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How to repair producer/director relationship

A frazzled producer recently asked for advice dealing with his director. Their relationship was strained. The director was starting to question this producer’s calls in the booth, and at times making calls instead of checking with the producer to see if they were on the same page. This is not uncommon. Directors are in charge of making sure the show looks clean and at times will make quick decisions while live. Your director “taking over and calling the shots” is not all bad, if you have established protocols you both agree on for certain situations. (See Right hand/left for more on how the two of you can compliment each other, by showing mutual respect.) If the director is taking over to the point where you are unable to make key decisions that could impact content making air and/or it’s affecting you timing your show, then you have a problem.

The key is to nip that kind of issue in the bud right away by sitting down and talking about it. I would usually ask the director when we could meet and discuss how the newscast is going in general terms. I wanted the chance to talk before a show aired, not right after when tensions are high. You need to be clear headed so you can both listen and figure out what needs to be done. Also, go into this type of meeting knowing the director will have criticisms and hopefully suggestions to help things run more smoothly. Keep an open mind and really listen. Relationships require some compromise. You need to be aware that directors have a lot of pressure on them as well and share your desire for a clean show. The way you two define “clean” and make decisions can vary. You need to explain where you are coming from in a non-argumentative way.

Another crucial thing to set up is a nightly discrep. meeting with your director. This used to be required in most newsrooms, but with cuts in OT pay and longer working hours, many shifts now blow off these meetings. This is a big mistake! Ideally you want the entire staff to weigh in on these meetings. If you cannot because of OT issues etc., then meet with just your director. But make sure you meet. You need the daily dialog, face-to-face, to actually talk about what went right and wrong in the newscast. And, by the way, email does not cut it. You need to look each other in the eye and talk. This helps you learn how the other person thinks so you can find common ground and set up protocols. I cannot emphasize enough how crucial it really is to have a daily meeting. Find a way, period. Make sure the meetings are short and sweet. Suggest you each come to the meeting with one thing you liked and one you didn’t. If there was an issue during the newscast, talk solutions for the next time it comes up. You can do all of this in 10 to 15 minutes. You really can. That is a small sacrifice of time to really create a solid working relationship. Tell your director that. Most will not only agree, but be happy to meet.

Finally, make sure even when you are really ticked about a call the director made you remain respectful. Your director is a professional and likely extremely passionate about his/her job too. Openly respect that level of dedication. It will only help you both grow and your newscast get better.

Right hand meet your left hand. Now catch! The relationship between producers and directors.

Before you read this article, humor me and ball up a sheet of paper. Throw it into the air and try and catch it with only one hand. Then switch hands. Then use both hands. Bottom line, you will catch the waded up paper ball more easily, and often, with both hands. You can catch a ball with one hand, but with both hands your odds increase dramatically. This is how I like to describe the relationship between a producer and a director.

I was lucky enough to land my first job as a full producer in a top 30 market. I was a rookie “kid” paired with veteran anchors and directors. These directors taught me a tremendous amount about “producing” in that first job. They caught my rookie mistakes and without chastising me, worked around them live on TV. After the newscast they took the time to sit with me and teach me how to prevent the same problem from happening again. Soon after, I worked in a top 20 market. Same scenario: The directors talked me through any mistakes. I quickly learned the person I needed to align myself with was my director.

After that, when I interviewed for producing jobs, I always asked to meet the director before deciding on a gig. If that person and I didn’t click, the job wouldn’t work. I felt that strongly about the connection of right and left hand. By requesting to meet the director right away, I also usually gained a loyal ally. I showed respect even before getting the job. This went a long way toward establishing a solid relationship. Don’t get me wrong, I sometimes had knock down drag outs with directors over mistakes on the air. But because they knew I had a basic respect for the job they did, we could work through the differences.

Producers and directors have something important in common; they are both responsible for a lot of things they have very limited control over. If a reporter steps out of a shot just as you take it live, you both get in trouble for taking the pic even if you cued the reporter. If master control gives you the wrong time for a commercial break and you miss a meter, you are both in trouble. This is often where producers and directors play the blame game. Don’t fall victim to this. Both producers and directors tend to be control freak type personalities. Sit down and decide who is responsible for what. For example, once I established IFB, my director would check the live shot, if the reporter did not respond, the director had final say on taking the live shot or going straight to the package. It was faster that way, since the director had a finger on the button, or control of the TD sitting right beside him/her. Bottom line, let the director manage the technical elements while you focus on content and timing. Again, consider the right hand/left hand analogy. You would not cross one hand over the other to catch your paper ball. Set up who’s making the call on what, then, support each other.

If you are still not convinced that this is a crucial relationship to establish, let’s talk breaking news. There are times when breakers happen so fast on live television that you simply cannot tell everyone who needs to know what you are doing in time. An example: police standoffs. I was once boothing continuing coverage of a standoff when the SWAT team showed up. The GM and ND came in to have a philosophical debate over what to show. They kept interrupting me as I tried to give directions to the production crew and more importantly the anchors. My director knew how I thought because we talked so much about breaking news and had set up clear roles. Several times he was able to “take over” while I listened to the bosses. He literally knew what I was going to say, before I could say it. If we had not developed a strong relationship, with mutual respect, things would have fallen apart on live TV. We were consistent with each other, and knew each other’s job needs. The right hand was able to catch the ball, while the left hand was tied up. It is a crucial relationship whether playing catch or putting on a live broadcast!

Stop the screaming! What to do when your boss is deafening and demeaning.

If you haven’t already, you will eventually work for a “screamer” in television news. It’s just a simple fact of life in the biz. But that simplicity of fact does not mean reacting to it is simple. Screamers are alarming, and not just for the ear. It means the person loses control in key situations; very troublesome when this is the person who decides your fate. The good news is that the screamer’s boss probably is aware of the temper tantrums and hopefully takes them and any tirades about staffers with a grain. The bad news: The screamer is usually not forced to calm it. So the verbal abuse keeps on coming.

There is an effective way to protect your ears and your ego. The more the screamer lets loose, the calmer you need to be. You need to consistently do this, during public and private tirades. Screamers expect to unnerve you. It is a control technique for bullies. If you want the person off your back, don’t indulge it. Sit down, look slightly above the screamers head and watch him or her pitch a fit. Whatever you do, do not speak. The screamer is not interested in anything you have to say. The screamer needs to get rid of pent up stress. Once the screamer is done, say “okay I will keep that in mind.” Then go back to work.

Sometimes the screamer will follow you and start up again with insults or questions like “did you hear anything I said.” Say “yes” to the question and ignore the insults. Later, once the screamer is calmer, you might be called into that person’s office. Hopefully this is when you can get some constructive criticism and explain any extenuating circumstances. But if the screamer has a particularly insecure ego, you will not hear about the incident again.

This does make it harder to learn what “old yeller” wants. You can still listen to the rants and try and decipher the point. Just do not lower yourself to the standard of the screamer. You need to keep your cool. That can help you if things get really out of hand and you end up in human resources. You also would prefer the tantrums happen in public even if it is humiliating at the time. Witnesses can say it was the manager who lost control, not you.

Finally, no matter how tired you are at the end of the day, document the inappropriate conversation with the screamer as well as any follow ups. Include the time of day and a witness list in your notes. Remember human resources must have patterns and documentation. If you end up in trouble, you can use these tantrums to buy time and demand a formal critique of your work in writing. Your case: How could you be expected to know what to do with the manager screaming at you incessantly? There is a case to be made and, again, you have to be able to show a pattern of verbal abuse.

Now the caveat for your efforts: The screamer will become disarmed at your calm response. The screamer will end up noticing how out of line he or she is getting. This will throw the person off and you will take control of the relationship. After a few attempts at rattling you, the screamer will usually learn that you are tough skinned and probably not someone to mess with. You will probably be left alone. In some cases you will even become the screamer’s confidant. We have seen news managers develop a strange need to then constantly impress and please the employee that cannot be unnerved. You might even end up with better assignments. There is always another sucker on staff that will scream back or cry. The screamer will usually become focused on that person.