Valuing talent

A love of words leads Caesar Andrews to a career in journalism, where he puts the emphasis on the individual

By Arlene Notoro Morgan

Caesar Andrews, 42, has been editor of the Gannett News Service in Arlington, Va., since 1997. The service provides a Washington-based news report for Gannett’s 99 newspapers around the country. Andrews assumed the job after serving in several senior level management positions at newspapers, including the Gannett Suburban Newspapers in White Plains, N.Y.; the Rockland Journal-News in West Nyack, N.Y.; The Reporter in Lansdale, Pa.; and Florida Today in Melbourne, Fla. He worked at USA Today from 1982-86 in several jobs including deputy managing editor for special sections and chief states editor. He started his career as a reporter for Today (now Florida Today) in Cocoa, Fla.

Professionally, Andrews is involved in a number of journalism organizations. In addition to his ASNE membership, Andrews is a vice president and board member of the Associated Press Managing Editors, a member of the National Association of Black Journalists; and a member of the National Association of Minority Media Executives.

He is a popular lecturer on ethics, management and news content at the American Press Institute and has been a discussion leader for the Maynard Institute for Journalism Education at Northwestern University. A 1979 graduate of Grambling State University in Grambling, La., Andrews took time off in 1991 to serve as an editor-in-residence at his alma mater.

Andrews is single. When he’s not leading his newsroom or a journalism seminar, he enjoys listening to music and hitting the historic spots in and around Washington.

Q. Can you recall what motivated you to become a journalist?

A. Words. I’d say I was driven into newspapers less by some big journalism cause, more from just appreciating reading and writing, and wanting to do something that involved written words. Much later, I realized how being part of a newsroom was compatible with my outlook and values. That means having some kind of innate appreciation of community service and wanting to be in a place with so much curiosity and constant learning going on.

Q. During the past 21 years, you have worked in a number of leadership or management capacities? What led you in that direction, rather than a career as a columnist or reporter?

A. I became an editor early on because opportunities were available and people in charge were willing to offer some chances to me. I guess I had an idea that managing might eventually happen, but there was no plan to get there. Serendipity was hard at work.

Q. If a young reporter or editor asked you for career advice, what tips would you offer?

A. Become a student of all that goes on in the newsroom and in the industry. But reserve space in the brain for your very own special way of seeing things and thinking about the news. There are plenty of people to handle the predictable and traditional ways of doing things. So be among those who preserve something special to add to the process.

Q. The Readership Institute study clearly shows that the newspaper industry has, for the most part, an aggressively defensive culture. Do you have any ideas on how we can improve the working environment to attract and retain the best talent, especially people of color who are leaving at a proportionally higher rate?

A. Finding and keeping good people is an obvious big deal. But let me say some employees will leave based on their own personal issues, even when editors work hard and creatively to keep them. Also, depending on particulars like timing, chemistry, temperament and such, some people, even some good ones, should move on. I hope that doesn’t seem defensive.

Still, it’s hard for newsrooms to achieve consistent quality, not to mention greatness, if there’s too much change in the cast. We need to keep hunting for new ways of giving good employees what they need to appreciate their jobs and want to stay longer. But many answers can be found in studies, reports and the endless industry forums presented over the years. I’m not sure we do enough of the obvious things in a sustained and serious way.

For blacks, Hispanics, Asian Americans and American Indians, all these points are further magnified. A newsroom environment that discourages journalists in general can be even more devastating to people who see race and ethnicity working against them. They can feel even more out of place and underappreciated.

Extra outreach is needed to address these groups, but the best solutions work for all.

Most people want a challenge, they want respect, they want to know someone cares about their ideas, performance and potential, on a personal basis. They want their talents used. They want to be in places where all the tough work it takes to be a good journalist is worth the trouble.

Q. When you encountered obstacles in the newsroom, how did you overcome them?

A. I wouldn’t recognize a newsroom without obstacles. That doesn’t solve anything, but what it means is I expect problems almost as a part of job description. How I respond to them depends on the details. Sometimes, I try to think things through in different ways. Or I rely on others in newsroom to provide answers. Or I seek help from people I respect. Mostly, I figure out whether “it” is something I can control or influence. If it is, I tend to keep at it until something works. If not, I try to move on.

Q. How have the minority journalism associations helped improve the profession?

A. They have been forces in trying to get the industry to treat diversity like more than a fad or a curiosity. Sometimes, these groups do a great job getting newspapers to face up to shortcomings and industry hypocrisy. They also offer comfort or at least encouragement for people who don’t always feel welcome on the job. All these organizations can do more. But they get credit for keeping the fight going.

Q. Given the competitive environment for skilled journalists, what do you think ASNE needs to do to change the traditional recruiting and sink or swim retention culture at work in most newsrooms?

A. Even with all the angst in the air, many journalists are passionate defenders of what journalists do. Future prospects need to know more about that. We don’t often make the case for a business that, by comparison with many, can be pretty fascinating.

As for retention, editors need to help newspapers stay focused on what it takes to keep good people. Professional development is one key. Editors need help making the process more personal. Training programs should feel like they are designed for particular individuals, not just for the masses. People generally don’t care if there’s some super development concept floating around if it doesn’t benefit them. So newsroom programs have to be flexible and tailored to fit what individuals want and need. The other point I’ll make is that good employees deserve to be treated like they are valuable. They hear all the talk about what a noble trust journalism is, but they don’t feel so noble, for many different reasons.

Q. Historically, the newspaper industry has not paid much attention to training and mentoring programs. Why do you think our industry is so poor compared to other businesses?

A. Well, we seem to talk about it more than ever. But we worship at the altar of things like the First Amendment. Such a great cause will surely attract geniuses with the most dedication and passion for covering the news, right? True believers, the thinking goes, will just hang in there and deal with whatever because they love being in the media sanctuary. Well, plenty do, but many don’t, at least not at any cost. Lots of companies don’t see aggressive training as an essential tool for helping people develop. Many journalists know that and see no problem bolting when the newsroom does not show enough appreciation of their talent and potential, not to mention their ideas.

Q. You obviously are committed to training because you give a lot of your free time to organizations like the American Press Institute and Northwestern. What have you learned from teaching others?

A. Talking about journalism to folks who know news forces me to think deeper about why newsgathering works the way it does, and why I do things as I do. So it’s a chance to stretch and get beyond thinking by rote.

Q. What do you think they have learned from you?

A. I don’t know. But I hope they hear something to add to their arsenal, maybe a fresh thought or two. Or maybe they hear encouragement or a challenge offered in a constructive way. They’d certainly hear through me the people who have influenced and provided counsel to me.

Q. With all the census changes being reported regarding increased numbers of Hispanics and Asians, how should editors lead their newspapers to make themselves more relevant to immigrants?

A. Editors don’t necessarily have to make fancy new commitments to cover emerging groups of readers. But they should fulfill an old commitment most newspapers have claimed over the years: Cover the community as fully as possible. That means telling the stories of Hispanics, Asians and others more completely, with fewer shallow stereotypes and more truth and context. I once heard an editor say you can tell if a newspaper likes its community by the feel and tone of what is published overall. Likewise, I can see immigrant readers eventually sensing something in coverage, over time. Either they will connect because they see news that’s relevant published in an environment that’s welcoming. Or they will pick up on the contempt and the silence.

Q. How would you attract the children of these immigrants to a career in newspapers?

A. I’d let it be known that I appreciate the value of a diverse staff to help reflect different cultures and perspectives in coverage. But I prefer to treat job prospects like the individuals they are. Show a willingness to tap into each person’s unique set of motivations and expectations. Let them know that the most valuable currency for journalists is talent. Show how the newsroom can help them develop theirs.

Q. On a personal level, what do you do to attract talent who might not think about a news career?

A. At GNS, most people who join the staff have heavy newsroom experience. But I think the industry has to compete more aggressively for more bright people outside traditional pools of candidates. Special and accelerated training is needed to immerse them in journalism. But many of these people have other expertise of great use in newsrooms.

Many of the same things that would attract and help retain journalists with traditional backgrounds might work for those with no formal training. All want some combination of interesting and exciting work, fair pay, opportunities to grow and to do great things, encouragement and respect.

Q. How do you find the best people?

A. I like to get many different people involved in the search in most cases. For example, we usually ask a high number of staff members to participate in interviews. That helps us to see prospects from many different angles. Sometimes, one or two people find a bright spot or a touch of excellence that perhaps was missed by others.

Q. Can you cite some journalism schools that you think are doing a good job in attracting and producing diverse students or students who understand how to report on race and ethnicity?

A. Plenty programs put forth impressive efforts on paper. Some schools also are terrific in practice. But not enough carry efforts out with depth and a grasp of complexities. Even some schools that have enjoyed success in attracting a mix of students can stand stronger discourse on diversity for all students. Results are mixed. But in fairness, many schools are better than ever on this issue. Of course, most newspapers aren’t exactly great role models.

Q. If a journalism school dean asked you for advice to make its curriculum more relevant to the needs of the industry, what would you recommend?

A. Provide the basics on gathering, editing and presenting the news. But devote more of the program to how students think. Help them develop their abilities to analyze events and ideas and put information in proper context. Insist that students get practical experience — campus media, internships, etc.

Q. The ASNE Credibility study indicated that many readers think that news reporters are biased, especially on political issues? What do you do to ensure that bias does not creep into a story?

A. It’s difficult to weed out bias from coverage. Slant is pretty much a condition of human nature. I still try to help make coverage fair and honest and more truthful. But individuals do the real work.

I used to think the best journalists had things in common with the best courtroom judges. They certainly have views and feelings and emotions, but are supposed to rise above them in order to shepherd a case through court in the most judicious and fairest and wisest manner possible. Newsroom pros already know all that. But we all need reminders.

Q. Do you have some specific ways ideas on how editors can use the credibility study as a teaching tool in their newsrooms?

A. I’d cherry pick the parts most relevant to a given newsroom. Everybody should make use of the case studies. Then there’re the simple options of sharing written material with others and devoting staff meetings to candid discussions of credibility. More important, editors should get the newsroom focused on the essence of these kinds of reports. They all seem to be saying newsrooms need to clean up their act and achieve even higher standards. Key to that is getting people throughout the newsroom, not just top editors, involved in figuring out how to do that better every day.

Q. How do you keep on top of community issues and what the public is talking about?

A. As a Washington bureau, the issues for us are in many ways obvious. We spend significant time figuring out what works for our local newspapers across the country. We have to remind ourselves that most people are not always fascinated with the internal ways of Washington, even when the process is quite important. We strive to focus on what affects people, how their officials are faring and why readers should care.

Q. Since there are so few editors of color at top positions, do you think that has put a burden on you to take on more of a leadership role in the profession?

A. I don’t seek roles because of race, so I don’t feel particularly burdened in that sense. I don’t mind being involved and contributing where I can from a position of leadership or otherwise. I don’t have the mentality that says I’m the representative. But if being black helps with anything, or someone thinks that it does, well, I am black.

Q. How do you handle those expectations?

A. We talk a lot about context in news coverage. Well, context on this issue is that my burdens are not all that heavy compared to what blacks have historically faced in this country — and what many have to deal with even today. Of course I feel my share of pressures, but it’s all relative.

Q. What are the greatest challenges you think the industry is facing today?

A. The struggle to connect with readers and grow readership, the race to get news to people via whatever technology, and the battle between principles and profits will go on forever. But nothing will matter if there aren’t enough people with passion for newsrooms. From an editorial perspective, a big challenge is having people who care enough about the quality of news coverage and who’re in a position to do something about that.

Q. How can editors prepare themselves to meet these challenges?

A. Don’t lose sight of readers.

Morgan is director of workshops on journalism, race and ethnicity at Columbia University.