and neither are advertisers. It’d be a bad bet.

But in Watson’s case, he was cleared of the criminal charges. That was decided in a court of law. Are we supposed to never hire him even though he was found innocent? This world is littered with examples of people who are talented, have been accused of wrongdoing, have prevailed legally, and have gone on to make the most of second opportunities. Yet social media is often seen as an approval ground where ‘noise’ matters more than facts.

Human beings are flawed and do stupid things sometimes. It doesn’t make them bad people or not worthy of being hired again. We also have a legal system for a reason. If one is accused of a crime, they have their day in the court, and a judge and jury decides if they are guilty or innocent. For some reason, whenever a high profile individual is linked to a situation, we have a tendency to react quickly, often declaring them guilty and permanently damaged. But that’s not right, and it often blows up in our face.

How did that work out with the Duke lacrosse case? Or when Rafael Palmeiro waved his finger at congress and said he never took steroids? Instant reactions were the Duke lacrosse team needed to be put away for life, and the media needed to leave Palmeiro alone. We later learned, both reactions were wrong. The same thing just happened again with Watson. In the court of public opinion, he’s guilty. In a court of law, he’s not. There’s something very wrong with that picture.

The minute you hire a person connected to controversy you have to know people are going to bring it up, and media outlets are going to draw attention to it. So what? If people listen/watch, and clients spend, deal with it. From the movie industry to politics to the world or sports and the media business, there are many examples of highly skilled people with imperfect records that were worth betting on. You have to have thick skin and be able to absorb negativity if you’re going to hire and manage people. You’re responsible for serving the audience, advertising community, and growing a business, not being the most liked inside your office or on social media.

Secondly, speaking of social media, I think we place way too much value on what listeners say on Twitter and/or Facebook. The majority of your audience isn’t living on Twitter. If they’re not happy with your product, they’ll change the dial or avoid pressing the button to stream your content. There is a lot of good that comes from social media, but when you make decisions for a brand that could raise a few eyebrows, your best move is to tune it out. Let people say what they want. If you’ve done your homework and added an individual who’s capable of making an impact, trust your gut that it’ll be proven right over time.

Third, when you’re talking to someone who has gone through a situation that can potentially create headaches for the brand you represent, remember that they’re going to act remorseful and tell you what you want to hear. They’re hoping to land a high profile job and recover from a setback. Talking to others who’ve been around them and have history with them is part of the process, and hearing them out is too. After you’ve gathered your facts and weighed the pros and cons, it ultimately comes down to whether or not you trust them, believe in them, and have the courage to handle the heat that will soon hit you when you enter the kitchen.

You can avoid all of that and hire someone safer. Sometimes that works. But in a business where talent ultimately wins, others eventually find ways to improve. If the brands you compete with have the guts to take the risk that you didn’t, you may pay for it later. Which is why you can’t dismiss star talent with blemishes on their resumes. It’d be great if we could all go through life, do the right thing, and never have to answer questions for controversial decisions, but that’s not realistic.

I’ve shared this story before, back when I was in San Francisco in 2013, I hired Damon Bruce. He had previously generated heat for comments about not wanting women in his sandbox. It was a bad take, one he endured a lot of negative attention for, and despite apologizing and serving a suspension, nothing seemed to satisfy the masses. When we started talking, I entered those conversations knowing if I brought him on board I’d have to deal with the noise. I got to know him, talked to others, and reviewed the facts. One thing that stuck with me, he had never been in serious trouble and he had spent a decade working for the same employer. More times than not, you don’t work somewhere for that long if people don’t value you and enjoy working with you.

Damon would be the first to admit that back then he could be a pain in the ass, and he came to the table with public attention that made him harder to hire. I chose to believe in his talent, trust my eyes and ears, and focus on how he could help us improve our business. There were emails, tweets, and voicemail complaints I had to deal with but typing this now nine years later, after Damon just signed a three year extension to remain in afternoons at 95.7 The Game, I know the right call was made. He had to own his mistake, learn from it, and I had to have the courage to give him a shot and support him. In the end, everyone benefitted.

One story I haven’t shared, took place in 2006. I had just been hired to program Sports Talk 950 in Philadelphia, which has since become 97.5 The Fanatic. Our roster was bare, our lineup had national shows occupying the majority of the weekday schedule, and we needed more top level local talent to get to the next level. As I reviewed local and external options, I put Mike Missanelli and John Kincade high on my list. Ironically, they now both host drive time shows on The Fanatic.

Well, as we were preparing to reach out and talk to people, Missanelli got fired by WIP for ‘violating company policy’. It was alleged that he got into a physical altercation with a part time producer. I wasn’t there so I didn’t know all the facts, but the noise from that situation affected our process. When I raised the idea of meeting with him it was quickly dismissed. I knew he was ready for the next step, would have a chip on his shoulder to beat his former employer, and had a ton of local relationships which could be good for business. I was willing to meet and learn more, and if during that process we felt it made sense to bring him on board, I’d have handled the heat that came from it.

It never even started though. Others worried about the ‘noise’ and decided to pass up the opportunity to add a difference maker to the lineup. The brand struggled to gain traction for the next few years, and when Matt Nahigian arrived in town, he wisely went and hired Missanelli. Almost instantly, the success and perception of the brand changed. Now, The Fanatic consistently competes against WIP, and Missanelli has helped deliver a lot of wins in afternoons over the past 13-14 years.

Each person who makes a decision to hire someone has a lot to consider. If a radio talent is seen in a negative light because of prior history with other professionals or because they delivered an insensitive rant that’s much different than being found guilty of twenty two counts of sexual misconduct. Having said that, I worry that some managers ignore the facts (Watson was found not guilty) and will add a solid talent with less negative attention than a more talented person with extra baggage. As a programmer, would you have had the guts to hire Craig Carton after he served time? Would you have the stomach to handle the heat if Dave Portnoy worked for you and the Business Insider story cast a dark cloud over your brand? Would you stand by Joe Rogan when others attack him for comments made in the past or as artists pull their music because of not agreeing with his views?

I’m not sure if I’m right, wrong, smart or stupid, but I know this, if I believed in them enough to hire them knowing that the noise would increase the second they entered the office, then I’d do my best to have their back. I’d also not think twice about my future or whether or not my corporate boss had a bullseye on my back. I think the best programmers go to work focused on making an impact and thinking about what could go right not what could go wrong. If you program in fear and play it safe to avoid the noise, you run the risk of hearing silence. And sometimes that peace and quiet comes when you’re sitting at home rather than dealing with headaches inside of the office.

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