What makes a great SE

[buckweaver]

Don't leave at 5:01 p.m. while your staff is laboring away.

In principle, I agree with this. The person in charge should set the example for the rest of the staff.

But in practice ... it really depends on the paper. And 1,000 other factors, too, including the SE's responsibilities (and the rest of the staff's responsibilities.)

My SE, who doesn't work desk (my direct boss is the ASE/desk chief; staff of 12ish), starts many of his days way before I wake up. He's in editors' meetings, planning meetings, covering something, or being the "face" of the paper in the community for one thing or another.

Sure, it'd be nice for him to stick around closer to deadline most nights. But unless we have a huge event going on (i.e. NASCAR weekend, etc.), I couldn't, in all good conscience, take issue with him for heading home at 6 p.m. or so. Frankly, there's not a whole helluva lot for him to do in the office on deadline, that we can't take care of ourselves.

 

[Elliotte Friedman]

In the middle of this story about Red Wings coach Mike Babcock is a story about his father. I've interviewed both Mr. Babcocks before and it's amazing to see how they both believe that message.

It ties in very well with this thread.

http://www.globesports.com/servlet/story/RTGAM.20070510.wsptwest10/BNStory/GlobeSportsHockey

 

[lono]

My boss is great, someone I would run through the proverbial brick wall for.

Here are the skills I particularly admire:

1. Clear and innovative vision for the product and the direction it should move in. On the leading edge.

2. Clearly defined expectations about what we're supposed to be doing. Bar is set high, but not impossibly so.

3. Absolute, unquestioned 100 percent personal integrity.

4. "Gets it" - understands both the big picture and what those on the team specifically bring to the table.

5. Champions us to management.

6. Trusts me as much I trust him.

7. Wants everyone on the team to succeed with him.

8. Rewards hard work and productivity financially and emotionally.

9. Is somebody great to go have a beer with.

10. Despises the suits, the meetings, etc.

 

[Riddick]

Here's an interesting question. How do you motivate a staff that doesn't care about APSE recognition and doesn't have a desire to move on to a bigger paper? And I'm guessing several SE's at mid-sized papers are facing similar problems.
Because those are two things that drive me to do the best I can. So, I'm trying to reach people who have completely different life goals than me. Suggestions.

 

[Appgrad05]

What does motivate them? If it is getting to the end of the day, I don't think there is much you can do.

 

[Basil Exposition]

Riddick, sounds like it's still all about you you you -- APSE awards and moving up in the food chain may be YOUR goals, but those things have little to do with making "my section and my staff reach their full potential."

What are your writers' goals? What about those of your desk? And why are you rating your success based on how others in the industry regard you? Triple crowns are great, but c'mon, APSEs tend to based as much on reputation (even faded reputation) as on performance.

Spnited is on exactly the right track -- your success comes from your staff taking the section where you want it to be. That requires you to come up with a plan and communicating that plan to your staff, one person at a time, emphasizing the skills that person can bring to accomplishing the goal. (E4 would call this leadership, and he would be right.)

Developing people is an admirable trait, but it's not the primary goal. If development doesn't serve your goal, you're wasting your time. That sounds mercenary, but you should know by now that time is your most valuable asset and you should protect it zealously.

And if, after giving them a fair shot, people don't or won't buy into your goal, your job is to run them off and get someone in that spot who will contribute. That's leadership, too.

 

[Riddick]

Riddick, sounds like it's still all about you you you -- APSE awards and moving up in the food chain may be YOUR goals, but those things have little to do with making "my section and my staff reach their full potential."

What are your writers' goals? What about those of your desk? And why are you rating your success based on how others in the industry regard you? Triple crowns are great, but c'mon, APSEs tend to based as much on reputation (even faded reputation) as on performance.

Spnited is on exactly the right track -- your success comes from your staff taking the section where you want it to be. That requires you to come up with a plan and communicating that plan to your staff, one person at a time, emphasizing the skills that person can bring to accomplishing the goal. (E4 would call this leadership, and he would be right.)

Developing people is an admirable trait, but it's not the primary goal. If development doesn't serve your goal, you're wasting your time. That sounds mercenary, but you should know by now that time is your most valuable asset and you should protect it zealously.

And if, after giving them a fair shot, people don't or won't buy into your goal, your job is to run them off and get someone in that spot who will contribute. That's leadership, too.

wow! some of that was a tough pill to swallow, but thanks Basil. Really glad I started this thread. Tons of useful info.

 

[jambalaya]

Dude, I'm over it. That's why I'm asking for help here. I added the ME, ME, ME more as an example of how much I hate Kobe than how I see myself.
I won't the sports section to win a Triple Crown. I want my staff to take things to the next level.
Just struggling with a way to do it.

What's your APSE, or any award for that matter, got to do with how well you do your job as an editor?

 

[Frank_Ridgeway]

And why are you rating your success based on how others in the industry regard you? Triple crowns are great, but c'mon, APSEs tend to based as much on reputation (even faded reputation) as on performance.

True.

Developing people is an admirable trait, but it's not the primary goal. If development doesn't serve your goal, you're wasting your time.

If you can afford stability, developing people may not be the primary goal. But if the pay isn't so great, it is advantageous to have high turnover of promising people rather than stuck-there lifers. If you have a reputation for developing talent, top young talent keeps coming your way eager to be developed, and that benefits the product.

 

[blandcanyon]

A section that is the sports authority for its community and respected by those purchasing it could be considered a good section, although that may not be an APSE section. So that probably doesn't count.

 

[You're With Me Leather]

The biggest thing with me is don't ever lie. Say you don't know. Say you can't tell me. Say it's none of my ****ing business. But lie and I lose all respect for you permanently...
[/quote]

For me, this is the most important thing. My last shop had a guy who would look you in the eye and bull**** you. And that is the No. 1 reason why it was my last shop and not my current shop. I cannot work for someone that I do not trust or respect. Leadership and whatever else all starts with honesty.

 

[crusoes]

Ditto on the Babcocks. You set the tone. You work your ass off, and people will (generally) follow. They can't complain, because they see you putting in the work.

And, most nights, I thank my reporters for their hard work. I don't have to do it. They should be working hard. But it doesn't cost me anything and you can tell they appreciate it.

Also, you have to keep in mind that different people have different agendas. Some aren't as driven as others. Some aren't as talented. Some want it more. It's like any other team. You try to put people in positions where they're comfortable and where they can best help your team.

 

[forever_town]

What I try to do with my interns and full-time reporters is take a look at what each one can bring to the table. What are their strengths, weaknesses, etc.? Then I try to figure out how I can make each person better. Beyond that, I also try to let everyone know they can come to me with any concerns or what have you. When the reporter I hired won a MDDC Press Association award, I was genuinely happy for him. When the stringer I have won an award, I was genuinely happy for him.

I try to foster an environment where people know I'm pulling for them and I want them to succeed in this business. I try to let people know what they can improve upon, but I also try to let them know when they've done great work. If it's sending a lengthy e-mail with detailed feedback to one person or it's a phone conversation in which I'm telling a story from my own experience to help illustrate a point I'm making, I try to get something across that will benefit the people who work for me.

I also try to create an atmosphere where people think for themselves and show initiative. Those are the people who do well in this business in my opinion.

 

[Mooninite]

What doesn't make a good SE? How about a guy who goes on vacation the week of the state track championships and when we have teams in the state softball tournament leaves us shorthanded. Sorry I just had to vent.

 

[zagoshe]

What doesn't make a good SE? How about a guy who goes on vacation the week of the state track championships and when we have teams in the state softball tournament leaves us shorthanded. Sorry I just had to vent.

Um, so you have some issues with your sports editor? Just a guess?

 

[huntsie]

Communicate. Talk to your guys. Find out what's going on in their lives too, beyond just doling out the assignments.
Contribute: Don't just assign and expect. Do your part when things get busy.
Fight for your guys: fight for space, or assignments or whatever. Back them to the boss and back them to the public.
Fight with them too: debate. And barnstorm. And be the devil's advocate.
Listen to them. If they have concerns, they're probably valid.
Circulate in the community. If you're the face of the department or the guy who makes the decisions, people should know who you are. Get out from behind the desk and go to events, even as a fan. And go to the banquets and present the plaques and make the speeches: There's a pr component to the job, especially in a small town.
Give your guys some leeway: Rather than pile on the assignments. Do this and this and this and this and if you have time, you might do this doesn't work. Give guys a little time and the luxury of pursuing something they want to do.
Delegate: If you're not there, you're not there. Don't micromanage and don't second guess.
Be loyal to your guys: to management, to sniping newsroom types, to bitching readers. Your guy is right. Or that's his point of view and that's what he's written and it's in the paper so we stand behind it.

 

[Riddick]

Great post, Huntsie.
I think that's one of the most important things I learned, especially about being loyal. I've had too many SE's who toss their writers to the wolves.
For some reason, as an SE, I figure one of your main responsibilities is being a shield for your writers so they don't have to listen or deal with all the bull**** and they can just write.

 

[User 4755]

Delegate and get the hell out of people's way so you can leave time for life out of the office as well. Saw one too many managers who ended up unhappy workaholics and I learned by watching their crash and burn jobs. Surround yourself with good people you can trust so you can leave at a decent hour on a low event/no event day and know the job will get done. If you want to work long hours to get your staff where it needs to go, fine. Just take timeouts for yourself to enjoy your life and to watch the sun set occasionally, because in the end, the workaholic who never takes the time to enjoy himself, his family or his kids, will end up in the same place as you -- six feet under.