The most important thing I've learned is to admit what you don't know, don't throw out everything that's been done before; but also, don't be afraid to break the mold and start fresh. "New eyes" often see things that longtime staff have grown accustomed to and have learned to either accept or ignore. You are promoted or hired because of the new skills you bring to the job. Use them!
Joan Gerberding
Vice President Sales
Arbitron

Two of the most important things I've learned when accepting a new position or promotion: Eliminate any discussion of how the former company successfully operated, especially if the new position included a geographic relocation. The second is to heed your best instincts regarding staff members, especially senior staff members, who are not buying in to the new management structure, format change, ownership scenario, etc. Give people an appropriate period of time to accept changes and respond to them, but then act as quickly as is prudent to shore up a management team that is fully supportive of the new agenda. Women, more frequently than men, fall victim to trying too hard and for too long to get people on the team who simply don't want to play, but are "reluctant to give up the uniform".
Mary Bennett
EVP/Marketing
Radio Advertising Bureau

Make no major changes in the first 30 days; simply observe. However, it has been said that you should fire one of your weak links in the first 90 days to set the tone.
Kim Guthrie
VP Cox

The most important lesson I learned when assuming a new position is to not assume that everything the person did in the position before me needed to be changed. Everyone has specific strengths and weaknesses and in every position there are some things that do not need to be touched and other areas that need a lot of attention. Focus efforts where they are really needed, not just where it is easy.
Erica Farber
Publisher CEO,
Radio & Records

While it's important to build trust and consensus for change it is equally important to take charge from the beginning and not hesitate to make changes quickly to improve the operation. Follow your instincts; that's why you got the job in the first place!
Kristine G. Foate
President and CEO
Summit City Radio Group, LLC

I learned a valuable lesson seven years ago when I was promoted to GM and took on the additional responsibilities of two FM stations in addition to the AM that I was accustomed to running. While I changed my time management system to include time for the new stations the critical mistake that I made was an error in judgment in how much time I needed to devote to the new stations. I just split up my time 50/50. This was a mistake. The FM stations were new to me and I should have spent 70% of my time with them and 30% of my time with the station I was familiar with. Therefore, my advice to anyone assuming more responsibility is to set a three to six month time table to devoting more time to the new area of responsibilities so you can fully get your arms around the new challenge. A new task or new situation takes longer to comprehend so more time needs to be spent with it. Take a look at your current responsibilities and find someone to delegate a few tasks to, thus opening up your time for the new unfamiliar challenge at hand.
Keri Korzeniewski
President/GM
Dallas ABC Radio Group

When deciding on any change, major or minor, be sure to factor in your family and their needs, especially if that change or move affects your lifestyle.
Debbie Durben
President
Interep Marketing Group

When changing your job, your career, or your company, be sure to do your homework. Know what you're getting into and know all the angles. If it's a publicly traded company, what does Wall Street say about it? Ignite your network and talk to others in the business who will talk to you about the new company. Ask for a clear expectation from the new employer and ask yourself if it's the right job for you and if you're the right person for the job. Listen to everything and reach your own conclusions before you commit. Just because it wasn't a fit for someone else doesn't mean that it won't be a fit for you.
Cindy Schloss
VP/Market Manager
Entercom Kansas City

When I migrated from corporate life to working out of my home, I rejoiced in the two hours a day I gained which were formerly spent commuting. I was relieved to find I had the self-discipline to work through the day without being constantly distracted by household interruptions. What I did not anticipate was the necessity to get out of the house on a regular basis. Sitting at a computer and on the phone all day is not much of a life, so I now make an effort to get out at least once a day, preferably during daylight hours!
Denise Oliver
Oliver Media

When joining an unfamiliar group, I think it's best to find ways to characterize yourself, to let people know your values, your expectations, and even your idiosyncrasies and pet peeves. It takes time to integrate yourself into the new organization, find your rhythm of work and life in the new place, and begin to earn respect for your contributions. There is always the shadow of the former person in your job, whether good or bad, and giving people time to adjust and accept the new person is important. Finding non-threatening but honest ways to let people know what kind of person you are (and the manager you're going to be) is important for reducing anxiety. Sometimes you have to correct preconceived notions that may have preceded you. Following through in demonstrating the person you've promised to be is the last step. If you falter in this stage, it is much harder to earn credibility and respect.

When I learned of my new position in Houston, I wrote emails or placed phone calls to key persons on the staff, and that earned me many points with the new organization. They wrote back or returned my calls, and I felt that I knew them pretty well before I actually took over the position. As soon after my arrival as possible, my husband and I hosted a small party in our new home. Key staffers and spouses were invited, and although it was not a lavish dinner, this event seemed to be the most important step in all of us becoming comfortable with each other. Caroline Devine
RVP/Market Manager
Cox Radio/Houston and Hawaii

Listen and observe with respect and an open mind. Get to know the people you'll now be working with. They have lots of good information for you. You'll soon learn who loves their job and has passion for the business. These will be the people you'll be able to count on in the future.
Beth Davis
Sr. VP./Market Manager
Infinity Broadcasting Corp. St. Louis

Never taking anything for granted: what people know, what they don't, what they expect, etc. Over-communicate with people by asking a lot of questions, actively listening, taking a lot of notes, and making sure to seek out the opinions of those who seem to be contributing less of the feedback. They very often have a lot to say and have really good ideas. They may simply not be used to contributing or may be waiting to be asked.
Val Maki
Radio Division Vice President
Emmis Radio Corp.

When I was promoted to GM of my cluster after ten years in sales management, I visited with each department head, most of whom had been working side by side with me for a lot of years. I asked each the same set of questions: in an ideal world, what tools would you like to have to help you get your job done more effectively and efficiently? What are the things that you don't like…that slow you down? What would you like to see done differently? Without making any promises, I listened to their input. This buy-in helped ease the way for my transition to running the company.
Amy Rosenthal
President/GM
ABC Radio Minneapolis

Leadership lesson: your first job is to sell your vision to your team, or you're going to be riding into battle by yourself. Assess that team as quickly as you can (one-on-one meetings are the best way). Anyone who doesn't buy into your vision should be encouraged to move to another team or another company. Quickly. If you can't trust them or rely on them, don't keep them on your team. You won't want them there; they won't want to be there. Reality check: Your tie to the company is probably only as strong as the person who brought you in or moved you up. You can change that over time, but most likely your fate and your power is tied to theirs. Don't assume everyone around you wants you to succeed. Identify those who do and get them to advise you on how to avoid conflicts with those who don't.
Mary Beth Garber
President
Southern California Broadcasters Assn

I would advise anyone accepting a new position or promotion to find out who the real players are, pay strict attention to body language, listen carefully to everything being said and not being said, review all information carefully, and take extra time to analyze all information before responding. Under-promise and over-deliver if the situation allows.
Aleta Clardy
Topaz Marketing Group

Manage expectations. That's the lesson I learned on a recent promotion within my organization. Manage the expectations of all: your superiors, your new team, and your family. The news of the promotion and the responsibility is often exhilarating as you look forward toward the future to carry out your vision. You never know how much "baggage" will be uncovered as you move through your plan. So it may mean making more changes to the team and working many more hours than expected. Manage the expectations of progress early and often to keep everyone in the loop of the common vision being realized.
Muriel Funches
VP/Market Manager
Clear Channel New Orleans

A good friend (and superb businessman) gave me this advice when I was promoted to be GM of a station in San Diego: "Build your own team. Find out who's loyal to your vision. Fire everyone else." It seemed cold to me at the time, but he was right. You need to articulate your vision and surround yourself with people who are in synch with your vision. Doesn't mean they can't disagree with you, but they can't have their own agenda. Don't waste a lot of time trying to convert the non-believers.
Judy Carlough
Vice President/Manager
Katz Marketing Dimensions

As I have climbed the ladder, one thing that I have always preached is to reach a little higher, be constant and be involved. I am very mindful of my staff both professionally and personally. I teach by example; whatever my executives encounter they can call me to get involved with them. I have made it my business to know everyone on my staff along with every client at the station and at the agency level. My staff knows that I am not very forgiving if small things go through the cracks, because that means that they don't care. We give 200% and if for some reason it does not work we try again and again; most of the time we do succeed. We have to ask ourselves every morning when we go to work, "What can I do better today than yesterday?"
Laura Hagan
President
Katz Hispanic Media

When you get promoted, or accept a position with a new company, it's important to make your own assessment of the situation. Enter into the new position with an open mind. If you have pre-judged the situation based mostly on information you received from others, you may not be getting the whole story. The most important work you can do in the first 30 days is to observe, listen and learn about the operation you are joining.
Nancy Vaeth
Senior Vice President/Regional Manager
Susquehanna Radio

Listen and learn before you start making changes. It's easy to repeat the mistakes of your predecessors unless you take the time to understand fully what has happened before and why. Get your hands on every bit of past research and correspondence that affected events in the past and take the time to understand it fully before making any decisions. The things that look obvious to you probably have already been considered and possibly even done before. Look deeper and fully understand the dynamics of the marketplace, then take action.
Jaye Albright
Consulting Partner,
Albright & O'Malley Country Consulting/RadioIQ