According To The Article, What Action Is Key To Success In Online Learning?

More details about the online course developing at Goodwill.

Do you lead with your story? If you’re trying to explain your newsroom or tell a story to someone who doesn’t work in journalism, then you probably try to do this every chance you get. As everyone knows, telling stories can be an effective way to get someone’s attention. If you look at the media reports, you’ll find stories of what we do—stories of what the journalists do, and then tell stories of the journalists. Articles like this one, which profiled “the editors in charge of some of the country’s most important investigative projects” and described these people as “journalistic machers,” definitely create an impression. In the story, reader profiles are presented as part of the process, with photos and descriptions of the editors, and all the respect in the world is shown to them.

The article does address some important topics like quality and credibility and timely response (and even with credibility and slow blogging (blocking out the two years of my career this happened to me in the Seattle Times when we were talking about the editing process). It also touches on some issues regarding identity that are often portrayed as unique to online journalism and how you can best approach those issues if you’re a white editor in the field. But as I read it, I saw that the three women profiled didn’t say a word about a creative element in their jobs.

It was important to me that they didn’t just be media machers and lay out complicated problems without addressing their own personalities. There is a different identity in those three positions that I thought deserved to be more explicitly described. So, I asked our friend and leadership expert Caitlin Dereta for her insights. Here’s what she had to say:

“The above story has everything you need to know about an editor in a paper. The key to successful leadership is to have it: The genteel, non-crunchy, professionally-oriented persona necessary to be a leading journalist, and then the ubiquitous, wide-open-your-mind, role-playing, personable, social, inspiring, group-building persona required to be a growing company leader. You’re the face of your company in a lot of ways, so it’s important that your identity and leadership are as naturally and naturally aligned as possible.”

This is not a problem unique to these specific reporters, and I know it might seem bizarre to think someone who isn’t an editor might actually see this issue differently. Yet I also know, from experience, that changing someone’s thinking sometimes involves changing one’s behavior. So for that, I turned to Nicole Faris, author of My Steps to Greatness and a champion of leaders in all phases of their career.

“People don’t grow up with a staffs that have defined leadership roles.

Founders start out all by themselves, because no one pays them for it. Starting from zero, you go through the learning process—and then you grow, because it’s about the company, not yourself. My son is 11 years old. His grandpa was such a character when he was a kid: Elmer Fudd, the boy in All Dogs Go to Heaven. There was a whole poster with him on the cover. That defines the relationship between me and my son—I’m his mom, and there are two Elmer Fudds in the family, me and the grandpa. That’s the leadership he’s going to get, and I’m very clear about that.”

Working with Dereta, I also turned to the other advice her clients get, specifically from team leaders who have built and led awesome organizations. When I shared the story on Leadership Hack, Mark, one of the thousands of suggestions I received suggested that everyone change their attitudes.

“It’s way too difficult for non-editorial employees to imagine how it feels to be the editor. In some organizations, they think it’s just…me, trying to get along with people on a daily basis. I’m not just a meeting, meet, greet; I’m a closed-door magic person who has a way with people.”

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