These days, it’s no longer about whether we use AI or not. It’s instead how we use it. I use it for research, specifically to identify what industry folks like you are talking about and what concerns you most. I also read industry news and articles from other professionals. To decide whether I can offer another POV or perspective with insights you may find interesting and compelling.
The one constant in this process is that the top issues and concerns in our world all swim in the same seas. So again, this week I asked AI what it would do if it were CEO of a radio/media company today. Obviously, it only suggests ideas that already live online. However, it does parse through everything and identify the most common concepts.
So, in full transparency, here is the response from my ChatGPT query. Although I edited it for the sake of brevity and inserted my own italicized observations and thoughts.
*Editor’s Note: Answers have been edited for clarity and length.*
<Original Query:> Considering the top issues and concerns of industry professionals. If you were CEO of a radio/media company, what would you do to improve your company’s listenership and revenue?
ChatGPT: If I were CEO of a radio/media company today, I would approach the business with one core belief: Radio is not competing to be the best technology. It’s competing to remain the most trusted and emotionally connected local media platform.
The industry’s biggest mistake has been trying to fight digital companies on their terms instead of maximizing the strengths only radio possesses. Solving the industry’s problems would require operational change, cultural change, and a completely new way of positioning radio to audiences, advertisers, and employees.
Bob Lawrence Feedback: That sounds reasonable. It appears that most companies have adopted a similar strategy. We have indeed heard about this “operational and cultural change” on nearly every quarterly earnings conference call over the past few years from virtually every CEO.
Step One – Local Personalities
ChatGPT: The first thing I would do is rebuild radio around local connection and personality. Over the last two decades, many stations reduced live talent, local content, and community presence in order to cut expenses. While that improved short-term profitability, it weakened the emotional relationship listeners once had with stations.
I would reinvest heavily in local personalities, local storytelling, and community involvement.
Stations should become visible, active brands in their cities again through events. Such as partnerships, charity work, live broadcasts, and audience engagement. Streaming platforms can deliver songs, but they cannot replace trusted local voices.
Bob Lawrence Feedback: Wow! Reinvesting isn’t a term we hear often outside of investments made to increase the share of digital business versus bolstering radio’s strength and power. Company commitment to hiring more local personalities and talent. While using storytelling and community involvement to improve the radio brand. That’s something we hear much about on earnings calls.
In fact, all evidence seems to point to the contrary with continued RIFs across the industry.
Step Two – Sales Philosophy
ChatGPT: Second, I would completely reinvent the sales philosophy. Too many radio companies still sell advertising inventory instead of marketing solutions. Advertisers no longer care about simply buying thirty-second spots. They want measurable business growth.
I would retrain sales staffs to function more like business consultants. Every client proposal would combine broadcast, streaming, podcasting, video, social media, influencer endorsements, and event marketing into integrated campaigns.
Radio companies already have relationships, reach, and trust within local markets. The key is offering those assets in a modern way.
Bob Lawrence Feedback: Some still have what I call a “spot mentality” and walk into client meetings with pre-packaged one-sheets. Most Market Managers and GSMs adopted a “business solution” philosophy a while back. Top sales trainers like Jeff Schmidt and Pat Bryson have promoted this philosophy for as long as I can remember.
That said, there are still seasoned sellers who don’t respond well to new-world training and continue selling with an old-school approach.
Step Three – Better Spots
ChatGPT: Third, I would dramatically improve commercial quality and listener experience. One of the biggest complaints about radio is excessive commercial clutter. Long stop sets drive audiences away and reduce advertiser effectiveness.
I would reduce commercial loads, increase pricing on premium inventory, and focus on higher-quality creative advertising. Great audio storytelling still works incredibly well when commercials sound authentic, emotional, and memorable rather than loud and repetitive.
Bob Lawrence Feedback: As someone who spent time in a few Market Manager chairs, this is certainly easier said than done. Especially when battling advertiser and listener perception, declining broadcast revenue, and pressure from corporate leadership.
It’s challenging to discuss premium rates with clients, even when logic explains their message will be far more effective. Without a doubt, though, “less clutter with more efficiency” makes complete sense.
Added Items
ChatGPT: Another major priority would be talent development and recruitment. Broadcasting cannot survive if younger generations view it as unstable or outdated. I would build partnerships with colleges, content creators, and digital influencers to identify future personalities and media leaders.
Young talent should be encouraged to build brands across radio, podcasts, YouTube, TikTok, and live events simultaneously. The future broadcaster cannot exist only behind a microphone.
Bob Lawrence Feedback: All of the above is accurate and already in play through organizations like National Radio Talent System, Broadcast Education Association, and many individual state broadcast associations.
I would add that local broadcast operators and managers need to build stronger relationships with area colleges, universities, and local sports franchises that broadcast and stream games.
Our industry has not adequately supported talent growth. In reality, the many cuts suggest broadcast media may not be the best choice for a stable future. As an industry, we have talked extensively about the lack of farm teams and players on our benches. We all need to take a more proactive role in talent recruitment through greater community involvement. The same applies to salespeople as well.
ChatGPT: Technology and digital expansion would also become central to the company strategy. Every station should operate as a multi-platform media brand, not simply an AM/FM signal. That means aggressive investment in streaming, podcasts, mobile apps, video content, newsletters, and social engagement.
Radio companies must stop treating digital as a side business and instead integrate it into every department.
Bob Lawrence Feedback: While some companies have adopted a “digital first” core mission, others follow what Saga Communications President/CEO Chris Forgy recently referred to as a “customer first” approach. Which includes full integration of both radio and digital.
I recall a research project I conducted for Star 94 Atlanta when Jefferson Pilot Communications owned it. We concluded that, at the time, Star was neither a CHR nor an AC station. Then Jefferson Pilot President Clark Brown said, “So what you’re saying, Bob, is that we have one foot in cold water and the other foot in hot water and, on average, we’re feeling OK, but in reality we are freezing off one foot and burning the hell out of the other?”
He was correct. The moral of the story is that you’re either all in or you’re out. There is no middle position.
I am still amazed at how many operators don’t have apps. Then there are companies like Steve Newberry’s Quu which helps empower client messaging with an added visual component through the listener’s auto dashboard.
Why would you not jump on that kind of opportunity?
ChatGPT: Finally, I would focus heavily on company culture and optimism. One of the industry’s biggest problems is internal negativity. Too many broadcasters speak as though radio is already dead, and that attitude damages morale, recruiting, sales confidence, and innovation.
I would build a culture centered around creativity, experimentation, local impact, and adaptability. The future of radio will belong to companies that stop defending the past and start confidently defining what local media can become.
Bob Lawrence Feedback: Radio still has enormous strengths. This includes trust, companionship, immediacy, familiarity, community, and emotional person-to-person connection. These qualities are even more valuable and important today than ever before.
As we continue to be led by algorithms and fragmented digital noise, the most successful media companies will continue evolving accordingly and will absolutely thrive in the years ahead.
The future of radio is not about broadcast towers versus streaming. That battle is a fool’s errand. The future rests in human connection over algorithmic isolation, and radio still holds that powerful advantage.
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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”.
