Mentoring up-and-coming talent is a feature of South African working life. We recently carried a story on the difficulty on mentoring media agency talent. So when radio legend Anthony Duke commented on the story, we asked him to put himself on the line and develop a piece around mentoring programme managers, a job he knows only too well.
There was a stress survey conducted in the ’80s. Airline pilots had the most stressful jobs around; second was a radio programme manager. This is not a myth. The main reason was due to the collective bunch of egomaniacs one has to deal with: the DJs and other creative bohemians. The Executive never understand this as they pile on the financial and PowerPoint pressure.
I could go into the myriad of obstacles a programme manager faces, but that would be a book. The main reason is that it has never made it into the education system. The closest thing is marketing or sales where you can get a diploma that means something. Nothing significant in radio programming and management has ever been developed.
My approach to mentoring has had to be one of patience as trial and error is part of the game.
The most important element is time management. You have to dedicate non-negotiable time with all your presenters and creative staff. Likewise the sales department. The best weapon here is a buy-in from presenters, producers and the client themselves. Then you have to confidently market your product, something which you can’t do if you don’t know if the product is kak or not.
All of which comes down to creating reference documents so that everyone is on the same page. This is normally scary as most think they will have to do this every week. It’s like the term “strategy”. Everyone runs for the door until they realise that you only have to tweak it every now and then, particularly when research begs for it.
Upfront is positioning in terms of the competitive environment and in relationship to the marketing and programme strategies. To free the vision, creative juices and peace of mind it is essential that formal documents are understood by all. This must lead to prolific and fruitful work time and an avoidance of repetitive discussion.
For space I’ve conveniently put the overall areas of attention into boxes but the secret is in knowing you have the substance to back up whatever you have to tell to “know-it-all” contractors and the Executive.
| STRATEGIESBusiness PlanMarketing StrategyProgramme Strategy
Sales Strategy Communication Strategy Strategic Intent Strategic Management Process SWOT |
POLICIESMusic policyMusic selectionMusic rotation
Playlists Dayparting Interviews Advertising Competitions On and off air promotions Outside Broadcasts |
| STYLE GUIDELINESAdherence to Station PoliciesFull Presenter Style GuidePreparation: before and during
Quarter Hour Maintenance Time markers Placement orders Air Checks Personal Experience Links Promo Personality ID & Rotation Linear intros & outros Telephone Technique Interviews
|
RADIO PROGRAMME HOURLY CLOCKSPlacingJuxta positioningQuarter Hour Listener Maintenance
SCHEDULING Rotation Music Station Music Flow Commercials Promos Interviews Competitions Seasonal
TIME SPENT LISTENING (LOYALTY) Programme Clocks Presenter Style Guides |
| SALESGeneric/ClassicalSponsorshipsCommunication Grid
Consumer Trade Other revenue streams
RESEARCH Qualitative Research Quantitative Research Understanding RAMS Profiles, Demographics and Psychographics AVQH and Audience Flows Implementation and corrective measures
|
PROGRAMME DEPARTMENT VALUESSet of programming values for defined programming culture THE PROGRAMME BUDGET
Setting up monitoring & conformity within yearly, quarterly and monthly strategic objectives
THE FREELANCE BUDGET Setting up monitoring & conformity within yearly, quarterly and monthly strategic objectives
REGULATION RELATIONSHIPS ICASA Local content BCCSA Code Corporate ethics Good Governance |
| FINANCEBudgetsMonthly and Quarterly ReviewsCorporate Governance
Delegation, Policies & Procedures
LEGAL Regulatory Contracts: Freelance Fixed Term Pro-forma Standard Trade Exchange Media |
MARKETINGCommunication GridConsumer; trade; internal
Within the broad consumer market definition:
|
Being a programme manager is not like being an account director or sales executive. The passion and hunger to make good radio is essential. Equally, the ability to act on instinct to correct any threats to the core sound and broadcast values is vital. I have come across managers who learn quickly and those who don’t have it in the first place. That is part of the trial and error route.
The most important attribute that a programme manager (indeed a station manager as well) will need is confidence in the brand. It is a 24/7 job and you are never allowed to ignore a breakdown in the processes.
Anthony Duke co-founded Capital Radio 604 in 1979, graduating from the National School of Broadcasting in London in 1984. He has managed 5FM, Good Hope FM, prepared strategies for all SABC Radio as manager of Radio Training and has acted for the corporation at all levels of radio representation. He has written numerous SAQA National Qualification unit standards for radio.
Anthony was part of the 1991 ‘Jabulani-Freedom of the Airwaves’ conference in Holland which road-mapped the broadcasting future of a free South Africa.
Today he is retired but still consults.
