As an editor, I was acutely aware that developing high-potential talent was ever key to a successful enterprise. Not only developing the talent itself but talent working in business and relationships.
Margaret Rogers in a story for the Harvard Business Journal listed five strategies for developing talent in others. Asking the right questions of your staff will illicit feedback useful in providing direction to the employee. In the newsroom, I scheduled weekly meetings to discuss upcoming assignments. One was comfortable in photography, another in sports reporting and a third in general assignment reporting. I used their interests in strengthening their skills, challenging them to build on those strengths. These editorial meetings were productive as they provided me with insight into their feelings through active listening and note taking.
A second strategy for developing talent is creating more on-the-job opportunities. Staff members face challenges daily whether chasing down leads, developing resources or interviewing. It’s critical that the editor or supervisor establish learning opportunities for their staff for them to flourish.
It also gives an editor the chance to help their employees effectively develop their personal and professional abilities in an ever-changing media landscape. Rogers’ third strategy for developing high-potential talent is to vary the person’s learning experiences. It’s important to save the most significant opportunities for those who are ready. These have higher stakes — for the reporter, the story, and the company at large.I relied on my experienced sports reporter to report the game’s results on deadline without me constantly looking over his shoulder. I knew he had the acumen to write up a story with minimal editing. He also was exceptional as a photographer. Others on my staff had less experience or none. These staffers were undeveloped in their skills that required more challenging assignments. Coaching them while providing learning experiences helped build the talents the newspaper needed. Another strategy is providing regular feedback. My door was always open for my staff to vent, problem solve and receive feedback on their assignments. By keeping an open mind nonjudgmentally, this will provide further learning for reporters that would be more receptive than scolding or punishing them. The final strategy is time management. Staff development can be overwhelming, especially in the 24/7 news cycle. Set boundaries and schedule staff talks when time permits.
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