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A lot has been written and discussed about the always imminent demise of broadcasting. The reasons, or blame, tend to fall into three categories: technology, competition and consumer behavior. Technology changes — in the form of numerous digital platforms — are said to be the driving force behind broadcasting’s decline. Competition, aided by these new technologies, has created a much tougher competitive landscape where it’s harder to understand how to score, let alone “win.” The opposing teams, this theory posits, are smarter, faster and better equipped. And finally, we need only look at the changes in consumer behavior to find the culprit: fans no longer “need” broadcasters the way they once did. Their changing appetites, coupled with endless technologies and new competitors, make the ending of this story fait accompli. But there’s a more easily recognizable villain playing a role in this melodrama. Inertia, in the form of a reluctance to experiment, is the true enemy. It’s also our biggest opportunity. I’ll leave the content discussion of “local vs. national” for others to debate, as I think that premise misses the larger point. And I’m not an expert on the technology that drives today’s changing audio and video consumer, so I’ll let much smarter people than me weigh in on that. But when it comes to content — the stuff we actually expect people to watch or hear, inertia keeps bringing us back to the predictable and the ordinary. In my experience, this lack of willingness to try new things is driven more by fear than by lack of ideas. Broadcasters are, by reputation and fact, a pretty creative bunch. In markets large and small, we have some of the most interesting people roaming our halls. But when it comes to implementing new ideas, we tend to: - Veto them due to financial constraints (also known as budgets!) - Dilute them (so they’re not as risky) - Try them, then ditch them at the first sign of trouble As I begin WEXL Coaching & Development, LLC and work with stations large and small, I’ll be a voice that challenges these tendencies and inspires others to experiment. Not every risk we take leads to resounding success. But some of the projects I consider my best work were the result of this “inertia resistance.” For example, as program director of KGW-AM in Portland, OR I assembled quite the unorthodox collection of on-air talent — including a short-order cook, a retired police chief, and a university professor. The lessons from that experience still resonate, even though the company shut it down after two eventful years. I also recruited an unusual and risky talk show host, whom everyone predicted would fail within weeks, in my first programming job at WISN-AM in Milwaukee in 1989. That host still reigns dominantly over the market’s afternoon ratings 34 years later. And yes, I’ve also been part of some of the most mundane, research-driven formulaic television and radio programming you can imagine. While technically correct and strategically sound, these products never captured anyone’s imagination or evoked an emotional response from audiences. My approach is not based on a running critique of others. I’m a big fan of broadcasters and others who are in the game every day, applying their best abilities and ideas. But our enemy is not our competitors, technology or our fans. The opportunity for success lies within our willingness to try new things — and to give those projects the time, resources and oxygen they need to thrive. Only then do we create exceptional content that "surprises and delights" our audiences. I’d love to help your group surprise and delight your fans and partners. You can reach me at wexlcoaching@gmail.com to discuss your anti-inertia efforts. In the next “Wex Files”, I’ll be discussing how self-induced inertia is impacting our sales efforts and suppressing revenue growth.