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Catching up on some long-neglected reading, I just finished an interview with actor Frank Langella in the September issue of Esquire. At one point, writer Scott Raab asks Langella about his role as the vampire in the 1979 movie “Dracula,” saying, “Did you drag that around like a stone?” Langella answers that he didn’t in his head, but he acknowledges that the role probably cost him some other opportunities. That by itself is something we are used to thinking about actors, that one corny role or a movie that flops will hurt the actor’s career. Thinking of Langella’s career now — think particularly of “Frost/Nixon,” “The Box,” last year’s “Robot & Frank” — it seems crazy to think he lost roles in the early ’80s just because he played a vampire in 1979. You wonder how many of those producers or casting directors who passed him over would now, in hindsight, wish they had rethought it.

But then I thought of my own recent experience looking for a job. In the two months after I was laid off, I must have applied for nearly 40 jobs; none seemed like a stretch. I got just four phone interviews, three of which led to in-person interviews. But those four had two significant questions in common. The gist of the first was whether I was concerned that it had been nearly 12 years since I directly supervised reporters. My inner reaction roughly was, “What? Seriously?” The gist of the second was that my corporate job must have paid me significantly better than the job I was interviewing for, so how low could I go? My inner reaction wasn’t much different than it was to the first, because although it was a corporate job, it was still in news — the pay wasn’t as good as they assumed.

These publishers and editors were doing the same thing as those Hollywood producers — looking at the last thing I had done and extrapolating from that the entirety of what I then was capable of and expected. Given the common gravity with which the questions were asked all four times, I don’t think it’s a stretch to believe that a number of people who never even called me had the same questions, presumed the answers and wrote me off. In fact, during my almost 12 years in a corporate news division, I had seen some situations where publishers simply wrote off potential hires without so much as an interview because they assumed, based on where the editors had last worked, that the editors wanted more money than the publishers were willing to pay.

Now that I am back supervising reporters again, I can confidently say what I believed before: If you were ever any good at supervising reporters, then it’s like riding a bike. You just don’t forget how to do it. As for the pay, obviously I was always fully aware, as a longtime reporter and editor, that the industry’s standard pay is awful.

Now, as I am trying to make a new hire I am trying to be sure I am not repeating the mistakes of those who interviewed me.

How about you? Next time you are reviewing applications, assess what you are assessing. When you place an application in your “No” pile, why did you put it there?

News-Topic  -2004 logo
If you had told me I’d be back editing the Lenoir News-Topic 25 years after I left, I would have laughed. It’s not the direction I saw my career going. But Warren Buffett intervened, and in the process of saving modern journalism (if that didn’t sound sarcastic in your head, you have to read it over again) he put me and 104 other people out of jobs. Long story short, here I am, and here, in the Jan. 27 News-Topic, I make my version of Charles Foster Kane’s “declaration of principles.” If you don’t want to follow the link, here’s a summary:

I want to get the website into the 21st century, and with any luck not too long after that it might actually catch up to the current date.

I want to get the staff engaged online with the audience. In a small town, that may be a little bit redundant, but the early returns on our very embryonic start look good.

But mostly, with two new hires — one made, one in process — I’m putting good writing front and center in my reclamation project. I’ve long maintained and made the argument that in the long run, as more and more data and nuggets of information can be found for free online, good writing and creativity can make a site stand out and get readers to keep coming back. Now, in a small way, I have a chance to try it myself.

This week I began work at the Lenoir (N.C.) News-Topic. I had hoped to remain pretty close to Richmond, Va. This is definitely not that. It’s a six-hour drive, counting bathroom and food breaks. The money isn’t great. But I have an editor’s publisher, and in my experience those are pretty rare.

The News-Topic happens to be the place where I got my first reporting job, in 1987. In fact, when I interviewed for the editor’s job in December, I was appalled to see that the newsroom desks and partitions were the same ones that the New York Times had put in place after buying the paper in 1982. (The current owner is Paxton.) We now are gradually replacing them with new desks. (Cheap ones,but new.) The editor’s desk, however, will remain. I had thought that the desk predated the New York Times’ ownership because it appeared to be a solid, oak desk of spartan, utilitarian design — but I just noticed a couple of places where the oak veneer is chipped off, revealing a pressed-fiber interior. It may still date back to before 1982, but it also may just have lived a rough life.

I was hired here just in time to get the final say on the finalists for one reporting job. One candidate’s writing was at a different level of the atmosphere, and I’m happy to say she will start here in a little more than a week. I just learned that I’ll soon have another hire to make. This is a big deal. This paper is so small that I will have had the chance to hire two-thirds of my news reporters. It’s a little exciting. The staff is about half the size it was when I worked here 25 years ago. It’s so small, I don’t have great hope of ever being able to cover nearly all the ground we once did. Some editors I respect say that a key to driving readership in a small town is getting all the public records you can. I know such things gain readership, but I’m not so sure how heavy I want to push them all to focus on that. I could have all of them chase public records and whatnot until they drop dead, but that doesn’t seem like much fun — for them, me or especially for the readers on days when the records didn’t hold much of interest. And I remember from my first time here, the job was fun. What I really want to do is get some really good writing in the paper.

I may yet be proven wrong, but as the newest captain of this dinky little ship, that’s the course I’ve set. How excited am I? Here’s the ad I’ve placed to fill that job:

New editor remaking a paper in a small, quirky town in the Appalachian foothills seeks an experienced writer who can be a watchdog, likes traveling country roads in search of stories and plays well with a close team of storytellers. On any given day you may cover a government meeting, run out to a fire, spend a couple of hours on a feature, and/or wander the nearby mountains for a day-trip travel story. Part of your day is shaped by events; part of your day is shaped by your interests. Characters please apply, but do it with style (and grammar). A good writer in a big town is a still, small voice, but in a small town that voice thunders in the night. A good writer in a big town is a watchdog, but in a small town that watchdog is the only one howling against the wolves. This is the ideal opportunity for a writer who wants to dip a toe in management to see how that water feels – everyone is in the order of succession, so you learn fast. Send cover letter, résumé and whatever you feel shows you at your best to Guy Lucas at guylucas@newstopic.net or 123 Pennton Ave. NW, Lenoir, NC 28645.

If a low-paying job with long hours in a small town isn’t fun, what the hell is the point of doing it? Why not be a bank teller or something, and get better money for shorter hours? You want to write your ass off, come see me.

On Sunday’s A1, I publish my equivalent to Charles Foster Kane’s “Declaration of Principles” in “Citizen Kane.” I won’t leak the document here first, but I’ll add it here after it’s published.

Mike Fourcher, a publisher of hyperlocal news sites in Chicago, has written up the things he learned from the experience. It’s instructive, and I particularly recommend that other journalists read it so they better appreciate the economic forces confronting the industry. As Mike notes as his 18th thing he learned, big publications and small publications have the same problems.


Very funny ad. Nicely done. The setup is that three people each are given a driver for the day, and a newspaper is left in the back seat for the person to read. While the person reads, the car passes various odd sights, and the driver takes off his pants. The reader doesn’t notice because he/she is too engrossed in the paper. That much is true — once you get a person reading, that person’s attention is engaged and isn’t easily pried away. The increasing problem newspapers face, though, is getting people to use the paper instead of their computer or phone, where their attention might be just as focused but the advertising is much less lucrative.

But still, give the ad-makers credit. An A for creativity.

Yesterday I mentioned that I stopped taking the local paper in mid-November, and I said that “if the paper has produced anything important in the past six weeks, it was like a tree falling in the woods with no one nearby to hear it — which is a subject for another post.” This is that post.

I do not watch local TV news. I listen to NPR each morning, and I’m on Twitter and Facebook pretty much daily, which both point me to news from a number of outlets. Earlier this month it occurred to me that aside from one political columnist who is on the public-radio station each Friday and a columnist with whom I’m Facebook friends, not a whiff of the newspaper’s content had managed to reach me. It reminded me that there has long been discussion in the newspaper business that although the industry relies on advertising revenue, newspapers are pretty bad about advertising themselves.

The main ways that many newspapers publicize what’s in the paper each day and what big stories are coming in the days ahead are all within the newspaper itself – house ads, teasers, promos. In other words, the newspaper targets people who already are looking at the newspaper. People who do not see the newspaper, no matter the reason, will never see those efforts. This would be like a TV station running its ads and promos for its news show only during the news show.

An editor told me just last year that no one had yet explained to him what the newspaper gained from being active on Facebook and Twitter. He felt that being active made those social media platforms better and built their customer base but did nothing for the newspaper other than siphon off staff time that perhaps would be better spent improving the paper. I tried to connect these dots at that time, but I don’t think I did it well. This might be clearer: There are many people in your community who do not subscribe, but almost all of them might be interested in some specific thing the newspaper does and would come for it – if only they knew it existed. Because of the growing reach of social media, you stand a chance of reaching those people – if only you are active and engaged, which teaches you how to tailor your posts and what people are likely to share.

It’s true that a tree that falls in the forest creates a thunderous crash, but if no one is anywhere nearby, that tree could rot away before anyone knows it fell. A good news staff creates some pretty good rumbles now and then, but an awful lot of people are out of earshot of the forest. You have to find a way to amplify the noise to reach them.

There is no easy fix for news

Continuing on the topic of changing what local news reporters do (I provided some links in this post a couple weeks ago), John Robinson proposes a kind of New Year’s resolution for editors:

If editors do one thing for their newspaper readers in 2013 — yes, there are a slew of things needing to be done for their digital audience in 2013 — it should be to examine how they are covering the local news. Is it what people need to understand their community? Are we covering this because it’s vital information or because we need to fill a hole in the paper? Will this story make reading the paper an indispensable act? Because if it doesn’t — and with the circulation losses papers have suffered over the past 10 years, there is evidence it doesn’t — it’s time for a change.

Meanwhile, Steve Buttry adds to his previous posts on this topic with more specific thoughts on how a newsroom might change some or all of its beats.

I fear that some people will stop reading at the point where Steve suggests a pets beat and will miss his larger point: Something has to change, and you have to start thinking about it, and what you change may be less important than having a thorough discussion about the possibilities and doing something about it.

John notes as evidence of the need for change some results of a September 2011 Pew survey: “For instance, when asked, ‘If your local newspaper no longer existed, would that have a major impact, a minor impact, or no impact on your ability to keep up with information and news about your local community?’ a large majority of Americans, 69%, believe the death of their local newspaper would have no impact (39%) or only a minor impact (30%) on their ability to get local information.”

John also cites his experience in the past year reading the front pages of a dozen Sunday papers around North Carolina and seeing too much rote, uninteresting coverage. I can go further: For the past six weeks, I haven’t read any newspapers at all, nor have I watched local TV news, and I firmly fall into the camp saying that as far as I can tell the death of my local newspaper would have only a minor impact on my ability to get local information. (I do miss certain columnists and the routine of the morning paper, but if the paper has produced anything important in the past six weeks, it was like a tree falling in the woods with no one nearby to hear it — which is a subject for another post.)

But this is where the hope for fixing local news hits a Catch-22. John quotes Philip Meyer from a 2008 online discussion about local news:

“Local is cheap to produce if you limit yourself to stenographic coverage of public meetings. But to really cover local news, you need talented, specialized reporters who are free to dig for weeks on a single topic.”

I won’t rehash all the arguments I made on this point three months ago, but I will summarize:

The success of any attempt to change or “fix” local news is ultimately dependent on publishers and the executives who supervise them agreeing with the need to restructure the newsroom pay scale and to end, where they exist, any mandates that the front page absolutely has to be all-local. Yes, I mean better pay, but I also mean fewer people in the newsroom because the revenue isn’t there to raise pay and keep the staff the same size, which is the reason publishers who want all-local front pages have to give that up in the name of getting better reporting. That also means more pressure on editors to ensure their staff follows through – more-engaged editors, more-engaged reporters.

Lord knows newsrooms have many creative, imaginative people who consider the job a calling and work cheap. But it has fewer every day – beyond layoffs, many are no longer willing to work low-paying jobs that have become content farms of rote coverage. Counting on an endless supply of new ones who are willing is likely to be as healthy for your business model as counting on an endless supply of gasoline under $4 a gallon.

1/2/13 UPDATE: A good follow-up today by John Robinson on the need for editors to confront the reality of permanently smaller staffs and how to figure out what people really want the newsroom to do.

Sometimes it’s easy to feel down about journalism. It’s a little too easy. Yes, the collapse of advertising and the rapid pace of technological change are problems, but there is a lot in journalism still worth celebrating. Among them:

Technology. Yes, the industry is having trouble keeping up with what new technology is doing to the business model for news, but look at all that technology is making possible. At one extreme is the kind of rich storytelling experience exemplified recently by the New York Times’ “Snow Fall” (FYI, good info on that package from The Atlantic Wire). Even in small newsrooms with nowhere near that level of technological ability, new tools are enabling new forms of storytelling.

At the very basic level, technology allows reporters to be untethered from their desks yet still be able to reach sources at any time and also file stories and photos from almost anywhere, and it opens the possibility for new, deeper, stronger ties between news organizations and their communities. Technology is making access to records faster and easier, and giving us databases where once there only were farflung file cabinets of paper, if the information existed at all. It is easing and speeding communication of all kinds. All of this is good news if you believe an informed public is inherently a good thing.

Bosses worth working for. I have been lucky because I can count on one hand, and still hold a cup of coffee, the bosses I’ve had for whom I would not happily work again. One of my editors I actually did work for twice. There are editors out there who make their staffs feel good about their work, and some even make the workplace fun. Not only that, there are good publishers. True, I’ve met my share of underhanded, unimaginative or timid publishers, but I’ve met many more who believe that good journalism is good business in the long term. Just in the past month I met two who specifically said they want their news staffs to feel free to butt heads and do stories that might upset local officials. A good boss makes a world of difference, and there are a good number of them out there.

Staffers worth supervising. Journalists fancy themselves as crusty and cynical, but it’s hard to find a more optimistic group. Look at how they have watched their newsrooms dwindle, but see how many of them remain hopeful about the future of the business. In all my travels visiting newsrooms, spending time with a news staff has always left me feeling energized. Journalists just want to do a good job, and their job, when done well, helps the public.

Strivers and innovators. Although the traditional business model faces many problems, there are many people and organizations constantly trying new things. Just visiting the Nieman Journalism Lab site every now and then will give you some hope. If you’re like me, you can feel frustrated at either the pace of these efforts or the slow adoption of some innovations, but at least there are people trying new things. With enough people trying in enough places, good things have to result.

Thinking about things such as these make me feel better — as light as a feather, as merry as a school-boy, maybe even as giddy as a drunken man, Dickens might say. I should try to dwell on them more often.


I got a lot of problems with you people. Too many to list, actually, so some of the big ones:

Pack journalism. Washington, D.C., remains ground zero when making the case for too many people chasing the exact same story, but Newtown, Conn., is the most egregious example of what happens when a big story breaks anywhere else. Why? What was gained by having this many journalists in one place chasing exactly the same thing? Isn’t this why any news organization pays AP?

General unwillingness to challenge traditional beat and story structures. See my previous post and the links there to other sites for more detailed discussion. Staffs are smaller, the world is more linked and mobile than ever, so change is necessary – not just changing what you cover but how you cover it. In many newsrooms, everyone is preoccupied with an urgency to feed the beast. Consider whether you can let the beast go hungry a day or two a week so you can assess whether what you are spooning into it is worthwhile.

Related to the above: story quotas and related mandates. A couple of weeks ago I visited a small newspaper where I was told that staffers are required to file 8-12 stories a week, and that the company requires that the front page be all-local. Eight stories a week is not onerous, in my experience, but as a glance at that paper’s front page made clear, no one was exercising any quality control to ensure that the quota was being filled by solid, well reported stories that people would want to read – probably because the editors were more afraid of not having enough staff-bylined stories to fill the page. Quotas and mandates can have that effect: The staff goes on autopilot, and the product suffers. Manage for quality first.

Also related: general reluctance to engage the community. Our world is full of bloggers, social posting and sharing. Our news is not. Why isn’t that widely acknowledged as a failing?

News websites remain unnavigable. This morning my wife was trying to find something on the site of the local newspaper. Couldn’t do it. I went to Google and found it in seconds. She actually has a better sense of how news sites are organized than the average person because of her exposure to that structure through me – but it’s still a mystery to her. Sites have too many sections, and where stories are listed and how they are tagged may be entirely at the whim of whatever overworked staffer posts them to the website at night. At some sites there is little consistency, or logic. Stories on a race for U.S. Senate, a legislative story, a profile feature and a food story all are tagged as local news? Seriously? Why? Oh, looking at the rest of your stories, I see why: EVERYTHING by your staff is tagged as local news, apparently because your late editor doesn’t want to think about it. And you, the editor, never noticed because who the hell has the time to look at such things? There is a reason your website has a taxonomy in the first place, and it’s not just because the site designer is anal retentive, but if you are tagging everything the same you are nullifying it.

Related to the above: Too many news people have no sense at all of how the industry’s finances work. The next time you see an argument for how many reporters $1 million (or any amount) in paywall revenue could pay for, check to see whether the math includes benefits, insurance, office rent/mortgage, utilities, office supplies, staff expense reimbursement such as mileage … You get the point. You can’t fully participate in an argument over the future of your business if you are ignorant of the business end of the business.

A few grievances that are less about journalism than the practices in the revenue-generating end of the building:

The general unclickability of business transactions related to news websites. Have you tried to place an obituary lately? Or any kind of advertisement? It’s usually an experience straight out of 1990. It is hard to spend money with a newspaper. It’s like you walk up to the building with a wad of money in your hand and can’t find anyone who will extend a hand to take the money from you.

Related to the above: the willingness to charge online readers to read obituaries, which themselves are paid advertisements. Are we so absolutely desperate for any revenue stream at all that we won’t consider the long-term implications of what we are charging for? If you charge the public on the front end to place a type of ad that you know helps you build an audience, and then you charge the public on the back end for the ability to read all of those ads in one place, you are simply begging for someone else to engineer a faster, cheaper, easier way to distribute that kind of ad. There WILL be a craigslist for obituaries, and newspapers don’t seem to care.

That scratches the surface. Looking back over them, I detect some things in common: lack of imagination, too much adherence to tradition, failure to engage new technology, timidity. Happy Festivus. Now, on to the feats of strength …

I wrote a couple weeks ago that my response to a question about how to fit in all the new things journalists are told to do now was that if you want to start something, you have to stop something. I probably should have fleshed that out. I didn’t, but Steve Buttry has. Sample, on government meetings:

Maybe for your community, the answer is to send a reporter to the meetings to livetweet (live coverage gets more readership than stories), but to have the reporter turn his attention after the meeting to enterprise reporting on topics covered in the meeting, rather than undertaking the redundant task of writing a story about the meeting he just livetweeted.

If your local government agencies livestream their meetings, maybe you don’t need a reporter present. You embed the livestream on your site for meeting coverage and spend your reporter’s time on enterprise, unless a meeting promises to be unusually newsworthy.

In fact, that was essentially the approach I took as a reporter in a far-flung bureau covering meetings in a town where there was a local paper. Anything that happened during the meeting that sounded interesting, I knew the local paper would report the next day, so instead I would do my own reporting on the subject and flesh it out over the next day or two, such as a case where people living near a quarry complained of the damage that blasting at the quarry was causing to their well water and homes. I got a better story, plus a photo. Nowadays I might be able to get a slideshow and/or video out of it too.

Steve has other suggestions, including, “We need to work out partnerships with community journalists (and non-journalists)” — another word for those is “bloggers” — “who are doing jobs we’ve been doing and stop doing what they are doing, so we can focus our resources on unique ways we can serve the community.” The Seattle Times has such a network going (and discussed it at a session I attended at ONA12), so it’s not just a vague idea, it’s a model you can study and emulate, and tweak to fit your community.

Steve also links to several previous posts he had that address the idea of what needs to change. It’s the only topic that’s certain to remain on your radar.

12/21/12 UPDATE: From one of the Nieman Journalism Lab’s columns making predictions for 2013 that seems relevant to part of this discussion: Local news organizations no longer have the luxury of throwing skilled reporters at procedural news stories that are only important to niche groups …

12/30/12 UPDATE: More on this topic John Robinson and Steve Buttry.