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6 dangerous biases of bosses

Integrity is the cornerstone of leadership.  For managers, intelligence — both cognitive and emotional — is important. But research says that employees rate trustworthiness as more important than competence in their managers.

I think that’s because so many managers lead people who are smarter than they are. The staff doesn’t expect the boss to be a genius; they want a supervisor they can trust.

Trust is confidence, in the face of risk, that another person will act with integrity. Tell the truth. Share credit. Take blame. Make decisions based on values. Reject prejudice.

We earn the trust of our team over time. But it takes vigilance to maintain it, even if we have the best of intentions. That’s because we tend to overestimate our own abilities and think we’re more reliable or principled than we really are.Read more

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Thursday, July 03, 2014

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Manager alert: pay attention to your best people

For the better part of the past two weeks, I needed a good slapping.

I don’t mean that literally, though some of the people in my life might wish I did. What I needed was someone to snap me out of the insecure funk I get in from time to time.

I had writer’s block.

Do you ever get it? Ideas that seem so clear in my brain get hijacked and disappear somewhere en route to the keyboard. I start a sentence, delete it, start another and delete that, too. I get up and walk the dog, stare some more at the laptop, send out Facebook birthday wishes, stare at the laptop, get a cup of coffee…

Before long, my insecurities win. I am convinced I will never write again.… Read more

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Wednesday, July 02, 2014

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As mobile ad revenue continues to soar, newspapers still struggle to catch the wave

There was a double dose of good news in eMarketer’s mid-year ad forecast released today. Ad spending will grow more than 5 percent in 2014 for the first time in 10 years. And the mobile ad boom shows no sign of plateauing with 83 percent growth over 2013 expected.

Digital giants like Facebook and Google continue to dominate the category (together more than 50 percent), while newspapers and magazine struggle to offer competitive ad buys on their mobile products.

The Newspaper Association of America’s revenue report for 2013, released in April, found that mobile advertising had grown 77 percent for the year but still accounted for less than 1 percent of total revenue.  By contrast, as Facebook reported its first quarter earnings the same month, it said mobile had grown to 59 percent of its total ad revenue.… Read more

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Thursday, June 19, 2014

Poynter to host forum discussing leadership of women in media

The Poynter Institute announced Thursday that it will co-host a national forum focusing on the issues surrounding women in journalism and media leadership.

The forum, which will be held in partnership with the National Press Club Journalism Institute, will focus on the current conversation about newsroom culture as it pertains to women, which was invigorated by the firing of New York Times executive editor Jill Abramson.… Read more

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Naysayers are swarming on Clayton Christensen and his “gospel of innovation”

Clayton Christensen

Updated 6-24.

If business school professors were pop stars, Clayton Christensen would be Beyonce. His 1997 book, The Innovator’s Dilemma, is wildly influential — in particular, it has been both the theoretical underpinning and rallying banner for would-be digital disruptors of legacy media.

Most recently, Christensen’s thinking is central (and repeatedly cited) in the leaked 2014 Innovation Report young digital staffers of the New York Times produced this spring.  They argue that the print newspaper on which the company built its reputation needs to be de-emphasized and that, borrowing from upstarts like BuzzFeed, the Times should embrace a newsroom culture of aggressive digital development.

This month, however, Christensen has begun to gather some formidable detractors as well as acolytes.  The lead critic is fellow Harvard professor Jill Lepore who unloads a long debunking article in the current issue of The New Yorker.… Read more

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Thursday, June 12, 2014

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5 reasons managers are addicted to “fixing” – and how to recover

I admit it. I’m a recovering fixer. Show me a piece of copy and my fingers get itchy. I crave contact with a keyboard, with a gnawing urge to tweak someone’s writing a little — or maybe a lot.

Then I remind myself of the pledge I took years ago:

“Remember, Jill. Sit on your hands. Coach, don’t fix.”

I adopted that mantra so I’d have to learn how to help my newsroom staff improve their work without taking away their ownership, responsibility, and too often, their pride in performance. I’d have to learn to teach, not just do. Moreover, I’d need to teach in a way that would help people discover ideas and approaches for themselves, instead of just following instructions from the boss.… Read more

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Tuesday, June 10, 2014

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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.… Read more

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Thursday, May 29, 2014

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Virtual Newsroom: getting journalism done in a digital age

At this moment, I am at my dining room table in Los Angeles with two laptops, a cellphone and an iPad. I work with staff writers who live in Chicago, Washington, D.C., and just outside of Tampa. I also talk virtually with Poynter faculty, adjunct faculty and freelancers who write for us, some of whom live in Florida, but some who do not.

As the future of news is still inventing itself and the nature of news remains in transition, there’s one thing we can say definitively: We’re no longer working the way we did 10, 5 or even 2 years ago.

With technology, we can — and do — report on the news at greater speeds and larger volume. The Web, cell phones, tablets, wearables, and other devices allow us to give audiences what they want, when they want it, and how they want it.… Read more

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Thursday, May 22, 2014

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So what the heck IS a good management style, anyway?

There are no perfect managers. Not Jill Abramson. Not Dean Baquet. Certainly not Jill Geisler when she ran a newsroom, and she’s now a leadership teacher, for heaven’s sake.

Every manager has strengths and challenges. And on any given day, you, as a boss, will disappoint someone.

You hire and promote people while rejecting others. You accept and advance one person’s idea but pass on someone else’s. You hold people accountable for quality and performance. You force them out of their comfort zones to learn new things (Hello, digital age.)  In tough economic times, you cancel projects they love, freeze or cut their salaries and lay off their talented friends.

And if you’re like most people, you do all that with little or no training in how to lead a team.… Read more

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Sunday, May 18, 2014

In this Oct. 18, 2011 photo, traffic passes the New York Times building, Tuesday, in New York.  The New York Times Co. stock rose sharply on Thursday, July 26, 2012 after the media company reported that second-quarter revenue increased more than expected.   (AP Photo/Mark Lennihan)

New York Times’ Sulzberger took a risk; how about one more?

Arthur Sulzberger Jr.’s latest statement is a far cry from the May 14 New York Times news release about Jill Abramson’s departure, a missive that seems almost comically cordial now. Then, Sulzberger expressed his “sincere thanks” to her and she, in turn, thanked him for “the chance to serve,” calling him “a steadfast protector of our journalism.”

Addressing the staff that same day, Sulzberger would only describe the reason for the editor’s departure as “an issue with management in the newsroom.

Jill Abramson was gone and remained silent. Sulzberger thought he had said enough. But reports about the backstory surfaced from diggers like NPR’s David Folkenflik and The New Yorker’s Ken Auletta. The focus then turned, in large measure, to questions about compensation (was she the victim of pay discrimination?), style (was she really so tough to work for — and with?), the handling of her departure (why did it seem so cold-blooded?) and sexism (isn’t this just another example of women being sanctioned for behaviors that are valued in men?)

Then the world began to weigh in, with opinion pieces aplenty, including Poynter’s own, in which my colleague Kelly McBride and I both talked about the need for greater Times transparency about the firing.… Read more

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