Being a leader has never been easy. But in today’s environment, it’s become far more complex, demanding, emotionally stressing, and taxing than ever before. My previous four roles in radio were as General Manager. And the one prior — over a decade ago — was as corporate VP of programming.
All I can say is, “Times have certainly changed.”
What was once primarily about overseeing productivity and hitting targets has transformed into more of a balancing act that involves diverse cultures, incredible technological advances, identifying potential employees, mentorship, and constant change throughout each department.
I would often joke that, “I’d be a great manager if it wasn’t for people!” These days, for some, it may not be a joke.
Why So Stressful?
One of the biggest drivers of increased stress I addressed in a recent column is the challenge of finding salespeople, so that aside, the huge shift in employee expectations — particularly among younger folks entering the workforce — is another variable with which managers must contend.
While this next generation brings a huge amount of energy, creativity, and a strong sense of purpose, they also arrive with fundamentally different expectations about the work itself. Employees under 30 tend to prioritize things that those of my generation never even considered, like mental health, flexibility of time and hours, inclusivity, and rapid growth.
They are also more likely to question traditional roles and expect transparency and authenticity from leadership. I’m not suggesting this is a problem. I only believe it means managers must adapt more quickly to a workforce that is less willing to accept, “Because that’s the way it is,” or “Because that’s how it’s always been done,” as acceptable answers.
For the record: if you believe that you do anything because that’s the way it’s always been done, it’s very likely time to find a new way.
Managers are now expected to be far more than supervisors. We must act as coaches, mentors, and at times, emotional support systems. Gen Z employees in particular often seek frequent feedback, clear direction, and ongoing development opportunities. While these are positive traits, they all require a level of time and attention that can stretch managers thin. Especially when balancing the needs of other generations within the same team who don’t share the same concerns.
Experience Is Walking Out the Door
We must also consider the significant wave of retirements among Baby Boomer and Gen X managers who create additional management pressure. I remember dealing with my most experienced team members talking to me about leaving the company. It’s painful to have to face losing your most seasoned pros. And if you’re a CEO or COO, it occurs among your top leadership as well.
Today, those leaving who are at the top of the industry happen in greater numbers. They’re taking with them decades of knowledge, experience, and relationship capital.
As that experience and knowledge depart, it leaves huge gaps that are not easily or quickly filled. In truth, sometimes they are never filled. That creates a pressure cooker of a void. Newer managers are being asked to step into roles earlier in their radio careers, often without the benefit of mentorship or the gradual development that previous generations experienced.
Sometimes, team members are promoted to management who, frankly, aren’t qualified to lead. I have seen terrific salespeople promoted to General Manager who should really just continue to sell.
This type of transitioning often creates a ripple effect. Just look around our industry. It’s not just retirement, either. It’s often budgetary cost cuts and RIFs that translate to remaining managers and team members being forced to absorb additional responsibilities and teams, and make high-stakes decisions with less experience and fewer resources.
Look at what Audacy has done by eliminating local Market Managers and going to a regional management model. I remember when every radio station in the country had its own GM, even within the same cluster. Then the Market Manager role was created, and today the model is being redesigned again. For the good? Who knows.
But Audacy must feel positive about it. I am certain, though, that it creates a heck of a lot of pressure for the regionals. In turn, that pressure will increase on local direct sellers and respective sales managers. Then you must ask how local programmers get the local support they desire and require. The point is, managers still must deal with fewer people who must manage more challenges.
Added Challenges
The rise of remote and hybrid work adds yet another complex layer to the mix. Managing a team that isn’t physically present requires new skills and presents new challenges. Communication becomes more intentional, trust and accountability must be built without face-to-face interaction, and performance must be evaluated differently. Some managers want to measure hours, while others are focused on results.
For Gen Z, many of whom entered the workforce during or after the pandemic, remote work is not a perk but an expectation. I have worked for companies since then that simply won’t allow any employees to work remotely, while others create hybrid opportunities, and still others have little concern about location.
Managers must still find ways to engage, motivate, and connect with employees who may have never experienced a traditional office environment, making relationship-building more challenging.
Next on the growing list of challenges is technology. Sure, it’s a powerful tool. But it has also intensified daily pressure. Managers are expected to be constantly connected, responsive, and informed. Emails, texts, messaging platforms from Teams to Slack, video calls, and virtual meetings, and every other project management tool ever imagined all create an “always-on” culture where downtime is something only remembered by someone born in the 20th century.
Accountability Matters
Another major challenge is navigating the global uncertainty and divisiveness that impacts how employees and team members interact. Economic and political conditions, industry disruptions, and shifting organizational priorities mean managers are often forced to lead through ambiguity. They are expected to provide clarity and confidence even when they themselves may not have all the answers, while also doing their best to stabilize the environment.
Managing today is largely about leading with confidence and reassurance.
Manager accountability has certainly intensified. We’re held responsible not just for outcomes. But for team engagement, retention, diversity, and culture. With a strong emphasis on values and workplace culture, and with fewer seasoned leaders to lean on for guidance, managers are under constant pressure to get it right.
The openness today around mental health — especially among younger workers — is a positive cultural shift, but it also means managers are more frequently navigating sensitive conversations that require care, understanding, and time. Many are simply not trained or prepared for this important role.
Being a manager means operating for positive business performance as well as human experience. The combination of rising expectations from younger workers and the departure of experienced leaders has added new layers to an already difficult role.
Managers who can adapt, communicate effectively, and lead with empathy will succeed. But there’s no question the job has become more difficult and more stressful than ever before. So, ask yourself if you are truly up to the challenge. I had a former Marine as an old boss. And he once told me early on, “When the bullets are flying — lay low and duck!”
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Bob Lawrence writes weekly columns on radio leadership and business. He most recently served as market manager for MacDonald Broadcasting in Saginaw, Michigan. Throughout his career, Bob has held virtually every position in the business over his 40+ year career, from being on-air in Philadelphia, San Diego, and San Francisco to programming legendary stations including KHTR St. Louis, KITS Hot Hits and KIOI (K101) San Francisco to serving as the head of all programming for Saga Communications and working for the Radio Advertising Bureau. Before landing his current role, Bob helped lead Seven Mountains Media’s cluster in Parkersburg, WV/Marietta, OH. He can be reached by email at BGLawrence@me.com.
Bob also honed his research skills over ten years as Senior VP of Operations at Broadcast Architecture, eventually launching his own research company and serving as President/CEO of Pinnacle Media Worldwide for 15 years. Bob spent five years as VP of Programming for Saga Communications before joining New South Radio in Jackson, Mississippi as GM/Market Manager. Prior to joining Seven Mountains Media, Bob served as General Manager for the Radio Advertising Bureau, overseeing its “National Radio Talent System”.
