anchor – Survive Your Job In Television News

The “News Nightmare”. What to learn from recurring bad dreams.

Mental health is a growing concern among TV news journalists. Old time journalists often were told to grit it out, suck it up, understand the stress and anxiety of the daily deadline pressures and, frankly, awful crime stories are part of the job.

Surviving as a journalist should not mean constant suffering though. Yes, part of the job is seeing horrible crime scenes, covering stories that showcase the dark parts of humanity in stark terms, and uncovering corruption. Yes, journalists know that goes with the territory. But that simply doesn’t mean stations and broadcast groups should just tell staff to handle it all on their own.

I keep saying that journalists are the commodity broadcasters sell. You must realize the people covering the news are the company’s most precious assets. No journalists, no newscasts = no revenue.

Top News Talent, which I just recently co-founded, hosted a discussion on Clubhouse on mental health. Specifically the recurring dream many producers have that they cannot get their newscast done on time. This is the start of many discussions we hope have to help raise awareness that journalists in TV news do take their job home with them. It impacts their personal lives as well. From this discussion, with therapist Matthew Nordin, we learned some very valuable lessons.

These dreams can be a sign that the journalist needs a mental health break. Maybe it’s a mental health day. Maybe more.
Recurring dreams can signal that you’re struggling to cope with something you covered, wrote about or the circumstances in your newsroom.

For those of you having these recurring dreams, some crucial takeaways:

There are coping mechanisms to help you distance yourself a bit from the daily stress. A big one Matthew mentioned is “soft belly breathing.” It sounds too simple, right? But it’s based on science. Your mind is powerful enough to use this simple technique to reset your stress levels in a powerful way. Here is a video showing you how to belly breathe. And an audio version and interview.
If you ignore the dreams, the stress usually increases. There is a risk of developing actual PTSD.

Journalists and managers also need to be aware of secondary trauma. Let’s define it in simple but crucial terms: by covering traumatic events regularly, the journalist also becomes impacted by the events. Over time this can lead to PTSD if not addressed early and often. Partner this with newsrooms that are understaffed, work hours that make it hard to sleep at night (overnights), keep a regular sleep schedule (covering for sick calls on different shifts), and 10 hour shifts on average with little to no breaks, and the journalist is already more prone to anxiety overload.

Companies offer EAP programs. This allows anywhere from 4 to 6 visits with a therapist, for free, depending on your company’s plan. A crucial thing here, when you call to set up the visits, know your station, your boss and your parent company do not know you are seeking therapy. Some employees really worry about this. It is truly anonymous. When you call to use this valuable benefit, have your health insurance card handy so you can ask them to look for a therapist who also takes your insurance in case you end up needing more than the standard sessions alloted. If that is not possible, ask for some names, then you can look them up. Matthew tells us Psychology Today is a great resource to check out potential therapists. From here you can find out if they take your medical insurance for after the EAP alloted sessions.

Matthew also told us there are ways to get therapy and not have it cost a fortune if you do not want to use your medical insurance or you cannot find a therapist who takes your insurance. This is key, the services we are listing here, link you with therapists that essentially donate their time to give back, in a sense. They passionately want to help more people afford therapy, Here are the two links to these services: https://www.opencounseling.com/ and https://openpathcollective.org/.

A last note to individual journalists: PTSD can set in within a month of suffering trauma. So if you cover a story that really seems to impact you more than most, it’s preferable to not wait and see what happens. Get counseling quickly to try and prevent PTSD from setting in. That said, Matthew points out that if you’re already a mindful person who’s really in touch with your body and emotions through yoga, meditation, etc. you may not need a therapist. This is where knowing yourself and your limits are really important.

For managers and broadcast group leaders, try and create an environment where staff can tell you the stress of the job is getting to be too intense, before it gets to the point the person must quit their job. Ask regularly, how staffers are doing. If you can bring in counselors not just when something tragic, like a school shooting, standoff or death of a staff member happens. Offering a chance to talk with a counselor more regularly, can help immensely. It also could show that you value mental health and might lead to more staff telling you if they need help. If you can advocate for more mental health coverage, including HSA $ for mental health treatment or mindfulness coaching, you not only prove you care for your staff, you have a powerful recruiting tool.

As for those anxiety dreams we all seem to have? The first step is making your bedroom a sanctuary for sleep. UC San Diego created this great infographic on how to achieve this.

Matthew also provided this amazing list of resources to check out, that can help with many aspects of our lives. After all, journalists are first and foremost human as he eloquently points out.

More to come. 🙂

Are Facts The “New” TV Stars? Thank Millennials.

In the past two weeks, the TV news industry has taken a very bold stand. The fact that both Charlie Rose and Matt Lauer where fired over sexual harassment allegations is huge. Many old timers are shocked that it was not just swept under the rug or they were told, “Hey just don’t do it again (wink wink).” But I am going to argue that these firings are not necessarily a symbol that harassment is no longer acceptable in the workplace. Instead I am going to say this: Content managers just got a lot more power. Use it wisely.

NBC and CBS did not do this completely to be PC. While these moves are bold and could represent big profit losses short term, I think they’ve banked on a trend that’s been building for awhile. The audience they need to reach wants facts. The content is becoming more important than the person delivering it.

We’ve seen this coming for awhile. But the slow trend just sped up. TV news is refocusing on strong content generators, not just pretty faces. This is key to understand for a couple of reasons. First if you just like being on TV and could care less about what you read and report, your career may be a lot shorter than if you started 10 years ago. Secondly, producers and managers can finally start demanding more money because they have more of a clear cut impact on the success of a newscast. NBC would not have put the entire Today Show brand in jeopardy if it felt the show was being led by a bunch of morons. That’s the simple truth. NBC obviously has confidence in the content leaders on staff at Today to put together compelling shows that will continue to draw audience. Same with CBS and it’s rising star CBS This Morning.

I have said this before and will say it again. In order to gain millennials as fans and viewers you need to stop talking down to them. You need to stop focusing on just the “look” of the newscast. Millennials want substance. Tell me something I don’t already know or don’t waste my time. That phrase should be printed out and placed on top of your computer screen if you are a journalist. And this should be your other mantra: be right or don’t do it at all. NBC and CBS also just showed that they think they have diversified enough they do not have to depend on newscasts being their main profit generators long term. Otherwise Charlie and Matt would have been reprimanded only. When there was a risk reward analysis both were considered expendable. That is shocking for industry old timers. We watched these types of “icons” literally play god in newsrooms across the country. They could do and say whatever and it was allowed. Not anymore and that’s because the audience has sent a message. Facts are more important than messengers.

If TV news wants to stay relevant and profitable, it is time to focus on good journalism. Get to the root of why there were newscasts in the first place. Tell me something I don’t already know or don’t waste my time. Its time to demand that managers, producers and writers are paid better. The trend toward bulking up investigative units will continue in 2018. If you love “doing good journalism” now is the time to shine. And you just might save the industry to boot. Thank you millennials for demanding to know more. And please TV news industry leaders, wake up and realize millennials don’t like stupid gimmicks. Give them more credit. Provide the facts, spell out details and give options to learn even more. You heard some of the message. These two firings are proof. Now be brave and act. Truly make the facts the stars of TV news again.

Should anchors help write newscasts?

Here’s an age old debate. Should anchors help write newscasts? Some say yes. Many say no.
The answer to this question is not as simple as it seems. It all depends on the resources used to build newscasts and the makeup of the newsroom itself.

Let me explain. If you work in a newsroom where there is one producer for two hours of a morning show, or the producers are very inexperienced, anchors need to have more of a hand in writing the newscasts. It’s just smart business. If there is a story that is legally dicey, either the anchor needs to write some stories to give the producer time to work on it. If the anchor is a more seasoned journalist than the producer, then the anchor needs to write the dicey story. He/she should have a better understanding of the potential legal ramifications of a mistake. Again, it’s smart business.

Recently I spoke with a producer who got stuck producing three hours of a morning newscast, alone. The anchors not only did not write anything, but the male anchor yelled at this producer for a mistake in a graphic in front of guests in the newscast. This is just plain wrong. News flash for this anchor: You are a journalist not an actor. Help get the newscast on the air clean. You are part of a team. Pitch in. The producer was asked to do too much. Management was not fair in this situation. Do not make it worse by hanging that producer out to dry. Step up and help. If you do, you generally win a huge advocate. I promise that anchor this, if that producer gets a chance to burn you later, that producer will take it. If you are late to work, regularly take dinner breaks that are too long or make a fact error in a script , management will find out. That producer will also share what you did with the other producers and managers. You are now marked. It will come back to bite. Why not just pitch in, be a team player and help write instead of taking that risk?

Now let’s talk about well staffed newsrooms. If there is an EP, producers and AP’s then anchors should have a chance to jazz up scripts and not have to write large sections of the rundown. If that producing team cannot pull off getting the newscasts done in a timely fashion with that much help, there is a serious problem. EP’s and producers in this environment need to understand that anchors need time to look over the sheer volume. Too often the “systems” are messed up in this scenario. Producers are not time managing well. AP’s are not being asked to do the right things. EP’s are not delegating properly. The anchor should not be responsible for picking up that slack.

I recently spoke with an anchor in a top 20 market who was told he was responsible for any fact errors in the newscast, not the EP. He was also told that he had to write significant sections of the morning newscasts. This anchor works with a staff where there is a producer for each hour in the morning, an EP and several AP’s. It is common in this scenario to have the anchors helping to look for fact errors. But to write significant sections of the newscast? I quickly found out that the producers were simply not getting their writing done in time. With that much help, a veteran former producer cannot help but ask: Why? (And no, they are not also desktop editing or contributing to the web.) In this case, it really is better to make sure the anchor has time to read over all scripts, HELP look for errors and focus on “performance.” That is why there are so many content generating resources dedicated to the newscast day part. If you really need the anchor to write, have him do stories that showcase his personality. Write about subjects he knows a lot about, to save him time and help him come across authoritatively. (See “How to Get Inside Your Anchors Head”.)

Too often in newsrooms the work load is not divided up equitably, or even sensibly. This is to me one of the largest problems local newsrooms face as they try and “modernize” and command three screens (TV, computer, smart phone). The “systems” in newsrooms need to be reviewed better and corporate needs to respect what management needs. Too often managers are forced into positions to make anchors responsible for all fact errors, or to require producers to produce three hours a morning, solo, because of decisions made in an office several states away, by number pushers. The question of whether an anchor should write for newscasts highlights this larger problem. Cutting fat is one thing, breaking down systems is quite another.

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.