Deadline? What deadline? My story is already filed!

Doesn’t every journalist want to wrap up the workday and be home with their kids or their dog or their houseplants (or like this writer, be at the golf course or the tavern or out on a hike) by 5:30 p.m. like most normal office jockeys?
And yet, whether it’s a daily grind story or a weekender that needs finishing, many newsies find themselves sweating it out on deadline as an anxious editor nips at their heels.
As an editor, I would grow impatient immediately upon wrapping the afternoon news meeting to get the stories edited and filed to the copy desk. To motivate the laggards, I had this technique of standing directly behind them while holding my arm pointed to the ceiling and moving it back and forth like a metronome while making an audible “tick-tock” sound. I found it hilarious and effective, and I always assumed that the writers did, too (OK, in reality I know they hated it, but the discomfort was a crucial element of the technique!)
So, from here on out, in all cases except bona fide breaking news scenarios, let’s all get out of the office earlier. Here are some tips gained from years of seeing a life beyond work.
- Talk to your editor more. Have a quick pre-reporting chat, then a midday update and finally a pre-writing confab to make sure you’re on the same page and both know what to expect. These chats can be one minute or less.
- Write throughout the day. Ever notice how fast and easy it is to write an adder for another reporter? You quickly pick your best stuff, grind it out and shoot it over. So, why not do this with your own material? Write as you report. Keep your notes in story form as much as possible to really speed things along. Write in chunks and link them with transitions later.
- Think lead and form all day long. Great leads, transitions, nut graphs and kickers take time, so it helps save time if you think about how a story will come together before, during and after the reporting. If a good idea comes to you, scribble it down immediately.
- Write a nut graph first. If you know the nut graph going in, writing the rest comes easy. And don’t forget: your nut graph can always become a hard-news lead if you can’t craft a meaningful narrative or anecdote.
- Report to write. While reporting, always think about what the story needs and how it might take shape. If you’re always on the hunt for a lead, a nut, details, anecdotes, examples, data and an ending, those elements will be present in your head when you sit down to write.
- Work quickly, but don’t rush. Make a reporting plan and source list at the start. Discuss angles with your editor or colleagues. Get going on art or graphics right away. Then, when you do interviews (the most important part of reporting), you’ll have banked more time to go deeper.
- Take what you need and leave the rest. Survey reporting, or talking to many people with nearly the same viewpoint or background, can be critical to project reporting but is rarely necessary in daily reporting. Seek out the best possible sources and be patient with them.
- Send a lead and nut note to your editor. To avoid uncomfortable disputes, which the editor will invariably win, send an instant message with, “Here’s what I’m thinking on this story, what do you think?” and attach the top and nut. This prevents wasted time and heartaches.
- Draft an outline. This technique sounds quaint, but creating a written plan for your story can dramatically speed up the writing process and also ensure you don’t leave anything important out.
- Work harder, faster and smarter. Watch to see who leaves work on time and who ends up staying late, then emulate those who get to it and get out. Arrive early, be on task and hustle.
- Keep the gabbing to a minimum. Stay clear of newsroom gossips, gabbers or gripers. A quick chat or joke is fine, but the time you waste talking to a gabber, or worse yet listening to them, will only lengthen your day and reduce your productivity. Whether you realize it or not, those people will bring you down.
- Avoid perfectionism. Don’t struggle over a single word, sentence or paragraph. Let the copy flow, get it all down, and then go back and revise. Also, don’t get too married to a lead or story format; you can always try a new technique tomorrow.
Bart Pfankuch is an investigative reporter for South Dakota News Watch, online at sdnewswatch.org. Contact Bart at bart.pfankuch@sdnewswatch.org.
Do you have a sales prevention department?

John Foust has conducted training programs for thousands of newspaper advertising professionals. Many ad departments are using his training videos to save time and get quick results from in-house training. E-mail for information: john@johnfoust.com.
Every business has procedures in need of tweaking. Do any of those procedures at your newspaper involve the advertising department? It might be a good idea to take a look.
I remember a Monday night long ago when my cable TV stopped working. I called the customer service line and went through the frustrating process of getting a real person on the line. That person was nice, but said they couldn’t do anything about my cable until Thursday. Between Monday and Thursday, I received at least six automated messages to remind me of the appointment.
On Thursday, I made plans to be home to meet the service tech. When he arrived, he quickly determined that the cable box needed to be replaced. He retrieved a new box from his truck and installed it in a couple of minutes. Then the real trouble started. He couldn’t activate the box until he received authorization from the cable company. As he explained it, the box which he had just connected to the TV had to be transferred in their records from the company’s inventory to his truck’s inventory to my TV. He submitted that request, but they couldn’t make the switch right away because he had to wait his turn.
He was a nice fellow. As we sat in the kitchen and waited, he talked about his work, his family and his children’s interests. Along the way, he mentioned that he liked his job, but that he spent most of his time waiting for the home office to authorize the equipment he installed.
After an hour of waiting, I tried to help by placing a call to customer service. When I eventually got someone on the line, I explained the problem and handed the phone to the technician. The customer service rep said she would look into the problem. But after more waiting, the tech decided to call another technician to see if he had a cable box that had already gone through an inventory switch. The new tech showed up a little later, and luckily that box worked.
The end result was that he was there for three hours to do twenty minutes of work, he was over an hour late for his next appointment, and — worst of all — he said it was an ordinary day.
The story doesn’t end there. About an hour after the technician left, I received another automated phone call to remind me of the appointment.
Everyone I encountered was genuinely concerned about my problem, but they were limited by a faulty internal system.
I’m reporting this experience in excruciating detail to illustrate the negative chain of events that can result from a flawed process. I’ve run across some newspapers with similar system defects.
In fact, I once heard of an office that had such a stringent credit process that people referred to it as the “sales prevention department.”
The challenge is to find problems and fix them. If you do that, you’ll become a customer service hero.