Manager – Page 2 – Survive Your Job In Television News

Transitioning to management.

One of the hardest things to do when you transition to management is to learn when you jump in and when you back away. This takes some trial and error, and a few key reminders.

What managers are truly judged on:

Your team’s successes

Your ability to improve others skills

Your time management

Problem solving on your own

The biggest misconception new managers often have, is that the ratings race is now squarely on their shoulders. This is not true. If you raise the ratings by either doing everything yourself or leading with a reign of terror you will still get the axe.

Your job is to help your entire team succeed. A wise GM once told me, “You are considered a great manager, when you leave and the staff still executes as well or better than when you were there.” Think hard about that statement. If you believe that to really be true, then your first priority as a manager switches from turning the best newscast everyday, to helping others around you improve themselves each day.

Which leads to our next point: Your new role as a manager is not to dive in and redo or fix all the mistakes. Your role is to help others around you improve, so that no one has to routinely dive in and fix others mistakes. The minute you take a management job, you become a mentor. It is that simple. You must know how to help others around you grow and challenge themselves. You are a cheerleader, a reality checker and in many ways a careful observer. So diving in and writing an entire A-block or rewriting every reporter script each day is actually a failure on your part. You are letting your staff down by doing so. You are preventing your staff from succeeding long term.

You also set the example on how to time manage. If you work tireless hours, then take it out on the staff around you, for “being such a mess,” you lose credibility. If you roll in late everyday, leave early several times a week and take long lunches you also lose credibility. Understand that the staff around you keeps a close watch on how hard you work and how long. They take note. They base a tremendous amount of their respect for you on your scheduling. You need to show them how to work hard, while still maintaining some semblance of a life. This shows you are a compassionate, respectful manager who will also honor their hard work and time put in each day.

Finally, if your solution to problems that arise is to go running to the assistant news director or news director for direction, you are dead in the water. Your staff will consider you a joke, and so will your ND. You have to problem solve, largely, by yourself. Of course, if there are potential legal ramifications you do need to consult. But if a reporter is ignoring your orders or a producer is not listening and doing whatever they want, you must fix the issue yourself. Running to the other “parent” to have them hand out the discipline will destroy any chance you have of building credibility. This is an extremely hard lesson. If you try several techniques to no avail, then you need to come to your news director with that list, one-on-one, and provide more suggestions to handle the situation. Never go to the ND and ask him or her to flat out fix it. That’s what you are paid to do now.

So there you have it, go lead by empowering others to challenge themselves. Set up a work routine that you want others to follow. And when an issue arises, come up with a solution and execute. Some decisions will be wrong. Admit it, then fix it. Your staff will learn from this example. It will earn you a lot more credibility than running for guidance and refusing to take a stand yourself.

Deadline looming: How to effectively crank out multiple stories.

The idea of cranking out more with less doesn’t seem to be going away. Turning more than one story, on more than one subject, in more than one city is not easy. Just keeping the facts straight and providing perspective on multiple stories is challenging. Then come the relentless deadlines. Sometimes the packages air 10 minutes or less apart. One of them, includes a live hit. Wow, just writing about all that leaves me breathless!

So how do you effectively crank out multiple stories? Veteran reporters who make these pressures seem like turning a straight vo/sot, say two things: Organization and time management. So what does that mean?

Think about how you will write the package, while shooting
Keep interviews no longer than 5 minutes MAX
Log accurate time codes
Log and/or write every free minute

First off, think about how you will write your package while you are shooting it. You want the first part of your package mapped out in your head for two key reasons. First, it will help you craft a bridge standup that will always fit. Next, it means you must do enough research before interviewing that you can keep those interviews to 5 minutes maximum. (You really should try to keep them to about three minutes.) The reason: the longer your interviews the more you have to log. (For more on how to keep interviews short read: Developing interview skills on the beat)

Speaking of logging, your time codes need to be accurate. This is not a courtesy to your photojournalist, this is crucial to make deadline. It needs to be considered as big a deal as getting your facts straight. When slamming on deadline, you need to make sure your photojournalist or editor uses exactly what you need, and can easily find it, without having to stop down and ask you.

Finally, every free minute you have should be spent logging and writing. This means using the view finder of the camera to log if necessary. I constantly had to battle this idea with reporters. I’ll log when we get to the live shot location, etc. Not acceptable! Log while you are in the car riding. Log your first story immediately, while driving to your second story. Log while you are eating lunch, if you get one. Do not waste a single minute. You want to get done quickly so you and your photojournalist can take your time when editing. You want to factor in time for equipment failure too. You will still get down time, it will just be at the end of your day.

Course correct! How to patch things up with the boss

When I recently published the article “New manager, new rules,” several people tweeted they needed that advice a little earlier. New boss, burned bridge? There are ways to try and rebuild.

If you really think the two of you are not seeing eye-to-eye, sit down and talk with the boss. Don’t go in and say we are not seeing eye-to-eye, what should we do? Sit down and say you wanted your new boss to have a few weeks to get settled and would love to know this new manager’s expectations. This gives the person a chance to say what he/she wants from you, and what you are, and possibly are not, providing. It is better to know what the expectation is and take a lump, than keep analyzing and guessing and potentially accumulate several strikes against you. Listen to the manager’s insight and try and do it. After a few weeks ask if the work you’ve done is more along the lines of what this manager wants.

Do some research and find out what this boss implemented in other places. Then try and proactively do some of this. Let’s say, a manager is known for segmenting out story elements. Start implementing some of that in your own work. Face it, if this person has a reputation for some of these techniques, he/she will try them at your station. You might as well support it. Showing you embrace new ideas always helps build bridges.

Most of all, understand that this new person is trying to figure out everyone and everything. All stations run a little differently. Even if this manager has snapped at you, most realize it is better to work with the people who are already there than try and push them out. Show you are willing to be a team player and it just might work out, despite a rocky start.

New manager, new rules

We are coming up on the “season of change” for managers. Changes are often made after May sweeps, so there’s time to get a new person in place before the fall. A new manager means new opportunity and possibly a new pitfall. Often people only worry about an ND change. An AND or EP change can make as much of a difference in your future. Do not underestimate their say in having you on a particular shift or having a job at all. You need to make a good first impression.

So what does an assistant news director consider when coming to a new newsroom? This person wants to make a mark. Understand that AND’s run the day-to-day operations. They are looking for people who will work with them to make changes. This is a delicate dance, because you don’t want to alienate the ND if the AND decides to buck the current system too much. You don’t want to end up in the middle of a political mess. Focus on working hard and avoiding answering questions about why the place runs the way it does. You do not know the AND’s agenda yet. You do not want the AND to walk into a meeting and say these changes will happen and you told him/her the changes are justified because the place is poorly run. Yes, this can and does actually happen. I’ve seen it more than once. Be agreeable. Read “The 3 B’s to win over your ND” and keep those points in mind when dealing with a new AND as well.

Now let’s talk about EP changes. Again, these people are trying to make a mark. You want to be agreeable and willing to work hard. Do yourself a favor and stay away from the group that tries to haze the new EP. This especially happens in mid to large markets. I watched it time and again. Hazing the new EP is not smart. I don’t care if you feel the person is clueless. Remember, this person still has a say in your reviews. This person can still move up in the company and blacklist you. (Yes, that really happens too.) Stay out of the politics. On the other hand, you also do not want to be the EP’s doormat. Say no to the EP sometimes so you don’t end up getting extra piles of work when the EP becomes swamped. Again, look over “ The 3 B’s” and follow a lot of that advice. You want to be a go getter and eager to do your job. But stay out of the politics.

Final thoughts on these new managers: Once they have time to settle down, sit down with them fairly regularly and pick their brains on the news biz as a whole. You can gain great insight on what they’ve seen and done. Both AND’s and EP’s do more training and critiquing of your work than the ND usually does. Asking for an occasional critique is a great way to continue to advance your skills. It also is a great way to form an alliance while keeping yourself out of the politics in your newsroom. View these new managers as a new opportunity to broaden your skills. Work hard for them and, you never know, they may take you along when they rise higher in the biz.