• Two thirds of performance venues have lost over 70% of revenues, our survey shows
• Government help covers less than 30% of those losses, 87% of venue leaders say
It is clear that the UK is about to suffer a severe recession. But some industries will be hit much harder than others. We have conducted a survey of CEO’s and leaders of theatres and performing arts businesses, and the results are shocking.
Competent skiers at Puy St Vincent. Martin isn’t amongst them!
I have just spent a week falling down mountains. At the age of fifty, I have discovered the truth of the adage: “You can’t teach an old dog new tricks.” Specifically, you can’t teach this ancient pug how to ski. As much as I understand the theory, the practice is beyond me. And I have the bruises to prove it.
Annoyingly, of course, it was also my children’s first attempt at skiing. After their first two-hour lesson, they were straight back up the mountain to crack the green runs. By the end of the week, one of them had conquered red runs and the others were comfortable on blues.
Today marks eight years since MTA opened its doors to an eager media market. Although, as it turned out, the media market in 2008 was not that eager: within weeks, the global economic collapse had gathered pace and there was precious little investment in the industry. Timing has always been my strong point.
Nonetheless, we landed two clients in the first couple of months. The first client, one of the UK’s largest consumer publishers, remains a client today. The second – an international news and data business – led to a multi-year project which saw us recruiting for bureaux around the world (Russia, China, Europe and the US). Strong partnerships like this have been our mainstay ever since.
At the Mobile World Congress in Barcelona this year, Mark Zuckerberg made an interesting comment about what he looks for when making important hires.
“I will only hire someone to work directly for me if I would work for that person,” he said. “It’s a pretty good test and I think this rule has served me well.”
To a large extent, it’s obvious that Zuckerberg’s model has served him well. It has helped create one of the most successful and fast-growing businesses in corporate history. And the principle of wanting to work alongside like-minded people, with whom he enjoys working, is a good one. Who wouldn’t want to work that way?
While Martin Tripp Associates specialise in filling high-level positions right across the media sector, the vast majority of searches we’ve completed over the last three or four years have had one thing in common: nearly all of them have been about finding executives to assist in a transition from print to digital, or increasingly, from one kind of digital presence to a more advanced one.
In that context, the job title ‘Head of Digital’ can seem anachronistic. After all, if your business is digital-first (as many of our clients now are) then virtually every department – editorial, sales, marketing, product development, the lot – should have digital skills at the core.
However, some clients still have successful print businesses with separate digital teams that need to be managed. In that context, when they’re recruiting a Head of Digital, what they really need a matrix-managing figure to establish digital best-practice across the business.
It seems like 2014 has shot by in a blur. The executive search industry moves fast, and for us this year seems to have moved particularly quickly. Yet, here we are with the calendar year drawing to a close. Well, what better time could there to pause and look back at some of the major trends and challenges that clients (and us headhunters) have witnessed and undergone in that time?
Here is my guide to the major themes of 2014 for headhunters and their clients:
As specialists in media recruitment we often get asked about interview technique – what are the best ways candidates can present themselves to us and to potential employers. More strikingly, perhaps, we rarely get asked about the howlers, the absolute no nos, the things you really don’t want to say or do say during an interview – yet time and again we see the same issues cropping up.
Quite rightly, candidates focus on the positive aspects of their interviews – the points they intend to raise that show them in a good light to a potential employer – but too often not enough thought is given to the kind of behaviour that is best avoided.
If you want to avoid coming a cropper, it might be worth bearing in mind these few simple things:
For some years now, media headhunters like us have been advising clients – banks, retailers, charities, FMCG companies – that they have to start thinking like media businesses. After all, if you are Barclays, your competitors are no longer
We’ve been working recently with eSocialMedia to improve the way that we communicate with our clients – an area in which, up till now, we could definitely improve.
I was intrigued to see on their website mention of the Direct Resourcing Think Tank (DRTT), which they hold every six weeks or so.
I have just watched BBC3’s “Up for Hire.“ Four young unemployed people were given an opportunity to show how they would work under different circumstances. I found it quite depressing: not least because it served to underline prejudices about media degrees and media graduates.
Kirsty, one of the four candidates, had graduated in Newspaper and Online Journalism. She was disappointed because she had “paid a lot of money” and couldn’t get the job she wanted in the media. She also mentioned she didn’t like being “told off” or in a team: “I like working on my own really – that’s got something to do with me wanting to be a reporter.” The inability to take direction or collaborate seem pretty large barriers to entry in any career – especially journalism.
I’ve been asked by the Editor for the impossible: to find some good news for those journalists who have suffered redundancy as a result of the closure of the News of the World. Are there media executive jobs – and regular media jobs – out there for them?
Journalists suffer redundancy all the time, of course; but the NoW is special. The reasons for the newspaper’s demise have been well-documented. And because of the mishandling of the investigation by News International, nobody is yet sure to what levels the misbehaviour extended, nor when it stopped (or started).
I am writing this in December, a week before Christmas. And, guess what? This week, I have ten interviews in my diary.
This time last year, our media headhunters‘ diary was empty. I was not alarmed; December is always quiet, but last year felt different. Looking at the column I wrote then, there was a sense that the Christmas job market was holding its breath: the economy was fragile, and the election was coming. Magazines and newspapers were closing, and people had spent the year making cut-backs. Even the buoyant online market was showing signs of caution.
Those few of you poor souls who have been reading my media recruiting column over the last year or so will have noticed one thing: I am an eternal optimist. While in these dark days of enforced austerity it is difficult to be upbeat, I have a small chink of light for you. Particularly for those of you who have spent the last several years toiling away in the geekier recesses of B2B media.
Like many people, I have just returned from holiday. Mine was spent in the Hebrides – so please excuse the fishing references which pepper this column that is otherwise about media executive search.
Anyone looking for jobs in August will have struggled. The job pages are empty, apart from adverts telling you, hilariously, ‘how to improve you’re proofreading’. September offers rich pickings; there is a sudden profusion of advertising. Jobs, we hope, proliferate.
We are all media companies now. And we need media skills to match.
The phenomenal pace of change in internet and mobile technology means that retailers, banks and other consumer-facing businesses are no longer just competing with their high street rivals; they are competing for consumer attention with anyone who has a presence in the digital space. To be effective, they are having to think like media businesses.
In a tough trading environment, the difference between success and failure is marginal. Let’s assume that 5% makes all the difference. This means publishers squeezing 5% more out of their budgets; sales directors improving their profitable revenues by 5%; and editors getting 5% extra creativity out of a budget reduced by 5%. The same principle applies for the events and research sectors – indeed, for any business.
But how does a company achieve this? Well, it requires a senior team which is flexible, dedicated, and leads by example. And that means hiring the right people for publishing in a recession and, where necessary, replacing the wrong ones.
There is so much gloom and pessimism in the market at the moment that it is difficult to see any silver lining.
But here’s one:
Since we launched our headhunting business in March, our clients in the media sector have been extremely busy. Over the past eight months, they have retained us to find editors for three newsstand consumer magazines; an MD for a conference business; a sales director for a growing B2B publisher; editorial directors for two publishing houses; a publishing director for an online information service; and the editor of a national newspaper. In addition, we are currently involved in building teams in London and New York for a major news business.
Good news for us, obviously. But why is it good news for the market?
Well, it shows that our clients at least are confident enough to invest in their businesses. They believe that
Today marks eight years since MTA opened its doors to an eager media market. Although, as it turned out, the media market in 2008 was not that eager: within weeks, the global economic collapse had gathered pace and there was precious little investment in the industry. Timing has always been my strong point.
At the Mobile World Congress in Barcelona this year, Mark Zuckerberg made an interesting comment about what he looks for when making important hires.
While Martin Tripp Associates specialise in filling high-level positions right across the media sector, the vast majority of searches we’ve completed over the last three or four years have had one thing in common: nearly all of them have been about finding executives to assist in a transition from print to digital, or increasingly, from one kind of digital presence to a more advanced one.
As specialists in 