I believe I have just completed the best
book I have ever read on journalism. It may be 18 years old but so much of what
it contains relates to personal feelings on the craft of journalism and the
management of the news product.
Given all that has happened in the last 20
years it is interesting to reflect on comments made by the writer Max Frankel
in his book The Times of My Life and My
Life with The Times.
The Times in this instance being The New York Times, the newspaper
Frankel was fortunate enough to work for during all his working life, ending as
the company's executive editor.
It may be that the latest generation of
journalists will wonder at much of what Frankel describes in his story. They
have worked only in the corporate model of the industry and sadly that is
hardly a shining example of how best to maintain journalistic standards in the
face of demands to turn a profit for the all important, yet faceless,
institutional shareholders who were never concerned about the journalism side
of the business – witness the downsizing of newspapers around the world.
Yet experience has shown the family model
of ownership was the ideal in the news business and one of the reasons The New York Times has retained its
standing is because it has maintained the family connections that made it such
a significant player on the news stage.
Even in the face of digital pressures it
has held its place, instituting a paywall, but not just offering their news
service to subscribers. For one thing a quick flick of the keyboard can make
every issue ever printed of the newspaper available to anyone who may be
interested. That's one incentive to pay for the service, but there are others
which an explore of their website will reveal.
It also allows the columns Frankel wrote in
his retirement to be read at leisure, an example of his gravitas being applied
to news production without having to be concerned with the process.
What makes Frankel's story all the more
compelling is the background to his career, his exit from Nazi Germany as a
schoolboy Jew just before the onset of war, the adaption to life in the United
States and all that it had to offer and his advancement through the remainder
of the 20th Century and all that it involved in news-gathering.
He knew the effects of the Holocaust, he
knew also of the separation from his father who disappeared into the Russian
gulags as the result of being in the wrong place at the wrong time in Poland.
The story of his father's existence in those years of separation are a sidebar
to Frankel's story yet important all the same in helping explain his later
actions in life.
"Those who would truly stop the presses and seal the frontiers of nations and knowledge reappear in every generation, with tempting philosophies and contempt for humanity."
Once completing University study and
winning a place at the New York Times, Frankel moved through the ranks as a
foreign correspondent in Europe, and spending enough time in Russia to lend a
fascinating perspective to aspects of the Cold War. He worked in the
newspaper's Washington bureau and then spent time back in the home office
learning all that would be required of him in his executive editor's role.
For anyone with the slightest interest in
the journalism of the 1950s-70s, Frankel's experiences are riveting: Cuba, the
missile crisis, the Vietnam War, the Pentagon Papers, Richard Nixon et al.
The New York Times famously won the right
to publish the Pentagon Papers and Frankel was in the middle of the fight. He
said of them:
The Pentagon
Papers proved that every administration after World War II had enlarged
America's commitment to the defense of South Vietnam and secretly intensified
attacks on North Vietnam. Yet at every stage the government had hidden the true
dimensions of the enterprise and its own abundant doubts about the prospects
for success. Although by 1971 the terrible cost and length of the war were
obvious, no one who believed that government was accountable to the governed
could fail to recognize this history as explosive news: the government
analysing and bemoaning two decades of its own Vietnam operations.
Frankel's understanding of the importance
of the papers was borne out when court actions began and the ill-equipped New
York Times lawyers, better suited to financial arguments with Wall Street,
failed to grasp the occasion's significance. At a crucial stage in the
proceedings, he addressed the lawyers with a memo outlining why the Times' case
was so crucial and it played a key part in their successful argument. It also
helped that the Judge hearing the case had worked in World War Two intelligence
so had a clear grasp of what and what wasn't secret.
It was as the news industry began to change
that the Times faced the same issues other newspapers around the world had to
contend with. But such was the Times' view of its place in the world that it
refused to react as so many others did. Frankel highlighted Times' boss Punch
Sulzberger's attitude which was that the Times' raison d'etre was to practice great journalism.
It needed to make
money – not to enrich the Sulzbergers or even the stockholders but because
profits were the only guarantee of the paper's honesty, independence and
survival. If mismanaged or misdirected, the paper could not look to any private
fortune for rescue.
In moving into his executive role Frankel
describes the challenges involved in moving the monolith that was the New York
Times into new areas of thinking and operation. He described the battle he had
in convincing colleagues that in the battle against television it was important
that it wasn't television determining what was 'the news' of the day. The news
of the day for the New York Times
would be the news that it chose to define, or that it felt its readers needed
or were interested in. As he put it, journalists believed they knew what the
public needed to know whether or not they wanted to know it. But in reality
they did not know what their readers wanted.
Frankel described how he received, almost
by accident, results of an experiment that was like spying on readers. What was
revealed were details that showed none of the readers read the paper in the way
it was thought they did and, importantly, no two readers read the paper the
same way.
Anyone who has been involved in endless
think tanks trying to better their newspaper anywhere around the world would
identify with this attitude. But Frankel said having absorbed all these
challenges, it still took time for the realisation to occur that the new
function of newspapers was to
…add unique value
to widely available information. As much as news, we sold judgment and
expertise. And that had far-reaching implications for every facet of
newspapering.
And therein likes the crux as so many
newspapers now struggle in comparison to the Times.
Judgment and
expertise are expensive commodities. They require staff drawn from an elite
talent pool plus training and experience and time for research and reflection.
Above all they require a willingness to break with convention.
Other aspects of the news operation also
come into Frankel's ambit: affirmative action in relation to equal pay for
women, improved opportunities for minorities and coverage of the AIDS epidemic,
and his description in the changes undertaken by the New York Times is a
fascinating study in an organisation of its size. Equally interesting is the
way in which Frankel realised, from his own refugee experience, what events in
Hungary in 1989 meant, seeing much sooner than others the break-up about to
occur in the Communist world.
As a closing gesture in his book, Frankel
reflects on the realities facing journalism. Consider some of his thoughts:
+ The relentless
pursuit of profit panders to commercial interests and causes informative news
to be replaced with the inane.
+ The imbalance
of power between earners and spenders has damaged news operations at all but a
handful of American newspapers. The exceptions are obvious: instead of
stockholder 'democracies' they remain limited monarchies. They are family
papers, like The Times, whose
founders did well by doing good and who managed against the odds to pass both
their values and assets to succeeding generations…The families are not absolute
rulers. They, too, must deliver dividends and ascending profit margins. But
they can pursue a more distant and responsible vision of success than next
month's bottom line.
+The most
important function of the family monarch is to resolve the inevitable conflicts
between Advertising and News and to protect journalistic values from commercial
attack.
Finally, it is Frankel who offers a highly relevant
passing thought in the days in which we find ourselves:
If I have learned
from my times, I know something of the future: It will rain again, on the world
and on The Times. Those who would
truly stop the presses and seal the frontiers of nations and knowledge reappear
in every generation, with tempting philosophies and contempt for humanity. By
their press shall ye know them. They will cause new floods.
What is tragic in the news environment in
which we live, is that the people in newspaper management, and industry
investors, who have been responsible for the situation now facing the
journalism craft will have no comprehension of the issues Frankel raises, nor
will they care.
They will have no understanding of the loss
of institutional intelligence in the coverage of so much that is important to
the democratic existence that can only survive on knowledge. They will wonder
why when advertisers finally abandon the sheets on which so little relevant
news is published. And they will look at the diminished returns in their annual
investment statements and wonder what might have gone wrong?
Enlightenment will be their final reward when the last
bottom line has been rubbed out.
The
Times of My Life and My Life with The Times by Max Frankel, Random House, New
York, 1999