I often ask seminar participants that question.
They usually look for answers in the ceiling first. Then, following more instructions, they quickly begin to write. The idea is not to think a lot about it, but to consider their workday and identify what eats it up.
Newspaper reporters write about going out on stories, writing them and getting them edited. Photographers list responding to photo requests, going out on assignments, photographing the story and… getting edited.
I recently asked the participants in Poynter’s Anchors as Newsroom Leaders Seminar to make a similar list. Writing lead-ins topped their lists along with reading and editing scripts, delivering the news, and talking to producers.
And what about newsroom managers?
Most of the journalists and their managers share a common response to their lists.
They’re usually SURPRISED at how many things they do.
Managers are also surprised at how much they don’t have time to do.
They do some things because they show up on their job description.
Some things because others have asked them. Some because they know how to do them better than anyone else does (at least, they think they do). Some because they like those duties, darn it.
And some duties…well, they’ve just always done them.
The ideal list for managers might include sharing their vision with people who can help them realize it, coaching newsroom staff and celebrating their accomplishments.
The real lists are more likely to include meetings with other managers and with bosses.
I invite you to make your own list. Then, ask yourself these questions:
- What are the most important things for me to do? How much time do I spend on them?
- What things on my list need to go to someone else’s?
- Who‘s ready to handle some added responsibility?
- What am I not doing that I should be doing?
- What‘s lost if I don’t change?
- Who are my top people?
- How much time do I spend with them to let them know their value?
I challenge you to create a daily routine that fits you and advances your values and goals for the newsroom. Your colleagues know what they do. They need you to remind them about why it’s important and how it fits your vision.
Suggested reading:
Covey, Stephen, A. Roger Merrill and Rebecca R. Merrill. First Things First: To Live, To Learn, To Leave a Legacy. Fireside: 1996.
