Effective editorial leaders socialize with their teams. They listen, and they communicate openly and honestly with team members both in and outside the office.
Rebecca Dyer, a copy editor at the Arizona Republic, David Brindley, the senior vice president and managing editor of National Geographic Magazine, Teresa Schmedding, managing editor of Rotary International, and David Yontz, senior editor of Creators Syndicate, spoke about the techniques that can maximize the performance of editorial teams. They aimed to show the audience how to lead from the heart, and not just be known as “the boss.”
Being social with team members is key, Yontz said. That doesn't mean that leaders need to be best friends with everyone at work, but it does help to get to know employees on a more personal level.
“I do recommend being social outside of work,” Yontz said. “Listen to everything they (employees) say.”
Schmedding encouraged communication and listening to your employees. “My management style is open-door,” Schmedding said.
“I don’t think you can over communicate,” Dyer said. “Let your people know what’s going on. Be there for the team.” Dyer encouraged all the leaders in the room who work remotely to send out digital emails and newsletters. The key? To let your team know that you exist.
As the session came to an end and audience questions were answered, the most important takeaway from “Leadership in the Workplace” became clear: Teams work well when they communicate.
(Header photo ONA USFSP/Amanda Drapiewski)