Osborne
Barbara Ellington, Senior Gleaner Writer
KAY OSBORNE shocked the Jamaican landscape last year following attempts to adopt a child who had been a ward of the State. She shed light on glaring irregularities in children's homes when she found evidence that the child had been abused.
These days, she's put that traumatic episode behind her and taken on a challenge of a different kind. She's the new general manager of Television Jamaica (TVJ). Kay Osborne joins an impressive alumni of predecessors like Captain Strange, Mikki Hendricks, Merrick Needham, Wycliffe Bennett, Cary Robinson, Dwight Whylie, Joyce Robinson and Marcia Forbes. But she thrives on challenges and is ready to embrace this like she has all others.
Outlook met with the accomplished former beauty queen and cricketer in her new office last week. She shared her views on being a total Jamaican, her vision for TVJ, and growing up in Jamaica and sports, among other topics.
B.E.: With all its problems, particularly crime, and with vast your accomplishments in various parts of the world, why return to Jamaica at this time?
K.O: When you live abroad for a sustained period of time almost every Jamaican tells himself one day he'll go home. That's a given. We are not there because we don't like being here but we went to seek opportunities. Being away brought good and bad experiences, some of which cause us to look back on Jamaica and recognise how much good there is here.
No matter where you are in the world, you can either be a part of the solution to Jamaica's problems or remain disengaged. I have skills and competencies that could be used here and this is where I belong. So if the right opportunity comes along (as it did for me), you grab it and run. So, here I am with my heart and soul and skills.
B.E.: Are you a Jamaican country girl or city girl?
K.O.: I am thoroughly Jamaican because I was born in Hampstead, St. Mary, so I know what the country life is like. My father died when I was three and my mother moved to Kingston with three children. We lived at Allman Town first where she opened a shop and I went to St. Alban's School. From there I won a scholarship to Alpha Academy and my life changed. We also lived in Denham Town and on Maxfield Avenue, so I know that life; when I started working, I moved uptown. I understand the process. I am now a returning resident and I wouldn't change anything.
B.E.: You have been in this job less than two weeks and already some are saying you don't bring any television broadcast experience to the table, so how come "you get the work?". My research shows that you had a brief stint on the then JBC board, what makes you the one for this job?
K.O.: I also worked on camera back then but I was not hired because I know Jamaican media inside out. One does not have to be a television journalist to run a television station. One needs to know how to run a business. The board hired me for strategic leadership. That's what I bring to the 'party.' Lester Spaulding and the board have articulated a vision for the RJR Communications Group which is for the Group to become the dominant one in the region. My job is to develop the strategies for television that would allow it to play its dominant role in that scenario.
There will be two components, a local and an international. The latter includes but is not limited to the West Indian diaspora in Europe and North America. Our vision sees us developing products and programming both entertaining and informative for local consumption (because we are the nation's station) and for the audiences outside. People find our culture and information about us interesting.
We have moved on to the world stage with some very 'sexy' things; capturing the imagination of the world with the sexy part of our lifestyle: entertainment, food, the Reggae Boyz, athletics, attitude, fashion and our colours. We are a beacon to all races bar none. Having been a part of the outside world for so long, I can reflect back to you that Jamaicans are valued in the rest of the world.
We now have to package and present aspects of ourselves to drive the development of the communications industry from which we can earn foreign exchange as well as reflect the aspirations of a proud people.
B.E.: You have a tall order.
K.O.: Absolutely, but it's a team effort; my job is to facilitate the development of the teams that will tackle aspects of this and focus the entire TVJ on what our charge is to develop the strategies and execute, execute, execute.
B.E.: You've worked all over the world in so-called first world countries, how can you translate some of that urgency, efficiency and discipline to a Jamaican workforce, a large proportion of which believes that 'If I can put off this task till next week I will'; with your vision and strategy how will you use your vast experience to get TVJ to run 'first world?'
K.O.: We have to look at the issues, values, competencies and processes. Whatever TVJ or any company does, can be duplicated and bettered by its rivals so we have to reinvent and innovate because competition is always right behind and will copy and better what you do. In today's globalised environment, the time between when your innovation hits market and when competition duplicates it, has been compressed. The difference between a good and a great entity is your people.
What I know about the Jamaican workforce is that if they understand what the goals are and you engage them respectfully, provide the tools and environment for them to thrive, train, train, train and demonstrate the behaviour and attitude vital for success, they will take you places you never dreamt of going, outperforming your expectations. That is my expectation of this workforce.
I think I am right because TVJ has not had a GM for a year yet they have maintained and widened the gap between themselves and the competitor. Viewers continue to tune in every night at seven. With all the technology in the world, that could not have been done without the people. My task is to ensure that our staff continues to understand what we are trying to accomplish, benefit from the value they create and get out of their way.
B.E.: Sounds like you're speaking from experience, did you have this positive experience when you worked with John Cook several years ago?
K.O.: Absolutely. He knows how get a worker's loyalty. I am still loyal after 30 years. He respected his people, they understood the vision in the charter, shared in the value created and he trained vigorously.
Skills become obsolete quickly, we will create an environment where staff feel the need to continuously learn, including managing a process and thinking of ways to improve it even as you put it into being.
B.E.: I gather you are a hands-on person. For example, you were at King's House on Heroes Day observing the staff at work. I'm sure you were thinking of ways to improve next year's output. Why do you think leaders should be hands-on?
K.O.: I don't micro-manage so I try to find good people. I need to see people in their normal working environment to understand what they do and who they are. The key to being a successful company is to have the right people in the right positions doing the right things and focusing on the right issues. Being in the field means I'm paying attention and learning and demonstrating that I'm utterly accessible. When I know what problems are and they're reported to me and I act, I know of which I speak. But I'm not there to tell them what to do.
B.E.: You did your homework, after the first week and a half, what are some of your long and short-term goals?
K.O.: The first thing is to develop a strategic plan in a disciplined collaborative process. That is where our qualitative and quantitative goals will be fleshed out and everything will be measurable.
In the short term, we have to go for some quick fixes. We have pulled a team together, identified a wish list of things that need immediate attention and we will go on retreat in a week, rank them, assign them to teams and change what needs to be changed now. As this takes place, I will get our team to develop a plan we can all buy into and set about achieving our goals.
I respect the competition and believe that they are at least as smart as we are. There are 60 cable channels and over 200 stations available to Jamaicans.
B.E.: Over the years, programmes like Schools' Challenge Quiz and Profile have worked well. Why can't the station find a good mix of programmes that do not ape North American fare but that people can identify with?
K.O.: That's a part of the plan but we do news right and we have an excellent team headed by Moya Thomas.
B.E.: Is there a plan to use TVJ to engage the youth in a process of continuing information, education and entertainment so that future generations know about themselves as Jamaicans and understand our essence, history and culture. I find the present generation of young people woefully uninformed about themselves.
K.O.: I can share with you the fact that the youth is a part of our strategy; we are here for them and they are a huge part of why we exist. We are figuring out creative ways to engage and reflect them in all their glory.
B.E.: You made history as one of the first black-skinned women to win a beauty contest here. Share that story with us.
K.O.: There was a time when black women did not win the Miss Jamaica beauty contest. We were told it was designed to take a woman who could win in London. A group of forward-thinking, solid Jamaicans said, "Nonsense, we have among us the most beautiful, fabulous and gorgeous black girls" and they felt it was harmful to psyche of most Jamaicans to exclude black women from being seen as a vision of beauty.
They organised a contest called 'Miss Jamaica Nation' and the prize was a trip to Africa. I won and went to Zambia and Kenya where I met President Jomo Kenyatta who gave me an ebony and ivory ceremonial axe which I still have.
B.E.: And what about your prowess as a cricketer, are you still an avid fan?
K.O.: Not only that but I have a record that still stands. In those days, RJR had a women's cricket team captained by Marguerite St. Juste, who was my skipper. The pitch is now our parking lot and our coach was J.C. Proute. I played for Lucas and the Jamaica team in the first test match against England. I was a left arm spin bowler with the nickname 'Ziggy'. When an opponent was giving trouble Sabina Park would shout, "Put on Ziggy." My record is six for 19 in 21 overs against Trinidad at Queen's Park Oval.
B.E.: So, like most retired cricketers, do you play golf now and are you excited at the prospect of us hosting Would Cup Cricket in '07?
K.O.: I run and walk now for exercise but I look forward to going back to Sabina Park and being a part of the World Cup of cricket. It's good for Jamaica, the morale of young people and TVJ will be supporting that.
B.E.: I understand that you are competitive, love a challenge and you are also an artist.
K.O.: I was taught to paint by two of Jamaica's best artists, Osmond Watson and Kofi Kyaga. I have exhibited in Chicago's museum of science and had a one-woman exhibition at the University of Illinois.
My favourite artists include: Barry Watson, Dawn Vaz, Patrick Waldemar, Christopher Gonzales, Dawn Scott and Norma Harrack, the sculptor. And, yes, I love a challenge.
B.E.: It's been said that you have a flair for the dramatic, would you agree with that and what about the personal side, are you married?
K.O.: Maybe when I was younger and still trying to find myself, but not anymore. I strive to be a woman of style and substance. I recognize, appreciate and value drama but I am not a part of it now. I am divorced with two wonderful step-daughters.
B.E.: What is the biggest misconception of Kay Osborne?
K.O.: People tend to be surprised when I speak of my background, especially the inner city part. Their conception of me is different from a woman who is street-wise, knew poverty and all that goes with it.
B.E.: What is your typical day like?
K.O.: I start by watching Smile Jamaica (with a note pad). I meditate to find my centre and I deliberately live 10 minutes from the office to get rid of the traffic. I eat a healthy breakfast and leave home with specific goals but open to what the day offers. I stop for lunch, monitor local and international television programming throughout the day and get home to watch the 10:00 p.m. news. The next phase is to reach out to external stake holders, it's a steep learning curve but people are helpful, especially Mr. Spaulding, the board and Mr. Allen.
Gary Allen, our new director of operations, is a pivotal part of this organisation; all report up to and through him. He has a background in journalism but has done great things in business. He turned around an important regional organisation, changing it from a losing to a viable and profitable position. It's my privilege to work with him. Mr. Spaulding is the visionary; he drove the half-billion dollar modernisation project an innovation that needed to be made.
B.E: Now that you are home, what is your wish for Jamaica?
K.O.: That we will develop an environment that facilitates people's growth
B.E.: You have received several awards, which of them means the most to you?
K.O.: The Gleaner award because it indicated that someone understood what I was trying to do about an issue affecting the future of children. Someone understood that and it brought me tears because it was important to me.
