Dear Radio Executive:

What has happened to management courage in this once great industry?

As you may know, I left my day-to-day management of Bridge Ratings in the fall of 2007 to join the ABC Radio Networks as Vice President. While my primary focus and dedication is to my work at ABC, I still retain the position of Chairman at Bridge Ratings.

Bridge was sold to a major media conglomerate in the summer of 2007 with the caveat that I still retain key involvement in the vision and direction for the research and strategy of the company.

Thus far, eight months into the new gig, it has been everything I had expected and hoped for.

ABC Radio Networks - owned by Citadel Broadcasting Company - is frankly one of the bright spots in an industry which has a severe case of having lost its way. The senior management at ABC Radio Networks is a group of highly dedicated, experienced people filled with a passion for the radio industry and what comes next. This is one of the reasons I was attracted to this position. I have had the opportunity to contribute to the network's forward-thinking approach to helping over 4400 affiliates adapt to the future that has been creeping into their lives ever faster over the last few years. It's a very exciting time at ABC Radio Networks and I'm proud to be a part of it.

However, the element of my work at the network that is occasionally distressing is the 'view from the top' that I have. Talking and visiting affiliates from all sized markets it is more clear than ever that this is an industry generally soaked through with inertia.

The source of this inertia is not a lack of desire to move the business into the Internet era, but rather it is due to the overwhelming inability to be proactive because of the status quo mentality generated by the fear that comes with a poor advertising environment and the lack of courage that is the fall-out of that environment.

The managers, owners and operators of today's terrestrial radio market stations generally feel they don't have the time or the ability to foresee the future, to plan for that future or to implement what plan may occasionally be developed for the future.

I see CEO's getting involved with programming decisions; CEO's with zero programming experience making these decisions having lost focus with creating the vision, strategy and tactics required to move their companies forward.

I see regional and local market managers stymied by confusion, lack of focus and/or distractions which do not allow them to guide their stations through the icebergs that are increasingly floating by as listeners gain more and more interest in what other entertainment options they may have.

I see local programmers so overwhelmed by responsibilities associated with overseeing two or more radio stations that they have little or no time to see the future - or even tomorrow - and to plan for it.

I see corporate greed sucking the life force from station operators by eliminating talented on-air and off-air staff. As more and more stations voice track what used to be key audience day parts such as middays and even afternoons, audiences aren't hearing compelling programming so they seek that stimulation elsewhere.

Most of the talent being asked to record voice tracks for multiple stations don't have time to present interesting content. Either they are urged to complete that part of their work within a limited time, or those personalities want to get the job done as quickly as possible so they can get out to the golf course.

Correcting what ails this once-great industry does not require much more than focused thinking and the guts or courage to stand up and get it done.

I recently saw a bull riding competition where the toughest riders faced the wildest bulls. The competition was called "The Get it Done" Championships and all of these riders had this look in their eyes that clearly meant they were there for one reason only....to "get 'er done". To ride these beasts no matter what it took and to take home the cash and trophies was their focus. These men were dedicated to their profession and saw this 'challenge' to be something not to be feared but to be embraced.

This is the spirit the radio industry has lost and sorely needs. Frankly, it is the only thing that can be a key to turning around an industry floundering in the quicksand of inertia.

Gladly, I am able to help on a national canvas with my work through the two companies I am involved in.

If you are part of this industry no matter what your job is, don't be afraid to speak up, to offer an idea or to challenge your supervisors with fresh thinking.

Courage can be contagious. All it takes is one to start the ball rolling.

I welcome your comments. Let me hear from you. Your feedback is vital to our company's on-going success. Respond to this letter.

Sincerely,

Dave Van Dyke

Chairman