News organizations need to realize that reporters are not superheroes. If you want more content, hire more people.
Vince should know. His newsroom has spent the past several months covering the Flint water crisis nonstop, to a great deal of critical acclaim. But Vince says his staff is working at an “unsustainable pace.”
“The audience is appreciative and congratulatory,” he wrote in his post, “but we’ve set a standard we can’t frequently meet.” That’s despite the fact that his staff has more than doubled over the past five years and the station has significantly expanded news resources, as this post from the Columbia Journalism Review details. “Good people don’t work for free, nor can they work 60 hour weeks forever,” Vince wrote. But then he put his finger on the crux of the conundrum. “I also don’t want to work in a newsroom where the culture is ‘Meh, let’s not rise to the challenge, we’re understaffed.’ So I don’t really have an answer for this.”Continue reading “What NOT to do? The hard part of setting newsroom priorities”→
Want to know the number one question my clients ask me?
Even in this age of viral podcasts, multi-media series, social media engagement, and impact journalism, the universal newsroom dilemma is the same one that’s been bedeviling news leaders for decades:
What’s the proper balance between depth and daily news, and how do I achieve it?
Just yesterday, I had a conversation with a public radio news director who lamented, “I know everybody wants to spend all their time on beautiful, in-depth features, but we still have a responsibility to provide robust daily news too. We can’t ignore that.”
Panic! Daily News!
In my experience, there’s a lot of unnecessary panic that goes along with daily news, especially in public media. I always get this mental picture of journalists running around screaming, with their eyes shut, throwing newscast spots into a huge chasm.
I think this panic often stems from a lack of planning and intentionality. Daily news is the thing we all feel obligated to do, but we don’t feel like it’s part of our higher public media calling. So we do it, but we don’t put any planning or resources into it. Not surprisingly, that doesn’t end well.
Daily is part of the mission
Don’t get me wrong – I’m a big advocate for quality and depth over quantity and frequency, and I agree that in-depth features, impactful investigations, and beautifully produced stories are at the core of public media’s mission. But I also agree with that news director I quoted above.
There are a couple of reasons news organizations, public or otherwise, can’t ignore daily news:
It’s part of your service to the community.
Despite the allure of those bright shiny objects I listed at the beginning of this post, and despite their mythical powers of audience multiplication, if you work for a news organization, your job is still to give people the news.Certainly you can and should find creative, engaging, and even entertaining ways to do that, but sometimes those types of stories take time, and the news, by definition, won’t wait.
You need a consistent presence.
Whether your aim is to produce the next Serial podcast, expose an environmental scandal with a major investigation, or create a beautiful multi-media presentation on a local art exhibit, that project is going to take weeks or months to complete.You can’t stop all production and reporting during that time. You need to maintain a consistent presence so your audience knows you’re still around and that you can be trusted to monitor and report on anything they need to know.
The fact is, most newsrooms acknowledge and even embrace these truths. They want to do depth and daily journalism. But most of them have limited resources and can’t go all-out on all fronts.
The key, as I said before, is to add intentionality and planning into your daily news effort. Believe it or not, by giving daily a little love, you’ll actually give your staff more time for depth projects.
To achieve that intentionality, try these 5 Tips to Tame the Daily Beast:
Do the math.
Radio newscasts are not black holes. They won’t swallow up everything you throw into them. Sometimes they even throw some things back because they just don’t have enough room.I can’t tell you the number of newsrooms I’ve worked with that over-produce for their radio newscasts because they’ve never sat down and figured out how much sound they actually need to make their newscasts engaging and not overly repetitive.My general rule is two pieces of sound per cast, with each piece of sound on a 90-minute rotation. When stations do the math, they usually find they need a lot less tape than they thought.
Websites, on the other hand, can be black holes — but they don’t have to be. Most of my clients don’t aim to have comprehensive breaking news sites. Of course, they do want their sites to be relevant, so they need to have several posts per day.
The exact numbers will be different for each newsroom, but the key is to set those numbers and stick to them. Unless there’s a big breaking story, don’t keep throwing stuff into the daily hole after you’ve met the need.
Get more out of each daily story.
I advise my clients to produce two audio versions of every daily story they cover – usually that’s a wrap and a cut with copy. Most daily stories can also lend themselves to a web post too.I find the magic number for most newsrooms is 3-4 daily stories per day. That doesn’t sound like a lot, does it? The great thing is, that allows you to …
Now that you’re clear on how many daily stories you need – probably less than you thought – you can be more selective and intentional about the stories you choose. Don’t cover a story just because you got a press release about it and it’s easy. Decide on the most important stories of the day, and cover those.
Track your dailies.
Once you’ve decided how many daily stories you need, and you’ve committed to being selective about them, you can be more intentional about assigning, scheduling, and tracking them too.I give my clients and trainees a tracker tool for daily stories. You can make your own. The key is for it to be in a place where everyone in the newsroom can see it, whether physically or online. This will help alleviate the fear that there won’t be enough material, and it will help reduce the urge to overproduce.
Consider a rotating “Reporter of the Day.”
The RoD, as we called it in one of my old newsrooms, can be assigned to any story that needs to be covered and isn’t already assigned. S/he can also fill in any holes that might exist on the spot tracker.Here’s the key – while this system does chain one reporter to daily duty for a day (or a week, if you prefer a longer rotation), it frees everyone else to work on in-depth stories during that period of time.
Most newsrooms that employ these strategies report a lot less panic about daily news and a lot more time available for depth reporting.
Give them a try, and let me know how they work for you!
You’re at the airport waiting for your flight. Everyone is sitting semi-comfortably in the gate area, munching on fast food and staring at smart phones. The agent announces boarding will begin “soon,” and suddenly everyone gets up and forms a line. Your group probably won’t board for half an hour, but you just can’t bring yourself to stay seated, right?
What on earth does this have to do with vacations? Bear with me.
You’re working away in your newsroom. Your editor is on vacation at the beach with her family; she texts you about something she saw on Twitter that she wants you to follow up on. Your fellow reporter is on vacation visiting his grandparents; he forwards you an email press release with his idea for an angle. Two weeks later, you’re on vacation with your significant other. You promised yourself you’d unplug … but you feel like you really should check your work email and maybe Twitter and maybe just a peak at Reddit. After all, your colleagues did when they were on vacation, and just like at the airport, you fear what might happen if you don’t follow their lead.
Handing back part of your paycheck
As I see it, working on vacation is no less crazy than handing back part of your paycheck each month. You earned that vacation time just like you earned your pay – why on earth would you give any of it back?
The French are forcing us to think about that pesky work-life balance thing again. And bless them for it.
You may have seen this article from the Guardian making the rounds on social media recently. The initial headline suggested France had made it illegal to check work email after 6pm. Turns out, that’s not true – some companies and labor unions had just inked an agreement requiring about 200,000 contract workers not to work more than 13 hours a day, with work-related emails included in the definition of “work.”
I’m not reporting a story about this agreement, so I’m not delving into the details, but the very idea of legally restricted work email time captured many of our multi-tasking, smartphone-addicted, workaholic imaginations … or what’s left of them.
“My wife would love this, but it would decimate my newsroom.”
One of my public radio colleagues posted that comment on Facebook, along with a link to the original Guardian article. That’s so true of many newsrooms.