Telling Others That You Appreciate Them Can Make a Huge Difference
By Peter Lyle DeHaan, PhD
In the years between high school graduation and my first real job, I took on a variety of part-time work while being a full-time student. During one such vocational transition, the placement advisor at school knew of an immediate opening for an audio engineer at a TV station.
I arrived to find out it would be a group interview, not a group of people interviewing me, but rather one person simultaneously interviewing three candidates.
Stan was an odd-looking guy, with clothes and a hairstyle emanating from the previous decade. Despite the powerful magnification of his Coke-bottle glasses, he still squinted at everything.
Stan led us candidates to an open room and the interview quickly fell into an awkward pattern. Stan would ask a question and we would respond in order, with me going last. With my classmates embellishing many of their answers, I struggled to honestly present myself as the desirable candidate.
After a while, the classmate who went first blurted out, “I have a Third Class FCC License.” “This position doesn’t require an FCC License,” Stan responded. “I have a Second Class FCC License,” the second one boasted.
Then all eyes turned to me. Should I let them know that my credential was even better, although equally irrelevant? Or would my silence communicate another deficiency in this game I was losing? Opting to avoid further silence, I informed the group that I had a First Class FCC License.
Of course, this meant nothing as far as the job was concerned. Everyone was uncomfortable with this exchange but as the last one to speak, I felt it more acutely. Seeking to defuse the tension, I changed the subject. “When do you want us to start?”
“As soon as possible,” Stan replied.
“I can start in two weeks,” volunteered contestant number one.
“I can start in three days,” bested contestant number two.
“I can start tomorrow,” I asserted confidently.
“Okay,” Stan replied, “be at the station at 6:30 tomorrow morning.” I was hired!
The first day I watched Stan work and did a lot of listening. As he explained it, the job seemed simple. There was lots of idle time, four live broadcasts and on some days production work in between. However, he was more interested in regaling his glory days as a radio DJ than in training me.
It turned out that Stan was also a silent partner in an out-of-town enterprise; his presence was urgently required to protect his investment. As soon as my two weeks of training were completed, Stan would be gone.
On my second day, Stan let me touch the control panel, and I did the first live segment. It was a 30-second weather report. I turned on the mike when the weatherman was cued and turned it off when he was done.
There was a mike check beforehand and I monitored the level as he spoke. I did the second live broadcast, too, a one-minute news segment. Stan did the third segment: news and weather – two mikes!
The half-hour noon show, however, was overwhelming. There were half a dozen mikes to activate, monitor, and kill, recordings for musical bridges, an array of possible audio sources, and a live announcer, plus an abrupt change in plans if a segment ran long or there was time to fill.
On the third day, Stan called in to tell me he would be late. He reviewed expectations of the first two segments, and I did them solo. He called later, before the third, and we talked it through; he promised to be in before the noon show. I did the third segment by myself.
Stan called to say he had been watching, and I had done fine. Could I do the noon show by myself? “No!” I asserted. “Okay, he assured, “I will come in, but let’s talk through it just in case.” I never saw Stan again; my “training” was over.
With sweaty palms and a knotted gut, I muddled my way through the noon show, knowing that thousands would hear any miscue. By the time the show ended, I was physically exhausted; my head ached.
This pattern repeated itself before each noon show for the next several months. If only I had received more training to boost my confidence.
On-the-job training was fine for production work. Time was not an issue and retakes were common, expected, and accepted. If I lacked training in some area, the director instructed me.
The live shows were a different story. It was tense and nerve-racking; they expected perfection and didn’t tolerate errors. This produced an incredible amount of pressure and anxiety.
This stress was partly due to my lack of training, but more importantly a result of the directors; I worked with three. My favorite was nice and kind; he remembered what it was like to do my job and was empathic. Unfortunately, I seldom worked with him.
The second director was aloof and focused only on the broadcast, not caring what he said or how he treated others. Fortunately, I didn’t work with him too much.
Most of my interaction was with a third director. During live broadcasts, he became verbally volatile and abusive. He yelled – a lot. When he was mad, he yelled louder – all laced with expletives. Management via intimidation was his style. My goal was to get through the noon show without a verbal tongue-lashing; usually, I was unsuccessful. Of course, this made me even tenser.
Although most of the work was fine, my angst from this half-hour each day caused me to despise my job. Thankfully, my remaining time was short, as graduation neared. I grabbed the first job offer and gave my two-week notice.
Ironically, the day after I submitted my resignation, the volatile director asked, “You should be getting some vacation, soon, shouldn’t you?”
“I haven’t put in enough time, yet,” I replied. “Besides, I just gave my two-weeks’ notice.”
“What!” He slammed some papers on the table with a curse. “I can’t believe it.” His face turned red. “We finally get someone good, and they don’t pay him enough to stay.”
I was dumbfounded. “Good?” I questioned. “I’m not good.”
“You’re the best audio engineer we’ve had in years.”
“What about Stan?” I asked.
“Stan was an idiot. He was always making mistakes. We couldn’t get through a broadcast without him screwing it up. You did better your first week than he ever did.”
“But, I make mistakes every day.”
“Your mistakes are trivial,” he disclosed. “Few viewers ever notice.” As he picked up his papers and left the room, I contemplated what he had said. I am good!
Not surprisingly, I had a new attitude during the noon show that day. My nervousness dissipated, I made no “mistakes,” no one yelled at me, and most significantly, I enjoyed it. My job was fun.
On my second to the last day there, I met the weekend audio engineer. She was thinking about taking over my shift. She wanted to see what was involved in the noon show. Unfortunately, that day the show was one of the most difficult I had encountered.
There was a live band, with each person and instrument separately miked, plus there were a few unusual twists. I would need every piece of gear in the room and use the entire audio console. Although it was stressful, it was good stress, because I was a good audio engineer.
I performed my part without error, earning a rare compliment from my critical director. At the end of the show, I leaned back with the knowledge of a job well done.
My protégé shook her head. “I could never do that,” she sighed and left the room.
My last two weeks at the TV station were most enjoyable. As such, it is with fondness that I recall my time there. How might things have been even better if someone had told me sooner that I was doing a good job?
Read more in Peter Lyle DeHaan’s Sticky Series books, including Sticky Customer Service, Sticky Sales and Marketing, and Sticky Leadership and Management featuring his compelling story-driven insights and tips.
Peter Lyle DeHaan is an entrepreneur and businessman who has managed, owned, and started multiple businesses over his career. Common themes at every turn have included customer service, sales and marketing, and leadership and management.
He shares his lifetime of business experience and personal insights through his books to encourage, inspire, and occasionally entertain.
