Police blotter brings in $100k for Montana newspaper

Versión en español aquí.

Who would have thought that a small-town newspaper could discover a new revenue source worth $100,000 by repackaging some of its content?

As the Wall Street Journal reports, a local best-selling book in a Montana town is "We Don't Make This Stuff Up: The Very Best of the Bozeman Daily Chronicle Police Reports."

Editors have always known of the public's interest in police news and the human dramas and comedies that law enforcement officers witness on a daily basis. But the Daily Chronicle decided to go a step beyond publishing the daily news and compile the most interesting items into a book.

Analytics is undercounting engagement of your users

Versión en español aquí.

The two most important traffic measurements for news entrepreneurs are NOT unique visitors and page views. Those numbers can mislead you. They count people who arrive at your website by accident or search, glance at a page and leave.

As Ken Doctor has so eloquently put it:

"Unique visitors are a great dumb count. As I’ve noted, it’s as if in the print world we counted the everyday subscriber — consuming 5 hours a month of a news publication — the same as someone who, standing on a Midtown corner on a windy day, happened to catch a sheet of flying newsprint as she held up her hand to hail a cab."

By contrast, the two measures that should really matter to you are:

• engagement -- how long a visitor is on your site per visit and how many pages they view
• loyalty -- how many times they return per day, week or month

People problems in a small media organization, Part 2

Versión en español aquí.

In People Problems Part 1, we talked about two common kinds of complaints that you as a manager might hear.

• "I don't think Karl is showing enough commitment to his work"
• "The technical staff is being rude to our salespeople"

Then we walked you through the basic steps you as a manager could use to help your colleague solve the problems. The goal in this process is to develop your colleague's problem-solving skills.

If you focus on developing your people, your organization will develop far more rapidly than if you focus on just the numbers.

People problems in a small media organization, Part 1

Versión en español.

If you are leading a team in a small media organization, you need to get the best out of your people. Everyone has to be a contributor. 

This is not just a selfish thing. You get the best out of people by helping them develop their own talents, overcome obstacles and reach their own professional goals. 

Ask questions, don't give solutions

If a member of your team comes to you with a problem -- for example, "I don't think Karl is showing enough commitment to his work" or "the technical staff is being rude to our salespeople" -- you will not help the person by providing a solution. 

• First, the solution you propose might work for you but not for your colleague. You have different talents and experience. 
• Second, providing a solution denies the person the chance to grow, to develop confidence in problem solving.  

Brian Stelter shows personal brands rival media brands

Versión en español aquí.

For several years I have been using Brian Stelter, the media columnist and TV commentator, as an example to students of how a young journalist can build a personal brand. 

He did not attend a famous university and had no special family connections. Yet he quickly made a name for himself online by creating a blog that thrived on timely, high-quality journalism.

I always include a slide showing the number of his Twitter followers (lately, 200,000) and pose the question: "How much longer will Brian Stelter need the New York Times?"

As it turned out, not very long. Stelter was just hired away from the Times by CNN to host "Reliable Sources" and be their media reporter.

Journalists have to market their work in social media

Versión en español aquí.

A young acquaintance was applying for an online reporting job at an internationally renowned news organization.

But the interviewer did not focus on the job candidate's articles. He wanted to know more about the metrics of audience engagement with the candidate's stories -- time spent, social sharing, search traffic.

How had the candidate used social media to capture readers? How effective were the tactics? What measurement tools had he used to gauge effectiveness?

In other words, did this job candidate understand how to capture and interact with the audience on the web?

Know the Hispanic audiences -- all of them

Versión en español aquí.

Tony Morejon likes to tell the story of a community outreach program that failed because the government agency in Tampa, Florida, did not understand differences between Hispanic groups.

Tony Morejon: "All Hispanics are not alike."

The government wanted to offer health services to the Mexican immigrants who work on local farms. But instead of hiring Mexicans to do the surveys and health screenings, as Morejon recommended, they used their own employees, mainly Cubans and Puerto Ricans. The reasoning was that since the employees spoke Spanish, they could persuade the Mexicans to enroll.

It didn't work, said Morejon, Hispanic community liaison for Hillsborough County. The Mexicans politely declined to volunteer information about household health issues. Even though the outreach workers spoke Spanish, the Mexicans perceived them as authority figures to be feared rather than trusted.