Accomplishment

"You won't accomplish anything in this business without a willingness to take risks, starting with the risk of losing your job. That takes money; some savings...

Unless you have a chunk of change to start out with, look at mutual fund families that permit you to open an account with a small amount of money and that encourage you to add a small amount with each regular investment. Janus and Twentieth Century are two companies that come to mind; undoubtedly, there are others...

Be better insulated against financial disaster when you get fired. (Everybody in the business gets fired eventually. Don't take it personally.)

Building your savings helps insulate you against job losses. For many programmers, though, the ultimate goal is not just getting to be better known program-director and not just having less to worry about if they lose their job, but getting into a position where they have more security or responsibility in management, or perhaps getting into ownership and being their own boss."

This is what Eric said.

Characteristics

"An extremely extroverted general manager tends to drive a very exotic, costly, or flashy car and often tries to dominate and intimidate subordinates. An extremely introverted Program Director tends to drive a very low status car and is unable to articulate the reasons for his or her programming strategies, working them out through intuition and what feels right. These may be the the right to things to do, but the Program Director cannot defend them with logic, which serves as evidence to the general manager that they haven't been thought through and are probably wrong.

Another characteristic of the extremely introverted program director is that he or she doesn't expect to be given respect and obedience by the staff and may act dictatorial, arbitrary, and unfeeling toward subordinates in an effort to establish and maintain authority. Needless to say, tyranny is counterproductive. Although this type of person may not believe it, all airstaffs (indeed, all teams of any sort) seek a leader and will automatically grant respect to their new PD right from the beginning, until he or she forfeits their respect through such conduct.

The moral is to never command through fear but rather to lead by example. If you have doubts about your course of action, don't reveal them to your airstaff; all teams want an assured leader. If you make a mistake, admit it; no team expects infallibility, and all respect honesty and openness in a leader. Just continue to lead with decisiveness after making any necessary course correct.

From this quick psychological overview of these types of personalities, I'm indebted to John G. Kappas at the Hypnosis Motivation Institute in Van Nuys, California (818-344-4664), to whom I direct you for more discussion on this subject. His book, Your Sexual Personality, is the most accurate and valuable work on human psychology that I've seen. It's applicable to everyone, not just those seeking success in romance. If you are interested in going into much greater depth on this psychological study, I suggest you obtain and read this book."

This is what Eric said.

Differences

"General Managers are frequently outgoing and gregarious. They enjoy being parts of groups and in the center of the action and are often sports oriented. They tend to believe that others are like them and that others feel as they do about everything...

The sort of extroverted people I'm describing here frequently define themselves by their possessions, especially a very nice car...

Turning to the programming, the most effective Program Directors have to be able to get into the listener's head and perceive the station the way the listeners do. This mandates the ability to see and understand the points of view of others. This ability is often associated with a somewhat introverted personality..

.It may have occurred to you that these two personality types also tend to represent the two personality types found in most successful marriages. In truth, opposites do attract in marriages, but they don't often attract in relationships between people of the same gender, as in a business relationship. Being such opposites, even though this is the most common situation, can lead to problems between a PD and a GM as they attempt to work together."

This is what Eric said.

"In many cases, the morning personality is the key for the purposes of the station's ratings and economic success. I've found that just holding this prestigious position can be its own reward. I always hire on-air people who could work any shift. I start new hires on the least prestigious shift (all nights or evenings) promoting them to middays, afternoons, and mornings as those ahead of them leave. I refuse to have a pay scale that tells some on-air people that they are less important than others."

"If you're with the majority in this business, you don't agree. If you plan differential pay scales based on the perceived value of each shift, then for heaven's sake be consistent on what the pay differential is. Give current staff every opportunity to apply for the better-paid airshifts as they become available, so that your people perceive the pay differential to represent the prestige and value of the time period and not themselves as individuals. The differential then provides an incentive to stay with the station and strive for promotions to better-paying positions. You can't build a team if everybody resents everybody else. This leads to cliques and destructive personnel situations...

A common airstaff scheduling procedure in radio is the six-day week. Employees are assigned to work six and half hours a day, six days a week to ensure that some full-time airstaff work on the weekend and to reduce the expenditure and reliance on part-timers. A union would generally demand five work days per week as the only acceptable full-time approach, which would require overtime pay for a sixth day. Many nonunion stations have chosen to give the sixth day off on a fixed pattern- every second, third, or fourth weekend day off, in response to the airstaff's desire to have a full weekend off. Be aware that if you do this and then need to omit the regular weekend day off occasionally because of vacations or illness, labor law might require overtime pay for that 'normal day off' if it is worked after all, even if the individual works fewer than forty hours per week."

This is what Eric said.

British

"The earliest British copyright laws were instruments of censorship. In 1557, Catholic Queen Mary Tudor capped off a 120-year monarchal struggle to censor printing presses in England by issuing a charter to the Stationers' Company, a guild of printers. The only books they would print were allowed by the Crown. The company was authorized to confiscate unsanctioned books. It was a sweet deal for the publishers. They got exclusivity- monopoly power to print and distribute specific works, the functional foundation to copyright. The only price they paid was relinquishing the freedom to print or dissenting texts. While professional authors had no declared standing before the law according to the practices of the Stationers' Company, authors certainly played an economic role in the bookmaking process. The printers paid authors for their manuscripts and in return received exclusive rights to them. The authors not only received professional compensation and standing through the bookmaking process; they could be assured that their works would not be pirated or misrepresented in the market."

This is what Siva said.