Can journalists begood leaders?


An editor needs a specific set of skills. Neil Merrick learns how to develop them


T


he road to an editorship is generally paved with years of dedicated journalism, plus a scattering of exclusives. In theory, only the very best are appointed to head media titles and inspire others. But


what skills are needed to be an editor, and do the best journalists necessarily make the best managers or leaders? Earlier this year, the National Council for the Training of


Journalists (NCTJ) launched its first leadership qualification for recently appointed editors, which has the same academic value (level 7) as a master’s degree. It is also open to more experienced editors who wish to brush up their skills. Topics include leading a team, change management,


strategy and wellbeing in the workplace. The course is studied independently through distance learning. Before setting up the course, the NCTJ consulted editors to


find out what type of skills should be covered. The message received was that editors are extremely busy people but keen to both learn new skills and fine-tune existing ones. Good communication came high up the list, as well as handling difficult situations. “We wanted to touch all bases and reflect an ever-evolving


industry,” says Laura Adams, head of the NCTJ’s journalism skills academy. Traditionally, editors made their way to the top by excelling in the newsroom, with limited additional training. An appointment was more likely to stem from hard work and a little luck, rather than any leadership prowess, says Alan Geere, a freelance trainer and former editor of titles in the UK and the US. “You find yourself climbing the pole,” says Geere. “Suddenly,


you’re in the editor’s chair without any preparation for the role other than being a good journalist. Most editors are woefully underprepared.” Once settled in their oak-panelled office (or open-plan


equivalent), editors must get to grips with finance and recruitment. Managing a media budget is more complex than filling out an expenses form, says Geere, while successful recruitment depends on support from HR professionals, not relying on instinct.


12 | theJournalist Twenty years ago, the University of Central Lancashire was


somewhat ahead of its time in establishing a postgraduate programme for newsroom leaders. After a four-year break from 2015, it was relaunched as the journalism innovation and leadership programme (JIL), attracting people from media titles and publishers from across the world. Programme director François Nel sees the rise of leadership training in the media as a reflection of relatively recent changes, notably ‘digital transformation’. At one time, he says, editors were appointed “to steer the ship and avoid any icebergs” and that was about it. To some extent, they operated in a similar fashion to the


people they once worked for or alongside in newsrooms. As editors, they were responsible for training staff beneath


Course gives ‘helicopter view’


MATT BRINDLEY was delighted to be invited by ITV News, his employer, to join the innovation and leadership programme for journalists at University of Central Lancashire. After completing the


year-long programme last December, Brindley not only holds a postgraduate qualification but also has picked up ideas from editors across the world. Chief among them are the


need to escape from short-term deadlines and think more strategically about what will benefit his organisation in the longer term. “It helped me to define


my North Star goal and how to get there,” he says.


Brindley became


managing director of the ITV Network newsroom two years ago after holding other leadership posts at ITV. The education


programme, he says, made him a more holistic leader who is happy to take time to understand situations. “It enables you to see


things in 360 degrees,” he says. Last year’s programme


was also attended by Maeve Connolly, head of audience


strategy and growth at the Irish News. “It was great to step


outside the day job and get a helicopter view of the industry, as well as learn from others,” she says. She was promoted to her


post this summer after being deputy digital editor. By the end of 2024, she should complete her second year of the course and gain a master’s degree after writing a thesis on how young people in Northern Ireland perceive legacy media coverage of issues linked to the Troubles. She values how personal


and professional development are combined: “You don’t just think about the industry but about yourself. It gave me clarity about my work and my career.”


REACHPLC


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