As I see it!

How one ASBPE member deals with staffing, training,and other pressing issues on the job.

By Richard Lebovitz, ASBPE Member

Richard Lebovitz is Editor/Co-Publisher of Automotive & Transportation Interiors, Bill Communications, Roswell, Ga. He has been a member of ASBPE for four years.

What are the main issues you grapple with everyday?

1. Staffing is the most pressing. Despite the prominence of business journalism, the journalism schools are failing to direct talent toward the world of B2B media. Also, within the trade, there is increased competition for talent between traditional print media and electronic media.

2. Education and training is next: finding the time and approach for cultivating the talent I’m fortunate enough to land.

3. Communication is third. Despite being in the communications field, communicating with one another up and down the ladder always seems to be a daily challenge.

4. The fourth issue is keeping focused on what’s important: readers and the production of a quality publication to serve those readers.

How do you resolve them?

1. Staffing: In the absence of an editorial director and proactive HR manager, I’ve suggested that our editors take turns attending journalism job fairs and making recruitment visits at colleges. I’m also going to suggest a more aggressive internship program. And I’m going to initiate job searches outside my region.

2. Training: Our company’s model education and training program got lost in the shuffle to new owners and new management. To compensate, I’ve offered to initiate an informal series of editorial education brown-bag lunches as soon as I have time to plan for such an endeavor. I’m hopeful that such an approach will attract those who are truly eager to improve their craft and are willing to share in the professional development process.

3. Communication: You just have to work damn hard at this, listening to everyone on the staff, hooking up people who need to communicate with one another, using e-mail or other resources to complete the information links, and reminding everyone of the importance of good communication.

4. Focusing on readers: I’m looking for ways to delegate non-essential responsibilities. I’m also starting to raise questions with management about the need for functions such as our awards banquet that don’t directly benefit our readers and that take me afield from my strengths as editor.

As Editor, what are your concerns for the near future?

The shortage of well-trained staff and the increasing workload brought about by the introduction of electronic media as a companion to the publication. The Web has added more work without more people to do it.

What is the ideal role of the Editor?

The editor should be primarily responsible for the editorial direction of the magazine and the professional development of the staff. He or she should function like a radar scope for the industry served, being aware of trends, issues, etc. and addressing those in the pages of the magazine.

The better trained the staff, the better the editorial product and service to the readers.

What makes for a successful editorial product?

I think the key ingredient is to keep in mind the wants and needs of your readers. What do they need to know to do their jobs better? What are the problems they deal with day to day and what solutions can we, as a service magazine, offer?

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