Insight into Media 6 -- Leadership in newsroom

In an interesting talk on leadership in newsroom (at the WAN-IFRA meet on September 6, 2011 in Chennai), Dr. Dietmar Schantin, Executive Director, WAN-IFRA, Germany, detailed how to prepare the newsroom for the impending change.

In such a scenario, there were many who messed up opportunities, each displaying a different trait; ultimately, none of them won. There is the case of those who ignore changes and those who press the panic button. Both of them found nothing had changed by their behaviour.

The challenges came on many fronts:

Ideological, first. Here there were misconceptions about what to do with the old employees and the role of specialist newcomers. It turned out that the older staff were relevant and needed to be protected and that no one was special.

The cognitive challenge was seen in the arrogance displayed in the printing and broadcasting segments. It was realised that it was easier to get older people change – they wanted to beat the boredom over the years -- instead of the younger ones who were scared about it. There were political challenges too as exemplified by an influential person with political links.

The strategic challenge signified that short-term solutions worked only in some cases. The brand and the audience need to be integrated.

Strong leadership is needed to trigger changes. Old and news skills and technology need to be fused. New ways of working in the editorial routine have to be found.

The signs of vital leadership include the following:

Cultural leadership -- (to win) hearts, minds and souls; leading by example is vital here.

Strategic leadership – (in the areas of ) Audience, content and production.

Operational leadership – Roles, workflows, structures.

Performance leadership – Education and motivation of the target audience.

The stages in bringing about change are: Unfreeze, Move and Freeze. It has to begin with a positive perception of change.

When I asked him about the challenges on the Indian front such as cultural and social biases, vested interests blocking leadership chances, he said there was no prescribed solution for these.