Current (https://current.org/tag/leadership/)
Because changes in leadership are inevitable, it’s an area all media companies need to face head-on. So how can you improve your succession planning and processes for organizational change?
“If we’re going to learn and grow together, we have to do it together,” Abbott says, describing the philosophy that has guided his work.
Readers told us that they value bosses who are supportive and focus on developing talents.
Running a small station requires broad knowledge, a knack for learning and a willingness to be a public figure in the community.
“Ask your team what kind of skills they want to grow and how you can support that,” said KQED CEO Michael Isip. “We have a responsibility to grow leaders for the entire system.”
GMs and CEOs who have stepped into their roles within the past two years told Current about how they’re seeking to build teams, improve workplace culture and strengthen community service.
Open to women, nonbinary professionals and men of color, the seven-month program also aims to reshape leadership ranks in pubmedia.
The most transformational leadership program we’ve ever experienced gave public media a boost during one of our industry’s most challenging years. Now, its future is in doubt.
Spending time building relationships with your staff and engaging on their turf will change how they look at you. They’ll recognize you as someone who is devoted not just to vision, but to their success.
Current Executive Director Julie Drizin responds to Lansing’s call to action to confront racism.
“Rather than asking why something happened, or who is responsible, or how we can climb out of this crisis, start by asking yourself what really matters.”
Start planning how to set up operations for when staff can begin working from your station’s offices, studios and newsrooms.
“It’s troubling that in an industry with nearly 20,000 people, the employees who seek career-path counseling, leadership development and diversity/inclusion training aren’t able to find what they need to build their skills and careers.”
“There needs to be a change of mindset about how we collectively serve the public,” says the outgoing CEO of Northern California Public Media.
“I give a lot of credit to those around me who have helped make WFYI and me successful,” says Wright, who recently retired as president of the Indianapolis stations.
Regardless of the role you play in a public media organization, “always remember that it is all about serving the needs of the people in your community,” says the retired CEO of San Francisco’s KQED.
Develop relationships with local supporters to improve your station’s community service, says the retired Nashville Public Radio GM, because advice from public radio colleagues can take you only so far.
Reflecting on her 23 years as CEO of WYNC and NYPR, Laura Walker says success in public media comes from reaching for both ideals.
Jill Geisler and Cathy Trost, co-creators of the Newseum’s training program for media leaders, describe their approach for building a workplace culture of respect, trust and integrity.
The two-year project will train 100 editors to “strengthen their ability to lead public media’s growing newsrooms,” CPB said.