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For a competitive program director the secret of winning rides on cultivating a warrior soul. Once tangible, today it's complicated. Moderation in media competition is ridiculous. The essence of war is violence; the essence of competition is intensity. Hit first, hit hard, and hit anywhere. On behalf of radio's program directors here are ADG's 7 Requirements for Success.
Inclusion
Many programmers are seldom invited into the inner sanctum. They aren't completely sure how the business plan and their brands engage. A programmer can't win a fight if he or she doesn't know where the target is, what they have to work with, or how much time they have to succeed. Every day All Access announces comings and goings. How many were or will be in the cluster's inner circle?
Definition
Vague job descriptions and cloudy expectations for their station-brand's performance mean PD's are left to wing it; assuming better ratings are the order of the day, and the day after that. They wonder, "How much better? What do I have to work with?" Effective managers know their programmers are inherently unsure of "what's good enough?" Please: help them define their mission.
Assessment
We've been waiting for an intra-media agency to announce the formation of a Programmers' Assessment Center. Who better than the NAB? Billions worth of assets are placed in the hands of well meaning and often highly talented PD's, but who have never passed through a curriculum deeming them strategically and tactically equipped to direct programming and develop people. It's 2013...we're still waiting. Sales founded their CRMC designation 30 years ago.
Direction
The great George Marshall once said of young men entering combat: "most men in combat are unwilling to take extraordinary risk and do not aspire to a hero's role, but they are equally unwilling to be considered least worthy of their comrades." Most programmers we've encountered, regardless of market scope, most want the esteem of their colleagues including company hierarchy. "Direction" can't be faked. It is either tangibly offered through the company or absent, leaving a cavernous void and too many prematurely "retired" program directors.
Candor
People can take candor. They can't thrive on ambivalence. There is only one kind of candor; perfect candor.
Empowerment
Not related to power grabbing or onerous titles (only the meretricious sustain that fa�ade). Empowerment offers the room to make a mistake, correct a mistake and gain immensely from it. Memorialize your successes.
Inspiration
Most corporate leadership has no trouble believing in systems; the best software, or the latest cloud innovation. But too few managers believe in the power of inspiration, seeing it as corny and anachronistic. The truth is many of us are afraid to address the fact that billions-upon-billions of capital rise and fall on emotion. It's scary...it's also a fact.
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