DAB receiver sales pass 166 million as digital radio expands globally
RedTech is launching a weekly leadership and strategy series from Ken Benson, a veteran programming, research and marketing executive with more than 25 years’ experience helping broadcasters strengthen audience performance and commercial results. Benson is the founder of P1 Media Group, an international broadcast consultancy that provides strategy, research and actionable planning to radio and audio brands across multiple markets. His career has included senior programming roles in both radio and television, as well as advisory work for stations and groups navigating competitive and structural change.
Over the next 26 weeks, Benson will share one concise lesson each week under the banner “Good to Great — 26 Lessons for Winning Radio in 2026,” aimed at program directors and senior audio leaders seeking to sharpen focus, strengthen leadership, and compete more effectively in a rapidly evolving audio environment.
Lesson 1 begins with a simple premise…
Choose offense
Program directors tend to fall into one of two camps. Some try to make things happen. Others wait to see what happens next.
The difference is not subtle. Playing to win means playing offense. It starts with a clear view of where you want to go and the willingness to build a strategy to get there. It assumes that growth requires intent, movement and, at times, calculated risk. Offense is not reckless; it means acting first, creating momentum and shaping outcomes rather than reacting to them.
Playing not to lose is something else entirely. It is defensive by nature, focused on preserving what already exists rather than pursuing what could be. Decisions are framed around safety and caution, often justified as prudence. Over time, that posture limits opportunity and narrows ambition. What looks like stability can become inertia.
The reality is that successful program directors do not wait for permission or perfect conditions. They act with purpose. They commit to a direction and accept that leadership involves choices that carry both risk and reward. Vision only matters if it is translated into action.
One path leads to growth, relevance and momentum. The other leads to a slower, more comfortable decline that is easy to miss while it is happening.
Choosing offense is ultimately a leadership decision. It reflects how you approach vision, how you set priorities, and how willing you are to move from ideas to execution.
The question is straightforward. Are you playing to win, or are you simply trying not to lose?
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