Editorial leaders and…change
A
major theme to emerge from current editorial developments is ‘change’, and
different approaches to leadership and management through intense periods of
transformation, and maybe even revolution, in both attitudes and working
practices. “I think it’s been for a fair while and will continue
to be, might permanently be, about getting a lot of people to deal with a lot
of change,” said Reach Midlands editor in chief Marc Reeves. “I think that’s
what editorial leadership is and it’s going to continue to be so because the
sands are shifting all the time.”
Reflecting
on the wholesale change over the past 10 years, Reeves said: “Probably at the
start of it we thought, ‘when this is all over, we can go back to some kind of
steady state’. That steady state is never going to return and therefore I think
leadership, as far as I can see in the future is going to be continually
anticipating what you need to do to change and helping by involving your teams
in it.”
Jeremy
Clifford, editor in chief of JPI Media, contends that editorial leadership looks
through a different number of lenses. “If you go to the very top, editorial
leadership is how we manage change in a very fast changing, pressurised
environment with lots of commercial pressures while trying to protect what’s at
the heart of what we’re about, which is good journalism,” he said.
But
Clifford acknowledges there is a real conflict and tension in being able to do
that. “If you go down through the ranks of management you’ve got a different
style, and type of leadership that’s about trying to get the best out of your
journalists who are asked to do more and more different types of things and
adapt to change very quickly. Of course, they’re the people who produce the
content, so it’s a different type of motivation and leadership that they need
compared with the editor at the top.”
Helen
Dalby, digital editor for Reach in the North East, warns not to underestimate
the importance of the core skills of managing people through change, developing
and mentoring staff, and being a positive ambassador for our news brands. “Above
all, I believe an outstanding newsroom leader should demonstrate decisiveness,
conviction, good communication, consistency of message and clarity of purpose,”
she said.
Editorial leaders and…their role in
the newsroom
Ian
Carter, Kent Messenger editor in chief, chose the word ‘inclusive’ to describe
editorial leadership in his organisation, the KM group based in Maidstone,
Kent. “It’s moved on a lot from the old days of an editor being there as the
supreme being and scaring the bejaysus out of reporters. It doesn’t tend to
work these days, partly I think it’s because of the makeup of some of the
trainees that come through now. We find they tend not to respond to that kind
of management style any more and also because there is lots of self-learning
involved as well. I don’t think an editorial leader could or necessarily should
be the person who knows how to do every cough and spit in the news room. We should be learning from the kids that come
in as much as they learn from us. So, inclusive.”
There
were concerns from DC Thomson editor Richard Neville about the current trend to
consolidate editors’ jobs, with some titles not having an editor on the patch.
“I think you need someone who is a brand director and I’m not entirely
convinced you can do that wholly remotely. I think you would have to sort of be
a bit immersed in the product.”
Editorial leaders and…organisation
Joy
Yates, editor of JPI Media in the North East, was keen to emphasise the
organisation of the business she works for, Johnston Press (now JPI Media),
rather than any individual, or indeed corporate, attributes of leadership. “Editorial
leadership in our organisation comprises an editorial board which wasn’t
something we’ve always had at Johnston Press. It was something that Ashley
Highfield the recently departed CEO introduced which was a great thing for us
because it very much gave editorial advice. Our editorial chief leads the
editorial board and he sits on the executive management committee, the highest
committee we have so editorial properly has a voice.
Yates
takes part in a monthly meeting in Leeds when there could be a themed, strategy
day. “It might be concentrating on digital and 2019 where we want to be, it
might be very much content or strategy-based, or it might be people. We do a
lot of work with our people and making sure we have business leaders coming
through. We do a lot of career progression.”
For
Neville the different models of leadership in an editorial organisation are
driven by ownership structures. “The motivating factor is with those who
ultimately own the group. So, I certainly don’t think our owners would ever
contemplate not having an editor for individual titles.”
Editorial leaders and…digital
publishing
Dalby’s
background in digital content rather than a traditional journalism entry route
(journalism at university, NCTJ qualifications, industry traineeship) shapes
her response. “We’re digital publishers first and foremost, so editorial
leadership must now involve a deep understanding of how audiences behave and
consume content online. We have an excellent suite of data available to us to
help develop that understanding, and a central part of the job of all content
managers and editors now is to continually analyse, interpret and distil that
information into practical direction to help our teams grow audiences and
engagement.”
Neville
has a different take: “It depends on how you view what it is they [editorial
leaders] do. If it’s just about getting out and getting stories online then you
think of the job as a custodian. If you think anything there is more to the job
than just nuts and bolts, such a legal responsibility, there is much more to
it.”
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