I consider myself a pretty good people manager but it took me a long time to become one. I’ve always been good at working with photographers but it took quite a bit of work to become good at managing the people under me and I only really figured it out in the last year or so.
The greatest piece of advice I ever read (out of 20 or so business books) goes something like this: Taking someone else’s idea and increasing the quality by 5% occurs at the price of a 50% decrease in their commitment to execution (here’s a recent explaination on the Harvard Business blog).
This is a huge problem in the publishing industry. Everyone tries to “add value” to everything: stories, photos, ideas, line-ups, headlines, cutlines, pull-quotes, captions, typefaces, colors and hairlines. If you’ve ever worked with an editor who makes slight modifications to every single effing thing that comes through the door then you know what I’m talking about. Your desire to execute is deflated because you no longer own anything thanks to the misguided idea that the readers will somehow notice a slight improvement in quality. They don’t. Half the readers were bought by the newsstand director anyways.
Photo editors know all too well of this phenomena that I call “shuffling the deck” where someone will come along and rearrange the photos and change singles into half’s and half’s into spreads all in the name of somehow improving the story. It’s not better, It’s different.
Some of my greatest accomplishments as a photo editor are a direct result of me doing nothing. See if you’ve got the sack to admit that.
If you want to make the magazine better do your job as well as you can and keep your mitts off mine.