Political Hotbed – Page 3 – Survive Your Job In Television News

The One Criticism You Never Want To Be Told

It’s a fact of life, in news, that your work will be criticized a lot. It can be hard to take, but you must if you want to succeed in the business. However, there is one criticism you never want to be told: That you blame others for your mistakes. If you do, you will quickly be labeled a complainer, trouble maker and bad at your job. You cannot afford to have this label.

So what do you do to get around? For starters check out our recent “Take Ownership” article. Next, do not complain, about how the newsroom runs, to other staff members. I recognize this is a tough one, because news people are infamous for their after hours gripe sessions. It is VERY hard not to engage in the complaining and you may even feel alienated at first. But believe me, it is worth it to not get involved. Remember a key staffer will be at the gripe sessions: the newsroom snitch. Any complaints you make will be reported, and if you directly complain about how others are doing their jobs, and that it’s keeping you from doing yours, I guarantee that it doesn’t matter whether you have a valid point. You will be labeled a complainer who passes the buck. Also, there are many times your coworker is not your friend, says a few more generic complaints to get you rolling, then uses your words against you later in front of management. End result: You look like a complainer.

Blamers do not get as much leeway. They do not get a benefit of the doubt. If you are known for passing the buck, management will build a file on you quickly and work to get you fired or banished to the one shift no one wants, so that you hopefully just go away.

The final thing you can do to avoid this horrible label is this: When you have a complaint in your mind, think of proactive solutions you can help implement. That way if you get cornered at the station party or management backs you into a corner with an intense line of questioning, you can try and deviate the attention away from you and toward a solution that builds team. If my EP just disappeared when I had to make key decisions, and I got called on the carpet, instead of saying “Joe EP is never around to ask.” I would say, “I think I need to go over potential pitfalls in my rundown a little earlier when Joe EP is less busy.” This raises the issue that Joe EP is not around, without me calling the person out as slacking off. If management asks “Where is Joe EP?” say “Not sure, at that time of day. I just try to execute what I am asked as best I can.” Let the managers duke it out. Meantime you look like a solution finder instead of the dreaded blamer.

If you sense you are already labeled the complainer, stop your gripes immediately and have a clear the air session with your immediate supervisor. Look that person in the eye and say, “I am here to help this newsroom by doing my best each day. I want you to know I am glad I am here and will do all I can to help.” Then do what you are asked and keep your mouth shut. You can turn this reputation around as long as you do not let it linger long. It is worth the extra effort, remember being labeled a “complainer” can be a career killer in this ever competitive business.

How To Deal With Conflicting Messages.

Unfortunately many newsrooms struggle with clearly defining their news philosophy. This can be very confusing and frustrating for the journalists in the trenches. So how do you survive when your ND, AND and EP all have different philosophies?

The first step is looking at who has the most hands-on influence on your work each day. If your EP is next to you in the trenches all day, and the AND and ND only sometimes step in, do what the EP asks. If you call in to the AND for script approval each day, do what that person expects. This will not protect you every newscast, every shift, but it will lessen your being in the middle of conflict.

If you are executing what that main manager asks and another manager steps in and asks you to change it, it is ok to say “I can do that, but (EP/AND/ND) asked me to do this. Which should I do?” If the person now asking you to do something opposite outranks the other manager, do what he/she decides. But you should mention to the lower ranking manager that you changed it specifically at the other manager’s request. Most of the time, the lower ranking manager will acquiesce. If you are told to change it back, tell that manager that you need management to come to a consensus on this issue. You really do not have a choice. If the manager just storms off, do what the highest ranking manager asks. Make sure you document what happened in case you are asked later.

If you are called in to the news director’s office and asked why your reports or newscasts are not meshing with the stations news philosophy, do not lose your temper and yell that everyone needs to get on the same page. (Yes, it is true, but remember from the “Taking Ownership” article, you still have to be a team player and leader even when you are put in extremely unfair situations.) Instead, say “Can you please define that philosophy for me in a sentence or two, to make sure I am clear on it.” Often the ND will then say what the philosophy is. Say “thank you for clarifying. That will help me bring up specific coverage questions as we design our coverage each day.” Then try and get the hell out of the office. If you cannot get out, and are asked “Now I want to know why you did not understand that?” simply say that there are some conflicting messages but you will do all you can to be true to the news philosophy just defined to you. Again, try and get the hell out of the office.

The one thing you must do no matter what is document when you are told to execute different things. Try and show a pattern. That way if you get a bad review and truly feel you are in danger you can use this information to try and show that you are getting conflicting messages and need clarification so you can fully do your job. A response to a review that includes documentation like this does get serious notice.

If you are brought in to the AND’s office and you and the EP are grilled about why you are not executing certain things, stay quiet as much as possible and let the EP handle it. After all, this issue is really between the managers. You can only do so much. If you are pushed by them, it is o.k. to say “I want to give you all 110 each day. I need a consistent message to do that.” Then, leave and let them have it out.

The biggest thing to keep in mind, as frustrating as dealing with these mixed messages can be, is that you can survive it. Most of the time, managers are more at risk in a “confused” newsroom than staff. If your EP is rebelling against the AND and ND, a time will come that the EP pays for that. Same with an AND who wants to work against the ND. Just do the best you can and try and let your frustration go, with the knowledge that the odds are in your favor and that you will end up best off.

What Does “Taking Ownership Of Your Newscast” Mean?

TV news is full of expressions that can be confusing or thrown around lightly. The term “taking ownership of your newscast” is not a term to be taken lightly but can be confusing to producers and anchors. So let’s delve in to what this term means to management and your reputation in the industry.

Let’s start with what it means for producers. “Taking ownership,” is essentially making it clear “the buck stops here” with decisions made for the newscast. In truth, the buck usually stops with an EP or other manager. But the expectation is that the producer will fall on the sword and take full responsibility for decisions made. This is confusing, and frankly at times unfair. It is expected though. So when the ND calls the booth during or after the newscast and asks why the heck such and such story did or did not make air, the last answer the boss wants to hear is “the EP told me to do it.” It doesn’t matter if that’s the reality. The ND wants a reason. He/she wants to know there was some thought put into the rundown. So tell them the reason:

“We thought it was significant because of where it happened.”

“We wanted to add more new stories.”

“We were not able to confirm key facts, but I am happy to help do that now, so the next newscast can air the story.”

These are the phrases the ND wants to hear. Now a little secret to make you feel better: The EP will get the same question, and will then get the litany of reasons why the thinking needs to change. You, the producer, may or may not get that list of reasons. But be sure, the EP will also be questioned.

Taking ownership also means doing all you can to prevent messes and come up with quick solutions when a mistake happens. This is more than factual issues. If your anchor always stumbles on the scripts in the back half of the newscast, you are expected to implement possible solutions to stop the issue. Yes, you the producer. No, you are not the one stumbling. It is still partly your responsibility as the show boss. If master control never gets live shots tuned in on time, it is partly your responsibility to come up with plans to change that pattern. Taking ownership means being the leader of the show, the show boss, the one who takes responsibility when things go wrong. Consider this a chance to get a taste of what upper management is like. Yes, you will have to have a thick skin. Yes, sometimes what you are being lectured about you probably cannot really change. However, you should offer solutions and try them. This will earn you high praise and respect.

Now anchors. Taking ownership of your newscast means sitting down with the EP and newscast producers, regularly, and hearing what issues there are with the newscasat. Do you need to get more men watching the newscast? Help brainstorm ideas. Are the EP and producer at their wits end trying to make sure master control tunes in live shots on time? Perhaps mention to the ND, the next time you are talking, that your EP and producer are busting it trying to fix the problem, but could use some backup. Is a certain reporter killing the meters by constantly fudging the total running time for their package or going SUPER long every live shot? Pull them aside, compliment what you like about their work and ask a favor: Could they trim those live intros next time or call in the actual total running time. Taking ownership means showing support and providing public backing for the producer and EP. If you have philosophy differences, take those issues up behind closed doors. And when there is breaking news, sometimes skip dinner break and sit down and help the assignment desk make phone calls or help the producer write copy. You are the leader of morale for the newscast whether you like the role or not. As the face of the show, you are the image leader. So the more involved you become by partnering with the show boss, the more you will be respected as a natural leader. That reputation can really send your career skyrocketing

Taking ownership of your newscast means you are showing the bosses and your peers that you are ready to take on key responsibilities. You are a leader, not a trouble maker. You believe in the product and the people executing it each day. A reputation for being a team player and someone who is not afraid to make a decision will quickly earn you respect in the industry. This is one of the best ways to ensure your future success and increase your job stability. Even if there are layoffs, the people who take ownership are the ones who have managers working behind the scenes to get them placed in even bigger and better jobs instead of just shown the door. Time and again, these simple efforts will reap large rewards for you. The biggest of which is loyalty. Something that is increasingly hard to come by in the world today. So go ahead, take ownership of that newscast. You owe it to yourself and the team around you.

Smack Down! How To Handle An Email Lashing From The Boss.

If you work in TV news, and have never received a harsh email from your ND or AND, then you have not been in news long. Since no boss is around you 24/7, chances are you will be emailed a strong critique at some point.

These can seem out of the blue, especially if you have a really “with it” EP or a protective AND. They often stop the (expletive deleted) from rolling down hill. Yes, it is true, most of the ND’s rants do not actually get to you. So when one does it can be disconcerting and downright unnerving. But that smack down can also be a big opportunity for you, if handled correctly.

So let’s talk scenarios. Morning crews tend to get these email “lashings” the most often, because frankly, email is often the only way to reach you if the ND has a lot of meetings that week. So you work your tail off, and come in the next day to find a scathing email listing all the ways your performance stunk the day before. As much as this stings, you have to look for whether there is something the ND wants you to implement immediately. Sometimes the ND spells it out for you. Other times you have no clue. Either way, implement the changes you can realistically implement, then after the newscast sit down and read the email again for deeper perspective. Did the numbers tank? Is the big boss in town? When’s the last time the morning crew and the ND sat down and talked philosophy to make sure everyone is on the same page? Truth be told, these zingers do not often truly come out of the blue. Most of the time, they are actually a signal that you and the manager involved are not getting or making time to “check in” and see that everyone is on the same page.

After you get a scathing critique, the best thing to do is come up with an action plan to change things, then schedule a meeting to make sure the boss likes those changes. This can also mean that you should stay late a little more often so you can potentially take 5 and visit with the ND occasionally. It is harder to send a scathing note when you actually see the person regularly.

Night siders if you get a nasty note, take the time to go in and talk it through with the boss. When I say talk it through, I mean ask for specific things the ND expects from you, then listen and say “O.K.” Do not go in angry ready for a fight. Whether you agree with the critique or not, you need to make sure that you are implementing what the boss needs. Be ready to explain why you made the decisions you did. You could be asked. Often there are simple misunderstandings that are easy to correct.

The most important thing to NOT do in these cases is share the note with the entire shift and turn it into a massive gripe session. Morale is a touchy thing in newsrooms anyway. If the ND sent this as a mass email, try and stay out of the complainers box, and get to work on making any changes you need to make with your performance. The more you sit in on the gripe sessions, the harder it will be to remain objective and glean constructive criticism out of the email. The easy thing to do, is gripe and give up. The smartest thing, is to try and turn the critique into a positive and push yourself.

One final note: Sometimes the ND has just hit his/her limit and uses these emails to get frustration out. There is no agenda, no loss of confidence in you. The ND simply ran out of places to vent, and you were a convenient target. If that is the case, do not demand an apology. Should your boss be more mature than that? Yes. But, truth be told, you probably take your bad day out on someone else some of the time as well. We are human, it happens. As long as it is rare, let it go. This is a relationship you need to foster. Sometimes that means being the bigger person, even if you rank lower. Do it with grace and humility and chances are the boss will return the favor. Don’t know about you, but I was always happy to know that I could have a bad day and the boss would have my back, because I had his/hers in the past.