The departure of Akinyefa as Ilaji FM, Ibadan General Manager has created public discourse surrounding the complex relationships between radio management and their staffs (On-Air Personalities – OAPs). This is not just a case of an individual resigning, but also the broader issues radio stations face in balancing power, creativity, and employee satisfaction. In this write up, I peel back to the center of the matter, examining how the management practice impacts not only the running of a radio station but also leadership-OAP relationships, which for most instances are the public face of the station.
Starting off, it’s essential to present the facts of the Ilaji FM case. Akinyefa’s resignation left people in shock with everyone questioning: Why on earth would a General Manager, who is presumably responsible for the key input in the operation of the station, resign? Was it due to some personal matter or a larger structural issue?
Others say it could be because of some creative differences between Akinyefa and the station management. Working as a General Manager is a complicated job, and for a station like Ilaji FM, a newly established radio station, balancing administrative tasks, planning, and creative content is no walk in the park. Akinyefa, like most GMs in the industry, would have had the tough job of balancing profitability with creative freedom to work for the OAPs in the station. Conflicts arise when these come into conflict.
The organizational structure of a radio station is a key determinant of its success. The General Manager is not a figurehead; they are responsible for implementing the vision of the station, overseeing the day-to-day operations, overseeing the finances, and propelling the team. They also need to balance between enforcing policies, making money, and providing a creative environment for the OAPs.
In this, Akinyefa’s resignation suggests that perhaps there was a disconnect between the ambitions of management and the creative direction the station aspired to go. Perhaps the management may have wanted to rationalize programming, introduce more commercial programming, or cut costs, which might clash with the aspirations of the OAPs that would prefer free-form or community broadcasting.
On the other hand, OAPs are not just the “voices” on the microphone; they are the core of a radio station’s relationship with its audience. The more interactive and personalized the OAPs are, the more loyal the listeners become. This is where the station management must tread carefully.
OAPs, being creative professionals, typically feel themselves to be the heart of the station’s personality. A station may have state-of-the-art technology, pristine production, or even strong finances, but if it lacks an OAP team that connects with the audience, it will fail to create long-term connection.
In Ilaji FM, Akinyefa’s conflict with the management could be an indication that the station management was exerting too much effort in dictating the direction of the station, muzzling the creativity of OAPs, and this would lead to boredom and frustration in programming. One aspect of radio management is realizing when to give OAPs room to be creative.
It’s worth considering the tension that lies beneath between OAPs and radio management. Both are necessary, but occasionally priorities can conflict. To allow a station to flourish, there has to be an environment created by management in which creativity and innovation can flourish, and where OAPs feel valued. But, at the same time, management must ensure their decisions are sympathetic to the overall aims of the station, whether these are financial viability or direction.
In this case, Ilaji FM management might have emphasized too much on profitability or maintaining adherence to commercial objectives at the expense of the station’s creative and cultural identity, which would have led to resentment among staff, including Akinyefa. The General Manager’s role is not only to execute business strategy but also as a mediator between the station’s objectives and personalities that are part of its character.
When OAPs and management are not aligned, the outcome can be catastrophic, both for the individuals involved and the station. If the conflict results in turnover or on-air walkouts, it can harm the station’s reputation.
For instance, the resignation of Akinyefa could be questioned in the sense that this reflects the station’s internal management culture. If it is a frequent practice, the audience could perceive the station as being unstable and hence lose credibility among the listeners. This could, in turn, have implications for the station’s ratings and profitability.
In addition, if core employees like OAPs are demoted or hindered in their role, this has the potential to accumulate and result in a hostile working atmosphere that spreads across the remainder of the team and has an impact on their morale and productivity. OAPs complain first and most likely resigning due to unseen problems in the management setup at the station.
To preclude the problems that prompted Akinyefa to resign, radio management has to establish an environment in which communication is transparent and free. Management and OAPs have to appreciate the value of one another and learn how to work together effectively.
Stations like Ilaji FM have to balance the financial needs of the station against the creativeness of the on-air talent. A happier work environment comes from management valuing the suggestions of the OAPs yet retaining control of the business aspects of things.
Akinyefa’s resignation drama in Ilaji FM is a mirror reflection of issues encountered by many radio stations in their efforts to maintain the harmony of working relationships between the management and OAPs. The disagreements indicate the importance of effective communication, respect among people, and shared vision. If radio stations are to thrive and survive in the age of the media, they must realize the importance of good leadership and a skilled, motivated team of OAPs who can communicate with the listeners. The future of radio management lies in the realization that it is not all about telling the workings, but about unleashing the talent that makes the station a success.
Ìjìnlè Òrò writes
From Osogbo
Osun State