Several stoppers to plug newspapers’ brain drain

Watergate, the great motivator for boomer journalists, is ancient history to Generation X, but editors can find other ways to attract and retain new talent

By Edward Miller

If there’s a buzz word in newsrooms these days, it’s “retention.” We’re simply losing too many good people. What’s worse, we’re not even in the running for many bright people who bypass journalism for other careers.

For several years we’ve attributed this brain drain to the lure of the e-world’s hip culture, outsized salaries, and generous stock options. That bubble has burst, but the drain continues. What can we do?

To begin, we need to admit that the old lures of journalism may no longer be as effective as they once were. Most newspapers today are run by the Watergate generation, those of us who remember when journalism seemed more heroic. “All the President’s Men” is our favorite movie. But to the incoming generation of journalists, Watergate is the stuff of history books, about as far back in time to them as World War II is to most of us.

At issue is not whether journalism continues to be a sacred trust and noble calling, but how we can attract and retain people who share those values. Journalism at its heart remains an exciting and rewarding career, but if working in a newsroom has become more of a chore than a challenge, it’s up to us to change that. Here are some thoughts that might help:

• Loosen the structure: Most newsrooms remain linear, top-down, 19th-century-industrial-model structures. Even in team-based organizations, the governing model is still a chain of command. This structure might have worked in the past, but today’s generation — which learns about innovative businesses by reading “Wired” and “Fast Company” — has little tolerance for rigid hierarchies. Command-and-control management styles put off this generation.

Asked what they want on the job, people always cite “autonomy” and “support.” The two demands are somewhat paradoxical: “Give me a hand, but get off my back.” Organizations flexible enough to manage this paradox will be more attractive to young journalists.

Newsrooms where senior editors still make mid-level decisions will continue to lose people.

• Concentrate on competence: There is a direct correlation between competence and motivation. Those who believe they are good at something, and have a good shot at getting better, are measurably more motivated and satisfied.

The reverse is also true; people who doubt their own abilities are less motivated, more fearful and less confident about their future.

That’s why training and coaching are high-leverage initiatives for editors trying to retain good people. The more you can do to make them better, the more likely they will be to stay in your organization.

Unfortunately, as budgets tighten, training is usually the first casualty. In the last year I’ve watched distinguished newspapers cut training in half, and then in half again, as they struggle with economic imperatives.

One of the consequences of this shortsightedness is an accelerated exodus from those papers and from our industry. It’s as sad as it is unnecessary.

• Create opportunities: In the e-world, they call it “wingspan.” It’s an old but reliable tradeoff: “I’ll work hard for your organization if you help me develop new skills.” To make the deal work, each person on the staff needs an “individual development plan,” a blueprint for building new skills, leadership competence, and versatility within the organization.

Individual plans might include cross-training, time off for API or Poynter, or even newsrooms teaching and mentoring assignments that require mastering a new skill.

• Recognize good work: Today’s journalists are more willing to shout out loud what their elders only muttered: “We want to be recognized for our work.”

Editors need to develop a sophisticated repertoire of recognition for individuals and teams. “Drive-by praise” is insufficient; so is a reliance on contests and prizes.

Recognition is more than momentary praise of an individual. It is an editor’s way to show what you value and what you expect from others.

If newspapers want to recruit and retain talented journalists, editors need to lead flexible organizations that build competence, create individual opportunities, and recognize effort as well as outcome.

Miller is an associate of the Poynter Institute and a newsroom coach. He can be reached at miller@newsroomleadership.com.