Leadership & Management

Tips on leading people and organizations, featuring <a href="http://testx.poynter.org/how-tos/leadership-management/what-great-bosse… Geisler's "What Great Bosses Know" series</a> and <a href="/category/how-tos/leadership-management/entrepreneurial/">case studies of entrepreneurial journalism</a>.

Poynter Results

  • Ethics


    Public editors are disappearing in U.S. newsrooms. But abroad, they're more important than ever

    When The New York Times nixed its public editor position earlier this summer, the move was met with a mix of derision and approval.

    Despite criticism from journalists — especially on Twitter — Times Publisher Arthur Sulzberger stood by the move, saying in an internal memo that substituting an online reader center for an official ombudsman was justified by the increase of reader interactions on social media.

  • In-person teaching

    Poynter Leadership Academy

    Listen to Shawna VanNess, Deputy Assistant Managing Editor at Newsday:

    “I consider my time at Poynter to have been a week-long detox, of sorts, that helped me recognize my best work habits and objectively look at what I want to do better, smarter or simply in a more purposeful way. To have been given the opportunity to DO all this in the company of my peers from all over the world, in sessions taught by a dazzling lineup of faculty mentors, is one of the most rewarding experiences I’ve had as a journalist.”

  • Tips/Training


    How to manage your reaction, and your response, in times of change

    Change creates a mixture of anticipation, anxiety, uncertainty, dread, eagerness and fear.

    There is something important about these feelings. The words describe not the change itself, but how people typically feel when faced with change. Leading change is a matter of leading people. Here are some typical emotions you may feel when chance is announced and how you can manage your responses and guide those around you.

    If you want to appear excited and charged up in the midst of a change:

  • Leadership


    10 ideas for dealing with that colleague who's now your boss

    At some point in your career, you’ve probably had this happen: One of your colleagues is becoming your boss.

    Do you remember how you reacted when the announcement was made? How you acted toward the new boss on day one?

    It can be awkward. One day you’re complaining to each other about management, and the next day your former crony is management.

  • Leadership


    You're making the abrupt leap from staffer to boss. Now what?

    It is Friday afternoon and you’re a reporter at the top of your game.

    Your story is featured on the newsroom’s homepage. Your inbox is filled with tips from sources, requests from viewers, complaints from city council members. A young reporter asks for your advice. A local journalism professor wants you to teach her class.

    But all of this is about to change.

    For come Monday morning, you will become an editor. In an awkward ritual that plays out routinely in newsrooms everywhere, successful reporters, photographers and other journalists take a scary leap.

  • Leadership


    Sticking to your management resolutions is tough. These good habits can help.

    Like a lot of people, I’m more than halfway through this year’s observance of Lent. And something I read the other day about reaching a deeper spirituality got me thinking about another of my aspirations — understanding how to be a better manager.

    Here's the author's admonition: Unless you make time for spiritual exercise every day, your journey will surely be derailed.

    I’m familiar with the derailed part. My life is littered with all types of resolutions that, looking back, became best — and unfulfilled — intentions.

  • Leadership


    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.

Email IconGroup 3Facebook IconLinkedIn IconsearchGroupTwitter IconGroup 2YouTube Icon