Managing Communications @ Burke’s Business Builders.

When I was running radio stations, my boss was a regional manager for whom I had a tremendous amount of respect. He was a real leader in a business full of managers who tried to be leaders. I believe that in order to be a leader, people have to want to follow. Not be willing to follow; want to follow. It’s what separates the good from the great.

I really looked forward to talking to this regional boss of mine at the time. We had a strong relationship (making your numbers will do that) and I always learned something from him when we talked. As is the norm for many companies, I had regular reports to send him, but we would talk at odd occasions, usually once a week or so, as he was on the road constantly.

At one point, I had left him voice mails on his office phone and cell phone, but wasn’t getting a call back. This went on for an uncomfortable time, maybe going on three weeks. I know, some of you would like that with your regional, but it really bothered me. I convinced myself that I had done something or said something that had upset him. I racked my brain trying to figure out what I did wrong. Was I on my way out and I didn’t know it? (This was happening a lot in radio during those days.) I got to the point where I almost didn’t want to hear from him.

Finally, after 3 weeks, he called. I braced myself as I asked the most obvious question in my mind: “John, did I do something to upset you?” He started chuckling, then apologized for not calling me back sooner. He said, “Dave, I have 14 markets I oversee, each with between 4 and 8 radio stations. I have lawsuits in some markets, talent issues, new studios being built, you name it. In your market, I have zero issues to deal with. As much as I like talking with you, it’s a joy NOT having to call you.”

Well, you can imagine how I felt. All that angst for nothing. But I learned a very valuable lesson about myself and those who work with me. If you don’t give your employees feedback as often as they expect it, they will almost always think something is wrong. I did, and I should have known better. As I continued to lead these stations, I made sure to answer the one question every employee needs answered constantly: How am I doing? I promised myself not to put my staff in the quandary I was in when I didn’t have that question answered.

When it comes to sales staffs, over 70% of sales people fall into a personality style known as “socializers”. That’s what makes them great sales people. And what these people live for is being on stage, applause, and recognition. When they don’t get it from their boss, they assume, as I did, that something is wrong. Knowing what makes these people tick is a key part of leadership. The great leaders change to adapt to the people they lead. They don’t expect those being led to change to the leader’s style.

I told my boss this, and he learned from it, too. That’s another part of his character that makes him a fabulous leader.

Bottom Line: It’s often the unsaid action that speaks loudest. Be very aware of the actions you take and don’t take, and how those around you interpret it. You could be mis-understood and not even know it.

Dave Burke is President of Burke Media Marketing, Inc, an advertising sales training consultancy. Dave works with radio, TV, and cable sales teams and their clients to help them dominate their markets. He can be reached at (603) 746-5588 or http://www.BurkeMediaMarketing.com