On-Air PDS -- Merging Innovation And Creativity

Player-Coaches Forced to Lead By Example

According to a recent poll, a growing number of Urban programmers are doing daily air shifts in markets 35-100. Although there are exceptions; usually the larger the market, the less likely it is that programmers will pull daily air shifts. A perfect solution is a statistical improbability today. Our business is so reactive that there are always new developments that affect the decisions management must make. Windows of opportunity open and close very quickly these days. There are those who believe that someone not encumbered by an air shift is often better able to move when necessary. Others feel a good PD is a member of the management staff and should understand the company's needs. There are plusses and minuses to support either case.

The plusses (and there are some) include the fact that on-air programmers are forced to stay in touch with the format and how it's being executed in ways they never would if there were off-the-air. And also while there may be less credit to go around, there will also be less blame. Many on-air programmers see themselves as added bench strength. They don't need to bring in a weekender or part-timer to fill in for someone who's on during the week. Since they're on every day they won't embarrass or compromise their sound when they move into the "air-chair." By putting themselves into the lineup, on-air programmers have the chance to hedge their bets. The more they can do, the more valuable a player they become in the eyes of management. And if your programming gig doesn't work out, maybe you can get a job somewhere as an air talent.

By doing the same things they're asking the station's other air talent to do on-air, PDs get a good sense of the feasibility of certain elements. Nobody should understand the station better than the PD. If they know exactly what they had in mind, but can't do it on the air; they can't ask someone else to do it. That's management and leadership by example. Unfortunately, some of today's PDs never sat in the air-chair and they're light years away from knowing that what looks good on paper doesn't always sound very good on-air.

Control room conditions and rules, of course, vary from facility to facility, but being in the studio has certain advantages. In order to make this work, PDs have to have some rules. When I was an on-air PD, I used to have two hours when no one was allowed to interrupt me. Sometimes, in spite of my rules a programming emergency would come up and I would wind up with a long line of people who'd like to have my ear. Well, since you can't duck out, you have to limit the conversation and try to always steer the discussion away from their pet topics and on to yours.

But while I was on-the-air multi-tasking, I would spend time listening to music flow and reviewing music logs, so I got a good hands-on feel for the station. It was better than listening in my office. I finally became convinced that I needed some help from an assistant. Sometimes you don't want anyone else to help because of your pride and because you're so attached to your own style. But I found it's better to get some help that you choose, rather than having someone you didn't choose, forced on you. And you can demonstrate your management skills by allowing others to help bear some of the burden. First, be sure you have a clear idea of what you need. The secret here is to avail yourself of your co-workers' strengths, therefore avoiding structuring an arrangement where you get to toil while everyone else gets to sit around marveling at your competence.

A two- to five-hour air shift leaves programmers with less time to do other things like talent development. For example, for those stations still blessed enough to have a live, local morning show, if the PD does a midday or afternoon shift, the morning show people would have to come back after their shift is over. And it's always better to strike while the iron is hot. When I did middays, I couldn't talk to the morning show because I was just going on- air. Sometimes I wished I didn't have that air shift because it put a "speed bump" in my day.

There are those owners and managers who view being an on-air PD within the company as more of a manager. If you want to be on equal footing with the sales manager, that might be a consideration. Then there's the dress code issue. Smaller-market programmers are apt to wear sneakers and shorts. If you want to be viewed as potential management, maybe you should dress like the sales manager ... at least some of the time.

Most times, having the PD on-air is done as a cost-cutting measure. The reasons are strictly economic. The downside is that some on-air programmers can be easily distracted. Often they're scrambling and don't have time to do enough show prep, so they aren't fully prepared to go on-air. The staff notices this and they often lose respect for a programmer who can't do what he asks them to do. It's especially tough for a PD to go on the air after just losing a battle with the GM. Another negative to being an on-air PD are the sales people who often come into the studio, asking questions and distracting you so that you can't really concentrate on what you're doing.

Despite all of the problems of being a "player-coach," the facts are that today's terrestrial radio put itself in competition with other industries in a way we never have before. Now, public radio corporations must compete with consumer products, commodities and banking in terms of return on investment. Our industry is competitive in the public markets now for two basic reasons: Consolidation is still fueling deal flow and it is widely accepted in financing circles that both local and national sales are down. The result is well known: fewer jobs available to fewer people. This creates a future easy to predict yet tough to manage. It means a fundamental shift in our competitive paradigm: The enemy is no longer us. It demands more economy of scale.

Programmers may have a different angle to play. While collaboration and specialization certainly will be critical for their success, the way programmers choose to specialize will also be important. Savvy programmers will need to decide if they want to be market-specific or skill-specific. In other words, think strategy vs. tactics. Strategy will most likely come at a corporate level, where research interpretation and strategy development will be driven. Tactics will come at a local level where implementation will be critical.

So what's down the road for the on-air PD? Your workload will most likely continue or even increase if you remain at the same company. This workload may increase despite syndication, voicetracking, staff reduction and shift stretching. Now the big question becomes how would you feel if you're an off-air PD and you're suddenly told that you need to pull a daily air shift? At first you may be tempted to engage in a bit of ultimatum-flinging, but don't.

Our advice: Understand that being flexible is the key to prevailing. Refrain from taking a definitive stance. Instead review your contingency planning. Bite the bullet, grab the headphones and head for the "air-chair." You've apparently purchased tickets for a whole new ballgame ... and you're still a player.

Word.