Leadership.
My job as an editor is not simply to hold the team to the publication’s overarching vision, but also to fuel every staff member’s love of the craft.
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I found this to be especially true during the 2022-2023 school year, as our yearbook staff was largely freshmen and sophomores with little to no prior journalism experience. Knowing that I would be graduating in May, I soon realized part of my responsibility as an editor was to build the foundation for next year’s program. This proved to be an invaluable opportunity to grow as an editor and as a mentor.
My leadership philosophy is one of growth and opportunity. Being a dictator does not encourage growth. Instead of throwing around orders, I strive to set clear expectations for both individual staff members and for the publication and to support each team member in achieving their goals. This approach creates an atmosphere that encourages everyone to rise to the challenge of producing a high quality publication.
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I learned a lot about what it means to be a leader along the way.
My leadership approach
The method.
There's madness in it. Here are some ways I have worked to improve inter-staff communication and culture. Click here to see our org chart!
Individual staff members' goals to complete by the end of the class period can be found next to their name. Netherland updated this board often throughout the week, but many staff members wrote their own daily objectives as well.
Communication is key
Each week, I update the whiteboard. The whiteboard is our communication hub. One half of the board is dedicated to individual objectives and assignments, with each staff member having their own row and corresponding vinyl name tag.
Staff members are encouraged to fill in with their own goals to visualize what they are responsible for that day as well as keep their editors in the loop. Simply getting our ideas out and turned into something tangible has allowed us to break down tasks that otherwise might seem daunting and complex.
The other half of the whiteboard is home to the page ladder (a.k.a. The Yearbooker’s Bible), where any staff member can find the coverage plan for each of the 208 pages in this year’s book.
On the same page
My advisor and I created “the Book” (the name stemming from our shared love of The Devil Wears Prada). This living binder is filled with printed-out spreads downloaded off of Yearbook Avenue in clear sheet protectors.
The Book allowed me to be able to provide staff members with clear, easy to visualize feedback in real time. Instead of handing a staff member a jumbled list of edits to make, I was able to use an Expo Marker or a sticky note to make suggestions in real time. As changes were made digitally, the page could be reprinted to reflect updates, maintaining a constant line of communication between editor and staff.
Reagan Netherland leaves suggestions on a spread assigned to Thomas Harland, staff member. Netherland used sticky notes and Expo Marker in order to make it easier for her staff to "see the big picture."
Reagan Netherland talks through edits left on copy written by Caitlyn Dennis, Ambush staff member.
One-on-ones
Once I have updated the Book to reflect the day’s goals, I take time to formally meet with at least three to four of the staff individually to discuss their assignments. In these one-on-ones, I walk through the “why” behind my editing suggestions.
My goal is not to “fix” their writing for them, but instead to encourage each staff member to talk through possible solutions. I find that this approach helps instill confidence in younger, more timid writers who are building their storytelling skills and are still getting the hang of tricky AP style.
Setting aside time to have these personal dialogues has made for impressive growth in both our writing and our ability to communicate professionally as a staff overall.
Mentorship
In the two years prior to being editor-in-chief, I saw there was a missed opportunity for senior staff members to invest in the younger members of the team. This year, I strived to cultivate an atmosphere of mentorship within the Braswell Media Team. I named two freshmen, Jordan Doty and Ella Jensen, section editors of the sports section and the fine arts section respectively.
Their enthusiasm struck me. I did my best to become a living resource that they could utilize any time, whether that was sitting down one-on-one in class or texting me (sometimes at ungodly hours). Their questions enabled me to break down my own knowledge of the craft as well as learn how to teach. I hope that they feel as enriched by their time with me as I have with them.
Reagan Netherland stands alongside her editorial staff, Emerson Netherland, Ella Jensen, and Jordan Doty.
The gist.
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A publication is only as good as the communication between its staff.
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Investing in people = investing in the publication.