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Page 7 of 7 Finally, personal and professional improvement must be the basis for constant growth and change. According to Matt Scannell, music industry artist development that was prevalent is 1960s and up through some of the 1980s is practically nonexistent today. Although money was once allotted to this kind of development, record companies now expect artists to arrive as an assembled product. The principle of investing in people is no longer seen as worthwhile. Yet, research indicates that companies that invest in employee (and in this case, artist) development tend to have happier work environments and retain personnel longer. In the past, staff development was its own prize. Companies would invest in people because it made the individuals and the company stronger and more effective. The “unforgiving bottom line” has caused many an industry leader to forget these facts.  Todd Rundgren The Heart of the Matter The real reason for the problem goes beyond corporate greed. It’s a societal problem. Greed is only a symptom of the deeper sickness, which is self-centeredness. The evidence can be found in society’s lack of attention or dedication. Too many people don't want to work hard to get results. They want a big prize to appear magically in their hands. According to corporate lawyer Karen DeMeo, it is a “complicated problem caused by too much TV; the way media presents things to the public; the way parents want to be best friends with their kids instead of teachers; the instantaneousness of the internet; reaping the rewards of living in the richest, most powerful country for so long, etc. Our society feels entitled and it's causing all sorts of social breakdown.” Put simply, (the music) industry needs to put values first. By addressing the intangibles before profits, greater results will follow. To get the stakeholders to trust in that process will take some great selling. They need to see the benefit in such a “risk.” But ethical gains will create true profit. Through taking care of improving people, stability of jobs and personnel will provide continuity that serves employees, artists, and individual consumers well. People are creatures of habit and want some kind of predictability. This same constancy and steadiness will yield another beneficial effect—the ability to forecast appropriately for the industry, and a greater capacity to cooperate with industry trends. According to most music business insiders, it’s a broken industry; it’s not working as is. Some would say it’s without hope. To sell such “unorthodox practices” such as operating the industry as a values-driven enterprise, the question to ask is, “Is the current methodology working?” If the answer is “No,” it’s time to try something different. Values, stability, foresight, and development—these are some of the strongest qualities that will carry any limping industry further into the 21st century. ============================================================================= ABOUT THE AUTHOR Dr. Richard J. Atkins is the founder / CEO of Improving Communications (www.improvingcommunications.com), a New York-based corporate education firm, and an adjunct professor of English at Long Island University.
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