Okay, we know the situation.
Change is now a constant in newsrooms.
Changing patterns of news consumption lead to change in the way we
produce journalism. From imagining the stories to collecting
information; to connecting with communities and producing reports in
new ways at new times; to being "always on" and sharing "how we do it"
with readers, viewers and users; to learning new skills with new tools;
to changing systems and processes; we're a work in progress.
Change can be exciting for those who see it as first an opportunity, but frightening for those who see it primarily as risk. In
truth, it is both; therein lies the tension. Managing that tension
is the leader's challenge. Too much change, and people are discouraged;
too little, and they can be complacent.
When top-level newspaper leaders gathered at Poynter recently for an
ASNE conference on the future of news, I asked them
to work in teams to identify the key things that managers must do to
help people navigate -- and ultimately succeed -- when change is their
constant companion.
My goal now: to share their good advice with all newsrooms. The teams
selected five topics from a long list they had brainstormed.
As you will see, a theme of communication runs throughout, so much so
that some groups echoed each others' advice. Since their oral reports
were delivered from bullet-points on flip chart pages, I've edited
those bullets for clarity -- with care to keep faithful to the spirit of
their messages.
Here are their tips for managing change in your newsroom:
1.) Communicate
- Get staff input, so they take ownership and their ideas take root.
- Use multiple channels -- meetings, memos, one-on-ones -- everywhere you go.
- Identify "bell cows" -- or, early adapters on staff -- when new things are
underway. Make sure they share your vision of the future, and
encourage them.
- Be relentless. When you think you've communicated everything, do it again.
2.) Be Honest
- Understand the message you are delivering and they are hearing.
- Define change clearly; minimize ambiguity and confusion.
- Explain why. Things might be crystal clear to you, but you've
been immersed in the subject you're addressing far longer than most.
- Openly examine positive and negative angles; describe the downsides early, but also describe the potential benefits.
- Willingly ask for advice. Encourage people to challenge your assumptions.
- Be honest when you have to say "no" to something -- don't delay.
- Borrowing from Google's corporate mantra: "Don't be evil."
3.) Admit Mistakes
- Admit past mistakes so you can move beyond them.
- Admit mistakes made in the execution of a vision to protect the integrity of the vision.
- Adjust the plan. Don't be afraid to change the change -- but explain it.
- Differentiate between "process" mistakes and "people" mistakes.
Sometimes things go awry because of systems, but we instead focus
narrowly on
people.
- Take personal responsibility for problems you have made, contributed to or allowed to happen: "I was wrong."
4.) Hire Great People
- You are only as good as the people you surround yourself with. (Make sure you teach them the same thing.)
- Devote a significant amount of time to hiring.
- Build a stable of candidates.
- Involve others in the hiring process and seek candid feedback.
- Hire for "smarts," which can be more important than experience.
- Spend more time with your best people.
- Development and training must be ongoing.
5.) Evangelize
- Get the people done through work rather than the work through
people. Which means: Don't let people feel they are means to an end.
Engage
them.
- Give staff a stake at all levels, so they share ownership of the vision.
- Front-line supervisors are key -- make certain they are getting and
sharing timely information. Their connection with staff is the
spot at which most meaningful change takes place.
- Recognize the power of success, and how celebrating successes along the way helps the team reach its goals.
- Make it easy to have fun in the process.
Fun? Is that really a part of the leader's role in change? How can it not be? We're asking people to work harder and
smarter, to adapt and innovate, to take risks and hope for
rewards. In exchange, leaders have a responsibility: to
honor journalism's core values and manage the tensions inherent in
change.
At the same time, as our "Future of News" editors and
publishers remind us, the best leaders recognize that change can
flourish when people believe in what they do and are happy doing it;
when the newsroom is a fun place to do meaningful work.
