Author: Andrew Barnes
Published: February 08, 1999
Last Updated: March 02, 1999
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Getting what you want and need

I have been uniquely privileged always to deal with bosses who were better journalists than I. Others are no doubt more qualified to give advice on managing the dolts in the counting house. Still, I will offer some common-sense points that may be of use.

• Know what you’re talking about before the decisive conversation gets started.  If you’re going to be asking for people or news hole or technology, how much will it cost? What will it accomplish? Finding you have to bluff when you get to specifics will embarrass you and persuade nobody.
• Don’t let a decision get made until it’s going to be the right one. Managing these negotiations is an art. Never blurt out your case, warts and all. Stay on top of the process, and when it looks like it’s going wrong, buy some time.
• Deal with the person who could do it right. An innovative idea or a plea for improved staff levels may have appeal to a top boss that it won’t have to a more junior one. Find a way to make your case to a person who can say yes.
• Assume you and the publisher (president, group vp, whatever) have a common objective; the only concern is how best to achieve it. This one is so obvious. You won’t persuade anybody whom you hold in contempt. And if, in fact, you do hold your boss in contempt, why are you working there?
• If you don’t tell him, he won’t know. Explain yourself. What appears to be opposition to your proposal to add coverage of a neighboring community may well be lack of understanding. Make the case.
• Don’t stamp you foot and walk away; leave that to the three-year-olds. And a corollary: vent your frustration behind a closed door to an appropriate person. Martyrs to the cause are mostly former editors.
• Leave the conversation (meeting, exchange of letters) sure where the matter stands. In recapping for clarity you minimize the misunderstandings that can turn agreement sour.
• Make the best of what you get. Say a key element of your proposal was rejected. You have a choice between getting mad and figuring out whether you can make it work with what you did get. At least try to make it work.
• Finally, admit you’re part of running a business. At least to yourself, acknowledge we do have to sell to our customers and make a profit. That’s not the question. The question is how to avoid compromising your ability to edit a newspaper honorably and well.