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Posts Tagged ‘bad practices’

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?

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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 …

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John Robinson, former editor of the News and Record in Greensboro, N.C., writes in part 2 of his look back on his former job, from the perspective he has gained a year out of the job (part 1 here), the reasons why he thinks he didn’t do more of the things that, in hindsight, seem so obviously needed. I encourage everyone to read it, not just editors. He posted it a day after I was asked, by everyone from a publisher to his reporters, how to fit new things into all the things they already do. The answer stems from everything John wrote about. And I agree with him completely that maybe you need to step out of the newsroom to see where events tend to sweep a news staff along.

The short answer I gave to the question was that if you want to start doing something, you have to stop doing something. John didn’t put it quite that way, but his explanations about “Space must be filled” and the inertia of the beat structure — together, the feeling of urgency to fill the paper (presumably, the urgency stems from feeling the need for LOCAL bylines) plus the easy availability of incremental news from the beat structure — are at the heart of what I meant. News staffs are smaller than ever. They are being asked to do a wider variety of tasks than ever. You can’t have it all, and they can’t do it all. Choose your battles.

And my last advice asks the most of the editors at the top. Follow John’s suggestion:

Had I organized monthly meetings with the public to hear how we could serve them better, it would have improved our journalism, and I would have been a better steward of their newspaper.

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Another week, another ruckus over paywalls. That link will take you to Steve Buttry’s angle on the issue, but he links to the rest. Suffice to say I don’t think it’s a good idea for anyone to base an argument in favor or against anything, let alone declare victory, based on trends that started in just the past few years.

This ruckus erupted just ahead of news that Rupert Murdoch will pull the plug on his iPad-only, subscription-only news product, The Daily.

That by itself is evidence enough not to be too eager to declare victory. In this case, it was not the launch of The Daily that I refer to; many raised questions about the wisdom of launching a new product and immediately making it unavailable to the potential audience – that it would be one thing to take a well established, highly regarded newspaper entirely behind a hard paywall, and it’s another thing entirely to launch something new behind one.

What I recall also happening at the time, though, is swooning over the iPad’s implications for print publications moving to digital formats. I remember multiple company meetings where editors asked those responsible for digital initiatives when their newspaper would get its own iPad app. Everyone needed an app, so it seemed. An app! An app! My kingdom for an app.

While I loved the look of things I saw on the iPad, the idea of apps never struck me as a good one. They are not cheap or easy to build, and if you recall, your phone is not only old but totally obsolete in less than two years, so how long, I wondered, would the technology in an app be likely to last before it needed to be redesigned for the next generation (two years from now) of mobile products?

Part of The Daily’s problem, then, might be overeagerness to buy into the Apple iHype. But in a column about The Daily at GigaOm, Jordan Kurzweil lays out what he sees as the ways the The Daily went wrong and that he thinks still could be fixed. And I was struck while reading it that a great deal of what he said sounded like it applies to any newspaper trying to adjust to the digital world:

Be more than daily. Simply put, people now expect constant news updates. It doesn’t matter whether you think that’s good business; if you don’t provide it, the customers will go elsewhere.

Use technology to be bigger. I think the particulars of Kurzweil’s argument for The Daily here are different than I would put them for most newsrooms (most newsrooms having fairly limited technological capabilities), but a big part in either case is curation – or, as Jeff Jarvis says, do what you do best and link to the rest. In any community, it’s a rare news organization that is trying in any serious way to curate local blogs, competing news outlets, Twitter and whatever else is out there. One person doing that using common online tools could re-establish the newsroom as the hub of community conversation and news discovery.

Be available. I used to hear this worded differently: Go where your customers are. Nowadays, that is online, and rapidly it is becoming mobile. If you are 100 percent walled off from non-subscribers – meaning not only do you require payment for reading your stories, but you do not run any kind of free, web-friendly site to offer even a taste of your work to a casual passerby – it is not likely you will gain many new customers. Why are there ever stands in the grocery store offering free samples of a particular product? Same idea.

Fix the user experience. Most journalists I know give this practically no thought at all. Spend a day using nothing but your phone to keep up with the news, then think whether, if you had similar frustration when you went to a local restaurant, you would ever go back. Unfortunately, the technicalities of the user experience are largely outside your control, but you can think about the elements you are delivering to that experience, and if you are thinking about it, then when the opportunity comes to weigh in on the technology, you will have a base of knowledge from which to speak.

Be frugal. Most newsrooms I’m familiar with are way past frugal, so I have to reframe this. The problem The Daily had on this count was ignoring the frequent saying in business, “Fail fast, fail cheap.” But the mindset that led to this failure is well ingrained in newsrooms. Murdoch decided the future of the newspaper was in a highly formatted online product, so he threw a massive amount of money at it and tried to build Rome in a day. Didn’t work. I have seen over and over again that when an idea for something online is presented in a newspaper newsroom, the managers don’t want to do it unless they can make it pretty close to perfect; when moving to a new CMS, they will fuss over minute details and delay the launch; even redesigning the print product, they will agonize or argue over fonts. I would translate “be frugal” here as “be good enough,” using the phrase that in the mid-2000s the Newspaper Next project beat editors over the head with. I don’t think it took. (In 2010, Steve wrote a good update on the topic.)

I don’t know whether any of the above steps would have saved The Daily. But I have trouble finding a downside in the basic ideas.

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My first impulse was to dismiss David Brauchli’s argument in favor of paywalls as a combination of crap and a sales pitch, if that’s not redundant.

But he ends with a solid idea: that perhaps there is premium content people are willing to pay for. I agree, though I’m not sure the audience will be enough to support the traditional newspaper model, but we’ll see. Until proven wrong, I welcome the chance to experiment and find out.

Unfortunately, Brauchli spends the first part of his argument beating the dead horse that any decent journalist should not spread ideas that any content should be free. The worst part of his argument:

“Most people understand that the content found in newspapers costs money to produce. The cost of producing that content is not diminished when the content is distributed online.”

That something costs money to produce is the worst possible foundation on which to assign a value to that thing. I could employ 100 really awful mechanics to build as many car-like conveyances as they possibly could produce, but whether any of those things would be worth money is not a good proposition. The average newspaper probably is in a better position, value-wise, but that doesn’t mean that everything the staff spends time to produce is worth money, or that everything that is worth money to a portion of the readership also is worth something to the rest of the readership. High school sports is one area where newspapers in recent years have decided they should devote a LOT of resources, on the entirely reasonable basis that no one else covers it. I don’t give a rat’s ass about high school sports; why should I pay one thin dime for that coverage? But I don’t have that option when I pick up the Saturday paper after Friday-night football.

As a recently laid-off journalist, I have had to make the value judgment, and I chose not to continue the daily newspaper. After almost two weeks, I really can’t say I’ve missed much. It reinforces the point made to me in 2001 when I first moved out of a daily newsroom: Once you are not directly connected to the daily operation of a newsroom, your perspective changes, and you gradually realize that what the newsroom staff is doing every day may not be as valuable as you thought. Unfortunately, that message is hard to push. I and no one I know really tried hard to push it; at most, major change was given the status of a distance goal, and we tried to push the idea of working toward a better ideal, not making huge changes in the short term.

But the biggest business problem with the newspaper model — one that would not be fixed with any changes on the content side — is it remains a one-bundle-for-all model. It’s a mass-circulation model because that’s what the big advertisers — the people who REALLY pay for the paper — historically have wanted. The content has innovated — it is more mobile than ever and better able than ever to be atomized and customized — but the business end remains a bundle. I doubt you’ll see much innovation on the business side — until the traditional side’s dollars slide far enough that the digital dimes look much more attractive than they do now.

11/27/12 UPDATE: Similar thoughts from Alan Mutter:

By their inaction, publishers have been shut out of nearly half the digital market.

Now, the same thing appears to be happening again. While the IAB reports that mobile advertising has doubled in each of the last three years, most newspapers have only rudimentary capabilities in this rapidly developing area. Publishers also are weak contenders in video, the next-biggest area of growth after mobile.

The challenges will keep coming. Not the least of them will be the innovative, target-marketing capabilities bound to be developed by Facebook, Twitter and dozens of other social media to capitalize on their expanding audiences. And who knows what lies beyond?

While publishers are preoccupied with managing the epic decline in print, they are losing sight of the future.

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Google ad revenue
I keeping beating the dead horse of journalists’ knowledge about their own business, and here I go again. Complain about staff cuts, focus on the quality of the content, whatever, just stop ignoring the reality of the business, which is that advertising is going away, finding new paths to consumers. No paywall will stop it. The news end of the industry keeps doing what it can to keep up with the customer, but the business end of the industry has proven inept at solving its part of this riddle. Is that because the folks there aren’t that good, or is it just that any good solutions are much harder to find?

11/27/12 UPDATE: Alan Mutter has another chart:

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One thing in particular to note from the news earlier today that Warren Buffett’s World Media Enterprises is closing one of its newspapers:

“Terry Kroeger, chairman of World Media, said the newspaper is in direct competition with many other publications and, being part of a large metropolitan area, had a tough time finding the sense of community that a community newspaper needs to prosper. He said the paper had been losing money for years.”

That’s not entirely true. If you check on Facebook for the page of insidenova.com, the website of the News & Messenger, which is the Virginia paper Buffett’s company is closing, you’ll see it has more than 24,000 likes, and if you dig down you’ll find that the Facebook community that had formed around insidenova.com is an active one. There is a community there. The problem is that WME, like other print publishers, doesn’t know how to make a profit from that. That’s the entire crux of the crisis in print publications. There is not necessarily the lack of an audience for news about any particular community, there is just (so far) a lack of ways to make enough money from those folks to keep the lights on.

UPDATE: Don’t take my word for it. From the Washington Post:

“This is horrendous news for everyone in Prince William County and those who care about Prince William news. The News & Messenger and InsideNoVA are the definitive source of news in Prince William.”

And note this quote: “They put a lot of emphasis on their digital products,” Kroeger said, “so their print circulation fell even further.”

So [Edited to clarify] If that view is correct throughout the industry, then the question is whether the closing of the News & Messenger is an aberration or a sign of things to come.

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I feel a bit like the teenage Henry Hill in “Goodfellas” after he was arrested for the first time, and Jimmy comes to greet him at the courthouse and tells Henry, “Congratulations.”

“Why? I got pinched.”

“Everyone does. You did it right.”

I’m not a hood, I’m a journalist, so instead of getting arrested, I got laid off. I think I did it right: I saw it coming literally six months ago, and even if I hadn’t, it was virtually telegraphed to me by the new ownership of the company (here’s a hint, in case you are ever in the same boat: When people stop communicating with you, you’re on the way out), but I was the good soldier and kept at the job every day. I kept quiet about what I saw coming — which hit another 104 people besides me today — and showed up early every day, worked at least a little most weekends. Just this morning a woman came by and asked me whether I ever went home. When the news came, I was ready, I had just a couple things at the desk to gather up, and I walked out without fuss.

So. What’s next?

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Anyone remember when “disruptive innovation” was the focus of discussion about the future of the newspaper industry? It seems like ages ago, but it has been just six or seven years. A Nieman Journalism Lab interview with Clay Christensen of the Harvard Business School has brought the phrase back in recent days. For those who don’t remember Newspaper Next, Mathew Ingram at Gigaom.com aptly summarizes the idea:

“One of the classic lessons from Christensen’s seminal book ‘The Innovator’s Dilemma’ is that companies with a commanding lead in their field, whether it’s hard-drive makers or steel mills, are almost incapable of taking the steps that need to be taken to survive a technological and/or behavioral disruption — even when the danger of not doing so is blindingly obvious. In other words, even when a company can see quite clearly that a freight train is approaching or a cliff lies directly ahead, it is still almost impossible to step off the tracks or do anything other than stampede over the edge.”

For a few years, “innovation” got a big push, at least in newsrooms. Journalists, in fact, generally have done the most innovating in the business, making their news more mobile, more diverse in form.

But in the wake of the Great Recession and the ongoing slow recovery, many people in the business are focused on where they can find revenue, not on the main point Christensen had stressed, which Joshua Benton described for the Nieman Journalism Lab as:

“First, focus on the jobs that your customers are hiring you to do — and on new ones that you might be in a good position to do. Successful companies often value elements of their products that audiences don’t particularly care about; getting too much distance between those two perceptions leads to business failure.”

What is the job that people come to newspapers or any news source to get done? Ingram asks at Gigaom:

“Are readers suffering from a lack of paywalled content for which they can submit their credit cards? Probably not.”

The current focus on paywalls and how to grow the online subscription business helps the business survive, and it might even be considered an innovation if the purpose is to change the industry from one relying on cheaply acquiring an audience in order to sell lots of advertising to one that relies on creating a product that people are willing to pay to acquire — but it doesn’t serve customers. Continuing to provide the public with the same information we’ve always provided them isn’t an innovation. There has to be more.

Look at the way people use technology – and how rapidly that technology is moving. Ask yourself whether the way you do business makes sense in that world. What is the job people come to you to get done?

Christensen sounds a warning that innovation focused on customers can’t be put off for long:

“Even as the disruption is getting more and more steam in the marketplace, the core business persists, and is really quite profitable for a very long time. Then, when the disruption gets good enough to address the needs of your customers, very quickly, all of a sudden, you go off the cliff.”

10/26 UPDATE — More on the ways people use technology:

“This year, the amount of time consumers spent using mobile devices—excluding talk time—will grow 51.9% to an average 82 minutes per day, up from just 34 minutes in 2010, eMarketer estimates.

“… Time spent with print media will drop to an average 38 minutes per day this year, eMarketer estimates, down from an average 44 minutes per day in 2011. Newspapers will see a drop to an average 22 minutes per day this year, while time spent with print magazines will fall to 16 minutes per day.”

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In his address to the Arizona Newspapers Association, Steve Buttry summed up the argument against newspaper websites setting paywalls or pay meters (and it is just newspapers; you never hear of TV stations debating whether to charge for access to their sites). I’ll quote the part that sums up his summation:

“Most of the forward-looking paths to prosperity work better with a larger audience, and paywalls (or meters or whatever you want to call them) limit your audience. Most of the paths to prosperity demand that we reach a younger audience, and paywalls continue a model in the comfort zone of newspapers’ aging and dying audience.”

There is an argument to be made in favor of paywalls, and Warren Buffett has summed it up – become indispensable:

“Make the paper so good that I get the shakes if I don’t have it.”

This is not an outrageous theory or one new to newspapers. I have pointed before to a slimmed-down version of a Newspaper Next presentation about creating an “experience” in the news pages, the argument being that people pay all the time for an experience rather than the actual product being sold. Under the experience theory, people will seek out and buy a news product online if it gives them a good emotional jolt or something to talk about. It becomes a valuable part of the day by the effect it has on their day.

Where this theory falls apart is the way that real-world newspaper publishers are trying to keep their businesses afloat.

You cannot create indispensable stories “so good that I get the shakes if I don’t have it” if you are paying the story-creators so little that they make as little – or less – money than first-year teachers. Good stories come only from good minds, and good minds may take a first job paying that little, but they also will soon find a way to something better, and then your flash-in-the-pan indispensability departs with them.

But low pay has been built into newspapers’ current cost structure. It was the way that publishers dealt with, first, the demand for maintaining profit margins and, in the recession and crash of advertising revenue, the need simply to stay afloat. Newsrooms across the country – not all of them, but many – tried to maintain as many staff positions as they could by squeezing pay. Now they are stuck.

If you are stuck with a revenue level that won’t support filling your staff with indispensable storytellers, you need to rethink your staff and content model, slim down the staff size and build up the pay. Otherwise you resign yourself to forever being completely dispensable.

You can’t be indispensable and poorly written at the same time. In that case, Steve’s point is completely correct: You will get online subscriptions from current newspaper addicts, the people who are so used to reading you that they just can’t do without. But they will die off, and you will have nothing that non-subscribers find worthwhile, so you also will die off.

Paywall defenders could argue that there is no “prosperity” to be found in unpaid models so far, but Steve is absolutely correct that in order to survive you need to bring in new consumers, new readers, new audiences.

The most recent real example I’ve seen of this is here in Richmond, where Bill’s Barbecue recently went out of business. Bill’s was a Richmond institution. When I moved here in 2001, I saw Bill’s everywhere. I figured it had to have really good barbecue for it to be so widespread. Then I went into one near home and bought some. Lord, that was some awful barbecue. It was soupy. It smelled funny. I started asking around, and to date no one I have met in Richmond thinks Bill’s had good barbecue (everyone praises the pies, but you don’t build a big barbecue restaurant chain based on the dessert). It was skating on a decades-old reputation, frequented apparently by old-Richmonders who fondly clung to memories (although not many of them; there were two Bill’s within a mile of my house, and neither was ever busy, at any time of day). Finally, the family that owns the business decided to stop.

This is where many newspapers are. There is a base of loyal customers who are willing to pay, though they lament what has been lost in the past 10 years. But there is less and less reason for any new customers to come through the door, and to the extent there is any at all, tighter and tighter paywall restrictions cut off the potential new-customer base. At some point, publishers will feel it necessary to open the walls, but by then their product may be an afterthought, a niche publication in a universe of alternative news sources.

With or without a paywall, you can’t attract an audience when you have little worth reading.

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