There’s an interesting post on the WAN-IFRA blog now, which details are the key attributes of an effective editor, leading at a time of industry disruption.
It’s a subject close to my heart as it was the topic of my MA, and I agree with a lot of the points made by David Boardman, Dean of the School of Media and Communication at Temple University, Philadelphia.
Among the points he lists (and if you want all of ’em, this link takes you to WAN-IFRA’s post) that resonate with me is ‘Practice innovation as a means, not an end’; I completely agree with that, especially if it means the end of the dreaded “yes, but…”.
Most projects involving innovation will need a system of checks and balances, and the voice of a critical friend is often the one you least want to hear but most need to. However, to achieve innovation often means suggesting something you can’t quite articulate – it’s more of an idea-in-progress. Of course, every now and then ideas spring, Pegasus-like, fully-fledged from someone’s brow but more frequently they venture forth tentatively and are encouraged to grow by the wider collective. In the face of a “yes, but…’ they can flicker and die before they have the chance to fully develop.
Journalists are trained to be questioning skeptics, who often want to analyse things and see the stages along a route. Furthermore, not everyone involved in the gestation of a project will feel able to support a burgeoning idea, sometimes simply because of the stark reality of just getting it out of the starting blocks is so tough. Or perhaps the existing CMS won’t support it. Or maybe it’s summer, and too many people are on holiday. Or… or… or…
And so it goes, as Father Kurt tells us.
Innovation tends to happen when you can see your end point; the game is getting there.I was taking to Dave Brown of Apposing the other day- a true innovator and entrepreneur, if ever there was one – and he explained his approach was to imagine the desired outcome, and then plot the way towards that. And if something didn’t work, you take a detour around it. Ultimately, the way might not be direct but there is a way, if the idea is worth doing. I like that.
So, because the editors/innovation/disruption discussions looked so good, I grabbed the #editors14 hashtags stream from the World Editors Forum and dropped it into a Tweetdeck column to read at leisure.
I’m not sure what ‘editor’ constitutes for some of the speakers – I wonder if the US speakers are referring to managers with a different responsibility to UK editors, for example – but the message is still pretty clear:
- Know what you should have knowledge of to fulfil your role
- Accept what you don’t know and employ smart people who do
- Be the strongest advocate for digital in your newsroom
Ideas thrive in newsroom cultures that don’t have a lot of truck with “yes but…” and when it comes to changing newsroom cultures, I would suggest an editor needs to be a lot more visible and accessible than ever, so the tentative, half-formed ideas have an advocate higher up the food chain.
If, as a parent, you’re not supposed to have a favourite child, when you edit a title I guess you shouldn’t have a favourite platform. However, if you want to make something succeed you have – in my opinion, at least – to advocate for that thing as hard as you can, doubly so if you’re doing it in the face of doubt or uncertainty.
So when I was an editor, my websites were always my favourite children, not because I didn’t believe in print but because that advocacy was important.
To try and make sure their teams believe, I’d argue editors need to believe twice as hard as anyone else in the newsroom, because the “yes but… [the paper has to come out on time]” and “yes, but…[there aren’t enough staff to do X] are compelling arguments. They’re just the wrong ones to be having at this late stage in the game.