Understanding Human Nature:
Posted on Nov 9, 2010 – by Marshall Johnson Sr
-on Linkedin “Broadcast Professional” blog
“Let me say first, I am not an expert on human nature. I am, however, a student of human kind. What Andrew Carnegie discovered and Napoleon Hill chronicled long ago, is that the human equation does not operate well or consistently with de-humanized organizations or technology. People relate to people who communicate their willingness to put, to some degree, their own interests behind others. People find it fruitless to talk to bricks. Bricks are useful, but its tough to relate to them on an emotional level.”
“When, we as broadcasters, forget the other humans involved in our business equation each day, we force our advertisers, supporters and listeners to make a choice; to vote yes or no with their brains and their hearts. Too many broadcast executives don’t clearly understand the human dynamic and appear as not caring. That misunderstanding is patent ignorance for the sake of organizational and financial efficiency. Farid Suleman, Lew Dickey and such, are not the future of broadcasting. That is because where they are taking the industry, there is only survival mode, not growth.
1) Broadcast content, or product, is the message we use to relate and connect to the brains and hearts of those who are our potential consumers and listeners. 2) Air talent are the messengers, not the message. 3) The technology is only the delivery systems for the message. Without the messenger to develop the “relate-able” message the whole process falls apart. As broadcasters, to be more effective, we must grow in the art of developing picture messages that relate to and engage people; humans. And, we must learn to more effectively use all three parts of the radio business system.
Without the help of humankind, can technology engage and relate to the hearts of listeners? The answer: no, not ever. That is precisely why the current “business” model of radio broadcasting is so broken. We have convinced ourselves, because of economics, it cannot be fixed.”
Editor’s note: As Part 15 hobby broadcasters, there is a lesson for all of us here. As we search for ways to keep our signal area as large as possible (and FCC compliant) with flea-powered transmitters, let’s not forget our target: Someone might be listening and they might have an opinion on “what” you are broadcasting. They can, and will, vote on whether they will return for more. Content (the message) is king. And at least one-third of our concern should be with our content and message. If not already, why not intentionally create local content that is unique and will bring the listener back for more? Yes, it will take extra time and effort and thought. We might have to actually meet face to face with our listener(s). Why not be accountable to your listener(s)? The targeted outcome will be one of the more exciting things you have ever done, guaranteed. -MJ
Well said!!!
why not intentionally create local content that is unique and will bring the listener back for more?
Most especially because who, besides us, really has the freedom to do that in such an unencumbered way?
The critical question? What do the listeners within 200′ of me really want that they can’t get elsewhere?
Good Question
SCWIS,
You pose a good question. That is the crux of the equation. That is the equals sign. For each and every station, commercial, non commercial and Part 15, the questions and the equation are exactly the same. When you think you have an answer, its time to put your ideas to the test. Will they listen and respond, will they return for more and will they tell others about you?
In the radio biz, I have used 2 loose realizations: 1) If you ain’t havin’ fun, then quit and sell shoes to old ladies or used cars, 2) If you’re not havin’ fun, you’re likely not very entertaining or informative. The message we supply to listeners is totally dependent on the creative ability of the messenger. All radio broadcasters face the same competition, even though the technology challenges are different in each case. Listeners read the passion, the emotion and the joy we bring to the airwaves intuitively.
Let’s give ’em what they want they can’t get anywhere else; supplying it uniquely and consistently. Here are the questions that will launch you on your quest for the answers to your question: What? and, So what?
Remember, those ears are hooked up to brains and hearts. They (listeners) are not stupid and they have passions of their own. To play beautiful music (metaphorically) you must strum their strings constantly and do it in a way that will cause them to talk about you to others. If this challenge is to difficult, then maybe broadcasting isn’t your bag.
Inspiring and Inspired
I am inspired, Marshall Johnson, Sr., by your inspiring message. I agree with it completely and would not change a single thought. I only wish to build upon its foundation.
The problem is way up on the top of the chain-of-command, which holds everyone on the chain below to adhere to a single mantra: boost profit while cutting cost. The One Commandment of the Forbidden is: Thou shalt not be independent.
Even good managers know that, in order to hold on to their jobs, they must restrain and herd the talent-workpool. And it’s usually the talent who are there because they have, well, talent. They know how to speak to an audience, and as you’ve indicated, the audience responds when they’re appealed to.
But we’ve seen brilliant mavericks who generate growing listenership being fired anyway because they didn’t obey the Commandment.
Part 15 stations are not built by top managers. They are built by talent AND by middle-managers who recognize talent when they hear it.
Thank you. Thank you.
Survival Culture
The news media and online blogs hue and cry regarding the corporate influence on the culture of the broadcast industry is over blown, in my humble opinion. Who cares what the “lame-street” media thinks. Most of their assessments are self serving at best. And basing a critique of the broadcast industry’s current culture on anecdotal evidence is full of several kinds of peril.
Emmis, Cumulus, Clear Channel, Entercom, CBS, et. al. are all examples of what large corporations and regulatory agencies have allowed to be created. What was decided, as business models a decade ago, has determined the current industry cultural norms. Raising capital to supply sufficient equity to develop a sufficient sales base through multiple outlets to satisfy the stock holders has been the driver for the current management system. It has produced a “survival mode” culture that is not supported by advertisers or listeners. What we can take away from this analysis: The bottom line is not always the bottom line. This corporate culture is based on regulations and equity systems based on preserving an industry standard that simply doesn’t exist anymore.
“The problem is way up on the top of the chain-of-command, which holds everyone on the chain below to adhere to a single mantra: boost profit while cutting cost. The One Commandment of the Forbidden is: Thou shalt not be independent.” -Carl Blare(2010)
Traditional military strategy holds to the philosophy that the destruction of “command and control” can severely turn the tide during a pitch battle and may determine the outcome of the war. However, in a world of non-symmetrical combat, our combat troops have discovered no matter how good the goals, the plans and technology brought to bear on the battlefield, the plans and application of resources always changes when enemy contact is made. You see, the enemy gets a vote as to what happens on the battle field. This sounds, a lot, like the goals and plans of corporate radio doesn’t it. The competition always gets a vote on which way we go next. If the CEO or the General is the only decision maker, the planning constant remains that goals and plans will change. And even if the top of the chain of command makes the right decision, it’s implementation is way too late, and usually, with too few resources. And that obviously means man power too.
In Seth Godin’s book, “Tribes”, he makes a distinction between managers and leaders. Tribes are folks who have a shared interest and are willing to communicate with each other for the assumed, or agreed to, common objective. Tribes don’t work well with managers, who are motivated by consequences (read fear) that come from the top echelon. Tribes seek leaders who are interested in transforming the shared interest into a passionate objective and desire for change. Fear is never a driver for Tribes or their leaders. In short, a Tribe is a movement. Tribal leaders tighten and enhance communication, and help draw new members into the Tribe. Tribal leaders need not be top echelon. The leadership objectives allow the Tribe to engage the competition/enemy and make moment-to-moment decisions on how the battle is going and what resources they need to bring to bear to win. The solution is fluid. The driver for the Tribe is growing and winning, regardless of the consequences along the way. Consequences become challenges to be overcome, not the stopping point.
“But we’ve seen brilliant mavericks who generate growing listenership being fired anyway because they didn’t obey the Commandment.” -Carl Blare(2010)
“Brilliant mavericks” are potential tribal leaders. And when they get fired, what takes over the Tribe? The answer: fear. We need more leaders willing to be fired. We need more Tribes. My mantra for over 30 years has been, “I go to work everyday, willing to be fired.” Do you know the freedom that brings. And the outcome has been, I have never missed a meal, been without clothing or shelter…or friends.
This group of Part 15 mavericks IS a tribe. We don’t see ourselves as top management. We see ourselves as, part of the Tribe, or a leader. Does what has happened yesterday really matter inside the Tribe, or have we transcended beyond traditional culture and history and find ourselves in a new place with a passionate objective and a desire for change? Let us understand clearly, we stand at the beginning, not the end. What is before us is our future. We can choose to form it with new ideas and new applications, or we can return the survival mentality of the past. Our tribe is strong. Are you the leader?