Last Updated: May 20, 1999
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Thinking
internationally
Istepped into The Sacramento (Calif.) Bee newsroom with the idea of
learning about the latest techniques to help journalists at my own newsroom
report and write the best stories possible. I thought I would get tips
from the American editors on how to plan special editions and the right
way to cover beats new to Latin American newspapers, such as education,
minorities and religion.
At the end of my four-week visit to the Bee, I understood that there
is no such thing as a revolutionary recipe to do all this, only a lot of
discipline. And plenty of human resources, as well.
This I learned: I needed many more reporters, and editors to get the
in-depth reporting and quality writing I admired in some foreign publications.
I was not going to get the results I was looking for by overwhelming people
with work. Quality is usually time-consuming, as well as more expensive,
and that is something an editor must convey to the almost-always reticent
publisher.
I also learned that there was no right approach to education or religion
beats. It is critical, though, to understand the importance of things other
than politics and hard news to readers. I needed to prioritize that sort
of information in terms of space if I wanted a publication closer to its
reader’s concerns.
However, what I really profited from at the Bee had nothing to do with
theory or method. Being in the middle of a newsroom, without something
specific to do (while trying to stay out of people’s way) gave me enough
time to watch the behavior of editors and reporters. I had never had the
chance to be a newsroom observer; I never had the time because there is
always a breaking story, immediate things to pay attention to, a new conflict
to resolve.
So I started noticing, for example, that even though the executive editor
traveled a great deal, he managed to make himself omnipresent by calling
three or four times a day while away or, when he was in, by sticking his
neck into editor’s or the reporter’s office to inquire about the development
of that special story.
Now I understand why Gregory Favre writes the introduction to so many
special stories they publish. His hands have been on the work the whole
time. I also noticed that while some editors were impatient when they smelled
a bigger story in a reporter’s news account, most had a subtle way to get
the real story out without hassle.
In the end, it came out easier for both parties — and less intimidating
— to pose questions and give the reporter time to see the story himself.
That team approach, I found, helped motivate the reporter and kept a friendlier
atmosphere.
I could guess the next managing editor just by watching who’s getting
what part of what job. For example, why should a Pulitzer Prize winner
— who would have been better planning the Unabomber trial coverage — be
recruiting and doing administrative work?
I filled my notebook with all kinds of story ideas and tips on how the
Bee’s staff plans their editions. But, three months later, I know that
was not the best part.
I still wonder why a U.S. newspaper would take foreign editors as guests.
What’s left for them? I only have a clue.
I also found dozens of reporters and editors very interested in what
is going on in a underdeveloped country and a totally different culture.
I wish we could have had some more time to talk.
Font is managing editor of El Periodico de Guatemala, Guatemala City.
