In newsroom transformation, it can help to shift your mindset

By Amalie Nash

INMA

Denver, Colorado, United States

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What if you’re not the problem standing in the way of making changes? What if it’s actually me?

During the recent INMA Media Innovation Week in Helsinki, I co-hosted a newsroom transformation seminar with Stephanie Grönke, a career and leadership coach based in Germany. She walked participants through an interactive mindshift process she teaches.

Stephanie Grönke with Amalie Nash during Media Innovation Week.
Stephanie Grönke with Amalie Nash during Media Innovation Week.

It’s the iceberg method, she explained: “Most of the conversations, conflicts, and issues are about things above the surface. But the game changer is to address the things below the surface.”

Here’s how it works:

  • Step 1: Write down which problem you want to work on. For this exercise, we suggested topics typical in newsrooms — we have data, but it’s not being used; departments work in silos; and we say we’re digital-first but focus too much on print instead. 

  • Step 2: Identify your mindset blocks around your topic/problem.

  • Step 3: Switch your mindset.

  • Step 4: How would you act differently to create new outcomes?

Within each of these steps is a series of guiding questions. Step three in particular has multiple components, challenging you to state your beliefs about the problem you identified, articulate the evidence you have for those beliefs, and identify the opposite of those beliefs.

The four steps of the iceberg method.
The four steps of the iceberg method.

One audience member shared that she’s on a team with others who have longer tenure but don’t have her expertise in selling digital products. But, she said, they don’t listen to her — and they’re the problem preventing progress. Grönke gently challenged those assumptions, questioning whether she’s taking the right approach in trying to make changes.

It’s an uncomfortable but enlightening process. It’s easy to say others are the blockers to success without looking inward. Did I try to get buy-in from the team or simply issue directives? Have I equipped others to be successful? Am I modeling the behaviour I want others to follow?

We ended by asking the audience to commit to two action items they could get done in the next two weeks. Among those who shared, high on the list were listening more, setting up collaborative meetings, and seeking feedback.

When it comes to cultural change, all of those are key.

Get Gronke’s mindset workbook.

Have you been through a process like this? E-mail me: amalie.nash@inma.org.

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About Amalie Nash

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