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Page Location: Home » Archives » The American Editor » 2000 » October
An American Editor - Joe Distelheim

Published: October 01, 2000
Last Updated: December 29, 2000
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An American Editor

Joe Distelheim

Birthday: Oct. 13

Hometown: Chicago

Marital status: Married, Dottie Distelheim

Children: None

Self-portrait in adjectives: Obsessive about my job. Hands-on. Taciturn. Traditional.

My newspaper’s strength: Strong writers, photographers and designers who have the freedom to stretch.

Worst part of job: Days we publish a dull newspaper.

Best part of job: Days we publish a good-reading, good-looking newspaper, telling readers stuff they didn’t know, with plenty of enterprise.

Pet peeve: Misuse of the English language, particularly by people who work for newspapers, PARTICULARLY MY NEWSPAPER.

Vacation spot: Long Beach, N.C., or anyplace else with an ocean.

Books at bedside: Who can find them? They’re covered up by the newspapers and magazines.

Best advice I could give a 20-year-old: If you can’t be smarter than other people in your business, outwork ’em. Worked for me.

My trademark expression: One of several that include the word “readers.”

My best asset is: Knowing that you’re never too big in the business to make the coffee.

Wish I were a leader like: Dave Lawrence and the late Jim Batten. I had the privilege of being hired by and working for both. Each demonstrated a sense of journalism’s best that anyone in this business should emulate; each demonstrated a sense of fairness and caring about people that could be a model for anyone in any endeavor. Years later, I continue to ask myself what they would do in a given situation.

Most difficult decision as a leader: The daily decision of any newspaper editor: How to mold the resources at the newspaper’s disposal into a daily newspaper that is as complete as it can be, balanced, fair and a mirror of the community and world we serve.

Worst decision as a leader: Letting bad personnel situations go on too long.

Tips on leadership: Find and train good people to make good decisions, and encourage them to do so. Have policies, but empower staff members to break them when it makes sense. I borrow a line from former colleague Carl Sessions Stepp, now of the University of Maryland: Sometimes you do something that’s right, even though it breaks a rule and you know you’ll get a note about it in the morning.

What I worry about the most: Tomorrow’s paper.


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