by Lindsey Wray
Badly-run news organizations will fail.

So says Merrill Brown, founder and principal of MMB Media LLC.

And, he says, stopping this demise is up to journalists. Journalists can help save media outlets by keeping an eye out for ways of using new technology to help their organizations navigate through the bumpy road they’re facing, he says. Brown is an Internet pioneer. He has served as senior vice president and editor-in-chief of MSNBC.com and was previously a media and communications consultant whose work included strategic development work at Time Inc., NBC and other media ventures. Brown now consults with clients on management and strategy, corporate, editorial and program development, business analysis and marketing services.

“It’s a scary transition,” but there’s a great deal of opportunity, says Janice Castro, senior director of graduate education and teaching excellence at Northwestern University’s Medill School of Journalism. “The only thing you have to be willing to do is learn on the fly.”

Castro, a professor in new media, photojournalism, magazine development and media management at Medill, also consults to news organizations on best practices in new media, product development and interactive strategies.

So how can already time-pressed journalists learn how to employ new technology? The most important thing to do is experiment, says Brown. Engage in and embrace new mediums; learn what they can do and how they can serve you and your readers or viewers. Even if new technology feels awkward at first, learning about it is critical to understanding how people communicate and increasingly live their lives electronically. For example, blogging and social networking Web sites such as Facebook and MySpace offer networking and news gathering possibilities for journalists and media outlets who have taken time to become familiar with them.

New media have and will continue to cause cultural change within news organizations, says Brown. Working to encourage and manage new media, however, will help journalists broaden their careers with new opportunities while they help keep the media from failing.

Tips for Surviving and Thriving With New Media
1) Multi-task – Think across platforms; for instance, learn to take video while conducting an interview for a print article.

2) Think about products – Develop ideas for ways your newsroom can use new media. For example, could you add a blog to your Web site?

3) Don’t be afraid to mix sales and editorial – Editors and producers shouldn’t shy away from thinking about revenue opportunities, even if a new idea for a product involves other departments.

4) Embrace new technology – Boggled by blogs? Create one, and try it out. The important thing is to begin the process of experimentation and self-education so that these new technological tools become familiar and are less intimidating to incorporate into news gathering.

5) Market yourself – Let other people know what kinds of technology you’re experimenting with. Chances are they may want to join you and/or have other ideas for how the technology can serve your audience.

This article was based on a workshop conducted by Merrill Brown, founder and principal of MMB Media LLC, and Janice Castro, senior director of graduate education and teaching excellence and assistant professor, Northwestern University’s Medill School of Journalism, for the 2007 International Women’s Media Foundation U.S. Leadership Institute in Chicago. For more information on the next leadership institute, visit www.iwmf.org/programs/leadership.

by Lindsey Wray
Show me the money! This exclamation may have worked in the movie Jerry Maguire, but Hollywood tactics are not likely to have the effect you’re hoping for when negotiating a salary for a new job or making your case for a salary increase in your current job.

Still, financial compensation is essential to consider when evaluating a new position. “Often the key to a job for a lot of people is salary,” said Marci Burdick, senior vice president of broadcasting for Schurz Communications. “It’s just a reality of life, and it’s certainly an important driver, though not the only one.”
By thinking through your skills, what you want in a job and what salary you need, you can begin to determine your ability to compete for a position and the compensation you want. Keep in mind that having multiple skill sets is valued in newsrooms, especially if those skills will help with an online presence. For example, if you’re a newspaper reporter, can you also shoot and edit video or write html codes? If so, you’ll increase your value to potential employers. Also, know on what points you’re willing to compromise. If your goal is getting closer to family, for instance, you may end up working at a media outlet in a smaller market.

Marci Burdick, senior vice president of broadcasting for Schurz Communications, suggests weighing these factors when evaluating a new job:

• Job description – Does the job match your education, skills and experience? Check for similar jobs at other organizations to get a feel for the position.
• Company info – Who owns the company? Is it financially stable?
• Hours – What are the hours you’re expected to work? Will you be compensated for overtime hours?
• Benefits – What kind of medical, dental and retirement plans does the company offer?
• Potential for advancement – As you expand your skills and learn the job, will your responsibilities increase? Is there an ability to grow within the organization?
• Region / Cost of living – Can you realistically live in the area where the job is? Will your salary enable you to afford it? Will you enjoy it?
• Circulation / Market rank – Determine where the potential employer falls among other media outlets.
• Staff size – How many other reporters, editors or producers work there?
• Forms of compensation besides salary – Factors that don’t necessarily add dollars to your paycheck are still important. Some things to think about are: extra vacation time, flexible working schedule, training opportunities, parking, day care and the ability to telecommute.

Once you’ve decided that a job is a good fit for you, begin preparing for the job interview and salary or contract negotiation. Contracts aren’t common in the print media, but Liza Gross, managing editor/presentation and operations for The Miami Herald, suggests writing a letter specifying parameters of the job once you’ve accepted an offer if you haven’t received anything of this nature from a potential employer.

At the job interview and negotiation stage of a new job, Burdick recommends thinking about these things:

• Honestly assess the strength of your situation – Do you possess most, if not all, of the qualifications listed on the job description? What additional skills can you offer to the company? How great is the demand for your skills in a particular market?
• Be aware of non-compete clauses – Remember that all terms of a contract are negotiable; make sure you know where you can and can’t work upon leaving a job. State laws may vary on enforceability upon termination.
• Prepare options, not absolutes – A salary range can give a company options, but make sure you’re satisfied with even the bottom of the range you offer.
• Keep it positive – Be appreciative of an offer and thankful for the company’s time.
• Ask; don’t demand – Realize that by inviting you for a job interview, the company has already expressed confidence in your skills. Be willing to work with them to get an offer on which you can both agree.

This article was based on a workshop conducted by Marci Burdick, senior vice president of broadcasting for Schurz Communications, and Liza Gross, managing editor/presentation and operations for The Miami Herald, for the 2007 International Women’s Media Foundation U.S. Leadership Institute in Chicago. For more information on the next leadership institute, visit www.iwmf.org/programs/leadership.

Salary resources: www.rntda.org, www.tvjobs.com, www.bls.gov, www.b-roll.net, www.salaryexpert.com.

Lindsey Wray is the IWMF’s communications coordinator.

Being a good leader is like conducting a symphony: You don’t necessarily know how to play each instrument but you do know how to make the instruments work together to produce music.

This image, according to Jill Geisler, head of the Leadership and Management group leader at the Poynter Institute, illustrates how leaders see the big picture and get their teams involved and invested in their work.

In terms of newsroom management, it’s important to strive toward being a democratic leader instead of a controlling leader, said Marcy McGinnis, a former senior vice president for news coverage at CBS News. Democratic leaders possess integrity and inspire team members, she said, as opposed to controlling leaders, who can be inefficient and unfair.

Learning the difference between these styles of leadership is key to maximizing productivity. Here’s a comparison from McGinnis to help make sure you’re effectively managing your newsroom to achieve the ultimate result: motivated employees who add just the right notes to the symphony.

Controlling

• Has absolute power
• Safeguards info
• Rules by fear
• Demands respect
• Takes personal credit, even for team accomplishments
• Supervises closely; micro manages
• Involved in all – even trivial – decisions

Democratic

• Has power but listens
• Shares info
• Rules by consensus
• Earns respect
• Shares success and gives credit where due
• Trusts team and relies on expertise of individuals
• Effectively delegates

This article was based on workshops conducted by Marcy McGinnis, a former senior vice president for news coverage at CBS News, and Jill Geisler, Leadership and Management Group Leader at the Poynter Institute, for the 2007 International Women’s Media Foundation U.S. Leadership Institute in Chicago. For more information on the next leadership institute, visit www.iwmf.org/programs/leadership.

by Lindsey Wray

We all deal with conflict on a daily basis, and in a newsroom, it can be exacerbated by tight deadlines.

Consider a newspaper reporter who constantly turns in stories late. This would hold up editors and the copy desk and could even delay the production schedule of the newspaper. Avoiding the issue would make the problem worse and disrupt workflow. The reporter’s manger should plan to approach the reporter about why deadlines are being missed and how to best resolve the situation so that newspaper production can stay on track.

Difficult conversations, such as this one, involve the discussion – and hopefully resolution – of conflict. They can include everything from talking to someone about a missed deadline to laying someone off because of budget cuts.

People may react to issues that cause conflict by becoming confrontational or avoiding the situation completely for fear of hurting a co-worker’s feelings. When considering whether to take action, people may fear the other person won’t listen, that the situation may worsen or even that broaching a sensitive subject could result in job loss.

But by managing conflict and engaging in difficult conversations with awareness, you will turn the dialogue positive and make your newsroom more productive. Here are some tips to use before, during and after difficult conversations.

This article was based on a workshop conducted by Marci Burdick, senior vice president of broadcasting for Schurz Communications, for the 2007 International Women’s Media Foundation U.S. Leadership Institute in Chicago. For more information on the next leadership institute, visit www.iwmf.org/programs/leadership.

Lindsey Wray is the IWMF’s communications coordinator.

by Lindsey Wray

Woodstock meets American Idol.

Baby Boomers and people from Generation Y sharing a newsroom is like this strange encounter. But just because your musical tastes are miles away from your colleague’s doesn’t mean your work styles have to clash.

News gathering is already a frenzied operation. Striking a balance between generations can help everyone work toward the goal of effectively bringing the news to the public.

Members of Generation Y bring a particular set of strengths and a new set of challenges to the workforce. Born after 1978, they were shaped by historical events such as 9/11 and the Columbine High School shootings and grew up using technology such as iPods and TiVo.

So, how does this translate to the newsroom?

Members of Generation Y:

1) Want feedback – Generation Yers were raised with positive reinforcement and have high self-esteem. They seek guidance – positive and negative – to keep them on the right track.

2) Seek expert, organized bosses who don’t intimidate – Because they were heavily parented and programmed throughout their school years, their time was largely managed by others. They’re looking for open-minded leaders who will mentor them instead of threatening them.

3) Are success-oriented – Generation Yers often come from families with parents who encouraged and recognized achievement. They ask a lot of questions because they, too, want to succeed, not because they’re trying to be annoying.

4) Are tech-savvy – Whether it’s video games, the Internet or cell phones, technology has always been a part of their lives. They’re comfortable using it both in their personal lives and in the newsroom.

5) Are accustomed to immediacy – Members of Generation Y are accustomed to receiving instant gratification through e-mail, instant messaging and digital cameras. This facility, if well managed, can help with quality news coverage.

6) Are tolerant of differences – Generation Y members are embrace diversity, from ethnicity to sexual orientation.

Knowing these traits will help leaders understand Generation Y journalists in the newsroom, but Generation Y journalists should also know how to manage their Baby Boomer and Generation X bosses. Here are some tips for managing up the generational ladder:

1) Be patient – Generation Yers may think they know the ins and outs of a particular career, but they should be open to on-the-job training.

2) Understand and appreciate company history – Baby Boomers and Generation Xers have simply been in the workplace longer than Generation Yers, and they have ideas and expertise to share.

3) Realize dedication – Older employees have worked hard to get where they are and are often loyal to their companies.

4) Be willing to learn – Though technologically savvy, members of Generation Y should be willing to learn that Baby Boomers and Generation Xers have many other skill sets to offer. Even in a newsroom, not all skills are digital.

This article was based on a workshop conducted by Jill Geisler, Leadership and Management Group Leader at the Poynter Institute, for the 2007 International Women’s Media Foundation U.S. Leadership Institute in Chicago. For more information on or to apply for the next leadership institute, visit www.iwmf.org/programs/leadership.

Lindsey Wray is the IWMF’s communications coordinator.

The IWMF is concerned for 2007 Courage in Journalism Award Winner Serkalem Fasil. Her publishing company was convicted June 11 by the Ethiopian High Court – along with two other publishers and four editors – on anti-state charges linked to coverage of the government’s handling of disputed parliamentary elections in 2005.

Fasil, a publisher who owned three newspapers at the time of her arrest in November 2005, could face heavy fines or have her company dissolved, according to CPJ. Fasil was acquitted in April.

Dawit Fasil, brother of Serkalem and deputy editor of one of the company’s newspapers, had also been released in April, but he has now been returned to prison. He faces up to three years of imprisonment on charges of “inciting the public through false rumors.”

• Read the CPJ alert.
• See the press release about this year’s IWMF Courage in Journalism Award winners.

Mexican journalist Lydia Cacho’s car was sabotaged May 8. Cacho was also threatened earlier this month when she testified at the trial of a pedophile.
Read (in Spanish) about the incident on Cacho’s website.

Howayda Taha Matwali, a producer for Al-Jazeera, was convicted May 1 on charges of harming Egypt’s national interest and falsely depicting events for her work on a documentary exposing police abuse. She was fined and sentenced to six months in prison. Matwali, of Qatar, also works as a reporter for the London-based daily Al-Quds al-Arabi.

Umida Niyazova, an independent journalist in Uzbekistan and a human rights advocate, was sentenced May 1 to seven years in prison. At a trial that was closed to the press, Niyazova was found guilty of charges of smuggling subversive literature and distributing foreign aid material that threatens national security. Niyazova, who has already spent more than three months in jail, will have 10 days to appeal the charges.
Read the CPJ alert.

As their presence in the blogosphere increases, female bloggers are facing increased threats. Women are targets of sexual harassment and other threats, which are often of a more explicit and malicious nature than those against men.
Read the article in The Washington Post.