4 SIMPLE STEPS TO SUCCESSFUL DELEGATION Today, more than ever, broadcasters are required to multi task, take on more responsibility, and often manage people across several locations – sometimes miles apart. Most PD’s are used to wearing several hats but the trend in recent years, as more pressure is placed on costs, is to have a PD manage multiple brands. Even in the major markets it is not unusual to have one PD responsible for multiple stations with multiple brands. When I talk to my friends in other industries about our business and how the “product manager” for multiple radio stations generating millions of dollars in revenue is often spread so thin and often lacks the necessary experience, they roll their eyes and tell me how this could never happen in their industry. That said, the most effective PD’s I encounter at the stations we work with are those who have mastered the art of delegation. In order to get it all done, and done properly, you may need to look at what tasks you can hand off to someone else. I found the following article in a business magazine written by Inez Ng which I have shared with a few people who found it helpful.
1. Choose the right “delegate”. Review the task and determine what skills are required. Delegation goes much more smoothly if you match the person with the appropriate skill set to the task you have to assign. Now, if you don’t have a candidate that has all the skills you are looking for, decide which is the most critical one (analytical ability, attention to detail, communications skills) and make that match.
One of the rewards of delegation is the opportunity to help someone develop and grow. It is unlikely that you will always have a candidate that you can hand something off to and not have to provide some training or coaching. But learning to empower your employees will reap big rewards as their confidence grows with their abilities, and delegation becomes easier and easier, and your “Stop Doing” list gets longer and longer.
2. State your expectations clearly. When you assign a task, be very clear about the deliverables you expect, and qualify your expectations as much as possible. As a minimum, you need to communicate the “what” and the “when”. For example: “I want these invoices entered into my database by 5pm tomorrow”. Then, start adding qualifications to your request, such as: “Please make sure that the expense categories are correct, and if you are unsure, ask me and I will clarify for you because I want the reports to be accurate.”
In addition to communicating about the “what” and “when” of an assignment, I recommend that you also include information on the “why”. For example: “I need the monthly recap report done by 5pm tomorrow because I have a meeting with client ‘X’ the following morning and require the information, so it is really critical that I have it.” Often, we assume that others should know what we expect. But if you have a new working relationship with someone, that is probably an unfair expectation. So, take a few minutes to think about what you need to communicate to save both of you a lot of aggravation, and possibly, rework.
3. Choose an appropriate oversight level. No one wants to work for a micro-manager, but some managers are too hands-off when it is inappropriate. Note the skills and experience level of your employee and adjust your oversight level accordingly. The first couple of times they handle a complicated task, you may want to check in more frequently. After a few months, you could probably ease off on your involvement as their knowledge and confidence increases.
4. Provide feedback effectively and often. Once in a while, we get really lucky and have someone supporting us who does things perfectly the first time. But that scenario doesn’t happen too often. However, we can get the employee to the perfection level by providing appropriate feedback. Tell them very specifically what they did well (“Your accuracy is great. I rarely, if ever, find a mistake in your work. Keep it up.”), and what they need to improve on (“I really needed the monthly recap report for Company X done yesterday. I had a meeting with them this morning, and was not able to provide them with the latest information. That reflects poorly on my service. I need you to let me know when you cannot meet a deadline I have given you. Will you do that?”)
Specific, constructive feedback is the most effective way to improve performance. Even if you have a “star” employee, you still need to provide the feedback so that they will maintain their high level of performance. Work on giving more positive feedback. If the only time you provide feedback is when you are unhappy, your employees are not going to be very eager to talk with you.
Follow these simple steps and dive right into delegation. As you become more successful in delegating, you will feel more confident in adding to your “Stop Doing” list. Then use your time on something much more impactful for your business, or much more pleasurable for you.
In the Radio World
While the above suggestions are outstanding, they are also universal, so let’s delve into some areas that are specific to our industry.
Music is one area where PD’s always need assistance. The scheduling process alone is quite time-consuming, even if your database is well designed and running at peak performance. Beyond that, though, are the calls from promo reps, which are certainly valid, but we all know how they can really eat into one’s day. Having a bona fide Music Director is important, but it can also be a position that’s difficult to fill.
As discussed in point 1, an MD needs the proper skill set for the job or you’ll quickly find that your attempt to free up more time for yourself has backfired. The skills needed for a truly effective music person include: a passion for the format (great MD’s should always push the “latest, greatest records” on the PD, whether they end up being added that week, or not); above-average computer literacy; a “cross-all-the-“t’s”-and-dot-all-the-“i’s” mentality; an ability to build a good rapport with record label employees; capable of handling an airshift (let’s face it, there’s usually no budget for a dedicated MD anymore, unless they also wear a number of other hats at the station); and, of course, great ears. Most people don’t really have all those qualities, so the onus is on you to decide whether the potential MD’s strengths outweigh the weaknesses and if, through instruction, they will likely diminish their limitations. The goal will be to eventually leave the employee to look after the department with only minimal supervision. If you can get yourself to where all you do on a daily basis is give the next day’s Music Log a final “sign-off” glance then you have found and delegated to the right person.
The percentage of radio people who have the skills and desire to be a Music Director is really very small, so look your staff over carefully and see who might fit the bill. If no one stands out, then you should make this a hiring priority.
Promotions can be very time-consuming, and by their very nature, have a habit of requiring your attention at the most inopportune moments. A point-person, whether a designated Promotions Director or someone that’s at least capable of dealing with some of the promotional activity, is a key staff member for all PD’s.
Again, someone with the proper skills is essential. In this case, creativity, writing skills, an even temperament, and an ability to multi-task are just a few of the traits common to successful promotions people. Like the MD’s job, the Programmer needs someone who will eventually handle most of the day-to-day assignments with minimal supervision.
Other areas where PD’s can utilize their staff (and in doing so allow the employees to acquire a better sense of ownership towards their station) include: updating the Liner Sheet; assisting in Imaging writing; scheduling jock shifts; and, in some rare cases, help out with airchecking.
One of the biggest hurdles to delegating is the unwillingness (or inherent inability) of the PD to relinquish areas of control. Some people simply think that to get a job done right they have to do it themselves. It’s not easy, but to start working “smart” instead of just working hard, you have to see past your ego and accept that while it may not get done exactly like you would have done it, a great many jobs can still be delegated with comparable (or better) results. You have to prioritize what needs your direct attention on an ongoing basis and what can be handed off. Keep in mind that at the end of the day it’s what goes through the speakers that really matters… not the different font someone used to make the Jock Schedule.
Conclusion
The genie is well and truly out of the bottle, and I doubt it will ever be put back in when it comes to the work load and wearing many hats. So the challenge in this new world is to play to your strengths, and develop the skills required to be successful. There are lots of self help books, videos and courses available. Also, be sure to always upgrade a position when someone leaves and you need to fill a position. Where possible find someone who has strength in an area where you are weak. |