Here Are Your Leaders

4-1-13

The National Association of Broadcasters has announced the results of the 2013 NAB Radio Board elections. The two-year terms of the newly elected board members will begin in June. Among those newly elected board members are Greater Media's Heidi Raphael (pictured), Bob Profit of Alpha Broadcasting, and Bill Hendrich, Jacksonville Market Manager at Cox. Here's the full roster of your elected leaders:

Mike Boen
Managing Partner
BL Broadcasting, Inc

Bill Coleman
Owner
Team Radio
Bill Hendrich
Vice President & Marketing Manager
Cox Media Group Jacksonville

Ed Henson
President & Owner
Henson Media, Inc.
Julie Koehn
President
Lenawee Broadcasting Company

Jessica Marventano
SVP, Government Affairs
Clear Channel Media and Entertainment

Mike Novak
President & CEO
K-LOVE/Air1Radio

Frank Osborn
President
Qantum Communications
Bob Proffitt
President & COO
Alpha Broadcasting Company

Heidi Raphael
Vice President Corporate Communication
Greater Media Inc.

Paul Tinkle
President
Thunderbolt Broadcasting

Dana Withers
President
Dana Communications

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Unprecedented Super Session Panel Of Hispanic Radio Leaders in San Diego

3-2-2012

The Heads of Univision Radio, SBS, Entravision, Adelante, Davidson will meet to discuss a unified direction for Hispanic radio. Radio Ink magazine has obtained the agreement of the major radio group heads in Hispanic radio to sit together and discuss the issues facing the Hispanic radio industry. This history-making panel will occur at Radio Ink's Hispanic Radio Conference, March 21-22 at the Hyatt Hotel in San Diego. "This is a momentous occasion," Radio Ink Publisher Eric Rhoads said. "To bring this many influential group heads together to work toward a unified future for Hispanic radio says a lot about the importance of industry unity."

The leadership of these major industry players is expected to reveal incredible insights about the road ahead. It's a Radio Ink Hispanic Radio Conference exclusive you can't afford to miss. Radio Ink EVP Deborah Parenti said, "This is not only a tremendously important session, but quite possibly a historic one as well. To have the entire leadership of the Hispanic radio industry together on one stage exemplifies the kind of unity necessary to achieving greatness for the industry in the months and years to come."

Carl Butrum, VP of the Broadcasters Foundation and former Katz Media Group executive, will moderate the panel of Raul Alarcon, Jr., Chairman/President/CEO, Spanish Broadcasting System; Jeffery Liberman, President/Radio Division, Entravision Communications; Jay Meyers, President/CEO, Adelante Media Group; Sanjay Sanghoee, Chairman, Davidson Media Group; and Jose Valle, President, Univision Radio.

About These Leaders:

Raul Alarcon, Jr., Chairman/President/CEO, Spanish Broadcasting System: Alarcon joined the company in 1983 and has been CEO since 1994, adding duties as chairman in 1999. He is responsible for SBS's long-range strategic planning and operational matters and is instrumental in the acquisition and related financing of all SBS stations.

President/Radio Division, Entravision Communications: Liberman has been in his present post since January 2001 and has been involved in the management and operations of Spanish-language radio stations since 1974. From 1992 until the acquisition of Latin Communications Group in April 2000, he was responsible for operating that company's 17 radio stations in California, Colorado, New Mexico, and Washington, DC.

Jay Meyers, CEO, Adelante Media Group: Meyers, who has been with Adelante since its inception, is a broadcast veteran with experience in all facets of the business, from corporate management to management of individual stations and clusters. Meyers is also president and CEO of Broadcast Management & Technology, which specializes in working with financial institutions and broadcast-industry owners.

, Chairman, Davidson Media Group: Sanghoee, owner of Davidson Media Group's parent company, SS Broadcast Holdings, is an investment professional specializing in media. He worked previously for a global alternative investment firm and before that was an investment banker at two leading banks in New York City. He has considerable experience in the media, communications, and entertainment sectors.

Jose Valle, President, Univision Radio: Univision Radio is the leading Spanish-language radio broadcaster in the U.S., with 69 stations in 16 of the top U.S. Hispanic markets and five stations in Puerto Rico. Valle, a veteran broadcast executive, most recently served as VP/GM of Univision Radio Los Angeles.

Seats are selling fast, but there's still time to register now, at 561-655-8778 or at www.HispanicRadioConference.com.

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EADERSHIP- 10 Mistakes Leaders Should Make

1-30-2012

I was driving to work the other day and the morning show hosts were doing a bit on a list someone created called ?10 Mistakes Everyone Should Make Before They Die?. While it was a lame bit, that, along with an email from reader Tim Eyre, gave me the idea for this blog post. Here are 10 mistakes every leader should make - and learn from - before passing on.
It?s been proven over and over again leadership development is all about experience. We learn from job changes, stretch assignments, other people, and other more formal ways (courses, books, blogs, etc?). It?s those experiences that are the hardest ? those ?developmental challenges? ? that we can learn the most from. Lominger calls it ?developmental heat?.
A great way to assess someone during an interview is to ask about mistakes they?ve made. You?re looking for signs of self-awareness, humility, resiliency, and learning agility. The most successful people ? those ?A players? ? can be remarkably candid and insightful about their mistakes and failures. However, the thing that sets them apart from those that just have a history of screwing up is that they always learn from their mistakes. They take a risk ? fall down ? pick themselves up and dust themselves off ? reflect on what they?ve learned ? learn new skills and behaviors, and incorporate them into their leadership repertoire.
They don?t point fingers, place blame, or make excuses ? they own up and learn how not to do it again. Of course, it helps that they have a nice healthy track record of accomplishments to off-set those occasional mistakes.

I once heard an experienced manager call this ?earning your scars?.

OK, so when it comes to leadership mistakes, mistakes are good, right? The more the merrier!
Here?s 10 that every leader should make and learn from:
1. Take too long to fire a problem performer. This is probably the number one regret I hear the most, from seasoned executives to new team leaders. They waited too long to take action on a poor performer. They had their head in the sand in denial, thought they could perform a miracle and save the employee, or were aware of it and just didn?t want to face it.

2. Putting too much emphasis on credentials and experience in a hiring decision and not enough on personality and cultural fit. Been there, done that. It was my very first hiring decision. Candidate A has a Master?s degree and 10 years? experience. However, former manager warned me about a ?little temper problem?. Candidate B had no degree and limited experience ? but great relationship building skills and was seen as high potential. I hired A ? and it was a disaster. B was later promoted to department manager. Lesson learned.
3. Not having a vision. Without a clear and compelling vision, it?s hard for teams or organizations to have a clear sense of purpose, priority, or mission. It?s just day-to-day, business as usual, and reactive. Too many new leaders overlook ?the vision thing?, perhaps because it?s too intangible or misunderstood. It?s also hard to connect the dots of operational problems back to not having a vision.
4. Not managing upwards. A lot of leaders operate under the assumption that ?no news is good news?, or ?my performance speaks for itself? when it comes to their relationship with their hands-off or busy boss. While the autonomy may be nice, it?s important to keep your manager informed of your team's accomplishments, and to build a solid relationship that can be leveraged when needed. It?s a bad assumption to assume your boss is aware of your good work and will be an advocate for your function when the going gets tough.

5. Overrelying on a few strengths and not paying attention to development. It?s all too easy to continue to fall back to the same handful of strengths that got you to where you are. However, without continuous development, you?ll soon stop growing and fall behind. The best leaders are always aware of their deficiencies and are always working to learn and get better.
6. Not listening. This one?s often a blind spot for leaders, and sometimes takes a two-by-four across the side of the head to get them to realize it?s a problem. Usually it?s a major screw-up as a result of not paying attention to what people are trying to tell them, some strong 360 data, turnover of key personal, or some kind of other pain that will turn them into a reformed poor listener.

7. Trying to be liked by everyone. Leaders can?t be their employee?s friends, and leading change usually means ruffling someone?s feathers. Being a leader means requires developing a thick skin and being able to take the heat without taking it personally.

8. Not asking for help. Driving around lost for hours because you?ve got too much pride to ask for directions might make a funny beer commercial, but as a leader, it can have disastrous consequences. At a minimum, it?s incredibly annoying when a leader just can?t admit when they don?t know how to do something.

9. Ignoring your peers. Some leaders make the mistake of only paying attention to their boss and employees (looking up and down), but fail to look sideways. The inability to build coalitions will prevent a leader from getting the cooperation and support needed in order to solve cross-functional problems or lead change.
10. Not seeking or being open to feedback. Two of my favorite ?Good Things Bosses Believe?, from Bob Sutton: ?I have a flawed and incomplete understanding of what it feels like to work for me? and ?Because I wield power over others, I am at great risk of acting like an insensitive jerk ? and not realize it?.
Wow, that list was way too easy to write! I have no idea where they came from??

However, I?ll bet it?s incomplete. What are some other mistakes that every leader needs to make in order to ?earn their scars??

Dan McCarthy has been in the field of leadership development for over 20 years. He is currently the Director of Executive Development Programs at the University of New Hampshire's Whittemore School of Business and Economics (WSBE). Reach Dan by e-mail at daniel.mccarthy@unh.edu
Dan's website is www.greatleadershipbydan.com

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MANAGEMENT - Time Management Tips For Leaders

1-17-2012
By Ken Thoreson

Recently I posted a question in several forums on my LinkedIn groups asking, "What are the top three challenges for sales managers? "  The number one response by a wide margin was time management. Sales management is a high-churn job, typically lasting 18 months due to the challenges of juggling salesperson issues, achieving quotas, meeting demands of middle and executive management and managing the business. On top of that, few sales managers have ever received proper training or been exposed to successful role models.

We've found that the sales management role is a weak link in many partner organizations. We find that as we address a sales manager's time-management problem, we begin to resolve many of their company's other issues.

We have several general recommendations:
1. Plan effectively and plan for chaos.
Sales and sales training meetings must be defined with agendas and organized 90 days in advance. A little planning ensures organization and proper content and eliminates people not showing up for training because "something came up." On a daily basis, don't overplan your time. Problems will arise and you must react to situations. When you have important one-on-one meetings, set them at 7:30 a.m. before you get distracted.

2. Don't accept every problem.
Often a new or inexperienced sales manager tries to tackle every problem that every salesperson or marketing person brings up. This makes them feel important, and every person wants to be liked or respected for getting things done. However, the end result is the to-do list gets longer and less time is available to accomplish the action items. This can also become an emotional conflict between the salesperson and the manager, with the salesperson feeling that the sales manager can't get anything done and the manager becoming frustrated and emotionally drained. Learn to say: "What is your recommendation?" and put the monkey on the salesperson's back.

3. Find ways to get educated.
Without a mentor or experience with a successful sales manager, many Microsoft partner sales managers and executives struggle. We recommend visiting or benchmarking other partner locations to see how they run their organizations. As a vice president of sales for a channel organization, I actually started a national sales management association. Twice a year I brought my channel partners together to collaborate, share and cooperate on common sales-management challenges.

4. Don't re-invent the wheel.
Many managers spend too much time creating new tools, sales programs or operational- process documents. Ask others or use existing tools.

5. Get things done.
Daily to-do lists must be updated or re-prioritized each evening. Make it a goal prior to leaving for home, and start the day with a plan.

6. Set weekly goals.
While getting things accomplished daily is critical, make sure you're prioritizing goals on a weekly basis, as well. Be clear and focused.  We all have the same amount of time each week to achieve our objectives. I recently met a Microsoft partner salesperson who made 11 to 13 face-to-face calls a week and spent one hour a day prospecting. Think he was organized? One of my mentors worked four days a week and enjoyed Fridays on Cape Cod-and he was a partner and vice president of sales for a large partner organization with multiple offices.

If you focus on what's really important, you'll accomplish more than anyone else in your office and outperform your competitors.

Ken Thoreson is the managing partner of Acumen Management Group, a company that focuses on building organizations through the execution of strategic sales management. He can be reached at (423)884-6328 or e-mail ken@acumenmgmt.com. Check out his website at Acumenmanagement.com, his blog at SalesManagementGuru.com or on twitter Twitter.com/KenThoreson

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The New Clear Channel Programming Leaders

Tom Poleman leads the charge of new personnel atop the Clear Channel programming department. The company announced Poleman's new team, including some names the radio industry will be very familiar with. What outsiders, like us, will watch for is how the company can executive its plan to "sound more local" even if there isn't anybody actually sitting behind the mic in that local town. Poleman has the official title of President of National Programming Platforms. And here is his new leadership team.

Guy Zapoleon turns in his consultant stripes and dives back into corporate America. He's the new VP of Digital Music Programming and Clear Channel says he will "contribute to the programming of iHeartRadio with a major focus on the product?s more than 80 digital-only stations and will collaborate with the Clear Channel Digital team to combine the company?s custom radio algorithm with the expertise of its radio programmers." Zapoleon's resume is lengthy and includes KRTH in L.A., KRQQ in Tucson, B94 in Pittsburgh, KZZP in Phoenix and KHMX Houston.   In 1992, he founded Zapoleon Media Strategies.

Another consultant, Dennis Clark?s joins Clear Channel, as VP of Talent Development. The company says Clark will work with the talent and create "a company-wide strategy to develop future talent." Clark started his radio career at KIIS FM Los Angeles as a Producer for Rick Dees. He launched his own company in 1999.

Zena Burns is moved into a new role. She becomes VP of Digital Programming Platforms. Burns will oversee national digital programming content and social content integration, including editorial, artist interviews, syndicated features, artist integration programs and exclusive iHeartRadio Music Festival content. Since 2006, Burns has served Clear Channel Radio New York as the Online Program Director, where she was responsible for content, social and digital development for Z100, Q104.3, 103.5 KTU, 106.7 Lite fm and Power 105.1.  She was also the first digital Program Director in the country.  

15-year company vet Darren Pfeffer becomes the VP for Music & Entertainment Marketing, where he will be responsible for company-wide promotions and events, such as the iHeartRadio Music Festival, and will create best practices and synergies around local station concerts, such as Z100?s Jingle Ball in New York. Pfeffer and Poleman were the Executive Producers for the first iHeartRadio Music Festival. Pfeffer previously served Clear Channel Radio New York as the Director of Marketing for its five radio stations.  He began working at Clear Channel in 1995 as an intern in the promotions department at WHTZ/ Z100 New York. 

Alissa Pollack, currently Executive Vice President of Integrated Music Marketing at Mediabase, gets more responsibility. Pollack will work more closely with the executive Programming team on linking Clear Channel?s unique capabilities with artist and advertiser relationships.  Pollack will also retain her current responsibility of overseeing label business for Mediabase, Rate the Music and M-score. 

Other appointments:
Marissa Morris, Manager, Artist Relations and Promotions.  Morris will coordinate artist integration programs, promotions and events. 

Melissa Webb, Senior Director.  Webb will be responsible for high-level project management and analysis across the National

Programming Platforms department.

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Leaders Say What They Mean and Mean What They Say

by Paul Annovick

Sounds simple. So why is it difficult for leaders to say what they mean and mean what they say? When we communicate from the heart we connect with our purpose. People understand the truth, they may not always agree with you; however your conviction is powerful. In building your circle of influence the most important element is trust.
How is Leadership, in the world, faring today?  Only 19% of the population strongly approve of President Obama?s performance.  Only 12% of the population approve of the performance of Congress. If there were such a rating, the approval for business leaders would be 2% (voting for themselves--evidenced by their exit packages worth millions as they leave their failing companies.)
Why such low ratings? Well it?s my opinion that Americans are speaking out, much like Howard Beale did in the movie ?Network? when he stated ?I?m as mad as hell and I?m not going to take it anymore!? Leaders are unable or unwilling to communicate the BRUTAL FACTS, to speak the truth and focus on core values. Their words and actions are self-serving and designed to have them re elected or just get past the present crisis, NOT SOLVE THE PROBLEM.
In my practice I help individuals and companies develop decision-making courage by identifying core values and strengths.  When this process is in place great things happen.
A corporate example of this is the 1982 ?Tylenol Crisis?.  James Burke was the CEO of Johnson &Johnson at the time. Because of the J&J ?credo? (which is a core value statement) he and the management team were very clear on what they had to do.  J&J?s first responsibility was to the customer, second to its shareholders.  They had the courage to recall all of the Tylenol product in the market, which cost the company tens of millions of dollars and could have been the end of the brand. By caring about their customers the result was TRUST which ultimately led to J&J regaining market share. Over time, they increased their market share based on the goodwill garnered from their actions.
Trust is the lubrication of relationships, without it you have nothing. You build trust by living your values. What are your core values? What are the strategic principles that are the cornerstone of your company? If you cannot answer these questions you are rudderless in a turbulent sea.
Coach Anovick  Developing Potential, Producing Results. Your comments and feedback are appreciated. Coach Anovick can be reached at 201.445.2822.

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(AUDIO) Radio's New Young Sales Leaders Are Arriving

Right out of college Michael Braunstein jumped into radio as an account executive in Philadelphia. After 6 years working for Clear Channel Braunstein heard about an opening for a sales manager at WYSP. He applied for the job and was hired. His next move was to WOGL (also in Philadelphia) for a short run before he was back at WYSP with a promotion. Yesterday CBS announced Braunstein is the new LSM for Philadelphia's long-time Newsradio station KYW-AM.

KYW has been providing Philadelphia with news since for 46 years. Braunstein is 30 years old. To become so successful at such a young age takes special talent, a lot of hard work and a lot of success at bringing in the orders. We asked Michael to talk about his aggressive climb to such a lofty position in our industry, including: Goal setting, the role of a local sales manager and what went through his mind when he applied for such a prominent and important position in Radio's 5th largest market.

LISTEN TO OUR INTERVIEW WITH CBS'S PHILADELPHIA SALES STAR MICHAEL BRAUNSTEIN

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