In the otherwise upbeat
McClatchy news release about the acquisition of Knight Ridder, there are comments from Tony Ridder about the continuing saga in 12 KR newsrooms that McClatchy will not keep: "This transaction, which represents an excellent outcome for shareholders, also concludes a period of considerable uncertainty for many of Knight Ridder's valued and dedicated employees, and I thank them for their perseverance through it. For the 12 newspapers that will be sold, the uncertainty is not over and I regret that very much."
Give Ridder credit for that message. It doesn't make things easier for the hundreds of journalists at those 12 properties, but it acknowledges their pain. And there's plenty of it.
News managers at those papers have been living with uncertainty since word of a sale surfaced. Even before that earthquake, they've navigated through downsizing of staffs and readership. They've been trying to keep the journalistic flame alive when the prevailing conversations seemed to focus relentlessly on the bottom line.
It isn't easy to manage through change, and leading through it is even tougher. Leading involves trust, shared values, and shared vision -– all of which can be tested when change is constant.
People have doubts and fears.
They want information.
They can be distracted and discouraged –- hardly the hallmarks of a great work environment.
As a leader, you want to allay their discomfort and tell them what you know. But sometimes, you know little. And sometimes, what you know, you are obligated to keep confidential during negotiations, especially if you work for a publicly traded company.
But the questions come, and they sound like this:
- "We were about to buy a house. Do you think we should go ahead?"
- "I received a job offer yesterday. It's not my dream job, but do you think I should take it, especially with what's going on around here?"
- "We're hearing rumors about big changes after a sale. I'm concerned about health insurance. What can you tell me about pre-existing conditions covered by future health plans?"
- "Why should I knock myself out for this place, put in crazy hours and so much energy, when they could come in tomorrow and blow us all away?"
Managers on duty during change and uncertainty have to field those questions with extraordinary skill. You can't be a financial or health adviser, but you don't want your simple "I don't know" to come out as "I don't care." You may coach instead of advise, with questions like, "What might your range of options be, across all the alternatives we might face? I can't tell you what to do, but I'd encourage you to think about all sorts of scenarios, so you consider realistic options."
Managers on duty during change and uncertainty need to deal with rumors, however maddening they might be. I found that encouraging people to be real reporters was a great antidote to rumors, because people then remembered to source and verify the strange informational fruit that was dropping off the grapevine. Their own reporting often quashed the rumors.
Managers on duty during change and challenge need to build trust by telling people as much as they possibly can. For example: yes, the people in expensive suits who are touring the newsroom today are people who might end up buying us. And yes, we are cleaning the place for the first time in years because of it. And yes, some folks behave oddly during these times, sometimes to impress, sometimes to avoid dealing with the interlopers. And yes, they may be asking me some questions and I'll be honest with them about our strengths and challenges here.
But managers who are real leaders do more during these times. They find ways to keep people focused on the journalism –- on still doing damn fine work despite the stress. They talk about news and why it still matters. They take pains to point out good stories and photos and pages and collaboration and enterprise and creativity and odds-beating. They seek out their top performers, the ones that conventional wisdom might say need the least hand-holding. And they shake their hands or pat their backs. They remind them that however uncertain things may be, one thing is clear -- how important they are to the journalism. They ask them about their hopes and dreams and concerns. They tell them how much they are valued, and no matter what lies ahead, their talent will always serve them well. Oh, and they mean it.
Managers who are real leaders during change and challenge do one more thing for everyone. They find a way to bring optimism into the newsroom. They make a commitment to keeping people away from the quicksand of anger, frustration, sadness and pettiness that can suck people under. Some use humor, some bring the spirit of the great coach whose team is down at the half, some just say, "Screw 'em, doing great journalism is the best revenge." But they consciously, thoughtfully make a bad situation bearable.
I have such respect for newsroom leaders who are doing this right now. I just wish they wouldn't have to.
Jill Geisler, head of Poynter's Leadership and Management group, understands leading through uncertainty. While she was in management at her television station, it went through five changes of ownership.
