Every newsroom manager understands h/she has crucial role to play in the success of their organizations. Newsroom managers must understand they cannot run away from three critical discussions which include how best to plan organization’s news content, how to analyse the news contents shared with regards to their performance as well as discuss how to improve on things.
In this hyper active age driven by technology, avoiding change and necessary adaptation to what is inevitable are counterproductive. There are basic signs which show your news outlet is heading towards the right direction. A fundamental factor is your newsroom strategy.
Newsroom strategy is very essential to any media house. The strategy may not be entirely unique but it must enhance and set in motion how you news organization plans to differentiate itself in the market. Beyond this, it must clearly show how you will serve your audience better than any other outlet. In other words, what are you offering or bringing the table?
In this piece, let us examine 7 basic signs that show your newsroom strategy fire has become ashes.
The name given to your audience: Not many industry can survive today without client’s mapping. A clear delineation of stakeholder is now very essential to success. But beyond accurate delineation, no serious organization, especially for those in the news industry can afford to refer to their audience as just ‘clients’. The mapping must show how much value a company places on the so-called client in terms of being ‘partners in progress’
Strong appeal to the old model of journalism: For many people, change is difficult. Holding on to what used to be good and letting go of known route is not an easy terrain they will like to ply. Many traditional journalists who had been practising for few decades still cherish the old way of doing thing. Yes they see a need to change but just that they are not willing to plunge into the river with the right force.
This outlook irrespective of the benefits in it will create more tension in the newsroom than good.
A demand for narrow mindedness of your journalists: Being narrow minded about how things are done in this age is dangerous. That approach often serves as a clog in the wheel of creativity and innovation. Successful organizations open in their outlook to issues and their interpretations.
A one-way perspective to storytelling: sequel to the above is the mandatory issue in some news organization where news must be told from a single perspective that fits their own editorial policies. Why this may be good, it is obvious a continuous examination of what is ‘right’ in its own self must be constantly evaluated.
When your journalists must source story through or from only one particular place: As we know there are several ways of sourcing stories today. A caveat though is intentional fact checking to ensure stories are accurate is now a must. For any newsroom to hold a position which claims a particular source or route is the only way which ensures authenticity of news story can really be an error.
When trust is not prioritize: trust and accuracy are becoming treasured items in this age of fake news and deliberate misinformation. ‘Producing’ facts from old wife’s fable is quite dangerous. Except you are planning not to go far, factual stories with balance must become watchword. Trust is a precious capital you must not overdrawn in news industry. That account must never enter ‘red’.
Hire and not pay: A very flawed strategy common to some managers is to hire and not pay journalists. The position hold by those who are involved in this is that they are doing the journalists a good by offering them opportunity to have a place where their skills and talents can be maximized. Who takes up a job just only to have a place to showcase skills?