Me with two really smart guys

Steve-Seth-Pepper

Pepper Bullock calls himself a “Change-Agent.” He has been advising senior management at Learfield (where I once worked) for years and I’ve gotten to know him a little. A really smart guy who happens to be really nice. That’s him on the right.

I was a little shy about getting my photo made with Seth Godin so Pepper dragged me up for this photo. (Thanks to Alan Blake for sending this along so promptly. He was one of the photographers at this event. A really nice guy, in addition to be a very good photographer.)

Seth Godin

seth

I first heard Seth Godin speak at a Radio Ink conference in 2000 in Boston. He published Permission Marketing the year before and it was changing the way everybody thought about marketing.

That presentation was the best I had ever seen and I didn’t see a better one in the ensuing 13 years.

Mr. Godin was one of the speakers at an event held by the company from which I recently retired. I had a great seat down front and center and he did not dissapoint. Not sure how long he spoke but it seemed like 15 minutes (probably and hour+ in real time).

If I can get my hands on the audio or video I will take some notes and share them here. Sorry I can’t show you the video because watching how Godin used slides to help him tell his story was a thing of beauty.

My offices

office

While cleaning out my office yesterday, I reflected on the spaces in which I’ve worked over the past 40 years. During my radio days I spent most of my hours in a studio (on-air or production). When I came to Learfield they didn’t have a real office but provided a tiny desk on a tiny sun porch attached to the old house.

sunporch

I don’t have a photo of my desk but it looked just like this one (in which Roger Gardner is hiding his face for some reason). I got a nicer space when Jim Lipsey and I each had a corner of a big old room in that same house.

mccarty_office

We eventually built the nice building we’re in now and I had a nice office just a couple of down from our CEO. That proximity mattered in those days (perhaps it still does). The carpet was a different color in these offices to visually make the point we were special.

I suppose we once needed offices to put things like filing cabinets and typewriters and chairs for visitors. And we needed a private space to talk about things that others weren’t authorized to hear. My little office started feeling like a small prison cell (albeit with a big window).

In an era of smart phones and MacBooks, a building filled with little square rooms lining hallways seems… quaint. Hardly the best use of space. But then, where would I keep my stapler.

The House that Clyde Built

In the spring of 1984 I had been back at KBOA for about a year. Barb and I had moved to Albuquerque the year before to seek our fortune. She found hers, I did not find mine and we moved back.

I was in the production studio when Clyde Lear called to offer me a job managing his news network. I was still smarting from my Adventure in the Desert and told him I really wasn’t interested. Besides, I really wasn’t a news guy. That was fine with Clyde because he had the best news guy in the state (Bob Priddy). He wanted someone from the programming side.

I took the job and worked for Clyde for the next 25 years. To say he changed my life is — as they say — an understatement. He changed a lot of lives. And built a great company.

On Friday he (along with a handful of minority stockholders) sold the company to a private equity firm.

But for us old hands, the story is “Clyde has left the building,” figuratively if not literally. Our company will continue to grow and prosper, but it won’t be the same company. And that’s okay. Everything changes.

Learfield 2.0

Latest release dropped on Friday with the announcement that our company had been purchased by a private equity firm.

Learfield was founded (co-founded, actually) by Clyde Lear, forty years ago. He borrowed $24,000 from some local businessmen and grew the company by ploughing back profits and — later– borrowing from a local bank. A great entrepreneurial story.

For the first dozen years of the company (ver 1.0), Clyde managed everything. Around 1984, he started growing the company and needed to delegate some the work. I was part of that hiring spurt (ver 1.1).

It wasn’t long before our sports division took off and we opened an office in Dallas. Our news division was growing, too, but not as fast (ver 1.2).

Sometime in the 90s we had a major restructuring of management, with Clyde handing off CEO duties. This was Learfield 1.3 and as the dust settled, I slipped out the window and began easing myself down the corporate ladder.
A couple of years ago, Clyde shuffled the cards again and Greg Brown took over as President and CEO (let’s call this ver 1.8)

Learfield 2.0 is a major update. Clyde still has a “minority interest” in the company but prior to Friday, he had the final word on anything big (if he wanted it). That’s a big change for those of us that were personally brought into the company by Clyde. And doubly so for those charged with the running the new company.

Let’s just call this a soft reboot. Control+Alt+Delete.

What did we do before computers?

It’s a question I silently ask myself from time to time, so I thought I’d try to reconstruct how I (and others) did my job when I first came to Learfield in 1984. (This photo was taken in 1985 and I’m including it with this post as a memory aid. Annotated version.)

It might be easier to to start with what we didn’t have. I’m going to say no computers even though there was a Lisa II (?) running VisiCalc. No fax machine. No mobile phones.

The bulk of my job was dealing with affiliate radio stations and there was only three ways to do that:

1. Call them on the phone
2. Send them a letter in the mail
3. Get in the car and go see them in person

Each week we would send stations a “log” showing which commercials would be airing in each of the news or farm programs we sent them via satellite. One of the secretaries had drawn a table (6 columns for M-Sa and 13 rows for the number of shows) using a ruler. This was copied (we had a copier) each week and the blank table was rolled into an IMB Selectric typewriter and the names of the sponsors typed in.

This had to be completed by Wednesday of each week in order to get them mailed and to the stations in time for their “traffic” person to insert those commercials into THEIR log for the coming week. And delay and the system fell apart.

The photo above reminds me I used a manual typewriter often enough to keep it close. The computer in the photos is a Zenith and I was the only person in the company with his own personal computer.

We also had a big IBM Displaywriter that allowed us to do mail-merge documents. Amazing tech for the time.

Next to my phone is a Rolodex with all of my contacts, each typed on the big Royal but continuously updated with scratch-throughs and margin notes. If you got fired, you wanted to have a copy of your Rolodex.

If –god forbid– we needed to get information to every network affiliate “fast,” someone had to call each station, one at at time.

One of the tools I relied upon most was my big map. You can’t see them but there is a pin showing the location of each radio station on the network. It was a thrill to add a new pin and agony to remove one.

Long before Google Docs, there was the bulletin board for all the important lists. (this was not portable)

Years later we got our first fax machines, even though most of our stations didn’t have them. We knew they would. Someone stood at the machine and keyed in the name and phone number of every radio station (or advertiser). When you wanted to blast a fax out to a “list,” you fed the document in and it called each number, transmitted the facsimile; printed a “receipt” and then called the next number on the list. It was wonderful. We didn’t have to wait 3 or 4 days for the USPS.

And it got better. As we got more computers and modems, programs like WinFax could do the job of a fax machine but with far less effort and with much greater speed. We could keep a station’s fax machine humming all day and all night, burning up expensive rolls of thermal paper. The term “spam” was years in the future.

Now we post information to our websites and stations download at their leisure. We communicate with them on Facebook and Twitter and all the rest. Email is instantaneous.

Will it get faster/better/easier still? Hard to imagine how but I assume it will

Learfield videographers

When I started messing around with putting video online, I was one of the few in our company doing so. Oh, there were lots of folks who knew more about video than I, but the crude tools and results in those days wasn’t worth the effort to most folks. Today, we have lots of talented young men and women doing video. I’m discovering more every day.

Here’s a nice one by Allison Blood, one of the new reporters in or Missourinet newsroom.

Slightly revised Gadekunst from Allison Blood on Vimeo.

 

It would be a sad thing if, after 15+ years of Internet, I was the go-to guy for putting a video clip on line. Which was the case for a while. But no more. I think I’ll use this post to link to the work of these talented men and women.

iMovie on the iPad

I’ve had the iPad2 for a while but hadn’t gotten around to doing any video, so I sat down with Jeff Moore, one the sellers for our company. He’d just returned the World Pork Expo so I asked him a few questions about the event.

I thought audio and video quality on the iPad was pretty good (I typically do a shitty job with lighting). And iMovie has some very nice features. I was a little disappointed with the title options but that might be just my lack of familiarity with the app.
Here’s a pretty good demo of the features

“The Cultural Imperative For A Social Business”

 

That’s the title of a blog post by Maria Ogneva that has been stuck in my head for a week or so. It’s about how businesses and organizations communicate and share information. A topic of discussion in our company recently. Here are a few of my take-away’s from Maria’s post:

“Transparency and openness require the braveness of “opening up the kimono”, not when convenient, but all the time. It involves letting people know what’s happening and why, with advance notice, providing a channel to share feedback, and closing the feedback loop – in the open.”

I give us a B- on that one. We’d like to be there but aren’t quite.

“Knowledge hoarding is replaced by sharing. Traditionally, our educational systems have emphasized becoming a specialist. We have hoarded our knowledge in fear that if we shared what we knew, we will become more replaceable.”

Ouch. Been guilty of that myself. I suspect we still have pockets but by the very nature of hoarding, it’s difficult to know.

“Command and control mindset: Traditionally, corporations have been structured with tightly managed controls at the top, which were passed down through levels of management, down to the people who actually performed the work. Tasks to be done, as well as the processes by which these tasks had to be done, were mandated from the top.”

The C&C manager often has an “I-know-best-that’s-why-I’m-the-manager” mindset. Takes a lot of self-confidence to break free of this approach. But the command and control style of management be less and less effective in any event:

“Rigid hierarchies: Scarcity of information pre-Internet, combined with specialization, has contributed to knowledge hoarding. At times, this asymmetry of information, and not the right leadership skills, allowed people to rise up the corporate ladder. Hierarchies were developed to preserve this status quo. However, things are changing rapidly, and democratization of information is definitely putting the emphasis back on leadership style, and not access to information, as a competitive advantage.”

This is why I’m all in on the Network and shared information. It’s breaking down these 20th century approaches to business, communication and everything else.

If you manage a company or work at a company, you should take a few minutes to read this insightful post. I’ll let you know how things come out at our company.

May 14, 1984

The recent death of Derry Brownfield, one of our company’s founders, stirred up lots of memories for those of us that have been with the company for a while. Reflections on how decisions that seemed minor at the time we made them turned out to be life-changers.

Long before blogs –or personal computers– I kept a journal (sporadically) and came across one while cleaning my home office last weekend. The entry for May 14, 1984, was written (on onion skin paper) after accepting a job at Learfield. For some reason I listed the reasons for taking the job.

1. A great career opportunity. LC is into satellites, communications, etc.
2. More money
3. Opportunity to grow in position and money
4. Get Barb off the highway and to a city where she’ll have more more professional opportunities
5. Jeff City is a city of 32,000 more or less. A good size
6. I won’t have to get up at 4am
7. I won’t have to work every weekend forever
8. I will be challenged more than spinning a feew 45s, reading the weather, and (writing) a couple of dozen commercials every day.
9. I will get off holidays from time to time.
10. I will have an opportunity to work with very talented people.
11. KBOA can only get worse and worse

I hope that last one isn’t painful for those who do or have worked at KBOA in the intervening years. It was just my opinion at the time.

Most of us wonder about the road not taken. Interesting to see my specific thinking from 27 years ago. Barb loves what she’s doing; I still get up at 4 a.m. but just to pee; holidays and weekends off, check; and lots of talented people. Good call 1984 Steve.