Leadership

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Newsroom managers are being called on to be more versatile than ever before. That’s why Poynter, with more than four decades of teaching leaders, has developed programs designed to expand every manager’s skill set — and the confidence to use those skills. This page is your headquarters for our Leadership curriculum.

Visit us often for news on the latest Poynter in-person training — seminars and conferences ranging from the career-starting Essential Skills for New Managers to our Media Innovation Tour. Got unique needs? Learn how to arrange for a member of Poynter’s leadership faculty to provide your newsroom with a customized session that meets your organization’s specific goals. 

Come here to read The Cohort, and catch up on the latest news involving women working in digital media. It’s written by innovation faculty member Katie Hawkins-Gaar, organizer of the Leadership Academy for Women in Digital Media. And while you’re reading, check out the latest advice, encouragement or perspective from current and former newsroom leaders such as Marty Kaiser of The Washington Post, Meghann Farnsworth of Recode or Mizell Stewart III of the USA TODAY Network.

Pressed for time? Discover our online leadership courses on topics ranging from Managing Creative People to The Language of Coaching and Telling Great Investigative Stories with Dwindling Resources. If you’re serious about improving your leadership skills, Poynter can help. And this page is a good place to start your journey. Welcome.

Poynter Results

  • Leadership

    Article

    The difference between 'fixing' and 'coaching'

    Every editor must learn to fix stories, but fixing is not the same as coaching. Coaching is the human side of editing. It serves the reader by making the story and the writer better at the same time.

    Here are some key differences between coaching and fixing:

  • Leadership

    Article

    Hey, boss: Future managers are watching you. What are they learning?

    Who taught you to be a manager?

    A lot of people taught me, some of them a long time ago.

    There was the boss in my early days as an editor who telephoned me on the city desk about 10 one evening and, in a drunken fog, promised to ruin me over a perceived slight. Too young to know better, I spent the next 24 hours terrified.

    He eventually sobered up. And I’m still around. But I never forgot how it felt — and how counterproductive it was — to be terrorized by a boss with power.

  • Leadership

    Article

    Just do it: The no-excuses approach to becoming a better manager

    What, I ask managers, would you like to change about the way you lead?

    “I’d like to be a better planner,” one says. “I’d like to be more flexible,” says another. “I’d like to be less impatient,” says a third.

    Be, be, be. I’d like to be…

    But what will you do in order to be a better leader?

    That’s the hard part.

  • Leadership

    Article

    How are you helping your staff improve? Maybe you need a strategy.

    Somewhere along the line, I realized that two kinds of managers worked in newsrooms.

    The first kind I could always find; they were working at their computer screens.

    The second kind often tested my tracking skills. They might be in the cafeteria. They might be sitting in a quiet conference room. They might be across the room, leaning against a staffer’s desk.

    They were with someone. And they were talking.

  • Leadership

    Article

    Managers, does your staff trust you? Try building your campaign on these 8 ideas.

    Whether they're standing behind podiums, working the crowd or appealing to me on my TV screen, every candidate’s message is, at its core, the same:

    You can trust me.

    Some pledge to return America to greatness. Some promise to lower my taxes. Some assure me I won’t have to worry about competing for jobs with people from someplace else.

    They promise, again and again, and we get to spend the better part of two years mulling whether any of these presidential candidates will get our trust — or at least our vote.

  • Leadership

    Article

    Managers, you work really hard. But are you doing your job?

    During Poynter leadership programs, newsroom managers receive feedback from their staffs, colleagues and bosses back home. The participants can use the feedback to help decide how well their leadership is working.

    In recent months, I’ve seen an interesting trend in that feedback—one I would call worrisome.

    Staffs are letting their bosses off the hook.

  • Leadership

    Article

    Should your newsroom act more like a startup?

    The news that Facebook co-founder Chris Hughes decided to sell The New Republic got me thinking about all of the established news organizations I've worked with in the past few years, and what all of them have in common:

    Like The New Republic, they're trying to become something else.

    Some are trying to become "digital-first." Or "audience-focused." Or "platform neutral." Or "engaged with the community."

    All of these aspirations have value and all, of course, are intended to help organizations achieve their number one transformation, to sustainability.

 
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