Archives: Advice from The Collective’s Council of Truth-Tellers

From the Nov. 24, 2021, edition of The Collective:

[Editor’s note: Below is the lightly edited Otter.ai transcript of the video roundtable.]

Doris Truong: All right, welcome, so this is a special edition of the Council of truth tellers and we are joined, as usual, by Corey Rose, Leah Donnella and Jan Larson. I’m Doris Truong. I’m the editor of The Collective newsletter and I’m also Poynter’s director of training and diversity.

I’m going to present this month’s question to our excellent council, then I’m going to step away while they talk about what they would do if they were in this person’s shoes.

So our question of the month is: It feels like my assigned (white) manager doesn’t support me the way my Black interim boss does. Why do I need to coach my white manager on how to manage and support me?

I’m going to step away now.

Corey: So I would say the things that come up for me about this question there’s a lot of low key red flags, but I think what’s what struck me was the why. Why do I have to train my boss to give me this care or give me what I need to be successful, as an employee. And you know check out the 1619 Project. I think they have a lovely explanation of it but it’s very much like our white bosses they don’t know what it was like to be a journalist of color or in that position and having to fight for representation, having to fight for the importance of your stories. And so a lot of times they just aren’t thinking about that extra bit that it takes to really make you feel welcomed.

Jan: Well, if I could come in for just a minute I thought a lot about this question and wondered, “Geez, where do you begin?” But I, I really think it comes down to enlightened self interest. Is that if you have the ability to influence someone it’s going to make your life a lot better in the long run, and you might be helping out the journalists of color who follow in your footsteps.

Leah: Yeah I think that’s all true and I think kind of to your point, Corey, though the, why is the easy question to me like. The why you need to do this as racism. Like the reasons that are many of the reasons that your boss might not know how to support you know exactly what you need is just because they haven’t been forced to think about it, or they haven’t been in that situation, which is not to say that they are racist or they don’t care about what you need, but they just haven’t been put in that situation with which every person of color has been put into many, many times and so some of those ways of supporting people are just kind of second nature in a way, they aren’t for other people.

But I feel like the harder question is like, then, what do you do, how do you manage that, and how do you manage it in a way that means that you don’t have to continue doing this forever or you’re doing it in a way that actually serves you and this and, just like eating up a bunch of your time and emotional energy. And that’s a project.

Corey: Right. I think that thinking about the qualities in your boss, that you have now your interim boss — your Black interim boss — who is giving you what you need to feel successful. Do a laser focus on those qualities that exist in that person and see like, how can you start a conversation with your boss about, “Hey, you know, while you were gone we I had this experience with this person, and these are the things that I would really like to take from that relationship into our relationship, because I feel like it could grow that way.”

Jan: Well, I like what you said, Corey. 

In terms of thinking about communication styles because someone recently asked me what I was most proud of, in turn, in terms of my leadership abilities. And I got kind of philosophical about it. I thought about it for a while and I thought: You know I think what I’m most proud of is if I’m able to be in the moment. What that person needs because I’ve taken the time to care about them and get to know them and understand something about them and that’s just a good leader.

So I know that we’re not all blessed with good leaders in the newsroom. But when you do have a good leader, I think it’s important to seek out an opportunity to have those conversations and explain the care and feeding of you. But also to make sure that you aren’t relied on so heavily that it causes damage to you, and it affects your agenda.

Leah: Yeah I just recently started managing people, and so I would maybe put myself in the category of someone who like is not yet a good manager. But I’m so grateful when people will tell me what they need and often it’s like sometimes it’s stuff that just hasn’t occurred to me. And it’s actually like an easier and much easier fix or something that’s like pretty intuitive to fix.

I think it’s like always very intimidating to start a conversation with your manager where you’re like you’re not doing what I need you to do. But from the side of someone who is like hearing that every day multiple times a day now it’s just it’s so good to hear, and it is like, there are a lot of things that that makes sense and you’re like: Oh, I can do this, I can be a better manager in this way. And I’m not going to have the same skills as someone who’s been doing this longer or I’m not going to have the same skills and someone like, in this case, who has been through what you’re what you’re going through, but I can get better and it’s like real gift to your manager, to tell them how they can get better.

Jan: Absolutely, and yet sometimes you just have to be there, to listen to it, I mean I’ve had times, where somebody was really upset and my role in the moment was to just let him do it. Let them let it out and then figure out where we could move next. And the fact that you’re open to that is going to be so important.

I’m thinking again about this person who is trying to figure it out. Yeah I think we’ve answered why and we’ve talked a little bit about how. But it might be good to also think about the follow up.

Corey: Definitely like, how do you get, how do you get to a point where you don’t feel like your one Black boss is going to be the saving grace that and the only good experience that you have? How do you get to a point where you feel like you have a diversity of people within the community that you serve or that you’re a part of to look to lean on as a resource?

Leah: And what do you do if you feel like that’s never gonna happen?

Corey: Pray on it. I mean convince yourself that the work that you’re doing is still meaningful, in the meantime while you try to fix things on the back end to make sure that the work that you do can get done how you need it to get done.

Jan: Or you start looking for another place to be if it’s never going to be like that. If you’re always going to be poorly managed or forced into that role of being the teacher and that’s not that’s not letting you work as a journalist, then you need to find another place.

And Doris is coming in.

Doris: I just wanted to break in with a real life editor’s note to say that if you aren’t getting what you need from the boss that you currently have: No boss can be all things to any individual.

So you can Voltron your boss, and there is an article out there, so just Google Voltron boss. But basically, what you’re doing is you’re taking what you need from different people in the industry — from different people that you respect — and creating the boss that everyone wishes that they could have. 

So if you need somebody who’s an empathetic listener, and perhaps your actual boss isn’t that person, then find an empathetic listener. If you need somebody who can help you with your career trajectory and again that’s not your current boss, find somebody who can help you see that big picture. But don’t rely on the person who is your boss — because they have the title, perhaps they have many, many more years of experience than you — to necessarily be the answer to all things.

It is incumbent on each of us to find resources throughout the industry who can help us, which is why it’s so great that we’ve got this wonderful Council of Truth-Tellers, that we’ve got all the people who subscribe to The Collective to provide that kind of reinforcement and valuable information.

Jan: You know what Doris says is so true and it’s just it’s just like a friendship it’s very rare for you to have a single friend who meets all of your emotional, mental, psychological needs. You havea group of friends. Not like you have to have 20 or 30 of them, but you have several others and I’ve been fortunate to find professional mentors in my life who are at different outlet news outlets or different academic universities and that really helps fill in those gaps to find those people who can help you get over the rough spots.

Leah: I think that’s a really good point. And one thing I just think about connected to that is how much time and effort that takes and how much extra effort It often takes for people who are in — I don’t know, I feel like there’s no like great word for, like, anyone who’s in that kind of marginalized position — like how much time you have to spend, as this person said, like training your boss looking, for a support network. 

Jan: It’s exhausting.

Leah: Like reaching out when — to other people — those resources kind of present themselves or are more obvious.

Corey: On Day One.

Leah: Exactly.

Corey: On orientation.

Leah: So I think, just like any opportunity there is to ask for help, like name what you’re doing to your current manager. Ask for help and being connected to people. Ask for a mentor like ask to be connected to different resources. I think, like we all wind up doing a lot of that like heavy lifting ourselves but it’s also worth just saying like this is what I need this is what I want. Can you help me?

Jan: Well, I think if you’re doing that heavy lifting, Leah, you should be acknowledged for it.

Leah: Yeah.

Jan: If there’s an evaluation process that says that you have been you know an effective newsroom employee or or maybe that extra work that you’re doing has distracted from pursuing some other projects because they pulled you off to come help over here. That all should be acknowledged and and it’s fine to have those conversations with your managers, because if they’ve asked you to do it, they must value it.

And then, how are they going to either compensate you or acknowledge it in terms of all right, I did this now. Later I’m going to get to choose a project of my liking.

That’s not going to mean that I get distracted every five minutes trying to help someone else and you know I sometimes feel that way just in my daily work life.

I’m trying to get something done and every five minutes somebody’s poking me to go solve this problem over there and that’s you know that’s a management thing. And I’m sure you’re experiencing that, too, Leah.

Leah: Oh yes. Yeah.

Corey: I think that this person like treasure the time you have. Order your steps for when your boss gets back so that way you don’t have to deal with any kind of whiplash or anything they come back and on that first day you ready to tell them what you need to move forward.

Leah: 100 percent. And I mean I feel like also taking some of the pressure off yourself to like always be doing that, like.

Sometimes you’re not going to get what you need from this person and just having days, where you’re like: I’m not going to deal with it today.

Corey: Like that’s real. That’s real real.

Jan: Yeah. Take a break. Catch your breath. And sometimes you know just swipe. Nope, not today.

Leah: Swipe left on your boss.

Corey: Doris, did you have anything else to add?

Doris: I do! Let me come back into the room.

All right, do we feel like we’ve answered this question?

All right. Well really great conversation. I have learned so much from each of you. You’ve got such different life experiences and so many different ways that you have come about your journalism experiences as well.

So thank you so much to our Council of Truth-Tellers for their excellent wisdom this month. 

As always we welcome anybody’s questions. If you are watching us on YouTube, in the video description, you will have a link where you can submit your questions anonymously.

And we’re recruiting a new council to get some different perspectives out there to give us more advice and we will be, you know, doing some some tryouts for those folks.

So if you are interested in being one of our next Truth-Tellers starting in 2022, hit us up. We would love to have your voice and your wisdom as part of our next council.

So thank you, Corey, Leah and Jan. This has been so great.

Jan: Thank you.

These two are going to be great leaders. They’re going to be great leaders and great managers.

Doris: They already are.

Jan: Yes, yes.

From the Oct. 27, 2021, edition of The Collective:

Dear Council of Truth-Tellers:
Our company just added “set a DEI goal” to our performance review. I don’t even know where to begin. How can I set a goal for myself when the company has lots of areas that need improvement? I feel a lot of pressure — as one of the few JOCs — to help the company look better to outsiders. That doesn’t necessarily help me.

Our Truth-Tellers answer.

Leah: This is such a good question to me. I feel like it gets at the paradox of wanting your workplace to be better for POCs, but the burden of doing that work actually makes work harder and worse for you as an individual.

Corey: Who are your allies? Are there co-workers who speak up routinely or even sparingly? Use as many white people as you can find to your advantage and capitalize not only on the strength in numbers but the strength of their privilege.

Jan: I’d like to suggest our JOC consider the acronym SMART (specific, measurable, achievable, realistic, timely) to help guide efforts to make a positive impact.

Leah: Ooh, SMART goals are the best.

Corey: Jan is spot on about SMART goals.

Jan: Start small and realize that you are one piece of the puzzle. As Leah indicated, It is wrong to expect JOCs to be the primary problem solvers. After all, they didn’t create the problem.

Corey: I would advise not putting all the responsibility of envisioning what an anti-racist version of your company looks like on yourself. If your company heads had the awareness to know that they should set DEI goals, they should hold themselves accountable and be specific about what they want to see change.

Leah: Often “diversity goals” are so amorphous. It’s like, “make the workplace better for journalists of color!” But what does that actually mean? Does it mean having triple the number of POC reporters in six months? Or does it mean having a monthly newsroom chat about racial equity? Or does it mean working equity and diversity goals into people’s performance reviews? 

Corey: Imagining the workplace as a process rather than a place may help. The employment process begins with outreach, then applications, interviews, etc., until someone is promoted or leaves the company, so at each of those steps, think about the most pressing issues for employees at that stage. Also make a clear distinction between issues of practice and issues of culture and climate. Ask your managers what they are doing to implement whatever DEI plans they have from the top down, rather than the bottom up or the middle out.

Leah: Given that this is a problem in the newsroom, it’s unlikely that you will see giant results soon if ever. This has been a problem for generations. Also be a little selfish. Rather than taking on the burden of trying to make your whole company better (or just look better), think about what would actually make things better for you personally. Those things would likely be meaningful for others, as well.

Jan: Rather than be overwhelmed by the depth of a challenge just pick something and begin. Using a SMART approach or some similar framework can help you begin a long-term process and use metrics to claim success. Then you can engage others and build on earlier success. While it takes a lot of “slow to grow,” inspiring buy-in is an important part of reaching DEI goals.

Leah: One other thought I have is that it might be helpful for the letter writer to really think about why they feel pressure to make the company look better.

Corey: I second Leah’s thoughts about reexamining why you feel that pressure. We don’t want others to experience the same workplace trauma we’ve faced. Often people from communities of color take that responsibility on ourselves to actually make the space better for those who come after us. Balancing that feeling of responsibility with realistic expectations about what you can actually change will be super important.

Jan: Yes. We all have to work to counter feelings that we aren’t doing enough or are somehow lacking.

Corey: Most important, take care of yourself and prioritize your health and work before the company’s overall growth. Make sure there is both an institutional framework to support you through uncomfortable conversations, and a personal network of Good Judys to vent to outside the workplace. In my experience, the further away from a career in journalism they are, the better!

From the Sept. 29, 2021, edition of The Collective:

Dear Council of Truth-Tellers:
How do you know when you’re ready to move up in leadership roles? I haven’t managed people before, but there are job openings that I’m definitely qualified for other than that. How can I demonstrate I know what I’m doing or willing to learn when managing people?

Our Truth-Tellers respond.

Corey: Every good and bad manager you’ve ever had has, in a way, prepared you to manage others. Take the good traits, and remember not to repeat the bad ones!

Leah: Corey, so true. As someone who just started managing, I have thoughts. I think another thing to really keep in mind is that being a manager is a totally different skill set from being great at whatever your other role is. You may be an amazing reporter/producer/editor/whatever, but that’s not what managing is. So you have to ask yourself: Do I like problem solving with people all day? Am I willing to be in a zillion meetings? Will I still feel satisfied if my job is more about making my team work than about doing the tasks I’m used to?

Jan: Managing people is about more than being a good journalist. Are you willing to step out of the limelight to promote others’ success? Are you able to make difficult decisions that may not be popular? Can you lead by example while advocating for your team? Are you good at handling conflict? Problem solving? You may not see the direct connection, but your life experience has taught you transferable skills that are relevant.

Leah: Yes! Are re: Corey’s point, I feel like a lot of bad managers I’ve had were bad because they didn’t actually want to do the job. So they resent a lot of those elements or put them to the side.

Jan: What is wonderful about being a manager is that you get to influence the direction of your organization. You are positioned to be an advocate and support for colleagues. It also means you are responsible for motivating and holding people accountable. If those roles interest you, pursue management. If you’d rather be landing the next scoop yourself follow that path.

Corey: The transferable skills piece is so important when you start to consider exactly what or who you’ll be managing. Do you possess high emotional intelligence? Don’t count yourself out of the people-managing game, even if you haven’t done it! If system- and schedule-based organization is more your strong suit, you could look for opportunities that more closely align with that skill.

Jan: Corey and Leah are right. Bad managers aren’t necessarily bad people. For a variety of reasons, they don’t have the skill set or inclination to make the shift from doing journalism to leading. If you do decide to manage, look for a mentor in the industry who can be your sounding board.

Leah: Mentors are super helpful. There are also lots of good seminars and trainings (s/o to Poynter!) about how to build leadership and management skills, and they’ll often pair you with a mentor or cohort. It’s a pretty demonstrable way of showing people you work with that you want to step up and are learning the skills to do it.

[Editor’s note: Here’s one Poynter training to consider if you’re a journalist with big responsibilities but no direct reports. Applications for our 2022 leadership academies will open soon. Subscribe to our Weekly Training Digest to stay in the know.] 

Jan: Remember, no manager is perfect. You will make mistakes. Own up to them. Learn from them. And if you don’t know something, that is okay. Take the time to gather the information and then make a decision. Be transparent and your colleagues will work with you and grow as a team.

Corey: Don’t be afraid to lean on those who have been there longer — especially during a pandemic! It’d be pretty difficult to find a newsroom that hasn’t changed operations to accommodate the times. We’re all still getting used to change!

Leah: Plus one to asking for help and owning up to mistakes. Worst advice managers are given (I think) is to never accept/admit blame for anything. It’s so self-defeating, and it prevents people on your team from feeling comfortable be honest when they mess up, too. Jan and Corey, I’m curious: What’s the worst quality you two have had in a manager?

Jan: Being unable to handle conflict. A previous manager left me huge messes to clean up because they couldn’t bring themselves to address thorny personnel issues. Some time after I took over the position they apologized. I don’t let problems simmer.

Corey: My worst manager was racist 😅

Leah: Uh-oh! LMAO. Been there.

Jan: Oh my.

Corey: Because he was racist, I had to jump through hoops to explain why stories mattered, so I guess it boils down to him not being a good listener.

Jan: I’m sorry your boss was racist and tone-deaf.

From the Aug. 25, 2021, edition of The Collective:

Dear Council of Truth-Tellers:

What are the pros and cons of taking a DEI-specific newsroom role? The possibility inevitably turns to, “Why are JOC always called on to clean up a mess?”

Our Truth-Tellers respond.

Jan Mireles Lawson: Is this a passion? If the DEI-specific role speaks to you, great. It is an opportunity to shape and guide newsroom policy and practice. If it isn’t, don’t feel obligated. Just because you are a JOC doesn’t mean you have the skill set or motivation to do the job.

Corey Rose: Regarding DE&I roles, pros include the ability to lead and foster a safer work environment for yourself and others. The cons are that if you work for a company or institution where higher leadership doesn’t see diversity and inclusion as necessities, you will likely run into issues implementing the programs and policies you are passionate for.

Jan: If you decide to accept the post, make sure you know what you are getting into: What resources will you have? What authority? What are the specific objectives, and how will success be measured? Is the person you’ll report to going to support you?

Corey: Also before accepting the role, make sure you are clear on how much budget is being allocated for DEI initiatives! 

Dear Council of Truth-Tellers:

Should I consider a master’s program instead of entering the job market? Do employers look favorably on additional education, or would it be better to take a low-paying job now and start paying off undergrad loans?

Our Truth-Tellers respond.

Corey: I chose to enter my master’s program because I spent my last year and a half of undergrad on Zoom and I felt that though I had a degree, I hadn’t learned everything I need to feel confident pursuing a legit career in journalism.

Leah Donnella: I didn’t go to grad school because I could not bear the thought of being in school anymore. I’m very much motivated by getting to work on projects that are tethered in the real world. And will see the light of day. And by getting paid. If you’re someone who is more into the idea of studying and perfecting the craft of journalism, maybe more training is right for you. And remember, it’s never too late to go to grad school.

Jan: I’m biased. I worked first, then went to grad school. I noticed a difference between grad students who came straight from college and those who had worked first. Some considered it an extension of undergrad. I had four years of full-time daily journalism — time spent developing sources, making deadlines and breaking stories — so I had confidence rooted in professional experience and knew what I wanted from grad school.

Corey: Knowing what you want out of the experience is so important. Journalists of color don’t have the privilege to collect degrees just because.

Jan: Corey, I get what you’re saying. On a personal note, you will never be the typical grad student. You have a level of maturity and insight that is impressive.

Corey: Thank you! I try 🥺 🥺

Jan: The added benefit of grad school is that you can often tap into a network of alum and larger news outlets that will value your areas of specialization such as data journalism or political reporting.

Corey: I also think about the ways higher education can be used in the industry to gatekeep, so having a terminal degree in journalism will open different employment opportunities as you progress through your career.

Jan: Absolutely. It gave me the opportunity to transition to teaching.

Dear Council of Truth-Tellers:

My name is often butchered. Am I obligated to create a “professional” name out of convenience for others?

Our Truth-Tellers respond.

Leah: NO. Hard no. Nope. No.

Jan: Names matter. If you like yours, keep it. Find a mnemonic device to help others learn the correct pronunciation.

Corey: Set those boundaries around how you allow others to identify you now before it snowballs into an HR issue later.

Dear Council of Truth-Tellers:

Does taking a top leadership position in student media improve my chances of getting a job?

Our Truth-Tellers respond.

Corey: It’s not about the title. It’s about what you did while you had that title! Being an EIC of a campus paper doesn’t mean anything if you didn’t take steps to make the paper better while you were there. If you enter a student leadership position at a public institution, know that you won’t be on the beat like Lois Lane. You will be spending more time managing personalities and schedules. If you want clips, just report and make the place better that way.

Jan: Yes, there can be a benefit. You learn not only about doing journalism but about managing people and collaborating to get a job done. If nothing else, you’ll have some idea of what your editors deal with on a daily basis and skip some of the rookie mistakes others make. It also demonstrates a higher skill set than average because you were sought out to be a newsroom leader. Leverage that leadership position to connect with past leaders who are now in the field and can help you make job connections. You do have to work to squeeze in reporting time but can work on longer-term projects of your choice.

Leah: Take whatever role allows you to do what you want to do eventually. If you want to be a reporter, report stories for your student newspaper. Leadership positions might look impressive, but you need to be able to back up the title with the experience that lets you jump right into the position you want.

Dear Council of Truth-Tellers:

How can I start branding myself as a journalist? 

Our Truth-Tellers respond.

Corey: If you want your brand to be that you are a great journalist, you have to first believe that you are a great journalist, and then produce great journalism.

Jan: Yes, understand who you are and your role as a journalist. Then build the brand around the work you do.

Dear Council of Truth-Tellers:

What are some practical ways to build my network? Everyone tells me I should do this, but I don’t really know the most professional way to get started.

Our Truth-Tellers respond.

Corey: Join an existing national/international network: AMEJA, NABJ, NLGJA, NAHJ, AAJA, TJA. There’s one for you!

[Editor’s note: NAJA and SAJA are also groups that provide resources for JOCs and our allies.]

Leah: Having a good network is so much more valuable than having a big network. So think about ways to deepen your relationships with people you really care about/admire/want to work with. Being able to name-drop a hundred people that you’ve met once won’t get you nearly as far as having a meaningful, lasting relationship with a couple of people who are super aligned with what you want to learn and do.

Jan: Absolutely! Be the person who stays in touch with former classmates, professors, employers and colleagues. Then, ask people you admire if you can contact them with questions. A few will be too busy. Most will make time for you and be pleased you think of them as a mentor.

From the July 28, 2021, issue of The Collective:

Dear Council of Truth-Tellers:

I’m a journalism student, and I hate wearing foundation. I don’t ever plan on doing any on-camera work and I’m at a point in my life where I don’t feel insecure about my pitted acne scars, but part of me wonders if being foundation-free will hinder my ability to get jobs or be taken seriously by sources. Do I suck it up and spend my remaining years in college finally learning how to properly put on foundation?

Our Truth-Tellers respond.

Jan: No plans to be on air means no need for foundation. If on-air work becomes a thing, you can get help applying camera-ready makeup. As someone who has been foundation-free for years — lipstick and an occasional swipe of mascara — I’ve never felt a job opportunity or source response has had anything to do with a lack of makeup.

Corey: I carry the privilege of never being expected to wear makeup to an interview or professional setting, but I think if you can reasonably expect yourself to be in a situation in the future where you’re expected to wear foundation/concealer (a friend’s wedding? costume party?), undergrad would be a great time and place to learn while you have people around you to give you tips and feedback.

Leah: If there’s any chance it would be fun for you to learn this stuff with your friends, college is a really good time. (Although I’ll also say that there’s literally nothing makeup related that you can’t learn from YouTube/TikTok. People are amazing.) But more broadly, it’s definitely worth thinking about what environment you want to be in. There are places that will make it seem like a full face of makeup is a priority regardless of whether you’ll be on air or not.

Jan: From my “older” perspective, I can echo Leah that there will always be access to makeup tips and advice.

Leah: One thing that’s been helpful to me is looking closely at the way that other people in an organization dress in roles that I want to do someday. That will help give you a sense of norms and expectations. Even if you decide to push back on certain norms, it’s super helpful to know what they are going in!

Dear Council of Truth-Tellers: 

Should I advise my mentee to take a job in a newsroom that has zero people of color? My gut says no, but I don’t want her to pass up on a job opportunity — as a woman of color, I know she is likely to be overlooked wherever she applies.

Our Truth-Tellers respond.

[Editor’s note: A shorter version of the Truth-Tellers response appeared in the newsletter. This is their advice in full.]

Jan: Your student is the best judge of what she can handle. As mentors, our most important role is a supporting role. Help her sift through information and possible scenarios. Share coping mechanisms. With so many variables, to outright say no, simply because she would be the only JOC, is limiting. 

Corey: The problem about pushing mentees into a place with zero people of color isn’t that those spaces are inherently dangerous. It’s that when issues of race/racism come up, there’s no one in power or a position of authority who can see the situation from the lens of someone on the receiving end of systemic oppression. The mentee may be able to handle the emotional weight of being the only person of color in the room, but in my experience, if a workplace has zero people of color, there’s often a reason for that.

Jan: And that is a perspective worth sharing and a situation worth asking about as the student gathers information needed to make a decision.

Leah: That’s such a good point. It’s not like workplaces haven’t had forever to hire POCs. 

Corey: As a mentee, I would feel a little betrayed if my mentor knew I would be the only person of color at the job and didn’t at least tell me because being the only person of color in the room can be a job on top of a job in some spaces.

Jan: Having actively engaged in hiring, I know how things can fall through and hires of color can slip through your fingers. Better offers can thwart diversity efforts. I don’t discount the concerns raised because I’ve experienced them. I’m not ready to make that decision for the student.

Corey: It comes back to letting her make the decision but make sure she’s aware of what she’s signing up for.

Leah: Totally. And I think it matters what stage of her career she’s at, both in terms of how much context she might need, and how important it might be to take any job.

Corey: I understand hires slip through the cracks but no people of color at all in an organization means that where the people of color need to be brought in is at the leadership level.

Leah: When  young JOCs have to leave a place because of racism, they’re often tagged as “difficult.” And that can follow them throughout their careers. Being in a supportive environment early on can make such a huge difference in people’s confidence and future opportunities.

Jan: I sometimes couldn’t tell whether the bias I experienced was due to my gender, my youth or my ethnicity. I was fortunate to have good mentors across the spectrum.

Leah: One thing that might be helpful for the mentor to keep in mind is that regardless of the decision the mentee makes, helping support them through the next phase is going to be so important. New jobs are always tough, and having someone to help sort through all those dynamics is really, really valuable.

Corey: The person who asked this Q said their gut said no, and I think that’s worth exploring. Encourage your mentee to do a cost-benefits assessment that makes room for her mental health, and leave the door open to talk specifically about those concerns. 

From the June 30, 2021, edition of The Collective:

Dear Council of Truth-Tellers:

I got into journalism so I can make a difference. Now my news outlet monitors every social media post for signs of bias. Where does my personal conscience end and my responsibility as a journalist begin? Can I be a journalist and an activist? 

Our Truth-Tellers respond. 

[Editor’s note: A shorter version of the Truth-Tellers response appeared in the newsletter. This is their advice in full.]

Jan: You don’t have to give up your humanity to be a journalist. You do not have to check your personal beliefs system at the door. You do have to carefully consider your role in public society.

Leah: Agreed. I think a big part of the reason that so many people get into journalism is because they’re hoping to change something about the way society works, and to shed light on issues (and communities) that don’t get enough attention.

Jan: Exactly. Journalists expose wrongdoing, hold those with the power to solve problems accountable, report expert opinions on policy and solutions and use journalism to spark community conversation.

Corey: I agree that a job in journalism shouldn’t exclude you from caring about the issues others face, or from raising awareness. If there’s a way to use your journalism platform to raise that same awareness using the conventions and styles that your news outlet deems acceptable, try that out!

Leah: Corey, exactly. I think for people just getting into journalism, it’s worth thinking about what you want to share publicly and why. There is a way of sharing opinions/perspectives on social media that can just be a kind of virtue signaling, and then there’s a way that can actually help illustrate viewpoints that are marginalized or misunderstood. So people can ask themselves: Is what I’m sharing designed to make me look cool for the people that follow me? Or will this also help educate/inform/add nuance or color to a situation?

Jan: To follow up on Corey’s thought. If it is not enough for you to expose problems, hold the powerful accountable and provide knowledge that can lead to action, then perhaps journalism is not your true calling. You have to ask yourself where is your value? In illuminating the path or leading the charge?

Corey: It’s also worth having a clear conversation with your management/HR regarding your company’s social media policy and what exactly you can/can’t post. You may find out you’ve been within the guidelines all along, or vice versa.

Leah: Yes. I think it’s so important to note that what an employer considers an opinion or “unacceptable” is often largely based on identity. Things are considered opinions more often when POCs are voicing them or “activism” when a story is centering the perspectives/interests of marginalized people.

Jan: It’s not just about posts. Can you attend/participate in rallies or causes? That’s where reporters have to push back. Providing the public information about the perspectives/interests of marginalized people is thorough reporting.

Leah: For all of these questions, I think it breaks down in two parts for me. There’s the policy part: Are you allowed to do something based on your employer’s guidelines? And then there’s the ethical policy: Should you do something? And for me, the should question always comes back to why. Why do you want to do this?

Jan: Even if the why is defensible, it still may not be the journalist’s role. There is a difference between advocacy and activism. While my thinking has evolved during nearly 40 years of journalism and teaching, I’m not ready to equate the two. I’m so glad to have this conversation with you two.

Leah: Good point. Maybe the why needs to be more specific. Why should I be doing this thing? Even if it’s important for someone to do, why is my voice/participation adding something that valuable?

Jan: Leah, that is the question many of my young journalism students face. If they need their hands on the problem at the frontlines then activism may be a better fit. That’s fine. They can still use their skill set in a different way.

Corey: Journalism can be both advocacy work and activism. It depends on how you use the voices you want to uplift!

Leah: One of my journalism heroes is Ida B. Wells, who famously used her role as a journalist to expose the rampant lynchings happening in the U.S. I find it really meaningful to look at the work that journalists have done throughout history that has led to huge changes in both policy and consciousness.

Jan: By definition, “activism” involves vigorous campaigning to bring about political or social change. Is that your vision of the role of the journalist? I agree that Ida B. Wells and her work led to huge changes. She was relentless in revealing the depth and scope of lynching. But did she personally craft policy and legislation?  Is that a distinction between advocacy and activism?

Corey: Yes, I think if the laws would not have been passed without that work, then that journalism becomes a work of activism. Ida B. Wells is a great example and one of my heroes. I also think of people like Monica Roberts, a Black trans journalist whose work not only changed the way journalists cover the deaths of trans women of color but changed policies in how police report their deaths. When you’re talking about people who live at the intersection of multiple oppressions, some of them have to be activists just to ensure their personal survival.

Jan: How do we help JOCs navigate predominately white newsrooms that will see activism as a path too far?

Corey: We hold white newsroom leaders accountable for their implicit biases and redistribute funds toward investing in reporting on the communities that journalism has left behind so long.

Or at least those of us with the privilege to do so can.

Leah: Yes. And I think holding people accountable has to be a communal effort. Because when there’s not widespread pushback against the current power structures, it’s easy to just pick off/isolate individuals who are trying to take a stand. So for individuals, I think that means finding community within your newsrooms if possible — looking for people who share your values and can help advocate alongside you.

Jan: Margaret Sullivan wrote a column about this topic. She suggests the better question is: “What journalism best serves the real interests of American citizens?” I don’t think journalists should act as partisans, but I do think we can follow our personal beliefs in standing up for human rights, civil rights and social justice. I don’t plan to organize the march but I will work to amplify the voices.

Leah: I think there is such a wide range of organizations that have space for people with different ideas about what journalism should be. So people can look for organizations that share their journalistic values, while also trying to hold accountable newsrooms that tend to have more conservative views about the role of a journalist.

From the May 26, 2021, edition of The Collective:

Dear Council of Truth-Tellers:

Should I accept a job with a news organization that’s thought/known to have a point-of-view (e.g., politically left or right or a focus on journalism for BIPOC audiences)? I would be doing a “journalism” job, not an opinion job, but will this impact how future employers see me?

Our Truth-Tellers respond.

Leah: It’s worth considering what you need in your career right now and what this place will offer. Do you feel like the opportunity will help you develop the editorial skills you need to get better at what you do? Will you be in community with others who are doing work that you respect? If so, I think it’s worth going for. You may be in a position later where you have to do some explaining, but ideally that will just give you an opportunity to talk up your specific work and how you approached it.

Corey: As long as you can defend the work you do, an employer should be able to look past the reputation of a company. Journalism for BIPOC audiences often happens when the coverage of those communities in “mainstream” journalism is lacking or inaccurate. Publications that serve an underrepresented community don’t always imply a specific point of view..

Jan: You do make an important distinction between a targeted audience that has been left out of the conversation and an ideological bent. I once encouraged a Black student journalist to consider a summer internship at a rather conservative news outlet in D.C. It was an opportunity to observe journalism from another perspective and to share her experiences and perspective that they might not hear otherwise. 

Corey: Part of the research you do into a company during the hiring process includes checking whether you feel comfortable adding to, and being a part of, that company’s legacy and overall body of work. 

Leah: Every news outlet has a bias/bent that is a reflection of the people who work there and the beliefs they select for. One of the prevalent “bents” in news organizations is toward the perspective of white people, usually upper-middle-class white people. But just because that perspective is incredibly normative at most media outlets does not mean it’s any less biased. Learning how to decipher why something is considered neutral and by whom will likely be a lifelong journalistic project!

Corey: If you feel like the company’s ethics don’t align with your own, it might not be the place for you because eventually you may be asked to represent the company in some form or fashion.

Jan: The thing is you can’t anticipate every reaction that might happen. I go back to earlier thought on your work representing your ability to do thorough, accurate journalism.

Leah: It’s worth thinking hard about your values and how they line up with the place you want to work (or how hard it will be to tell stories from a different perspective in a place that leans a certain direction).

From the April 28, 2021, edition of The Collective:

Dear Council of Truth-Tellers:

I’ve been trying, unsuccessfully, for months to get promoted. This is nothing to do with my competence or talent, according to the feedback I get, but it’s because someone else simply has more experience than me. I accept that. But I feel that as a POC, we are forever stuck in less senior positions despite working twice as hard to get here. I’m in my mid-30s, I’ve been in the game for over a decade now. What do I do from here?

Our Truth-Tellers respond.

Jan: It seems it is time to move on. Waiting on management to notice you doesn’t seem productive.

Leah: This one is frustrating. I would say a good first step is to ask your manager, in writing, to lay out what it would actually take to get promoted. What are the specific milestones you can shoot for, and over what time period?

Corey: Learn to leave the table when you aren’t being served! If you’re dedicated to being in this specific work environment, try asking your higher-ups if there’s any extra opportunities you can do to get more experience and make it clear that it’s a position you could see yourself thriving in in the future!

Leah: I’ve seen situations where someone starts doing that and the result is that they’re stuck with more work but still no promotion.

Jan: Do your reporting and determine what the landscape is for your skillset and unique talents. If you really want to stay where you are, you may be able to leverage a job offer at another news site into a pay raise AND promotion at your current site. I know someone who did that recently.

Corey: This may be an opportunity for you to network with people who are doing what you want to be doing and seeing how they broke their own glass ceilings.

Jan: Letter Writer is currently a little fish in a big pond, from the sounds of it. They have to decide whether being a bigger fish in a smaller pond gets them the experience and responsibility they crave. A lateral move doesn’t have to be negative either if the environment is more conducive to future growth. These are all things only Letter Writer can decide for themselves.

[Editor’s note: Journalism associations facilitate networking and mentorship. Consider joining AAJA, NABJ, NAHJ, NAJA and SAJA. If you need financial aid to cover membership dues, ask what kind of support each organization might provide.]