Think of the people who work for you. They came to journalism for a variety of reasons. They brought passion for certain roles they wanted to play in a newsroom. They have a range of experience, interests, skills, and goals.
How aware are you of the distinctions? Of how individual professional goals or interests might be evolving? Of how newsroom changes may be prompting thoughts of new and different professional interests? Or to concerns about how they fit?
It’s very likely right now that you have staff members who are asking themselves questions about their recent work, new assignments, or their future. Much of that questioning is natural progression. Some may be surfacing because of particular circumstances that may not be evident to you.
If you are a new editor or if it’s been a while since you checked-in with individuals on your staff, start by asking questions. And then listen carefully. Some things to explore:
- What they think of their recent work. What they are proudest of or what they wish they could have done better.
- What they would like to improve about their performance or about the job they currently hold.
- What they do that does not add value to their work
- What they believe are their strengths and whether those are being used well.
- Whether other jobs interest them or whether they need training to achieve their goals.
- What goals they have, both near and longer-range.
- What they need from you.
This is a good way to keep building your understanding of the people who work for you and what you can do to support, coach or train them effectively.
How you engage your staffers doesn’t matter as much as the fact that you are seeking their perspectives. You can ask them to write their thoughts, or you can do one-on-ones away from your desk. It is important, though, to give them adequate advance time to think about their circumstances and what they want to discuss.
Here are some tips:
- Tell you staffers what you are doing and why. Tell them you want to be helpful in their daily development and long-term goals.
- Allow adequate time for discussion to deepen.
- When you meet, be the listener.
- Make clear that this is not a review, though you should refresh your recollections of recent work. Some will ask for your feedback.
- Identify a follow-up from the discussion – one or two things each of you will do that help you work together effectively.
- Create a process that works best for your circumstances. It may be more casual if you have a small, close staff, or it may be more methodical in a larger newsroom.
- Don’t lose sight of the purpose: Gaining a better understanding of the individuals who work for you and what they need.
