Bill Dunn had already enjoyed a storied career in newspapers and
newspaper design when he decided to "take a risk" and become
editor of his hometown newspaper in Grand Island, Nebraska, a
little more than a year ago.
What to expect when you go into training and development
Warren
Watson went into training and development in 1998 after 26 years as a
reporter and editor. He is now vice president at the American Press Institute.
His
learnings:
1) Education
is fun. You're touching the lives of people constantly, making them better
newspaper people.
2) Managing
time is a real sport when you don't have the convenience of a daily publishing
deadline. I have to give myself numerous intermittent deadlines now when
working on projects.
3) It's easier
to see the big picture when you don't have a daily deadline to meet.
4) But I
miss the freshness and vitality of being a daily editor. I missed the
routine and excitement of the newsroom most on Sept. 11, 2001.
5) And I
miss writing in the newspaper. I have been able to satisfy that need by
writing regularly for news trade publications and our Web site - www.americanpressinstitute.org.
6) I have
also found that unlike in many daily newspaper situations the day does
end at a reasonable hour - but the work never ends.
7) I had
always believed in training and development but never fully appreciated
its value and return on investment until I spent some time at API.
I also learned
that newspaper newsrooms have a different kind of whacky and bizarre sense
of humor than the so-called real world.
—
Warren Watson, Vice President, The American Press Institute
As a visual journalist at mostly metro papers for 28 years, he
had enjoyed the trappings of bigness - highly trained
colleagues, sufficient resources, lots of time for projects,
design awards - and more. More of everything.
So, he made the move with some reluctance. After all, he had
always worked solely on the visual side of the business - from
the Lincoln (NE) Journal Star, to the Cedar Rapids (IA) Gazette,
to Florida Today, to the Orange County Register, to the Los
Angeles Times, finally on to the Star Tribune in Minneapolis in
1993. All were papers of more than 75,000 circulation. Dunn
also had culminated a long career of involvement with the
Society for News Design by hosting the 2000 SND Workshop and
Exposition as site chair.
"The publisher (Robb Krecklow) took a risk when he hired me on
to edit his newspaper," said Dunn, from the offices of the Grand
Island Independent (daily circulation 23,848, Sunday circulation
25,596). "I was surprised. I found myself suited for the
editor's job. But it makes sense: The visual journalist is
perhaps the only person in the newsroom who works with all
corners of the news process - the copy desk, the wire editors,
photography and reporters."
It was a major adjustment for Bill and his wife, Barbara, a
native of Los Angeles, who had never lived in a city smaller
than Minneapolis. So, they headed west with son Michael, now 4.
Dunn now looks back proudly at his rookie season in Grand
Island: "Best thing I have done professionally."
Dunn first shared his thoughts and advice on career transition
at November's SND Workshop and Exhibition in Savannah, Georgia.
He sat on a panel that included Alan Jacobson, president of
Brass Tacks Design Inc., in Norfolk, Virginia, who talked about
the transition from newspapers to consulting; and Michelle
Deal-Zimmerman, the assistant managing editor for design and
graphics at The Sun in Baltimore, who talked about moving from a
smaller paper to a larger one.
Here are their stories — and hard-earned wisdom:
Bill Dunn
What to expect when you go from a bigger paper to a smaller one
After
a career working mostly with large dailies, Bill Dunn went from the Star-Tribune
in Minneapolis to the Grand Island Independent (circ. 23,848 daily and
25,596 Sunday).
Bill's
learnings:
1) It is
the best thing I have ever done professionally.
2) It is
the scariest thing I have ever done professionally.
3) Community
journalism is a genuine kick in the pants.
4) The community
expects perfection and commitment.
5) Do not
underestimate the personal commitments required by the community.
6) The staff
is my most important asset.
7) I spend
my most rewarding time coaching.
8) I feel
more connected to the community than I did in the major metro papers.
9) There
is more of an opportunity to make a difference in a community newspaper.
—
Bill Dunn, Executive Editor
A year after making his move, Dunn is contented and challenged.
"All in all, it's been a gas! Community journalism is a genuine
kick in the pants," said Dunn. "Personally, it has allowed me to
get back in touch with the reason we all get into the business:
to tell great stories in words and visuals and make a difference
in the community."
Dunn is not shy in noting that the amount of detail work can be
staggering at the community level. ("There is not a staff of
administrative assistants or news aides here.") His days are
spent with myriad tasks, including the kind of focused coaching
and mentoring not needed with a metro staff, and involvement in
the community.
"It's fun being here every day. I get to write stories, draw
editorial cartoons, do page design and coach the staff in a
variety of issues. How could you not like this job?"
His advice to editors, designers and others contemplating a move
to a small paper: "Jump in with both feet and enjoy the ride."
Michelle Deal-Zimmerman
What to expect when you go from a smaller paper to a bigger one
Michelle
Deal-Zimmerman went to The Sun of Baltimore, a metro daily, from a smaller
paper in 2001. Her advice:
1. Don't
be intimidated. Chances are you're surrounded by folks who got their start
at smaller newspapers, too.
2. Learn
the culture and how it works. Large news organizations have deeply ingrained
habits and traditions. Learn to do it their way before you suggest a better
way.
3. Find a
mentor or ally. You'll need a guide to get you through the political landscape.
Try to find someone who's been with the organization for a while, but
choose carefully.
4. Be persistent.
Don't get discouraged when your great ideas are repeatedly shot down.
Keep on trying!
5. But be
patient. Once you actually get someone to listen to your great idea, you'll
still need to run it up the flag pole. And it's usually a much longer
flagpole than you've experienced. Refer to above.
6. Expect
a certain amount of downtime. You're used to cranking it out as quickly
as you can, with little time to think between pages. Now you have time
to experiment, refine and rethink that 100 percent cyan!
7. Debunk
the myths. Some choices are made simply because "we've always done
it that way." A rule dictating headline sizes may have been born
during some publisher's reign that ended long ago. But it's still in force
because no one has questioned it.
8. Listen
carefully.
9. Meet people.
Go to parties even if you don't know anyone. Be social. Say hello to that
person you see in the elevator. You could be talking to the new VP for
circulation. Or even the mayor!
10. Keep
your chin up. You deserve to be there. They need you. That's why you were
hired in the first place.
—
Michelle Deal-Zimmerman, AME for Design and Graphics
Deal-Zimmerman found that social adjustments were one of the big
hurdles when she moved from her position of graphics director at
the Palm Beach Post in 1998.
"Meet people. Go to parties even if you don't know anyone. Be
social. Say hello to that person you see in the elevator. You
could be talking to the VP for circulation. Or even the mayor!"
Her biggest surprise in making the move to The Sun, whose
470,230 Sunday circulation is more than twice that of the Palm
Beach Post?
"Oh, the hoops! There are so many people who have to like your
idea before it gets the go-ahead."
She elaborated, "One you actually get somebody to listen to your
great idea, you'll still need to run it up the flagpole. And
it's usually a much longer flagpole than you've experienced. Be
persistent though. Keep on trying."
Deal-Zimmerman said it is important for someone new at a major
metro to know the political landscape. "Find a mentor," she
said. "You need someone to guide you through the tough spots."
Despite the turbulence, Deal-Zimmerman said she would make the
same career move if she had it to do all over again. Her design
staff is three times the size of that of the Palm Beach Post.
And husband Todd made a career adjustment of his own and is now
art director of the The Daily Record in nearby Owings Mills,
Maryland.
"The opportunity to work with veteran journalists at a paper
with plenty of resources is worth the gasping pain of being a
small fish in a big pond," she said.
Alan Jacobson
What to expect when you go into newspaper consulting
Alan
Jacobson spent years as a newspaper editor, photographer and designer.
He went into consulting in the mid-1990s.
So you want
to be a consultant? A guide to gainful unemployment:
Be realistic.
The current economy is terrible so don't be quick to give up a job if
you already have one. You may want to wait until the economic picture
brightens. On the other hand, "job security" as we once knew
it is a thing of the past. So you should always be prepared to be without
a job even if you have one now.
Take a step
before you make a leap. The easiest way to become successfully self-employed
is to work at it as a part-time endeavor while holding down a full-time
job. After your own business is on its feet, ask you employer to let you
stay on part time until you can make it in your own business. Then you
can safely quit your old job and join the ranks of the gainfully unemployed.
Don't turn
down work. Every project won't be appealing, but many projects lead to
other projects. Sometimes a project that seems like a chore will lead
you to one that is more rewarding. However, that can happen only if you
are willing to take on every project that comes along.
Get it in
writing: Make sure every substantive communication with your clients and
vendors is in writing - either e-mail, snail mail or fax. Putting everything
is writing is the best way to clarify expectations. Misunderstandings
are a minefield you'll want to avoid.
Establish
expectations: Before you begin a project, you need to craft a document
that contains the following: a statement of work, a work schedule, and
a payment schedule. This document will describe what you will do, when
you will do it, how much you will be paid for it and when you will be
paid for it. Make sure the client signs this document as a means of signaling
his or her acceptance of these terms.
Be punctual
and make deadlines: Clients use consultants, freelancers and outside vendors
to get things done. Clients don't want to hear the kinds of excuses they
hear from employees for lateness. You need to deliver as promised without
fail to build your client's confidence in you.
Spend wisely.
Running your own business costs money and you can't scrimp on the necessities.
But you can't afford to waste money, either. For instance, you'll need
to spend whatever it takes to get high-speed Internet access, but you
don't need fancy office furniture. A G4 Powerbook is a sexy, ego-booster,
but a G3 tower will probably meet your needs and save money while your
business is still a startup.
Marketing.
Don't waste money on marketing - most consultants get most of their work
from referrals and word-of-mouth. But establish a Web presence and get
an e-mail address that contains your company name. (I cringe whenever
I send e-mail to a business person with @aol.com as their e-mail address.)
You should also invest in professionally designed and printed letterhead
and business cards.
Health insurance.
If you've never paid the full cost of health insurance, you may be in
for a shock. If possible, try to use your spouse's health plan (if your
spouse has a full-time job) to cover you and your family.
—
Alan Jacobson, Brass Tacks Design
Alan Jacobson spent 15 years as a photographer, editor and
designer before going into consulting, starting his own business
from his Norfolk home in 1992. He had been design director for
Landmark Communications newspapers, publisher of the The
Virginian Pilot and other newspapers.
It was a successful transition, albeit one that, in part, has
ridden the financial tides of newspaper companies. In 10 years,
he has completed about 50 newspaper redesigns (his first outside
client was the Portland (ME) Press Herald in 1991), and other
projects, including Web site work and projects in corporate
communications. He has expanded his range of work and today is
one of the nation's experts in the area of classified section
redesign.
"I got out of regular — as in a paycheck every week —
newspaper employment just as the culture of the industry was
changing," said Jacobson. "We were going from the former
paternalistic family style to a more corporate culture that was
less appealing to me."
He added, "Being self employed allows me to retain some control
over my work life."
It also allows him to maximize his time with wife Lynn, a
freelance reporter, and daughters Zoe, 7, and Sophie, 4.
Having his own private plane helps at times, particularly when
he has to travel to smaller markets.
Jacobson actually was able to "transition" to his current role.
He was an internal consultant for Landmark before venturing out
completely on his own, and has done follow-up work at Landmark.
He cites that transition step as important for anyone who is
considering a similar career move. "The current economy (for
consultants) is so terrible so don't be too quick to give up a
job if you already have one," he said.
Jacobson added that insurance can be an issue for a potential
consultant: "If you've never paid the full cost of health
insurance, you may be in for a shock."
That being said, Jacobson is happy he made the move.
And the one thing he enjoys over his old newspaper jobs: "Almost
no meetings!"
