Butch Ward

Since joining Poynter in 2005, Butch has had the chance to share with hundreds of journalists the wisdom he first heard from a Wharton professor back in 1994 -- when most newsrooms hadn't heard of the Web. "From this day on," the professor told the seminar on managing change, "you will find nothing in your professional lives but white water." Helping journalists cope -- maybe even thrive -- in times of constant change has become the common aspiration of Butch's seminars.


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Manager, Interrupted: How to trade all of that multi-tasking for some real focus

Multitasking at work. (Flickr Photo by Jonathan Blundell/ https://flic.kr/p/7bnUSk)

It’s 3:00 p.m. You’re sitting at your desk, trying to edit and file to the web the six paragraphs on your computer screen, a breaking account of the fire that has reduced downtown traffic to a crawl.

Your phone rings. The reporter at the fire wants to add a sentence about a new detour. You take the information and add it. Back to editing. Your mobile phone buzzes. It’s a news alert: the mayor has decided not to seek reelection. Then the phone rings. The city government reporter has the news about the mayor. Tweet it, you tell her, then file three paragraphs for the web and call back to discuss a follow-up. You forward the news alert to the news and web desks to let them know what’s coming.

Back to the fire story. It’s 3:06 p.m. Your phone rings. It’s a reporter who wants to take next Friday off…

For the newsroom manager, the workday can seem like a relentless string of interruptions. Read more

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Crossroad

Slow down and read this: 6 ideas for making better decisions

Lessons in management, like all good stories, pop up almost anywhere.

Case in point: a recent episode of “Restaurant Impossible,” the weekly effort by the Food Network’s Robert Irvine to “save a failing restaurant” in just 48 hours.

Having seen many of the show’s nearly 100 episodes, I can tell you that in almost every case, poor management contributes to the troubled restaurant’s struggles. In this particular episode, the restaurant’s manager had alienated the staff to the point of near mutiny. Enter Irvine with his body-builder physique, skin-tight polo shirts, brutal critiques and renovation fund of $10,000.

He quickly recognized the manager as an issue and, shall we say, “persuaded”  her to change her management style. In a reflective moment, she described her epiphany:

“I was decisive,” she said, “but ineffective.”

Decisive but ineffective. Hearing her say that, I thought about how many leaders struggle with decision-making. They know it’s a key measure of their effectiveness — in fact, many of the leaders I work with say the best bosses they ever had were “decisive.”

What exactly do they mean? Read more

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Detail of using a telephone keypad. Shallow dof.

Managing by telephone? 10 ideas for a better conference call

How can I manage people I cannot see?

That’s a question I get from a good number of managers who work with remote staff and freelancers and communicate with them via Skype, Google Hangouts, email, online chats and, yes, the telephone.

It’s clear from what the managers ask that despite the innovations in communication technology, it remains challenging to communicate effectively with people who work in another location.

I remember the challenge well. In my first assigning desk job at The Philadelphia Inquirer, I coordinated the paper’s coverage of New Jersey, and learned a lot about casino gambling, cranberry bogs, Superfund toxic waste sites and corrupt politicians. Because I was in Philadelphia and most of my staff worked in bureaus located in Trenton and points south, I also learned a lot about managing by telephone.

In the years since (and there have been quite a few), my use of the telephone often has  involved gathering groups of people for conference calls. Read more

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Depositphotos

Maybe your staff can handle criticism, but are they learning anything?

How well do you handle criticism?

I ask because in Poynter’s new report, “Core Skills for the Future of Journalism,” no multimedia skill received as many votes from professionals, academics, students and independent journalists as this one:

“Handle Criticism Well.”

Must be pretty important, eh?

Permit me to suggest why many respondents rated this “skill’ in the top one-third of their survey. At a time when most organizations are under-resourced and overextended, many managers would rather deal with an outbreak of head lice than with staffers who respond to criticism with anything short of compliance.

That’s what I often hear from newsroom managers, and I empathize with their challenges. But let me also suggest that staffers who roll over when critiqued are not the staffers you want aggressively pursuing journalism, often against great odds, in your community.

Instead, I think what you want are staffers with this skill:

“Open to Learning.”

The difference is significant — and has implications both for the staffer who is receiving, as well as for the manager who’s delivering. Read more

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A speedometer with needle racing to Improvement, past the words problem, planning and process, symbolizing the need to implement change to improve a situation._Depositphotos

Managers, make ‘we can be better’ more than empty words

So today I’m thinking about Casey Stengel and Jesus.

Why? Well, in my life, it’s the time of year for two really important six-week seasons: spring training and Lent.

Both are times devoted to preparation. Both are opportunities for fresh starts. And both give those who take part a chance to make an important change — whether it be their batting stance or their approach to life.

Spring training is the time when major league baseball players gather in the warm climes of Florida and Arizona to prepare for another summer on the diamond. Lent, which Christians observe in preparation for Easter, recalls the 40 days Jesus prayed and fasted in the desert prior to beginning his public life of teaching and good works.

Yes, the two seasons have very different goals: One aims to produce a winning baseball team and the other to transform lives. But both spring training and Lent begin with an important belief: We can be better than we are. Read more

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Advice from an introvert: It’s time to speak up

I’m an introvert.

A lot of folks are surprised to hear me say that. We’ve seen you teach, they say.

And you were a managing editor.

And you coordinated media relations for a big health-insurance company.

That’s all true. I also can work a crowd, make conversation with people I don’t know, even seize the microphone if that’s what the occasion demands.

But sometimes, despite my best efforts, my introversion takes over.

Like during a faculty meeting I attended recently.

We were discussing, over a lunch of pizza and salad, how we teach ethics. Several of my colleagues jumped right in, taking positions, arguing points, challenging each other. The conversation was lively, sometimes intense.

I popped open another Diet Coke.

It wasn’t that I didn’t want to talk. It’s just how I usually behave in meetings: hang back, survey the room, silently test my thinking against the others to see whether I’ll sound foolish when I finally speak up. Read more

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Depositphotos

News managers: Think like great writers, focus on the right details

Sometimes sadness is like a drug that won’t let go.

On the morning after actor Philip Seymour Hoffman was found dead in New York with a needle in his arm, I spent several hours reading news stories, appreciations and old profiles written during his remarkable stage and film career.

With each story that I opened, I promised myself this one would be the last, that it was time to get to work on this column about leadership. Then I read another, and another, unable to shake my need to understand a man I had met in a hundred different ways, yet never really at all.

In story after story, I found myself looking for details — telling details — the ones that good storytellers use to build compelling characters like the Lomans and Capotes that Hoffman played. Characters who make me care, characters I can’t stop watching or reading about; characters who are real. Read more

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Creative management (Depositphotos)

Building a creative news environment can be a matter of routine

Newsroom managers have always needed to be good jugglers. When someone asked how I was doing, I often answered:

“I’ve got a lot of balls in the air — and I’m trying not to let too many of them land on my head.”

But listen to managers talk today about their daily challenges, and the juggling metaphor no longer feels sufficient.

Not when they say things like, “I’m just trying to survive.”

With more work, over-stretched resources and frequently changing expectations for themselves and their staffs, managers say their top priority is to get the website updated, get the paper out, get the show on the air.

Just get the work done.

Notice what’s missing from that statement: “Get the work done … well.”

It’s implied, you say? Maybe. But I don’t think so. Too often, managers respond with a polite “you must be dreaming” to the idea of improving the work with more coaching, brainstorming or long-term planning. Read more

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Newrooms can co-exist with online comments with moderation and a strategy. (Depositphotos)

Can reporters help repair online comment sections?

Several years ago during a seminar at Poynter, we were talking about engaging our audiences.

“We ask our readers and viewers to comment on our stories,” one participant said, “but unless we respond to them, how will they know we’re listening?

“Their assumption,” he said, “is that we’re not.”

In the years since, I’ve heard from a lot of journalists who confirm that, indeed, they’re not listening. They don’t read users’ comments for a variety of reasons: no time, no interest, no stomach for the cesspools they often find there.

Meanwhile, I’ve heard other journalists and newsroom leaders say that journalism’s future requires a different, more interactive relationship with the audience, one in which people outside the newsroom share their expertise and engage in productive debate. That’s how democracies thrive cheap nike air max.

Which brings us back to those cursed Web comments sections. What can be done to make more of them places for productive debate? Read more

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Question Wall Puzzle Piece Answer Complete Understanding

One simple question that can change a manager’s relationship with staff

When I was a little boy, I remember grown-ups had a favorite question:

“And what do you want to be when you grow up?”

With each year, my answers changed: Cowboy, firefighter, priest, Perry Mason. (Not sure I ever wanted to be an astronaut, probably because I didn’t like roller coasters.)

In college, people kept asking me the same question, and with more urgency; after all, I needed to get a job someday. And over four years, my answer still kept changing: lawyer, teacher, writer.

I finally settled on the writer idea, and the search for a paycheck led me to the rewrite desk of the News American in Baltimore, my hometown. There I faced a new challenge: figuring out how my daily output of crime briefs, obituaries, dictated staff stories and occasional news features would get me to the cover of the Rolling Stone.

In a way, almost 40 years later, I still have that same question:

What do I want to be when I grow up? Read more

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