Old News is Bad News

Not to dismiss the importance of this study, but you can file this under “Things We Already Kind of Knew.” Scott Reinardy, a professor at Ball State University (my alma mater), conducted a study that showed nearly 75 percent of journalists under the age of 34 intend to leave the profession or are unsure about their future in it, largely because of burnout. The causes: stress, brutal hours, meager pay—no surprises here.

I propose this is the greatest crisis facing newspapers today. If innovation and relevant content are to form the salvation of newspapers, then how will that be done with unmotivated, disillusioned journalists ready to bolt for anything they see as better? It has been many years since I occupied a true newsroom, but nothing much has changed since then. We worked long hours for little pay…and we got out. Not many of us are in newspapers anymore. I’m not. I would love to be. There is little as rewarding as community newspaper work. But I wanted a life, too. Time to be social with other people outside the newsroom. Time to invest in other pursuits. Time to do something other than listen to the police scanner, drink beer and watch “Seinfeld.”

Newspapers have to think seriously about blowing everything up. Starting over. Establishing a fresh paradigm. Use any buzzword you like, but rethink priorities and how the work can be allocated. What needs more coverage? What needs less? Be brutally honest too…who is working and who isn’t? This goes for managers as well.

Yes, money is a big motivator (lack of it a big de-motivator). But there are other elements to this disturbing burnout equation that can be altered for the benefit of reporters/copy editors:

• Give them time off - This means no emergency calls on their day off. This means not working extra hours before and after the vacation to get everything done.
  
• Give them better journalism to do – Have them launch a special project (that is relevant to readers). Send them to the statehouse for a legislative feature. Have them team up on a story with another staffer. Let them experiment with story forms.
  
• Invest in their future - Send them to off-site training. They might leave for greener pastures six months down the line and you might be tempted to look on the training as a waste. I contend it is just as likely that they would stay six months longer than if you hadn’t shown any interest in their development as journalists at all.
  
• Listen to them – Make them feel valued and appreciated for not just their skills and talent, but also their ideas. They have good ones. Don’t be afraid of them. If you honestly fear that they might someday take your job then (A) You need to work harder and (B) I would think this would be ideal—that you have somebody working for you that could take your place.