[This information was originally prepared for a Poynter Institute seminar, “Training the Trainers,” held Oct. 8, 1997 in San Diego, Calif., and may not be republished without attribution to the author and to the Poynter Institute. It is based on the author’s experience as a supervisor, trainer, critic and mentor of copy editors who design at the St. Petersburg Times and other papers.]
This is a seven-part web document encompassing the following topics:
1. Introduction, including a look at the goals of the copy editor who does layout and some goals of the trainer and how they conflict
2. In my ‘ideal newsroom’ …
3. Questions the trainer should ponder (and possibly ask) when reviewing the copy editor’s layouts:
4. Characteristics of a good trainer
5. A few things the copy editor deserves to understand about graphic design fundamentals
6. Resources and ideas for the trainer
7. Advice for cynics
Director of Visual Journalism, The Poynter Institute
PART 4: CHARACTERISTICS OF A GOOD TRAINER
- Is able to articulate the success or failure of a layout, in terms of both its journalistic (text/content) and visual (graphic design) elements.
- Reviews a copy editor’s page layout and considers it thoughtfully before making snap judgments, avoiding “drive-by” training (making quick changes in a layout without taking time to explain why).
- Understands the distinction between “coaching” and “fixing.”
- Is especially careful about word choice and tone used during training and coaching. (Sarcasm, curtness, and derision are not appropriate!)
- Questions the copy editor’s choices in a way that is educational, and not threatening.
- If certain elements in the layout don’t quite seem to work, allows the copy editor the chance to articulate why he made specific design decisions, and encourages the copy editor to come up with better alternatives on his own.
- Seeks to understand the intentions of the copy editor in making design decisions: Was that “unusual” font or color chosen out of boredom? A whim? An educated guess? The desire to rebel? The trainer is a manager of personnel as well as visuals, and needs to understand both.
- Admits when she doesn’t have an immediate, better solution, but will suggest taking a step away from the design for a short period to allow better ideas to gestate. (Note: this doesn’t work on deadline!)
- Makes time in her schedule to train; ideally, a certain percentage of the trainer’s work day or week is designated for training. No, it won’t always work out to be 25% or 50% exactly, but earmarking a percentage in advance makes it psychologically easier to stop and remind yourself of the need to train.
- Insists that her own supervisors recognize and authorize her training role.
- Has a clearly defined role: does not exist in a catch-all job, just to put out fires or plug holes in the dike when staffing or resources come up short elsewhere; maintains training as a priority, realizing that staff development in the long run is a greater contribution than the occasional locator map or art head here and there.
- Provides inspiration while defeating negative attitudes.
- Has one eye on the little details, focusing sharply to get the paper out in a pinch, and one eye on the horizon, considering long-term trends in the newsroom.
- Along with the larger newsroom system, allows the freedom to fail.
- Observes and learns from her own supervisors’ training skills – the positive and negative aspects of body language, tone of voice, attitude, specific word choices, etc.
- Creates her own designs knowing that she is a role model for others on her staff.
For discussion or contemplation: What are other characteristics of a good critique session? How might this vary in each newsroom?
