Landing a job can be a very emotional and tiring process. In most cases, candidates wrestle with numerous questions about whether to stay or go, while trying to craft the perfect narrative to satisfy their fears about the future. They sometimes take weeks, and even months trying to determine if a new opportunity makes sense to accept.
Equally as challenging is the employer’s position. When a vacancy exists inside an operation, there’s a lot of disruptions that occur. It becomes difficult for other staff members because they’re usually asked to absorb a heavier burden, and depending on the position, it can lead to an increase in noise from the outside too.
In both instances, each side is tasked with one important responsibility – making the right choice!
But it doesn’t always work out that way.
When you hire someone, you have a 50/50 chance of being right. The choice you make can leave you looking like a genius or the biggest fool in the office. You can research an individual, and talk to everyone under the sun about them, and while those conversations will offer insight to help you out, it still comes down to trusting your gut!
If you’re the candidate, it’s a similar gamble. You can look at the city you’re considering moving to and review the company’s previous hires, talk to people employed by the same organization in other cities, and even analyze the group’s stock performance if you wish, but when the moment comes to say yes, you’re going to do it based on the connection you’ve formed with the individual(s) offering you an opportunity.
Although every scenario is different, I’m a big believer in striking while the iron is hot. The longer a hiring process plays out, the worse it usually turns out. In many cases it also leads to the ‘hot candidate’ or ‘perfect job’ becoming less attractive.
When a company reaches out to discuss a possible fit, that initial inquiry tells you that they believe you are worth pursuing. How you click with the hiring team once you start talking indicates whether or not things will advance to the next level.
Assuming the discussions go well, it’s often followed up with a face to face meeting, and a ‘sales pitch’ on how great the situation could be if you were to get on board.
After two sides lay out their negotiating points and find a middle ground, most companies will ask for a resolution. They may give you an extra day or two to think things over but then they expect an answer. If you’re not sold by this point, you may ask a few follow up questions to gain some extra feedback, but if what gets relayed doesn’t put your mind at ease to say yes and sign on the dotted line, then it’s not likely going to work out.
Now let’s look at it from the other side.
If you’re the employer and you’ve done your homework scouting a potential hire, you know pretty quickly if they have the skillset you’re looking for. You’ll review their work history, dig into their background to find out if there are any skeletons in their closet, and you may talk to some people who have worked with the candidate to make sure they’re someone worth sticking your neck out for.
Once that information is known, the real questions to be answered are whether or not you can connect as manager to employee, what the expectations of the position are, what you’re willing to do to help them experience success, and what the compensation package looks like. If those questions are met with resistance, and the two sides can’t find a happy medium, then it’s not going to be good for either party.
As the employer roleplays in their mind whether or not someone is the right fit to join the staff, they end up crossing people off the list the longer the process continues.
When you’re impressed and excited, you want to move fast so nobody else can get their hands on the prize that you’ve uncovered. Rather than move forward with uncertainty, you’re ready to cancel all other considerations because your mind, heart and gut are all telling you the same thing – the situation feels right. If that feeling isn’t there, it’s probably for a good reason.
It’s similar to being a single male who meets a gorgeous woman. If you don’t act quickly to express your interest and ask her on a date, someone else will be right behind you ready to act. Once they do, you may never get another chance.
Let’s be clear about something – if a hiring manager doesn’t believe you’re a special individual or the right fit, that doesn’t mean you lack skill or wouldn’t be great elsewhere. So many partnerships in this business are the result of a strong fit and connection than they are about who possesses more talent.
Some applicants take it personally when the call doesn’t come their way, and while it can be frustrating when you have your hopes up and want to be part of a specific operation, the reality is that it’s not going to work out if the person making the call doesn’t have an unwavering belief, confidence and genuine excitement about having you on their staff.
I’m often asked by people and companies for input on candidates and possible openings and there are a few key things I believe are important as it pertains to this process.
First here are a few tips for the candidates.
- Don’t pursue a position if you’re not willing to accept it: A lot of people like to feel important and receive an offer to make them feel good, but when push comes to shove, they’re not ready to accept. There’s nothing wrong with exploring your options, but before you put a hiring boss on the hook with their company for making you an offer, make sure you are committed to pursuing it. If you’re not, be up front with them that the likelihood of you accepting the offer is a long shot. You’ll gain more respect that way and you may even be surprised by how far the group will go to try and secure your services.
- Pursue with passion but respect the hiring manager’s rules for communication: If they want more audio, send it. If they tell you don’t call, don’t. If they ask for a few days to respond, be patient. Even if you hear of others being given consideration for the job, remember that you’re not the only person they’re going to talk to. If your talent is great and you fit the bill for what they’re after, they’ll follow up. There’s a fine line between persistence and annoyance. Don’t cross it and cost yourself an opportunity.
- Have an understanding of what matters to you most in the job you’re seeking: If you make your wish list and it shows “money, length of commitment, and great city with warm weather” as your three most important elements, and the company pursuing you checks those boxes, you can understand their frustration if you don’t accept. It’s one thing to not explore a job because the money wasn’t right, the commitment was thin, or the neighborhoods don’t align with your preferred choice of living, but whether it’s three, four or five key items, know what they are, and press the hiring group on them so you have the clarity you need in making your decision.
Now let’s take a look at things from the position of the employer.
- Know what you’re looking for before you start the process: If you’re drawn to someone who makes you laugh and is less confrontational, say that. If you prefer the opposite, say that too. Hiring managers want great talent and a guarantee of future success but it starts with the specifics. Think about the qualities you’re drawn to in others, what you want your brand and people to represent, how you want them to approach their jobs, and then focus on the candidates who fit the bill. There’s a lot of talent out there but you can’t identify the right one until you know what you’re searching for.
- Investigate, communicate, and set a date: When you have an opening, your focus turns to finding a solution. If you had a gash on your arm you wouldn’t wait to get it stitched up and it’s no different with filling a hole on your staff. Turn over every stone you can so you have a thorough understanding of the person you’re considering hiring. Talk to friends, family, colleagues, competitors, and get a true sense of who it is you’re considering forming a partnership with. Then, set a deadline so others in your company know what can be expected, and you can hold yourself accountable to deliver a solution. As you engage with candidates, stick to your word if you promise a follow up call or email. If you’re not interested, communicate that too. Transparency is important in staying on track and maintaining respect with those who apply. Remember, people talk to other people. You don’t want to damage your reputation by not handling things that were under your control.
- Don’t offer the job unless you’re 100% sure it’s the person you want: I’ve advised a few people on certain jobs and on three different occasions, a company has offered a position, only to rescind it afterwards. That’s not only bad business but it’s disrespectful. It’s also the type of decision making that leads me to caution others on pursuing work with those organizations. If a manager isn’t sold on someone or is having buyer’s remorse, that’s understandable. But remember that your credibility and reputation are on the line once you make the call. If you’re unsure, don’t make an offer. You can still discuss salary requirements, the length of a contract, and job specifics without an agreement. If you want the responsibility of hiring people, then take it seriously. Don’t mess with someone’s emotions or risk causing damage to their family or current job by not being sure if you want them on your staff. They’ll respect and appreciate you more for walking away than if you make a promise you can’t deliver on.
When you think about the challenges of hiring or going to work for a new company, picture being in the middle of the process between an NFL or MLB franchise, and a key Free Agent or Head Coach.
Once the world knows that a player or coach is available, word trickles out and teams begin doing their due diligence. They’ll investigate what an individual brings to the table, how they believe they’d fit the team, and then after they gain some insight into what that person is seeking in terms of salary and length of commitment, they’ll make a decision on whether or not to move forward.
Once they know they’re interested, that’s when the madness begins.
Soon the visits are scheduled, conversations are had on a deeper level, and in the matter of a few hours, people are making life changing decisions. Rarely do you see these situations linger for weeks or months.
Each free agent enters a facility knowing that they could be signing a long term commitment that day. There’s no extended window offered to review the school system, the daily commute time, or the leisure spots in the area for the family. Those are things that people adjust to.
Instead the focus is on these key factors:
- Are they meeting my salary requirements
- Are they offering enough security (length) to ease my mind
- Do I believe they’re committed to winning and possess a strong vision
- Do I click with the boss and feel we can have a good working relationship
If those four boxes get checked, then it’s up to the individual to process the information in their head, talk to their family, trust their gut, and make the call. They could be making a big mistake or it could be the beginning of their own personal nirvana. Regardless of how it turns out in the future though, a decision has to be made in the present.
I see too many situations pop up where companies spend months looking for the perfect candidate, only to stunt their growth, disrupt their inner workings, and slow down business, all because they were gunshy on making a hire. You do more damage dragging out a process than you do by making a decision and having to adjust down the road.
There’s a feeling of nervousness inside most hiring managers because nobody wants to make the wrong move. That’s a natural feeling and it shows that you care about your company and want to do the right thing. But you can feel good enough to hit Powerball on the day you hire someone, and there still remains a strong possibility that you may have swung and missed.
The same applies to any person exploring a new opportunity. You can feed your ego and boost your confidence by pursuing opportunities and you may even gain a contract offer, but remember that the feeling of being the shiny new toy eventually goes away.
Making a decision to leave one place for another just because you don’t feel appreciated is fine, but make sure first that you’ve addressed the situation with your current company, and understand how they view you, where you stand, and what your ceiling is. Too often people leave situations in search of greener grass, only to find that it doesn’t exist.
As cliche as it sounds, we work in the communication business yet struggle to communicate. We’d rather reject a boss and blame them for our lack of development instead of seeking them out and challenging them to make us better. We’d rather chase the bigger immediate paycheck than look at how staying put will pay greater long term dividends.
And companies are often guilty of the same thing. They’d rather do less investigating, and hire the person with the longer resume and safer track record, than bet on someone less familiar with more talent and a higher upside. It’s easier to do what others have done, and protect your spot, than stand in the line of fire by attempting to do something great and different.
Regardless of the side you’re on, the bottom line in all of this is to do your homework, know what you’re looking for, find a middle ground, and when the conversations intensify, be ready to make a commitment. The longer you wait, the more you will talk yourself out of things, and the less likely you will be to work together. That could be a devastating blow, or a blessing in disguise. Your chances of being right are 50/50!
Would Local Radio Benefit From Hosting An Annual Upfront?
How many times have you heard this sentence uttered at conferences or in one of the trades; radio has to do a better job of telling its story. Sounds reasonable enough right? After all, your brands and companies stand a better chance of being more consumed and invested in the more that others know about them.
But what specifically about your brand’s story matters to those listening or spending money on it? Which outlets are you supposed to share that news with to grow your listenership and advertising? And who is telling the story? Is it someone who works for your company and has a motive to advance a professional agenda, or someone who’s independent and may point out a few holes in your strategy, execution, and results?
As professionals working in the media business, we’re supposed to be experts in the field of communications. But are we? We’re good at relaying news when it makes us look good or highlights a competitor coming up short. How do we respond though when the story isn’t told the we want it to? Better yet, how many times do sports/news talk brands relay information that isn’t tied to quarterly ratings, revenue or a new contract being signed? We like to celebrate the numbers that matter to us and our teams, but we don’t spend much time thinking about if those numbers matter to the right groups – the audience and the advertisers.
Having covered the sports and news media business for the past seven years, and published nearly eighteen thousand pieces of content, you’d be stunned if you saw how many nuggets of information get sent to us from industry folks looking for publicity vs. having to chase people down for details or read things on social media or listen to or watch shows to promote relevant material. Spoiler alert, most of what we produce comes from digging. There are a handful of outlets and PR folks who are great, and five or six PD’s who do an excellent job consistently promoting news or cool things associated with their brands and people. Some talent are good too at sharing content or tips that our website may have an interest in.
Whether I give the green light to publish the material or not, I appreciate that folks look for ways to keep their brands and shows on everyone’s radar. Brand leaders and marketing directors should be battling daily in my opinion for recognition anywhere and everywhere it’s available. If nobody is talking about your brand then you have to give them a reason to.
I’m writing this column today because I just spent a day in New York City at the Disney Upfront, which was attended by a few thousand advertising professionals. Though I’d have preferred a greater focus on ESPN than what was offered, I understand that a company the size of Disney with so many rich content offerings is going to have to condense things or they’d literally need a full week of Upfronts to cover it all. They’re also trying to reach buyers and advertising professionals who have interests in more than just sports.
What stood out to me while I was in attendance was how much detail went into putting on a show to inform, entertain, and engage advertising professionals. Disney understands the value of telling its story to the right crowd, and they rolled out the heavy hitters for it. There was a strong mix of stars, executives, promotion of upcoming shows, breaking news about network deals, access to the people responsible for bringing advertising to life, and of course, free drinks. It was easy for everyone in the room to gain an understanding of the company’s culture, vision, success, and plans to capture more market share.
As I sat in my seat, I wondered ‘why doesn’t radio do this on a local level‘? I’m not talking about entertaining clients in a suite, having a business dinner for a small group of clients or inviting business owners and agency reps to the office for a rollout of forthcoming plans. I’m talking about creating an annual event that showcases the power of a cluster, the stars who are connected to the company’s various brands, unveiling new shows, promotions and deals, and using the event as a driver to attract more business.
Too often I see our industry rely on things that have worked in the past. We assume that if it worked before there’s no need to reinvent the wheel for the client. Sometimes that’s even true. Maybe the advertiser likes to keep things simple and communicate by phone, email or in-person lunch meetings. Maybe a creative powerpoint presentation is all you need to get them to say yes. If it’s working and you feel that’s the best way forward to close business, continue with that approach. There’s more than one way to reach the finish line.
But I believe that most people like being exposed to fresh ideas, and given a peak behind the curtain. The word ‘new’ excites people. Why do you think Apple introduces a new iPhone each year or two. We lose sight sometimes of how important our brands and people are to those not inside the walls of our offices. We forget that whether a client spends ten thousand or ten million dollars per year with our company, they still like to be entertained. When you allow business people to feel the excitement associated with your brand’s upcoming events, see the presentations on a screen, and hear from and interact with the stars involved in it, you make them feel more special. I think you stand a better chance of closing deals and building stronger relationships that way.
Given that many local clusters have relationships with hotels, theaters, teams, restaurants, etc. there’s no reason you can’t find a central location, and put together an advertiser appreciation day that makes partners feel valued. You don’t have to rent out Pier 36 like Disney or secure the field at a baseball stadium to make a strong impression. We show listeners they’re valued regularly by giving away tickets, cash, fan appreciation parties, etc. and guess what, it works! Yes there are expenses involved putting on events, and no manager wants to hear about spending money without feeling confident they’ll generate a return on investment. That said, taking calculated risks is essential to growing a business. Every day that goes by where you operate with a ‘relying on the past’ mindset, and refuse to invest in growth opportunities, is one that leaves open the door for others to make sure your future is less promising.
There are likely a few examples of groups doing a smaller scaled version of what I’m suggesting. If you’re doing this already, I’d love to hear about it. Hit me up through email at JBarrett@sportsradiopd.com. By and large though, I don’t see a lot of must-see, must-discuss events like this created that lead to a surplus of press, increased relationships, and most importantly, increased sales. Yet it can be done. Judging from some of the feedback I received yesterday talking to people in the room, it makes an impression, and it matters.
I don’t claim to know how many ad agency executives and buyers returned to the office from the Disney Upfront and reached out to sign new advertising deals with the company. What I am confident in is that Disney wouldn’t invest resources in creating this event nor would other national groups like NBC, FOX, CBS, WarnerMedia, etc. if they didn’t feel it was beneficial to their business. Rather than relying on ratings and revenue stories that serve our own interests, maybe we’d help ourselves more by allowing our partners and potential clients to experience what makes our brands special. It works with our listeners, and can work with advertisers too.
Takeaways From The NAB Show and Six Days in Las Vegas
“I’m certainly not afraid to be critical but my enthusiasm for the NAB Show was elevated this year.”
Six days on the road can sometimes be exhausting. Six days in Las Vegas, and it’s guaranteed. That was my world last week, as I along with more than fifty thousand people headed to sin city to take in the 2022 NAB Show.
The event didn’t draw as many as it had in the past, but after two years of inactivity due to the pandemic, it was good to be back. Judging from some of the vendors I talked to, the sessions I attended, and the feedback I received from folks I met with, though far from perfect, it was a solid return for an important event. Seeing people interact, celebrate others, and talk about ways to improve the business was a positive reminder of the world being closer to the normal of 2019 than the normal of 2020-2021. The only negative from the week, the consistent failure of Uber to appear in the right place at the right time. But that had zero to do with the NAB.
It feels like whenever I attend industry conferences, there are two different type of reviews that follow. Some writers attend the show and see the glass half full. Others see the glass half empty. I’m certainly not afraid to be critical but my enthusiasm was elevated this year. Maybe it was because BSM was a media partner or maybe it was due to the show not happening for years and just being happy to be among friends, peers, and clients and operate like normal. Either way, my glass was definitely half full.
For those who see events this way, it’s likely they’ll remember the numerous opportunities they had to create and reestablish relationships. They’ll also recall the access to different speakers, sessions, products, and the excellent research shared with those in attendance. The great work done by the BFOA to recognize industry difference makers during their Wednesday breakfast was another positive experience, as was the Sunday night industry gathering at The Mayfair Supper Club.
Included in the conference were sessions with a number of industry leaders. Radio CEO’s took the stage to point out the industry’s wins and growth, credit their employees, and call out audio competitors, big tech, and advertisers for not spending more with the industry. When David Field, Bob Pittman, Ginny Morris and Caroline Beasley speak, people listen. Though their companies operate differently, hearing them share their views on the state of the business is important. I always learn something new when they address the room.
But though a lot of ground gets covered during these interviews, there are a few issues that don’t get talked about enough. For instance, ineffective measurement remains a big problem for the radio business. Things like this shouldn’t happen, but they do. NBC and WarnerMedia took bold steps to address problems with TV measurement. Does radio have the courage to take a similar risk? That’s an area I’d like to see addressed more by higher ups.
I can’t help but wonder how much money we lose from this issue. Companies spend millions for a ratings service that delivers subpar results, and the accountability that follows is often maddening. Given the data we have access to digitally, it’s stunning that radio’s report card for over the air listening is determined by outdated technology. And if we’re going to tell folks that wearables are the missing ingredient for addressing this problem, don’t be shocked if the press that follows is largely negative. The industry and its advertising partners deserve better. So too do the reps at Nielsen who have to absorb the hits, and make the most of a tough situation.
Speaking of advertising, this is another one of those critical areas that deserves another point of view. Case in point, I talked to a few ad agency professionals at the show. Similar to what I’ve heard before, they’re tired of hearing radio leaders blame them for the industry’s present position. This has been a hot button topic with executives for years. I often wonder, do we help or hurt ourselves by publicly calling out advertisers and ad agencies? How would you feel if you ran an agency which spent millions on the industry and were told ‘you don’t do enough’? I’m a champion of radio/audio, and am bullish on spoken word’s ability to deliver results for clients, but having attended these shows for nearly seven years, it might be time for a new approach and message. Or maybe it’s time to put one of our CEO’s with one of theirs and have a bigger discussion. Just a thought.
Of the sessions that I attended, I thought Erica Farber’s ‘What Business Are You In?’ was excellent. I especially liked Taja Graham’s presentation on ‘Sharing Your Truth’. I also appreciated Eric Bischoff’s tips on ways to monetize podcasts, and am curious to see how Amazon’s AMP develops moving forward. My favorite session at the show though was “A GPS Session For Your Station’s Car Radio Strategy” led by Fred Jacobs. The insight shared by Joe D’Angelo of Xperi and Steve Newberry & Suzy Schultz of Quu was outstanding. Keeping the car companies on our side is vital to our survival, and how we position ourselves on the dashboard can’t be ignored. Other tech companies and audio operators take it seriously. We must too.
Sessions aside, it was great to check out the VSiN and Blue Wire studios, connect with a bunch of CEO’s, GM’s and Market Manager’s, and visit with Kevin Jones, Joe Fortenbaugh, Jeremiah Crowe, Jon Goulet, Bill Adee, Q Myers, Mike Golic Jr. and Stormy Buonantony. The NFL’s setup for the Draft, and the light show presented at the Bellagio was without a doubt spectacular, plus Stephanie had a chance to say hello to Raiders owner Mark Davis who was inside the back room of a Westgate restaurant where we were having a business lunch meeting. The personal tour we received at the Wynn showed off some of the best suites I’ve seen in Las Vegas, and I was finally able to witness Circa’s Stadium Swim in person, and meet owner Derek Stevens (heck of a suit game). What an outstanding hotel and casino.
Altogether, it was a productive trip. As someone who knows all about building and executing a conference, I appreciate the work that goes into pulling it off. This event is massive, and I have no idea how the NAB makes it happen so flawlessly. This was the first time my head of sales, Stephanie Eads, got to attend the show. She loved it. Our only negative, going back and forth between convention halls can get exhausting. Wisely, Stephanie and Guaranty Media CEO Flynn Foster took advantage of the underground Tesla ride to move from the North hall to the West hall. I wasn’t as bright. If that’s the worst part of the experience though, that’s pretty solid. I look forward to returning in 2023, and attending the NAB’s NYC show this fall.
You’ve likely seen posts from BSM/BNM on Facebook, Twitter and LinkedIn promoting a number of open positions. I’m adding crew to help us pump out more content, and that means we need more editors, news writers, features reporter’s and columnists. If you’re currently involved or previously worked in the industry and love to write about it, send a resume and few writing samples by email to JBarrett@sportsradiopd.com.
With that said, I’m excited to announce the addition of Ryan Brown as a weekly columnist for BSM. Ryan is part of ‘The Next Round’ in Birmingham, Alabama, which previously broadcast on WJOX as JOX Roundtable. The show left the terrestrial world in June 2021 to operate as its own entity. Ryan’s knowledge and opinions should provide a boost to the site, and I’m looking forward to featuring his columns every Tuesday. Keep an eye out for it tomorrow, and if you want to check out the guest piece he previously wrote for us, click here.
Demetri Ravanos and I have talked to a lot of people over the past month. More additions will be revealed soon. As always, thanks for the continued support of BSM and BNM.
Six New Contributors Join Barrett Media
“These latest additions will make our product better. Now the challenge is finding others to help us continue growing.”
Building a brand starts with a vision. Once that vision is defined, you identify the people who fit what you’re creating, lay out the game plan, and turn them loose to execute. If the product you’re creating is original, fills a gap in the marketplace, and the work turned in by your team is consistently excellent and promoted in the right locations, more times than not you’ll build an audience.
As you grow, the focus turns to studying what your audience wants, needs, and expects from your brand. Certain things you expect to be big turn out small, and the things you saw limited upside in create opportunities you never saw coming. It’s critical to be open minded and ready to pivot while also examining where and when people consume your product, which pieces of content do and don’t matter, and then use that information to direct your team to give folks more of what they value and less of what they don’t. Team members should want that feedback too. It tells them what is and isn’t worth spending their time on.
As I lay all of that out it may sound like I’m talking about a radio station or television operation. These are the things programmers do frequently to make sure the talent, shows, and brand is satisfying the expectations of an audience. But what I’m actually referring to is the brand you’ve made a choice to click on to read this column, Barrett Media.
I’ve mentioned many times on this website how I started this operation by myself, and didn’t expect to have a team of writers involved in it. I was focused on consulting sports stations, sharing my programming views on this website, and as I cranked out content consistently, I discovered others loved the business like I did and had a desire to share their insights too. Rather than sticking to my original plan, I pivoted and increased our content offerings. In return, the audience grew, clients grew, and it’s led this brand to grow beyond my expectations. Now we cover sports AND news media, we run an annual conference, feature a membership program, create podcasts, deliver a daily 8@8 and three times per week BNM Rundown newsletter, and work with various brands and companies across the broadcasting industry. I’m extremely fortunate to be in this position and don’t take it for granted.
But with growth comes change. We’ve been blessed to have a lot of talented people contribute to this site over the years, and as they produce quality work, and others across the industry recognize it, they earn interest for their services. That then leads to some having to sign off for bigger opportunities. I see that as a great positive for the brand. Would it be nice to have more consistency and keep a crew together for years? Of course. I know it’d make Demetri’s life a lot easier. If we’re losing people for the right reasons though, and they’re landing opportunities that help them advance their careers, I’m going to be happy for their success, and trust that we’ll find others to keep us moving forward. The success of our team helps make what we do more attractive to others because it shows that if you do good consistent work here, you can put yourself in a position to attract attention.
Over the past two months, I have challenged Demetri Ravanos to invest more time talking to people about writing for us. Expanding our Barrett News Media roster is a priority. So too is adding quality people to help us improve Barrett Sports Media. BSM has had just under seven years to earn trust with readers. BNM has had less than two. We’ve put out ads on our website and newsletters, social posts, an ad on Indeed, and we’ve reached out directly to people who we’ve felt may be able to add something interesting to our brand. Most of my time is spent listening to stations and talking with clients, but my eyes are always roaming looking for content, and my mind is always thinking about what we can create next to make an impact.
I don’t judge our brand’s success based on clicks, shares, breaking news before other outlets or showing up in the top three listings on Google. I care more effort accuracy, timeliness, passion, consistency, storytelling, insight, and being fair and non-agenda driven. We’ve found our niche being able to tell stories about broadcasting professionals, relaying news, and offering expert knowledge to serve those involved in the broadcasting industry. If we continue to excel doing those things consistently, I’m confident our audience will reward us by reading and sharing more of our content. It’s why we never stop recruiting to keep things fresh.
Having said that, I am excited today to reveal six new additions to the Barrett Media staff. Peter Schwartz is a name and voice many in New York sports radio circles are familiar with. Peter has spent three decades working with various outlets and I’m thrilled to have him writing weekly feature stories for us. Brady Farkas is a talented host and former programmer who now works for WDEV in Burlington, VT. Karl Schoening is a play by play broadcaster who has worked in San Antonio sports radio and has had the added benefit of learning the industry from his talented father Bill who calls Spurs games. Each of them will produce bi-weekly feature stories for the brand. Jason Ence is in Louisville and has written about sports betting for Twin Spires while also working for ESPN 680. He’ll be writing sports betting content for us on a weekly basis. Jasper Jones will help us by adding news stories on Friday’s. He’s presently in Philadelphia learning the business working for Audacy. Last but not least, veteran author, Brewers writer, and former radio professional Jim Cryns comes on board to help us with features on news media professionals.
These six additions make us stronger, and I’m excited to have them join the team to help us add more quality content to the website. That said, we’re not done yet. Demetri and I are still talking with others and I expect to make a few more additions in the weeks ahead. As I said earlier, we want to improve the news media side of our operation and continue adding people to help us make a bigger dent in the sports media space. Broadcast companies invest in us to help them, and I believe it’s important to invest back.
If you’ve programmed, hosted a top rated show, worked in measurement, led a cluster as a GM, sold advertising, represented talent or have worked in digital and feel you have knowledge to share, reach out. I can’t promise we’ll have room but we’re always willing to listen. I’m not worried about whether or not you’ve written for professional publications. Passion, experience and unique insights matter much more than a resume or journalism degree.
I appreciate everyone who takes time to read our content, like and share it on social, and all involved with this brand who help bring it to life each day. The latest additions of Schwartz, Farkas, Schoening, Ence, Jones and Cryns will make our product better. Now the challenge is finding others to help us continue growing.