Articles about "management"


jordan

How to manage a ‘newsroom star’ and keep everyone happy

This is the core message of my teaching: The most important things leaders do is help other people succeed.

So what happens when they indeed succeed, and in a really big way? What’s your responsibility when a member of your team builds a massive fan base, wins coveted awards, or rakes in high revenues for your organization?

Congratulations, You get to manage a star – with all the joys and challenges that accompany that responsibility.

I hope I haven’t frightened you.

Not all stars are problematic, although recent high profile management/star conflicts (Jian Ghomeshi, Bill Simmons, Don Surber) might leave that impression.

How stars wield the clout born of their contributions determines whether they’re what I call “low maintenance” or “high maintenance.”

Low maintenance stars are collegial, productive, interested in the organization as well as themselves, and committed to core values including integrity and quality. Read more

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Listening

Be a Better Listener in 3 Minutes

I work with managers and non-managers alike who want to become better at listening. I’ve read books on it, written columns, and teach sessions on the essentials of the skill.

And then I met journalist E. S. Isaac of India and got a better education on what it means to truly listen.

During a dinner conversation before a week-long leadership seminar at Poynter, Isaac shared his insights. He grew up in rural Chhattisgarh, in Central India. His parents were illiterate. But his father, Benbarisi Isaac, was his best teacher.

I found what E. S. Isaac said — and how he said it — to be so meaningful that I asked his permission to record and share his thoughts.

I think this will be the best three minutes you spend today.

Who is this wise man?

Isaac oversees Doordarshan Television’s international channel DDIndia.  He manages the sports programming on DDSports, reaching 143 countries across the world. Read more

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Businesswoman stressed out

Overworked and overwhelmed? Consider these 7 questions

If you’re feeling swamped at work these days, you’re not alone. I’m not talking “I don’t get to go out for lunch very often” busy. I mean “I’m buried in work, never fully off the clock and still feel I’m letting people down” busy. I hear it regularly from the managers I teach and coach.

It’s a function of the downsized staffing but increased demands and responsibilities in changing organizations.

The story is familiar: to hit budget numbers, the company cuts head count but leaves fully intact the expectation of quality, service and measurable results. (I’ll give CNN president Jeff Zucker credit. Referencing the depressing specter of buyouts and layoffs, he didn’t try to spin it as some great opportunity for the survivors to work smarter, not harder. He said “We are going to do less and have to do it with less.”)

Businesswoman stressed out

But what about those who are doing so much, perhaps too much, these days?  Read more

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Controlling business puppet concept

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.

Now, in my leadership workshops, when I identify myself as a recovering fixer, I ask if there are any others like me in the room. Read more

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Why do journalists remember nasty editors fondly?

Dean Baquet said it was “nuts” to elegize “‘the city editor who changed my life because he was really nasty to me for six months and it made me a better person.’” I noted earlier today that John Robinson had recently tweeted some wisdom about the peculiar devotion some journalists have for tough editors, but I was curious what Jill Geisler, who directs Poynter’s management and leadership training programs, thought about J. Jonah Jameson types.

Geisler recently wrote about what a good management style looks like, and talked about the “bad old days” when “bosses could be behave like tyrants” as long as their team “cranked out some good work.”

She didn’t dwell on those days in the piece, though, so I put it to her: Why do so many journalists think fondly of jerks? Here’s what she wrote back:

The fond remembrances are very likely the result of several things:

1.

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Joe Maddon_AP

Great journalist or great manager: Who would you prefer for a boss?

I am going to begin this essay on leadership with an extended baseball analogy. I realize that this will make my argument sound “gendered,” and not in a good way, but I’ll take my chances.

There are a lot of good baseball managers out there, and one of them is Joe Maddon, skipper of our local team the Tampa Bay Rays. The Rays are struggling this year with injuries to their pitching staff, but under Maddon’s leadership they have become – with one of the lowest salary budgets – one of the consistently best teams in baseball.

There are lots of reasons for this success. One of them is Maddon. Players like to play for him. He has high standards for his players. He demands maximum effort. But he is patient, positive, supportive, and experimental. And he likes to have fun. In short, he creates the conditions in which his players can be productive and satisfied, proud and happy to be a Ray. Read more

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A business man is sitting in the palm of his bosses hand on a white background. He looks unhappy and feels trapped and weak at his job. Use it for a strength or struggle concept. (Depositphotos)

Why employees resent a ‘Bigfoot Boss’

Great bosses often have big talent, big ideas and big reputations for excellence. But here’s what I’ve learned: Even when those respected leaders are larger than life, they have remarkably small feet.  Said another way: They don’t “Bigfoot” their employees. They don’t stomp like Sasquatch on their colleagues’ ambitions and successes.

Employees resent “Bigfoot Bosses” because they are takers. They rob people of opportunity, advancement and job satisfaction as they:

  • Take credit for the work of others
  • Take the spotlight when it could be shared
  • Take high-profile assignments for themselves
  • Take more control over their employees than is truly necessary

They may do it out of fear, insecurity, or some misguided response to that oft-heard business advice about “building your personal brand.”  But they are headed for disappointment.

Managers with a reputation for bigfooting others are unlikely to be seen as true leaders.  What they gain in short-term glory or power, they lose in respect and collaboration — and ultimately undermine their own success. Read more

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Business collection - Street quiz

How will you score on the ‘Great Bosses Quiz’?

I know there are many managers who aspire to be great bosses. So, I’ve developed a little quiz to see if you’re well on your way. Read the 10 questions, then select from the multiple choice answers. I hope the correct ones will be obvious to you and the others might bring a smile. You’ll find the correct answers at the end of the quiz.

The Great Bosses Quiz:

1. The most effective feedback from managers to employees is:

a. Serious and scary

b. Specific and sincere

c. Sweet and sour

2. Emotional Intelligence is:

a. Essential to effective leadership

b. A touchy-feely waste of time

c. An unreleased single by Hall & Oates

3. Micromanagers are:

a. Shorter than average managers

b. Rarely appreciated by staff and likely to impede employee growth

c. Beloved by all

4. Managers who are good coaches for staff know their most important tool is:

a. Read more

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Personality inventory

PoynterVision: Use Myers-Briggs to understand your coworkers

Poynter’s senior faculty in leadership and management Jill Geisler uses the Myers-Briggs Type Indicator in her leadership seminars at Poynter. She introduces the test to new managers and experienced leaders to help them understand themselves better and better manage their staffs. Geisler, a certified practitioner of Myers-Briggs, says knowing your Myers-Briggs type can help you find harmony with your colleagues.


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Related NewsU training: What Great Bosses Know About Leadership Styles | Advice for the Newly Named News Director | Challenging Conversations: A Step-by-Step Guide for Great Bosses | Managing Change: Creating Strategies, Setting Priorities Read more

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Digitalnewsroom2

As brands start building digital newsrooms, what do they need to succeed?

Thanks to social media, we’re getting used to big companies talking directly to us instead of just advertising next to what we’re reading.

When you’re consuming content in a stream — as we do when using Twitter, Facebook or one of the many other social networks — a story from The New York Times, an update from your crazy uncle, and a link to a cleverly captioned photo from Oreo all flow in the same river, and get equal weight.

Today, tools such as Twitter and WordPress have led to an explosion of brands producing and spreading content, competing with traditional media for audience attention and employing journalists as creative storytellers.

If all the content marketing statistics floating around the Web are to be trusted, brand publishing is now a staple of the modern marketing diet. This is why the term “brand newsroom” has been floating around advertising circles in 2013 — brands have recognized that in a social-media world, telling true stories is a better way to win hearts and minds than interrupting people with ads. Read more

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