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Life and death as a female editor	Life and death as a female editor
2014-05-19 03:45:25 UTC	2014-09-03 15:25:39 UTC (4 months later)
Media is a tough world. It’s tough on executives who work in it and manage the 24/7 demands of news. It is especially tough on women who want to work their way up the greasy pole of management.	Media is a tough world. It’s tough on executives who work in it and manage the 24/7 demands of news. It is especially tough on women who want to work their way up the greasy pole of management.
Getting to the top, becoming the first female leader of a venerable news media institution, does not come with any soft landings. You have to be game to take it on, for all the personal flak that will come your way. And no one ever has to tell you to lean in, because there’s no other way to do it.	Getting to the top, becoming the first female leader of a venerable news media institution, does not come with any soft landings. You have to be game to take it on, for all the personal flak that will come your way. And no one ever has to tell you to lean in, because there’s no other way to do it.
Women vacate the editor’s chair as unceremoniously as men. Two years ago at Fairfax I walked away from my job as editor of the Sydney Morning Herald – the first (and only) woman to have held the job in the paper's 180 years of continuous publication – at the same time the Herald’s publisher, Peter Fray, and the Age’s editor-in-chief, Paul Ramadge, departed. I had been editor for 18 months.	Women vacate the editor’s chair as unceremoniously as men. Two years ago at Fairfax I walked away from my job as editor of the Sydney Morning Herald – the first (and only) woman to have held the job in the paper's 180 years of continuous publication – at the same time the Herald’s publisher, Peter Fray, and the Age’s editor-in-chief, Paul Ramadge, departed. I had been editor for 18 months.
Sylvie Kauffmann, who was appointed editor-in-chief of Le Monde in 2011, a few days after I achieved my career milestone at the Herald, lasted just a year at the helm before stepping down. Last week Le Monde’s Natalie Nougayrède resigned after a power struggle with management just a year after the staff ballot that put her in the job.	Sylvie Kauffmann, who was appointed editor-in-chief of Le Monde in 2011, a few days after I achieved my career milestone at the Herald, lasted just a year at the helm before stepping down. Last week Le Monde’s Natalie Nougayrède resigned after a power struggle with management just a year after the staff ballot that put her in the job.
A day earlier, the New York Times had sacked its first female editor, Jill Abramson, after less than three years in the role. Abramson’s was a good run in comparison with the others, and with me. Last year her paper’s CEO Janet Robinson stepped down: she had implemented the NYT's paywall and was reportedly known as “the Nanny”.	A day earlier, the New York Times had sacked its first female editor, Jill Abramson, after less than three years in the role. Abramson’s was a good run in comparison with the others, and with me. Last year her paper’s CEO Janet Robinson stepped down: she had implemented the NYT's paywall and was reportedly known as “the Nanny”.
There has been much speculation about the reason for Abramson’s departure: whether she asked for a pay rise; whether she was brusque and difficult to work with; whether she failed to understand the needs of the digital culture; whether she was undermined by others; whether she had disagreed with the publisher over policy. Some or all of those reasons may be true.	There has been much speculation about the reason for Abramson’s departure: whether she asked for a pay rise; whether she was brusque and difficult to work with; whether she failed to understand the needs of the digital culture; whether she was undermined by others; whether she had disagreed with the publisher over policy. Some or all of those reasons may be true.
Nougayrède, meanwhile, resigned after senior editorial staff protested about changes she was planning for Le Monde, a legacy news organisation sorely in need of modernising.	Nougayrède, meanwhile, resigned after senior editorial staff protested about changes she was planning for Le Monde, a legacy news organisation sorely in need of modernising.
So why did these women feel they needed to leave? Surely it wasn’t just their management styles or temperaments, that old “too bossy” thing?	So why did these women feel they needed to leave? Surely it wasn’t just their management styles or temperaments, that old “too bossy” thing?
There is certainly an element of that, not least in all the reporting around these high-profile exits. How often have you heard of a male editor being impugned for being bossy or brusque? And it’s not just in media: a new study by Strategy& shows female CEOs are more likely to be fired than males.	There is certainly an element of that, not least in all the reporting around these high-profile exits. How often have you heard of a male editor being impugned for being bossy or brusque? And it’s not just in media: a new study by Strategy& shows female CEOs are more likely to be fired than males.
But there is also an important underlying factor in media that is far removed from gender politics. It is the total disruption of the industry, and the failure of most news-gathering companies to replace lost print profits with enough digital revenue to pay for journalism – which is expensive. The transition to a digital culture in Australia, the US and Britain has led to managements trying to save the product by furious cost-cutting and a forced haemorrhaging of senior reporters, production journalists and photographers from newsrooms as editorial budgets are slashed.	But there is also an important underlying factor in media that is far removed from gender politics. It is the total disruption of the industry, and the failure of most news-gathering companies to replace lost print profits with enough digital revenue to pay for journalism – which is expensive. The transition to a digital culture in Australia, the US and Britain has led to managements trying to save the product by furious cost-cutting and a forced haemorrhaging of senior reporters, production journalists and photographers from newsrooms as editorial budgets are slashed.
It has created a sense of panic about the future of news, and hundreds of thousands of words of speculation on how to save it. Editors of either sex are collateral damage in the hope that a new one may have a magic bullet.	It has created a sense of panic about the future of news, and hundreds of thousands of words of speculation on how to save it. Editors of either sex are collateral damage in the hope that a new one may have a magic bullet.
In the case of the NYT, a 96-page internal report sent to executives last month describes a newsroom struggling with the move to digital and apparently constrained by its culture of great storytelling and careful editing.	In the case of the NYT, a 96-page internal report sent to executives last month describes a newsroom struggling with the move to digital and apparently constrained by its culture of great storytelling and careful editing.
But I have no doubt gender was a big issue. It is no secret that women often get their chance to become a “first” when times are tough.	But I have no doubt gender was a big issue. It is no secret that women often get their chance to become a “first” when times are tough.
Until recently, no news outfit was rushing to load up the senior ranks with women. The big offer generally comes when senior management are grasping for solutions and want a change agent, so why not give the woman a go?	Until recently, no news outfit was rushing to load up the senior ranks with women. The big offer generally comes when senior management are grasping for solutions and want a change agent, so why not give the woman a go?
I got my shot at the top job at a time when most of the numbers – revenue, circulation, etc – were grim. The only consolation – and it is not one at all – is that business is worse now despite the restructures and supposed rescue operations.	I got my shot at the top job at a time when most of the numbers – revenue, circulation, etc – were grim. The only consolation – and it is not one at all – is that business is worse now despite the restructures and supposed rescue operations.
The honeymoon is short for women, as Sylvie Kauffmann confirms:	The honeymoon is short for women, as Sylvie Kauffmann confirms:
Owners, or boards, are very happy about the marketing aspect of appointing female editors and make the most of it. But they are a totally unsupportive of women when times get rough. Yes, it's tougher for women to lead because there are so few of them and there is still so little experience to draw from. So they should get extra support at the beginning.”	Owners, or boards, are very happy about the marketing aspect of appointing female editors and make the most of it. But they are a totally unsupportive of women when times get rough. Yes, it's tougher for women to lead because there are so few of them and there is still so little experience to draw from. So they should get extra support at the beginning.”
I started at the Sydney Morning Herald as foreign editor in 1995 and moved through several executive jobs until I became deputy editor to a series of editors. Some of that was by choice: I was a single parent and needed flexibility so I stayed in the most suitable roles on offer. But in my experience it’s rare to find a woman ready to walk over hot coals and bruised colleagues to get the top job in the way many men do. Often women in senior roles are thrown reluctantly into the hot seat as they struggle with a lack of confidence, a dash of fraud syndrome and the dread of taking on too much between work and family.	I started at the Sydney Morning Herald as foreign editor in 1995 and moved through several executive jobs until I became deputy editor to a series of editors. Some of that was by choice: I was a single parent and needed flexibility so I stayed in the most suitable roles on offer. But in my experience it’s rare to find a woman ready to walk over hot coals and bruised colleagues to get the top job in the way many men do. Often women in senior roles are thrown reluctantly into the hot seat as they struggle with a lack of confidence, a dash of fraud syndrome and the dread of taking on too much between work and family.
Despite a reputation of being “formidable”, I was not immune to all three of these fears. When my senior colleague Fray suggested I apply to replace him as editor after his promotion to editor-in-chief and publisher, I was reluctant. I’d just returned from long service leave after a couple of horror years when there had been three deaths in my family. I wasn’t sure I had the strength for it. But I’d also gained a lot of experience as the eternal deputy and I thought it was time to seize the moment for women at the Herald then and in the future. Yes, I knew the shelf life of a Herald editor was short and the job was tougher than ever before, but I thought it was time to stop getting in my own way.	Despite a reputation of being “formidable”, I was not immune to all three of these fears. When my senior colleague Fray suggested I apply to replace him as editor after his promotion to editor-in-chief and publisher, I was reluctant. I’d just returned from long service leave after a couple of horror years when there had been three deaths in my family. I wasn’t sure I had the strength for it. But I’d also gained a lot of experience as the eternal deputy and I thought it was time to seize the moment for women at the Herald then and in the future. Yes, I knew the shelf life of a Herald editor was short and the job was tougher than ever before, but I thought it was time to stop getting in my own way.
It had been a different story many years before when the Herald editor’s job was vacant and I was encouraged by several respected colleagues to apply. I thought about it but in the end crafted a careful email to the HR director explaining why I would not be putting my hand up: wrong timing, single parent, kid coming up for high school, elderly parents needing attention. It strikes me now as such a female thing to do. I reckon any doubts a man had about his readiness for leadership would be kept for the bathroom mirror.	It had been a different story many years before when the Herald editor’s job was vacant and I was encouraged by several respected colleagues to apply. I thought about it but in the end crafted a careful email to the HR director explaining why I would not be putting my hand up: wrong timing, single parent, kid coming up for high school, elderly parents needing attention. It strikes me now as such a female thing to do. I reckon any doubts a man had about his readiness for leadership would be kept for the bathroom mirror.
The reaction to my email was a brief reply: “OK, fair enough.”	The reaction to my email was a brief reply: “OK, fair enough.”
Perhaps HR could have asked to speak to me to see what they could do to help me step up in the organisation one day.	Perhaps HR could have asked to speak to me to see what they could do to help me step up in the organisation one day.
I don’t for a minute attribute such doubts to Jill Abramson. But I have a pretty good idea of the difficulties she faced as a newly minted female leader of a news organisation – and the first female editor at that. It is, without doubt, different and much harder for women at the top.	I don’t for a minute attribute such doubts to Jill Abramson. But I have a pretty good idea of the difficulties she faced as a newly minted female leader of a news organisation – and the first female editor at that. It is, without doubt, different and much harder for women at the top.
Taking on the job of being a “first woman” means creating from scratch a leadership style that is as effective as that of the men who have gone before – but more so. Perhaps akin to Ginger Rogers’ famous line about doing everything Fred Astaire did but backwards and in heels.	Taking on the job of being a “first woman” means creating from scratch a leadership style that is as effective as that of the men who have gone before – but more so. Perhaps akin to Ginger Rogers’ famous line about doing everything Fred Astaire did but backwards and in heels.
Women handed the task of cultural transformation in hard times have an even tougher job and the venom this attracts comes as a surprise kick in the guts.	Women handed the task of cultural transformation in hard times have an even tougher job and the venom this attracts comes as a surprise kick in the guts.
Even someone as successful as Sheryl Sandberg, Facebook's chief operating officer, is not immune. As she wrote in her book Lean In, women are expected to be helpful and nurturing, never to ask for pay rises and to be pleasantly surprised when someone offers them one, otherwise they risk breaching what Sandberg calls the likability gap.	Even someone as successful as Sheryl Sandberg, Facebook's chief operating officer, is not immune. As she wrote in her book Lean In, women are expected to be helpful and nurturing, never to ask for pay rises and to be pleasantly surprised when someone offers them one, otherwise they risk breaching what Sandberg calls the likability gap.
She devotes a chapter of Lean In to success and likability. Women may be acknowledged as excellent performers but, she writes, there is always a "but": they may be described as "too aggressive", "not a team player", "can't be trusted" or just plain "difficult".	She devotes a chapter of Lean In to success and likability. Women may be acknowledged as excellent performers but, she writes, there is always a "but": they may be described as "too aggressive", "not a team player", "can't be trusted" or just plain "difficult".
“Difficult” was something I heard often. It led me to do some vigorous self-examination of my management style – an exercise I highly recommend to anyone promoted to leadership. Power brings with it the responsibility to be more than just at the top of your game professionally. You must be aware that everything you do and say as a leader is noticed by the people around you who are looking for unspoken signals as well as the strategic direction. I still have notes I wrote to myself about finessing my approach – on trying to be less demanding, and dishing out more praise.	“Difficult” was something I heard often. It led me to do some vigorous self-examination of my management style – an exercise I highly recommend to anyone promoted to leadership. Power brings with it the responsibility to be more than just at the top of your game professionally. You must be aware that everything you do and say as a leader is noticed by the people around you who are looking for unspoken signals as well as the strategic direction. I still have notes I wrote to myself about finessing my approach – on trying to be less demanding, and dishing out more praise.
I learned that while you can never for a moment take your eye off the ball when it comes to news, you must also focus as much if not more of your efforts on leadership than on day-to-day running of the news operation.	I learned that while you can never for a moment take your eye off the ball when it comes to news, you must also focus as much if not more of your efforts on leadership than on day-to-day running of the news operation.
This is hard for anyone. It’s especially difficult for women who often suffer a lack of confidence, no matter how high up the ladder they climb. Self-awareness is a skill that does not come naturally in the world of Australian news media, where most executives started their careers being thrown into the journalistic deep-end of boys’-own newsrooms and it was sink or swim.	This is hard for anyone. It’s especially difficult for women who often suffer a lack of confidence, no matter how high up the ladder they climb. Self-awareness is a skill that does not come naturally in the world of Australian news media, where most executives started their careers being thrown into the journalistic deep-end of boys’-own newsrooms and it was sink or swim.
But just because I suggest leaders take a good look at their management style I am not advising women to agonise over their “temperament” or wear the blame for not being the perfect boss. Since when does a male leader have to have the temperament of a saint?	But just because I suggest leaders take a good look at their management style I am not advising women to agonise over their “temperament” or wear the blame for not being the perfect boss. Since when does a male leader have to have the temperament of a saint?
Editors of big newsrooms need to be tough. They set the organisation’s tone and agenda. They spend a large part of every day making decisions at crisis level. There is usually a queue outside the door of people wanting more decisions. There is pressure from commercial management to bend the rules and there is pressure from politicians and business to “play nice”.	Editors of big newsrooms need to be tough. They set the organisation’s tone and agenda. They spend a large part of every day making decisions at crisis level. There is usually a queue outside the door of people wanting more decisions. There is pressure from commercial management to bend the rules and there is pressure from politicians and business to “play nice”.
You have to be tough to not buckle when the response is a defamation suit, a death threat against an investigative reporter, a threat to withdraw advertising or someone complaining “that’s not the way we do things around here”. It means not compromising over quality when the consultants tell you staff should produce more with less and faster. It means you engage in policy debates with senior management that land you with the “difficult” and “not a team player” labels.	You have to be tough to not buckle when the response is a defamation suit, a death threat against an investigative reporter, a threat to withdraw advertising or someone complaining “that’s not the way we do things around here”. It means not compromising over quality when the consultants tell you staff should produce more with less and faster. It means you engage in policy debates with senior management that land you with the “difficult” and “not a team player” labels.
Yes, male editors are sacked or moved on, but the trouble for female leaders is that the mere fact of being a woman in the job attracts a vicious backlash. The more powerful a woman is, the more poisonous this is. I don’t want to discourage any woman from seeking leadership but I would strongly recommend she arm herself against this by finding a good mentor – even if it is a paid professional relationship – so she is given honest feedback in a safe environment. Most senior women I have met since joining their ranks tell me they had and still have mentors. I limped along without that kind of help and probably made a lot of mistakes because of it.	Yes, male editors are sacked or moved on, but the trouble for female leaders is that the mere fact of being a woman in the job attracts a vicious backlash. The more powerful a woman is, the more poisonous this is. I don’t want to discourage any woman from seeking leadership but I would strongly recommend she arm herself against this by finding a good mentor – even if it is a paid professional relationship – so she is given honest feedback in a safe environment. Most senior women I have met since joining their ranks tell me they had and still have mentors. I limped along without that kind of help and probably made a lot of mistakes because of it.
My decades-long journey through newsrooms in Australia and Britain taught me to be tough, independent and impervious to the extraordinary everyday sexism I encountered. I learned early on not to show weakness.	My decades-long journey through newsrooms in Australia and Britain taught me to be tough, independent and impervious to the extraordinary everyday sexism I encountered. I learned early on not to show weakness.
I caused much amusement when I told friends at a party to celebrate my appointment that while I acknowledged I was the first female editor of the Herald, I didn’t think of myself as a woman; I thought of myself as a journalist. That was a mistake – there was always going to be a spotlight on the woman thing and I failed to recognise that I needed to embrace it.	I caused much amusement when I told friends at a party to celebrate my appointment that while I acknowledged I was the first female editor of the Herald, I didn’t think of myself as a woman; I thought of myself as a journalist. That was a mistake – there was always going to be a spotlight on the woman thing and I failed to recognise that I needed to embrace it.
There was no escaping the fact that becoming the first woman in the job held meaning. It made me a role model for younger women in the newsroom and beyond it, as I was surprised to discover. If I’d thought more about the responsibility the role of role model brought with it, I would have tried to better prepare.	There was no escaping the fact that becoming the first woman in the job held meaning. It made me a role model for younger women in the newsroom and beyond it, as I was surprised to discover. If I’d thought more about the responsibility the role of role model brought with it, I would have tried to better prepare.
I recall the dismay of one journalist whom I’d asked to take on more responsibility, thinking she would be pleased by my encouragement. She said she could never do what I had done, working full time in senior jobs while raising a family, because she was not as tough as I was.	I recall the dismay of one journalist whom I’d asked to take on more responsibility, thinking she would be pleased by my encouragement. She said she could never do what I had done, working full time in senior jobs while raising a family, because she was not as tough as I was.