So you’re a news manager…

Ever since I got married, moved abroad and ventured into the world of freelance, I have long mulled over the idea of an industry blog, specifically the super sexy topic of news management. But that negative, over-analytical voice in my head kept asking, “Who am I to decide what makes a good news manager?” With just three and a half years of management experience, I’m really not. But, I learned more in that short amount of time about myself, people and journalism than I did in my 16 years so far in the industry.

The news industry is very unique in how we operate, how we treat employees and how we hire and promote. It can be quite baffling to human resource managers that have never worked in news, especially TV news. I have seen many well-seasoned HR directors come into a news station with a look of bewilderment and at times, grave concern, in how we operate.

Let’s start with internal promotions. In other industries, when an employee is promoted to a management position, they’re often sent to a boot camp, training sessions and seminars. They finally learn what’s in the company Kool-aid they’re now guzzling, why it’s in there and how to get the other employees to toss it back. You learn the company’s way of hiring, discipline, coaching, termination, operations, etc. so you’re equipped to handle most common run-of-the-mill management situations that arise.

That is not the case with many, not all, but many news operations. When you’re promoted, you’re shoved right back in the newsroom you were just working in as an equal hourly employee, with co-workers you used to drink with on Friday night before the ink even dries on your revolving three-year contract.

It is a very long and frustrating game of trial and error before you start to figure out the world of news management. It can chew people up and spit them back out in the process. I’ve seen producers with so much potential to be great executive producers, flounder with little guidance on how to operate. You’re no longer just managing vosots and packages, you’re now managing people. And, you’re not just managing people, you’re managing journalists, a mix of creative and sensitive folk working terrible hours for not the best pay who also love to question authority.

They’re also some of the most thoughtful, loyal and passionate people you’ll ever meet.

There’s an art to managing them and it’s not easy. I don’t have all the answers. I don’t even have half the answers but I do know the mistakes and triumphs I’ve made so far, especially in that first year. I thought sharing them might help new managers or even seasoned managers navigate the never-ending minefield of newsroom management.

Next week’s blog will focus on the very first thing I learned as a manager and I learned it the hard way. It’s the question you need to ask every disgruntled employee who comes into your office.