This issue: Associated Press Photo Managers

Leadership tips: Steve Gonzales of the Houston Chronicle offers his advice for being the new boss. Click here for more information.

More advice: Chris Stanfield of the St. Paul Pioneer Press shares his advice for new leaders. Click here for more.

TIPSHEET FOR THE NEW LEADER INCLUDES HUMOR
While some journalists and newsroom managers may spend the bulk of their careers at one publication, many managers, especially first time managers, will face being the new boss. Two APPM members made moves last fall and now offer their stories, reflections and advice. The author moved from Assistant Managing Editor-Photography at the Kansas City Star to Directory of Photography at the Houston Chronicle. Active in APPM since its inception, Gonzales is vice-president of APPM and offers this tale of change and being the new guy.

By STEVE GONZALES
Houston Chronicle

The knock on the door came in the form of an e-mail. It said, "Please accept this e-mail as a modern day cold call ..." The electronic message was flattering, but I was content with the city, my position and my life in Kansas City. KC had been my home for the past 18 years and I was not looking to leave. I had roots in the community, friends, family, plus I managed a solid photo staff. I definitely was not looking for another job.

I replied to the cold caller, the deputy managing editor of the Houston Chronicle, that I was flattered but was not interested in moving. I would be happy to give her names of colleagues who might have an interest in leading the photography department in Houston, Texas.

Two more e-mails followed and a phone call. Each time I was told that the newspaper was looking for a new leader to build a depleted photo staff.

Each time I graciously said thank you and again said I was not interested.

Then, legendary Photo Editor John Davidson called me. In his rough scratchy voice he asked me, "What are you scared of?"  Davidson was the interim director of photography while the Houston Chronicle looked for a new DOP. He went on to encourage: "Why not let them fly you down, wine and dine you, come and visit, listen to the editors, have an open mind and then feel free to say no."

OK, I thought, if someone wants to talk I guess it wouldn't hurt to just take a listen. Who knows, I might even be able to steal an idea or two for my newspaper, The Kansas City Star. I agreed to fly in for a two-day interview.

I wanted to make sure that I didn't burn any bridges, so I told the editor and managing editors of The Star that I was going to interview with the Chronicle. I let them know they were recruiting, but that I was very happy in my current job at The Star. My editors thanked me for alerting them of my travel plans. The editor told me to let him know if I was extended an offer.

I traveled to Houston and was delighted in what I observed. A new editor with a recent redesign had a vision for greatness, which included strong photojournalism. Editor Jeff Cohen wanted to build an excellent photo staff. The staff members at the Chronicle were excellent, but the department still had many openings and it would be up to the new director to fill those vacancies. Trust me; I would have to work very hard. The position is one of total rebuild. I knew this would not be a job of comfort, but rather one of long hours, sweat and maybe even some blood.

In November 2004, I accepted the position of director of photography with the Houston Chronicle.

During my first six months on the job in Houston I have gained a few more gray hairs, but I have grown as a photo manager. Here are a few of my key plays:

I have learned an important lesson with this move: If opportunity is knocking on your door, do not sell yourself short. A former editor of mine, Tim Janicke of The Kansas City Star, used to tell me that editors would beat in to their staffs that the "grass is only green in their own shops." Opportunity was only good if you stayed in the same place.

Janicke though told us that he wanted us to feel free to look outside our comfort zone. He wasn't trying to make us leave, but he also didn't want us to think that we could never move on to bigger and better things.

Some other lessons:

• Be an advocate for the photojournalists. Find out what their vision is and sell that vision to the newsroom.

• Be a good coach. Every photojournalist should be better today than they were yesterday. Edit with this in mind.

• Don't get so caught up trying to please the folks in the glass office that you forget who you are really there to support. Make time for your staff.

If you have to arrive home late in order to hear a staff members concerns, so be it. Your time with staff will pay off in the future.

• Find out who the players are in the newsroom. This is so important.

Finding your allies. You will need them some day; it is best to know them before you have to look for them in a crisis. Spend time with each desk.

City, National, Foreign, Features, Business, Sports and Graphics. Knowing your photo staff is important, but knowing the newsroom is just as important. Also, find out who controls the money. When your capital request is going through, it is good to know who will OK it and move it thorough.

• Have a well-rounded, diverse staff. If you have the opportunity to hire, look to fill those weaknesses.

One thing that I brought with me to the Houston Chronicle and something I think all editors need is a sense of humor. Come on, this is a stressful job, we work long hours, take the heat for the bad things our staff members do, receive the complaints from the staff when their photos do not get used, etc. etc. etc. You have to love what you do or you should find another profession. I love what I do. I love to have fun too. I put in a mini golf putting green in my office. If I get stressed, I take a few minutes to putt a few balls in the hole. If a staff member shows up to my office and needs to cool off before chatting, I hand him my putter. I like to have fun. If it means taking staff members out for a smoothie in the afternoon or surprising a staffer with a birthday cake, then so be it. I want them to know that this is fun. It sure beats putting mufflers on cars all day.

I can't say that these will work for any of you, but this is working for me in Houston. I am having fun, using my own sense of humor to allow our photo editing team to blossom, enabling us to build a strong bullpen of a photo staff. Play Ball!

LEARNING FROM MISTAKES IS CRUCIAL
Chris Stanfield moved from a news and sports photo editing at the St. Louis Post-Dispatch to Director of Photography at the St. Paul Pioneer Press. Stanfield, a founding member of APPM and current president, offers his observations about being the new guy and leadership.

By CHRIS STANFIELD
St. Paul Pioneer Press

I should preface everything I'm writing with the fact that since the first day of my venture into photo management, I've certainly learned more from my mistakes than I have my successes. Becoming a photo director has and always should be about the desire to lead and manage photojournalists by acting as their ambassador and advocate in the newsroom and with the readers.

Whether you're a photo manger for the first time or adjusting at another newspaper, I'd like to share with you some of my observations regarding good leadership and management. Most of the examples I'll use were borne out of terrible mistakes on my end, the forgiveness of others, and the ability to learn from the event(s) and use them to my advantage the next time.

• Stability: Never underestimate that your attitude as a department head affects the attitude of your staff. Photographers, other picture editors and support staff are quick to gauge your demeanor from the moment you walk in the door each day. If you bring in baggage from outside of the office, your staff will be quick to notice and it can reflect on their performance. Provide a stable environment. Be positive and maintain a good attitude regardless of the situation. Each problem is unique and provides you with an opportunity to lead by example by handling things in a graceful manner. This is something that translates well out in the field as your photographers encounter problems of their own.

• Work the room: It's understandable to want to bond with your staff during the early stages of your job as a photo manger. Remember though, that your staff represents a small group of people that you'll need to be building relationships with. As you're taking out each photographer for coffee and/or lunch early on, don't forget to do the same with other key editors in the newsroom. In the end, you'll need and depend on them just as much as your staff needs and depends on you.

Building Rome and the big decisions

• Be prudent: Enthusiasm is wonderful . . . until it clouds your ability when making those big decisions early on. An excellent decision you might make a year from now might be a terrible decision during your first week on the job. For the most part, time is on your side when making big decisions. Photo departments benefit from decisive leadership, but quick decisions made early on that have profound affects on the lives of those working for you can be perceived as decisions that were made hastily. Get to know the operation before changing work schedules, beats or responsibilities. Get to know the strengths and weaknesses of the staff and then make adjustments as needed.

• Remember to ask questions. Seek more answers than you give. Those who have worked in the newsroom or the department for years can provide a wealth of institutional knowledge. Remember that what worked at your other paper might not fly at you new one. Be open to change as well. One of the best ways to build credibility with your staff is to seek input before making certain decisions.

• Give honest feedback: You might be surprised how much they crave it and how much they can handle. Don't wait until a photographer's review to have a candid conversation regarding his or her approach to making good pictures and what can be done to improve. I've seen firsthand the power of having open and honest discussions on a daily basis regarding the department's approach to storytelling. Your photographers should always know where they stand and what is expected of them.

• Keep your boss informed. They don't like surprises. A regular check in offers you and the boss the chance to set a path together and get support from the beginning.

• Learn to delegate. Taking on every issue in the world can often lead to bad decisions and mistakes. Trust your deputies to help you.

• Join APPM. I wished our organization was around the day I made the leap into management. Too often, it can seem as if we're all sailboat captains out to sea with no shoreline or lighthouse in sight. APPM offers every photo manger the ability to network and share ideas. From small problems to big successes, someone in the organization has gone through the same thing as you. APPM is an invaluable resource.

Reach Chris Stanfield at 651-228-5531 or at cstanfield@pioneerpress.com

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