I was in senior management at big newspapers for nearly 15 years. In all that time I was never involved in a strategic, content-driven growth initiative that involved hiring and planning for the creation of a new team.
There were one-off hires where you were looking for a certain fit, and there were opportunities to divert staff in the newsroom or to ask people to switch jobs and then convince them why the new job was a great opportunity. And there were times you had to ask someone to do something that you believed was for the good of the organization but which you knew the person would not like. All part of managing.
When I started as executive director at the Center for Investigative Reporting in January 2008, we had a staff of eight. With hires that we announced this week for California Watch, we now have 26 staffers.
Managing growth is complicated. It is challenging; it can be difficult, but it is fun. I'm sorry to say I had a lot more experience in cutting staff, and it was not fun. Truth be told, I was not very good at it. Hence my departure from two previous editing posts.
When building a team without really knowing the skill sets or the personalities of each person, there is a certain gamble you take. You rely on your gut, references, past work and the energy and passion you feel from someone who is willing to take a risk and be part of a new venture. Sometimes you've worked with someone and that makes it easier. Even though CIR has been around for 33 years, we feel like we're hiring for a startup – a startup with a great legacy.
Our next hires will be for very nontraditional jobs – jobs that will help us distribute our stories, both through legacy media and through new media partners and social media. We will also be looking for someone who can lead and innovate around content and technology and coordinate our efforts to tell stories utilizing the evolving technologies. We will also be seeking an individual with a business background who can help us with revenue generation, marketing, branding – all the things a business needs to survive.
We are a nonprofit, but we are working to alleviate our dependence on foundations that account for the vast majority of our income. Our goal is to create a model to support high-quality journalism and investigative reporting. We have built an editorial team and now we must build the business infrastruture.
Gene Roberts forgive me. I sound like a publisher, but I have to admit that's what I have also become. But while wearing my publisher hat, my goal is not focused on making a profit. Instead, it's about sustaining our operation in the midst of this transitional, transformational era. I want to keep these 26 staffers working for a long time.
To help do it, we need to all think like entrepreneurs. Our value is based on the work we produce. Our success is going to be measured in strong journalism, credibility and unique and traditional ways of story telling. And if we can create an application or an informational tool that generates widespread interest, or even revenue, it will go back into the operation so that we – and the journalism community that we are part of – can learn. Whatever we do here that works, or does not work, will be shared.
We are in a bubbling petri dish surrounded by opportunity on the run. And yes, it continues to be exciting, fun and challenging.