Dynamics of Successful Coaching of Student Talent in Broadcasting: An elusive art in the news lab

Abstract

An elusive art in the news lab is very little written about how educators can be better coaches to broadcasting students. Perhaps it's too narrow a topic to warrant exhaustive study. Perhaps it's too elusive an art to be dealt with effectively in scholarly research. But I submit that some attention to developing effective techniques can go a long way toward improving effectiveness in the broadcasting lab. The value Some folks make the same mistakes over and over again because no one tells them differently as their career moves along. DON FITZPATRICK, CONS LITANI DON FITZPATRICK ASSOCIATES SAN FRANCISCO Broadcast educators enjoy a privileged position when it comes to nurturing talent. Unlike news directors in the marketplace who often must attempt to guide those resistant to change, educators typically work with students who are receptive and eager for instruction. Students, by definition, are predisposed to learning new ways of doing things. So growing in a school setting ought to be easy. It is anything but that. The process gets complicated perhaps because it has less to do with journalism than it does with ego and self-esteem. Coaching in a student newsroom can, at times, be very much like tip-toeing through an emotional mine field. The less stalwart among us avoid any significant because of the potential risks. We might, after all, hurt someone's feelings, or crush a fledgling career. But I suggest that we ought to be fully involved in meaningful, constructive criticism with our students-if for no other reason than it may be the last such help they receive. In a professional broadcasting environment, even in smaller markets, managers seldom nurture neophytes. My personal professional experience includes almost 20 years in TV newsrooms-half of that as on-camera talent working for eight different news directors. While there is no doubt that I could have benefited from some coaching, particularly in my early years in small markets, I received none. Even on the one occasion when outside consultants were brought in to help us better our product, the one-on-one coaching session resulted in no specific suggestions for improvement (and I assure you that there was room for some.) Instead, my performance improved largely by imitating those whom I believed were more accomplished. Dave Goren, sports anchor in Winston-Salem, N.C., has had similar experiences. He says he's worked for six news directors so far, and every one of them has avoided any attempt at coaching. found that news directors have left me alone. The ones I've worked for either have no knowledge of sports, or don't care. I can't think of one instance in which a news director has tried to help me improve. Does that mean I'm perfect? Highly doubtful. The lack of input from above can be looked at in two ways: I'm glad they're not butting in; or, why don't they care? Broadcasting consultant Bill McMahon, president of Mediavision Ltd., San Diego, suggests that it comes down to ineptitude. Management doesn't really know how to coach, since they themselves have never been trained to do it, as they worked their way up the ladder. Looking back on the bosses I've worked for, I tend to agree with McMahon. I believe that they simply felt inadequate and unprepared for the task, and deeply uncomfortable about broaching what could have been an emotionally risky encounter. Establish trust There has to be absolute trust and respect. BILL MCMAHON MEDIAVISION LTD. SAN DIEGO During my years in TV newsrooms, I found myself occasionally cast in the role as mentor to interns and newcomers. In that environment, it would have been inappropriate to tell the beginners that it was okay to admit uncertainty, or to make mistakes. In fact, the stakes were very high and weakness or errors could have been fatal to their budding careers. …