I’ve learned many lessons in my time at the Center for Investigative Reporting. Some I knew already. Others I had forgotten. And then there were some new things I should have known and had to learn the hard way.

Reinventing Journalism

Robert Rosenthal’s unexpected personal journey from journalist to publisher

Read this report in PDF format

Managing can be a chaotic process that you cannot control. If you can’t handle good and bad surprises, can’t let strong and creative people succeed, can’t handle being challenged, and can’t deal with disappointments along with successes, then don’t try to lead a nonprofit – or a for-profit, for that matter – news organization. You must understand in your gut and heart that learning is a continual process.

  1. Be honest and direct. With staff, with funders, with partners and collaborators. We are all learning, growing and experimenting, and those processes require openness.
  2. Take risks. Innovative and creative environments are charged with uncertainty, and taking risks means that failure has to be acknowledged. Not everything you try will be a success.
  3. Don’t forget your mistakes. They will be among your and the organization’s best teachers.
  4. Build your team. Help them succeed, and make sure you include people who are skilled at and passionate about things you don’t do well or even understand. There are endless new opportunities for journalism organizations; your team should have the skills, experience and diversity to respond.
  5. Trust your team. In this age of technological innovation, new forms of storytelling and potential for large audiences, you need a creative, passionate team that you guide but do not control. Do not think for others; let them think for you.
  6. Collaboration is crucial, internally and externally. Easier said than done.
  7. Understand, manage and control your ego. Others get credit, not you.
  8. Stick to your principles, ethics, instincts and experience, but be willing to change your mind, too, and realize you have just learned something.
  9. Stay calm. Sometimes the best response to a crisis is to stay calm, even to do nothing. Time and events can solve what felt so overwhelming in the heat of the moment.
  10. Listen. Listen. Listen. It’s a basic tenet of reporting: If you pay attention, the story – or the solution to a problem, or the next great idea – will emerge.

CIR – Reinventing Journalism – 10 lessons learned (in no particular order)

[scribd id=67375609 key=key-2lhscckiorx147h32m4e mode=scroll]

Robert J. Rosenthal

Robert J. Rosenthal is a board member at The Center for Investigative Reporting. An award-winning journalist, Rosenthal has worked for some of the most respected newspapers in the country, including The New York Times, Boston Globe, Philadelphia Inquirer and the San Francisco Chronicle. Rosenthal worked for 22 years at the Inquirer, starting as a reporter and eventually becoming its executive editor in 1998. He became managing editor of the San Francisco Chronicle in late 2002, and joined CIR as executive director in 2008. Before joining the Inquirer in 1979, Rosenthal worked as a reporter for six years at The Boston Globe and three-and-a-half years at The New York Times, where he was a news assistant on the foreign desk and an editorial assistant on the Pulitzer Prize-winning Pentagon Papers project. As a reporter, Rosenthal won numerous awards, including the Overseas Press Club Award for magazine writing, the Sigma Delta Chi Award for distinguished foreign correspondence, and the National Association of Black Journalists Award for Third World Reporting. He was a Pulitzer Prize finalist in international reporting. Rosenthal was a Pulitzer Prize judge four times. He has been an adjunct professor at Columbia University Graduate School of Journalism and the University of California at Berkeley Graduate School of Journalism.