Focus on the here and now. Be generous with praise. Get out of your office and into the newsroom.
These are just a few ways of becoming a better leader in the newsroom – a place where budgets have been cut, staff morale has fallen and communication has been lax.
“A good editor creates an environment where good work can be done,” said William “Butch” Ward, managing editor of The Philadelphia Inquirer, who moderated Tuesday’s panel on how editors can overcome barriers to becoming effective leaders.
Newspapers nationwide have felt the impact of lagging advertising revenues and rising newsprint costs. Financial pressures can cause tension in the newsroom. But Mr. Ward said the best way for journalists to get through these times is to “focus on what can be done and not get bogged down in what can’t be done.
“We’ve lived through tight economic times before,” he said. “It’s important for newsrooms to do their best work.”
The panelists were Dean P. Baquet, managing editor of the Los Angeles Times, Elizabeth G. Cook, editor of The Salisbury (N.C.) Post, and Sandra Mims Rowe, editor of The Oregonian. They argued that editors need to tell their staffs how they feel about financial problems in the industry.
“Be honest and open. Let them know when you disagree, especially with the budget and other cuts,” Mr. Baquet said.
At the same time, Ms. Cook said, sometimes editors focus on cutbacks so much that they don’t discuss anything else with their staff. “Don’t treat it like a hostage situation,” said Ms. Cook. “This is behind us and let’s move on.”
The panelists said they were concerned about the lack of communication with their writers. Ms. Cook said her office is placed in a nook of the newsroom that prevents her from feeling the excitement of the newsroom. She said she’d much rather be out there closer to the team.
“Senior editors don’t talk to reporters any more because of the size of the paper,” Mr. Baquet said. They should sit in on meetings more to let their colleagues know they care. Rather than always shooting down reporters’ ideas, an editor should take the time to feel the excitement that his or her reporters have for a story, he said.
“We sometimes forget how much of a blast it is working in the newsroom,” he said.
Another barrier: Editors have been known to focus on the future without paying attention to what is going on with the newspaper right now, said Ms. Rowe. “We want the staff to know our demand for excellence (now),” she said.
Some staffs have also complained about not getting enough support from their editors. Ms. Rowe asked audience members: How many still have a note from a colleague complimenting them on a story? Most in the audience raised their hands. She then asked: How many frequently complain about missed stories? Again, most raised their hands.
“We should commit out loud to thanking people more,” said Ms. Rowe.
Most reporters want an editor who will let them do what they were hired to do, said Ms. Cook. “Give them positive feedback when they’re doing it right,” she said.
