Pat Paxton, Chief Programming Officer, Entercom
August 14, 2020
by Fred Deane
Pat Paxton
Pat Paxton’s resourceful approach to managing during this pandemic time of crisis has been extremely resolute in his efforts to reinvent, to call the appropriate audibles, and simply to be a stabilizing force to his troops. Yes, this year has indeed thrown all of us several curve balls and it through steady leadership and sturdy team players that a company as fit as Entercom has managed to forge forward with positive energy and momentum.
As we progress further thru this very unusual year, what have you learned about our medium’s resilience given these severely trying times?
I’ve learned that we are a lot more resilient than we thought, and even more important to listeners than maybe some of us thought. Our News and News/Talk stations have seen record-breaking ratings since the pandemic outbreak and the social justice movement began. Those who may not use us every day started using us multiple times per day.
Certain music formats thrived as people looked for venues to escape all the bad news. Classic Rock comes to mind. This format surged during the worst times of the crisis. The format invokes memories of good times, better times. All of us need that escape from time to time. Meanwhile, our Urban and Spanish stations have also seen a surge.
What newly formed (best) practices has Entercom adopted to cope with the ongoing circumstances of a downsized industry in general?
We have a very vigorous and well thought out policy regarding returning to the office and how to behave if you do have to go back. The bottom line is we’re learning that some people thrive when working from home. We’re learning that certain positions are better suited outside a traditional office setting. We’re learning that people aren’t missing the long commutes to and from the office. People can excel at what they do from remote locations. Of course, this creates a whole new set of issues such as culture, companionship, camaraderie, etc., but we’re working on solutions for these issues as well.
What have you found to be the best (programming) compensatory options for the lack of client-generated promotions that the company’s been accustom to?
We’re learning as we go. Like others, we have done quite a few “at home” shows with major artists. We’re learning how to further utilize our other assets to help create 360 events across all platforms to create promotions, virtual gatherings, etc. And while our OTA efforts are going through a temporary hit due to the pandemic, our podcast business continues to thrive.
So, as one of America’s leading content providers, it’s not just about AM/FM radio anymore…although that is still a wildly important part of our business. It’s about all the platforms working together to help get through the hard times and thrive in the good times.
How creative have you found your programmers to be in crafting different ways to engage listeners?
I’ve found our people to be extremely creative, and as I said earlier, resilient. Most Brand Managers had to figure out how to create compelling content with people broadcasting from their kitchens and bedrooms. They had to figure out ways to keep everyone communicating, planning, and executing. All of our people have had to find ways to entertain while informing. It’s really the same as it’s always been…know what listeners want, and give it to them. Only the environment around us has changed.
Has Entercom executed any national programming measures that would serve as universal audience engagement initiatives?
We’ve done more local engagement initiatives than national. Our people have been 100% focused on how they, as members of their communities, can help other community members get through the tough times and prepare for whatever the world throws at them.
This includes virus issues, and as importantly, has also included racial injustice initiatives, town halls, and conversations (that I think) will have profound and lasting effects on race relations in this country. We also have a number of internal initiatives that are built to be ongoing, rather than just being reactive to the current times. We can’t come out of this crisis on the other end and pretend everything is perfect. Some of these issues will take years and decades of action to correct.
As this “new-norm” remains much longer than any of us had originally anticipated, are there any irreparable damages that can be inflicted on the medium overall going forward?
The only way we would suffer irreparable damages would be if we, as an industry, didn’t react…didn’t evolve. If we stopped paying attention to why consumers in the hundreds of millions come to us and have always come to us. If we stop informing, entertaining, opining, listening, then yes, we would suffer irreparable damage. The good news is our industry has not stopped doing any of this.
On the tech side, this “new norm” offers tremendous opportunities not seen before. While in-car listening is still huge, we’ve seen massive increases in digital consumption via mobile, smart speakers, desktop streaming, etc. The crisis has forced listeners to try us on new devices and they’re learning how easy it is. This will be one of the major listening transformations that come out of these times, a real and significant move to digital consumption.
Can the medium recover quickly once the nation does finally normalize?
Yes. We’re already recovering. We’ve hit bottom and are rising again. Once consumer confidence starts to return, once there is a vaccine widely available, once the business community needs to let listeners know they are back, our business will experience a significant boom.
Are there any constructive efficiency measures that have been gained by Entercom in the spirit of operating in a leaner mode?
Of course, there always are. Anytime we go through a situation like this there are lessons to be learned. Rahm Emanuel said, “You never let a crisis go to waste. And what I mean by that is it’s an opportunity to do things you couldn’t do before.”
We’re not doing our jobs if we’re not learning something from everything going on around us. Our physical spaces will likely be much smaller in future years given the footprint that we actually need and use. Working remotely will likely become the new norm for some people who thrive in this model. Promotions and events will have to adapt to more virtual stages. There are so many lessons learned, and yet to be learned. It’s a daily process.
What are the most optimistic perspectives you have gleaned through this entire process this year?
How great our people are. At every level. Engineers working twenty-one hours a day getting home studio’s set up and working. Salespeople staying in touch with clients because they care about them. They care about their relationships. On-air people learning how to entertain and inform in totally different physical environments. Market Managers who have to somehow maintain a positive culture at a time when there is so much strife around us. Business offices and traffic people who realize that in spite of everything, we still have a business to run. It really has been inspiring how our people from top to bottom have worked collectively to not let these times beat us.
Overall, how would you rate Entercom’s operational performance and solutions methodologies applied throughout the year?
I’d say we’ve done very well, but need to continue to get better. As I said earlier, we are always learning. If we don’t take this learning to heart and apply it to how we run the business, then we’re not taking full advantage of new opportunities. Change is a constant. Even more so now. It’s our job to make that change a positive, not a negative, and continue to take advantage of every opportunity set in front of us.
