Beats Music CEO On Why Delegating Is The Secret To Success

How do you manage tackling a new market? Trust your team and let talented people do what they do.

With the launch of a streaming music service, Beats Music CEO Ian Rogers does more by doing less.

"The thing that I've really found is, the less that I actually do, the more productive my team is," he says.

Digital music and Rogers came of age together: from a five-year-old record collector to a web designer for the Beastie Boys in 1993, the Beats Music CEO launched their new premium streaming service in January:

Hoping to replicate its headphones success in the streaming market, Beats is positioning its service--which will take on the likes of Spotify, Google, Apple, and others--as the one that understands users' emotions, offering the best of human curation and computer algorithm.

Acting as more maestro than micro-manager, Rogers delegates through every stage, from software product and content delivery, marketing to business development. Selling a $10 per month premium service in a market where free streaming services are giving music away and piracy continues to be many music-lovers' modus operandi requires belief in their passion and product, he says. Rogers sets the tone; they play together.

Ian Rogers

"To me, delegation is key," Rogers says. "In particular, what I try to do is to tell a story about what we need to do to be successful, like something that everybody on the team can understand, everybody in the organization."

His productivity rituals overlap in his personal escapes--running to tune out the world, reading music biographies before bed, making lists--to maximize every moment of the day. The rest, he says, is about trust in the mission.

"That's how you have a productive organization," Rogers says. "You have to have really clear roles that are aligned with your mission and are aligned with how you become successful, and then you just push, and push, and push, and let talented people do what they do."

[Image:Flickr user cinnamon_girl]

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19 Comments

  • I completely agree! I've seen too many times where leadership hires great people, and then relegates them to sheep in the cube farm performing archaic functions. Delegation is trusting your employees, embracing their talents and knowledge, and empowering them to fly for you!! Otherwise, failure is imminent.

  • Anita Rooney

    greAt shaRe thanKyou -Excellent ATTITUDE , clear guidelines and goals critical then its all in the delivery...way to go:)

  • Delegation, like empowerment and competitiveness are euphemisms that mean different things to different people with respect to their seniority.

  • Don't you need to have a since of creative being or central idea for team mates on the row boat or is it done like the ancient Romans to keep profits up. Teams work by comparability gold medals positive outcomes because of hard work on consistent basics . Or your cause must be extremely clear and repetitive and rewarding . Like benefactor family member Teams act blind to fit the mold concise profit . No freedom causes change management limits grow of concept needed for long tern life. Give me something to do or solve I can send to be looked at and sent back to make my mind up or our mines . that time removes flexible powers managers have to make it work out of fear of bad choices two many your gone. Look at choices made especially the porn industry I sure a golden company wants something to do with that . Your team only represents money not ethnic's you loose Rome burns after your voice fiddles . starve people its their deep inner fear " it was said by a general war 2 "

  • Delegating isn't about having others do things so you can boss them around. It's about focusing on what you're great at and letting others to the things they are great at also.

    Delegating is near and dear to my heart, I wrote an eBook which anyone can pick up full of tips on delegating and outsourcing.

    Our time in this world is too short to spend it doing stuff we're not good at or don't like.

    DoWhatYouLoveDelegateTheRest.com

  • Having a product that works might be even better! Haven't been able to try out Beats Music on my iPhone since launch - it simply doesn't work. I believe this is fairly widespread.

  • You have to have really clear roles that are aligned with your mission and are aligned with how you become successful, and then you just push, and push, and push, and let talented people do what they do - my thoughts exactly . Most important, you need technology to support that mission and alignment. Take ClearCompany.com for example. They align the best organizations to a company strategy so everyone does more of what matters.

  • Kyna Lim

    as a working bee myself, I enjoy working for people who practices delegations and empowering their subordinates. It's that there is "trust" in the relationships.

  • Will Buckley

    I've followed Jimmy Iovine's career at a distance. I know he's been in the "room" working on some amazing projects. The "making of" video that comes with the "Born to Run" deluxe re-release is fascinating.

    Fascinating because you literally see an artist define himself and his sound right in front of your eyes. Unfortunately, Born to Run would never get made today. No one would spend the money or time in today's music economy. You would never make your money back.

    We are losing talented musicians every day. Some stop before they even start. What's the point they say? Unless we can sell our music, there is no future for most musicians. They're just isn't an alternative "Stream" of revenue that can possibly make up for the loss.

    I was pulling for Beats Music, because radio is about discovery. But when I learned they were going to offer up tens of millions of songs for free, it made me sad.

    Sad that Jimmy Iovine let it happen. He knows better.

  • Rogers is so right. As managers, many of us want to be in the trenches with our teams, sorting through the logistics and step-by-step details because that's how we started out and succeeded. Sometimes it's tempting to 'make your mark' on more of the projects that cross your desk, but that approach can hinder your team and slow down the process. It can also cause your hires to feel like you have no faith in their abilities.

  • Ross Holman

    Usually really successful leaders were also successful individual contributors during their career – but they have learned that to be a successful leader they must get tremendous things done through others. One person cannot do it all themselves. So they hire talented people with great attitudes, build a high-trust organization and then unleash their people/teams energy and talent. What they get is 2+2=6.