I didn’t leave journalism. I left a job to make more room for the work journalism needs next. “The only way we grow as leaders is by stretching the limits of who we are — doing new things that make us uncomfortable but teach us through direct experience who we want to become.” — Herminia Ibarra That quote from The Authenticity Paradox has been following me around for months. Perhaps
LEADERSHIP DOES NOT ONLY HAPPEN AT THE TOP Anyone who works in a newsroom or media organisation knows that leadership rarely sits only with the person at the top. Of course editors-in-chief, managing editors, section editors and senior producers matter. Their choices, their attitude and their language make a difference. But if you look closely at how journalism
Young people are not switching off from news. They are organising their relationship with it differently. Recently, I read two studies side by side that complement each other strikingly well. The first is the new Reuters Institute report, Understanding Young News Audiences at a Time of Rapid Change. The second is the recent article Managing media use: How young adults deal with information abundance by Tim
News Three domains no newsroom leader can ignore Think of a pink elephant – once you notice it, you can’t unsee it. That’s how it has been for me with newsroom leadership: ever since I began studying it, I see everywhere how decisive it is for what takes root in a newsroom – and what grinds to a
