Barrett Media produces daily content on the music, news, and sports media industries. To stay updated, sign up for our newsletters and get the latest information delivered straight to your inbox.
Steve Reynolds is the President of The Reynolds Radio Group. The Raleigh, NC based Reynolds is a top ten high-profile talent coach who works with talent and companies in all formats.
Reynolds grew up listening to WABC and got his first radio job at age 15. He was on air in Springfield, MA, Waterloo, IA, and Raleigh, NC. In the late 90s, encouraged by Jon Coleman, he made the move to full-time talent coach.
Reynolds describes his most rewarding thing as “when the personalities tell me they look at radio much differently today because of the conversations I forge each week and how I challenge them.”
He is this week’s featured consultant.
Jeff Lynn: How do you see the state of the Radio Industry right now?
Steve Reynolds: It’s in flux, like it’s been for the last fifteen years once consolidation started. But it’s a golden time for talent, from my perspective. Stations large and small really understand the necessity for credible, relatable, and fun talent to brand their stations and stand out. Only talent can create that trust to build loyalty with listeners and prove to clients the value of our industry to sell products. Talent help radio stations differentiate in a sea of choice – and they always will.
JL: How do you break through to talent that is stubborn, thinks they are already doing everything right, and doesn’t want coaching?
SR: It’s important to know where that comes from. As a product of many years of therapy, most of that comes from fear. The fear of them being perceived as not being the smartest or funniest or most strategic in the room. Analogies can be made to premiere athletes who have coaches who help elevate them. My brother’s former mother-in-law won a Tony on Broadway. When I asked her what was next for her career, she told me she was hiring another acting coach to help her win a second. I make these simple analogies all the time. If I help create a safe space, built on affirmation, honesty, and accountability with the talent, the fear dissipates and they become more open to the challenges.
JL: Along the same lines, a morning show has a benchmark in which they are emotionally invested. Everyone else can see that its time has passed, how do you convince them to let it go?
SR: I am always reticent to make changes in benchmarks unless we have research that proves it is no longer effective. Talent get attached to things because it’s their comfort zone. If perceptual research shows it isn’t working or the benchmark doesn’t meet strategic goals, then we engage in that conversation. What I hear more often is the opposite. A disbelief in benchmarks. They are critical tentpoles for every show because they are image builders and cume activators. You must be known for something and viable benchmarks are critical to branding every program. That said, just doing something at the same time doesn’t make the feature right for the objectives of a benchmark. I also see some shows that want to move benchmarks around. That is a big no for me as we are trying to groom an occasion at that time. Moving it works against that. I always share that David Letterman did his first Top Ten list on September 18, 1985 (words that rhyme with peas) and he did his last one May 20, 2015 (things I’ve always wanted to say to Dave). While the feature changed dramatically in its presentation over that time, it stayed the same – a topic with ten punchlines. If he could do the same feature on every show for almost 30 years, we should, too.
JL: Without naming names, tell me about a difficult talent or team and how you dealt with them, earned their trust, and developed a partnership.
SR: My addition to a room of creatives is, at times, perceived as though the company doesn’t believe in the show. I shared that it’s the exact opposite. In a day of dwindling resources, why would a company commit time and money to a show they don’t believe in? That made sense to the show I am referencing. To build a partnership, the team needs to trust. Trust is a product of vulnerability and time. So, I invested lots of time getting to know the talent. What’s important to them professionally, what are they like personally, how’s their life at home, what are their values? I focused on that while revealing who I am as a person to them, too. In that time, we found personal connection points to break down those walls of fear. Then we collaborated on a growth plan, with small, incremental evolution at first. Once we saw the positive impact, more trust appeared, and we kept moving forward.
JL: What advice would you give a morning show doing well in a midsize market that aspires to grow and get to a bigger market and get the attention of the big owners?
SR: Build relationships everywhere. Talent is so needed. You get there by knowing people. I got one of my first big clients 25 years ago because I had a relationship with Jon Coleman from Coleman Insights. Jon was presenting to a major market management team that their show, under attack from a new competitor, was faltering. He knew what they’d ask next. Which was, “Who do you know that fixes problems like this?” Get to know everyone – especially at the highest levels of all companies. They are good, smart people. They know where their challenges are and, if you’re top-of-mind, talented, and have a great attitude and work ethic, you’ll be first on their list for consideration. In short, market yourself to the industry to stand out.
JL: Please answer the question posted on your website, “Who the hell is Steve Reynolds?”
SR: When I was in high school, I asked my dad if he knew anyone at a local radio station. I’d just been fired from Burger King (yes, it’s a story) and wanted to do something different to make money. I got the radio bug and believe that that guy is still at my core (minus the braces, acne, and insecurities). I say there really is no original Steve Reynolds. I am a Frankenstein. I have had the great opportunity to hang out over the years with some of the smartest people in our industry. All of them have asked me hard, reflective questions and I’ve taken a little from each as I have evolved.
JL: What are the best practices for moving a show or a talent into the world of video and podcasting?
SR: What’s missing from many shows when we start is a content strategy. What’s our show about? What’s its plot? What is effective character development? Why do listeners choose us? What images are we trying to secure? What is great content and how do we do it? What are our points-of-differentiation in the market? We must have a content strategy for on-air and then one for video, podcasting, and social media. We no longer have the luxury of figuring it out as we’re doing it. I talk with talent about the value and importance of being strategic. If you add that to talent who tend to be creatives, it’s a very effective combo.
JL: Aside from ratings, how do you measure progress with the talent you work with?
SR: Excellent question. Two answers here. How is the culture of the room? A strong culture amongst the team is essential for performance and growth. Phil Jackson won six championships with the Chicago Bulls and Coach K at Duke kept winning because they focused first on building a great culture. When shows aren’t performing in the ratings, I ask the same two questions (especially to nervous managers who want results now): do you believe in our people and do you believe in our strategy? I focus on three core areas of great talent: Aptitude (are they a talented bunch – fun, curious, interesting, relatable, opinionated, knowledgeable); Attitude (are they positive people who figure stuff out); and Work Ethic (will they grind it out to be successful and set the tone for work with the team)? If we have those three items and believe in what we’re doing, it’ll happen if the station is right.
JL: What was the best piece of career advice you were ever given?
SR: When I started the company, I sought advice from a bunch of people. Pierre Bouvard (then with Coleman, now with Cumulus) said, “Whatever you have, give it away.” That advice had nothing to do with radio, so I asked for clarity. Pierre told me I had a unique skillset to help shows, especially because I did one, so I could be empathetic. He reminded me that if I helped anyone who reached out or gave advice to any company asking, with absolutely zero interest in what was in it for me, I’d build value. And, more importantly from a human standpoint, helping people is the right thing to do. That advice is as relevant today as it was 25 years ago. So, I have a policy that if anyone reaches out, especially a talent, they hear from me, and I help them. With the only ask I make back is that they help someone else when they are in need, too. We’re all responsible for making the industry better.
Reach Steve Reynolds by email.
608 Sarahcreek Court
Raleigh, NC 27607
Business: 919.821.4700
Cell: 919.280.0106
Jeff Lynn serves as Editor of Barrett Media’s Music Radio coverage. Prior to joining Barrett Media, Jeff spent time programming in Milwaukee, Omaha, Cleveland, Des Moines, and Madison for multiple radio groups, including iHeartMedia, Townsquare Media, NRG Media, and Entercom (now Audacy). He also worked as a Country Format Editor for All Access until the outlet shut down in August 2023.
To get in touch with Jeff by email, reach him at Jeff@BarrettMedia.com.
