I M An Assignment Editor Goals

Recently, many news organizations and businesses have added social media editors and community managers to their staff. But what exactly are these new positions and what are they responsible for? Below, community managers and social media editors share insight on their positions and responsibilities.

Stephanie Romanski, Web Editor/Social Media Coordinator, Grand Island Independent

For a little over a year, I have been able to add “Social Media Coordinator” to my job title, though I have been using the medium for years. This means I handle manually tweeting for my newspaper — manual being absolutely key — setting up Twitter accounts for reporters who wish to tweet and teaching those that are reluctant to jump, handling all things Facebook, and coordinating all of the blogging that we do both internally and externally.

As social media becomes even more essential than it was a mere year ago, my job has seeped into our advertising department as we experiment with ways to harness tools like Twitter and make money. This involves occasionally going on sales calls with ad reps and explaining the benefits of social media for businesses, so I’ve had to learn that aspect of social media, in addition to using it to benefit our newsroom and website.

There are any number of smaller jobs associated with social media that creep up on a daily basis — putting together a tweets page to pull in live updates from sporting events or breaking stories, grabbing a Droid myself and heading out to grab live video of a car engulfed in flames, co-hosting chat shows using CoverItLive software to engage with our readers — all of which means I have to have a variety of skills, from video/audio editing to web design/coding skills. Whatever comes up, I also find I constantly have to stay on top of the latest news, tools and applications for social media. But it’s fun, I love it and it’s worth it.

Robert Quigley, Social Media Editor, Statesman.com and Austin360.com

The American-Statesman created this position in the summer of 2009 so I could focus on our social media efforts, which are constantly expanding. I’m the main voice behind the @statesman Twitter account and the Statesman Facebook fan page, and I am the chief strategist for our newsroom’s use of new social media tools. I work with our staff members to more effectively engage our community, I write a weekly in-house newsletter on best practices and give brown bag-style seminars on new and effective techniques. I also spend a fair amount of time reading up on the latest on the intersection of journalism and social media so we can continue to innovate. I’m also the editor of Hookem.com, our college football fan site, which is an aggregator that is heavy on social media.

I’ve been a journalist since 1994, and I’ve been with the Statesman since May 1998. I have held many positions throughout my career, from sportswriter to copy editor to page designer. I moved to the online side in January 2007 as the Internet editor, a new position in our newsroom with responsibilities of working with the newsroom to get breaking news onto the Web quickly and to help our early social media efforts. I’ve been tweeting as the @statesman since June 2008.

Greer McDonald, Social Media Editor, Stuff.co.nz

My role was created in recognition of the growing importance of social networking and the huge part it played in people’s lives. The appointment was part of the group’s wider social media strategy and at the time was one of only a handful of media companies around the world to appoint a full-time social media editor.

My role as social media editor is to find new ways to reach and engage with readers and to help them interact with our content beyond Stuff.co.nz and other Fairfax Media websites. It’s about humanizing the brand, allowing readers to feel like they are not just receiving the news, but also have the ability to respond to us, engage with us. Half of the job is about educating people about what social media is!

There are a lot of misconceptions surrounding it, with many thinking it’s just a passing fad. My job is to show those people the benefits of social media: whether it’s a journalist improving their personal brand through a Twitter profile, or a newspaper boss rejoicing after receiving a brilliant news tip left as comments on a Facebook page.

I personally think it’s important for all businesses, not just news media, to have a presence so that they know what their customers are saying about them by opening a new channel of dialogue.

Having someone dedicated to social media also means having the ability to keep on top of new technologies as they present themselves. For example, 18 months ago no one would predict the massive force Twitter would become. Now the question is: what’s next?

Emily Stephenson, Community Manager, Daily Tar Heel

As the community manager, my primary responsibility is to maintain our Facebook and Twitter accounts. That means posting stories and video, sharing quick tips about things on campus (I tweeted last week that a group was giving out free pizza on the main quad – hugely popular tweet!), helping reporters find sources, responding to questions and complaints, etc. It also involves picking up on breaking news we might cover and just keeping an eye on what folks in the community are talking about.

Beyond the daily stuff, the other editors and I have experimented with ways to get folks in the community to talk to us. Last semester, I had students send me photos of activities on campus, and I did a weekly post on the campus blog. This semester, we created a Monday feature called “That’s What You Said” (because we’re college students and enjoy our inappropriate humor). We run our favorite reader tweets, Facebook comments and photos, and we’ve gotten pretty good feedback. We also periodically try one-time things such as soliciting questions via Twitter for forums with the chancellor, that type thing. Sometimes those things work and sometimes they don’t. It’s been a learning process, but I think we’re doing a much better job reaching out to students and taking advantage of new media.

Amy Nelson, Social Media Editor, St. Paul Pioneer Press

My position as the social media editor is only a halftime position in the newsroom. I’m the features and travel section editor too for the Pioneer Press and have five lifestyle reporters (including our awesome technology reporter @jojeda). As for the social media job, I tweet as @AmyPioneerPress and I’m charged with monitoring and updating our social media sites like Facebook and our Twitter feeds (with the ultimate goal of driving traffic back to our newspaper’s Web site). I’m also watching for emerging trends that we can turn into news stories, responding to users via social media and helping promote social media usage among our reporters and editors.

Angela Connor, Social Media Manager, Capstrat; Author, “18 Rules of Community Engagement”

I believe there is a distinct difference in the role of community manager and that of social media manager, though each means different things to different companies. I was a community manager for three years. During that time I launched, nurtured, managed and ultimately grew a brand new community from zero to 15,000 members. It was often rewarding yet grueling work. A lot of blood sweat and tears goes into managing a community particularly when you are responsible for its maintenance and growth. I have strong opinions about the differences in managing a branded community vs. one on Facebook, Twitter or LinkedIn but we can save that for a different day.

That said, I have been in the role of social media manager at Capstrat exactly two months today. My role is very different now. I am a change agent. It’s my job to show clients how they can use social media to meet their goals and objectives. It requires an understanding of the client, knowledge of how social media is being used across a wide array of industries and the ability to shift gears at warp speed. I am working to build an area of the agency that is still perceived in some cases as a fad. The focus isn’t in a single area at an agency, A community manager has the luxury of focusing on a core group whereas a social media manager does not. For me, that’s a good thing because it makes me push myself to absorb all that I can and immerse myself in different industries.

So much of this will evolve and I doubt that my job will be the same in a month. We have a great opportunity to bring value to organizations through social media. One of my goals is to create a fully integrated strategy for PR and social media because social media is the ultimate PR opportunity. So while I wish I could give you a distinct definition for this work, I don’t think I can. Some say social media is the Wild, Wild West. Well, if that’s the case then any of us can strike it rich at any given moment.

This is the 10th article* in a series designed to help you create an Individual Development Plan (IDP) using myIDP, a new Web-based career-planning tool created to help graduate students and postdocs in the sciences define and pursue their career goals. To learn more about myIDP and begin the career-planning process, please visit: http://myIDP.sciencecareers.org

During graduate school, Xiao began to realize that a career in science writing could be the best fit for her—but how to get there? In every discussion she had with science writers, she was struck by how much writing experience they’d had before getting their first job. Xiao realized that she would need to publish more and further refine her writing skills if she wanted to be competitive in her future job search.

Every time you revise a goal, learn something from the process. This self-reflection will improve your ability to set realistic goals and manage your time—an important skill in itself that will serve you well throughout your career.

With 2 years left in her Ph.D. training, Xiao had time to gain more experience before she would have to go out onto the job market. But how would she fit anything more into her already heavy schedule?

An obvious first step is to create an IDP, which will help her chart a course that will allow her to meet these critical career advancement and skills development goals while also making progress on her research projects.

What will you do in the next 6 to12 months to promote your own career advancement? What will you do to develop your skills? What research projects do you need to work on during this time? Together, these three types of short-term goals—career advancement, skills development, and project goals—constitute the core of your IDP. In this article, we’ll share strategies for creating a 6-month or 12-month calendar of goals that is realistic, prioritizes your most important goals, and holds you accountable.

Use the "SMART" principle

Have you ever told yourself, "I need to finish writing that manuscript," but months later you still don't have a draft? Such large goals can often feel—and therefore become—insurmountable. As one student puts it, "It took me 2 months to write the first draft of my first paper. Some delay was procrastination, because the initial blank sheet of paper felt so daunting. When I set goals that were more specifically defined, with realistic deadlines, I could approach each goal more confidently. As a result, my writing progressed much more efficiently overall."

As you set goals, we recommend following the SMART principle:

S – Specific – Is it focused and unambiguous?

M – Measureable – Could someone determine whether or not you achieved it?

A – Action-oriented – Did you specify the action you will take?

R – Realistic – Considering difficulty and timeframe, is it attainable?

T – Time-bound – Did you specify a deadline?

Use this strategy: First identify an overarching goal, and then create an action plan to achieve it. For example, if you want to build your professional network, then you may have three SMART goals for the year: (1) attend one event per month (for example, your departmental social hour or an industry networking event) and talk with at least two people at each; (2) present a poster at a conference in your field; and (3) do four  informational interviews.

Develop your skills: train, practice, get feedback

Improving your skills is a key part of your professional development. The skills you choose to work on may be skills that you need to build now for future success (presentation skills for future job talks, for example), or skills necessary for success in your current training (such as particular research skills, writing skills, and so on). If you focus on improving one to three specific skills this year, and then do the same during each year of your training, then you will be much better prepared for your next career move (and likely more successful during your training).

Setting skill-development goals is like creating your own curriculum. In a course, an instructor decides what material to cover, provides training, gives students an opportunity to practice, and then assesses their learning. Similarly, for each skill that you want to improve, you can set SMART goals for how you will get training, practice the skill, and get feedback. To become a more engaging speaker, for example, you may want to attend a workshop on how to give a strong research talk. Then, to maximize your development of this skill, you can practice the techniques you learn in the workshop by giving practice talks, student seminars, conference presentations, and presentations in group meetings. You can then get feedback from trusted colleagues, your adviser, or whoever is available and willing.

To achieve long-term improvement of a skill, it's a good idea to move through this cycle of training-practice-feedback several times over several months. You may be able to take advantage of existing opportunities to practice, or you can carve out small amounts of time on a regular basis. It need not take a lot of time from your research.

As you develop your own IDP, you can set skill development goals that fit within your time and budget. Box 1 lists some creative ways to get training, practice, and feedback in a time- and resource-efficient manner.

Strategies for developing skills

1. Get training.

  • Participate in a course or workshop (local or online).
  • Watch a recorded workshop or seminar. (The NIH Office of Intramural Training and Education and the Khan Academy have posted many skills seminars online.)
  • Read an article, chapter, or book focused on the skill.
  • Observe others who excel at the skill.
  • Discuss strategies with a mentor or peer who excels at the skill.

2. Practice.

  • Do assignments in the context of a course.
  • Be aware of when you use the skill in your day-to-day schedule and consciously practice particular techniques in each instance.
  • Schedule protected time to practice (for example, you could practice your writing skills by free-writing every Friday morning for 15 minutes after breakfast, or practice assay measurements using a set of standards.)
  • Volunteer for additional activities (for example, you could offer to make an extra journal club presentation).

3. Get feedback.

  • Complete an assessment in the context of a course.
  • Ask anyone who excels at the skill to give you feedback; it could be an outside source, your mentor, or a peer.
  • Define criteria for success and then assess your own improvement. (For example, watch a video of yourself giving a talk.)

Have a strategy for staying accountable

It can be very difficult to protect time to work toward goals that are important but not urgent. Career advancement and skills development goals often fall into this category. It can be helpful to have someone to keep you accountable, perhaps a peer mentoring group (in which you hold each other accountable to goals), or a "project buddy" that you identify for a particular goal: Share your goal with your buddy and ask them to meet with you so you can demonstrate your progress toward that goal. Choosing someone you hold in high esteem is a good idea; you'll be more likely to do whatever it takes to reach your goal in order to make a good impression. Choose someone who is not invested in your other goals; even if your principal investigator (PI) is a fantastic mentor, she or he is unlikely to push you to work to meet a skill-development goal when there is a pressing grant or manuscript deadline.

Write them down

Thinking about your goals is not enough. You need to write them on paper (or type them into myIDP). Lee Iacocca, a well-known business guru from the 1980s, said,

The discipline of writing something down is the first step toward making it happen. In conversation you can get away with all kinds of vagueness and nonsense, often without even realizing it. But there’s something about putting your thoughts on paper that forces you to get down to specifics. That way, it’s harder to deceive yourself or anybody else.1

The strategy Iacocca proposes has been shown to help research trainees. A 2006 study2 identified a structured plan as one of the few factors that significantly improved the postdoc participants’ training experience. Postdocs who had a structured plan and discussed it with their mentors were more satisfied with their postdoctoral experience, more satisfied with their relationships with their PIs, and more productive (30% more first-author papers and 25% more grant proposals) than those without a plan.

Evaluate your plan

As you look over your IDP, make sure your goals for this year are not biased toward urgent projects. As discussed above, career-advancement and skill-development goals may not feel urgent, but they are important and should be a part of your overall plan.

Next, merge your goals for the year onto a single timeline. myIDP does this automatically, in the printed summary at the end of the process. Take a look at the goals you have set for each month; is your plan feasible? You may want to shift start or completion dates for some goals so that your expectations for any 1 month are realistic.

Translate your goals to a daily calendar

When creating your IDP, don’t let perfection and detail stall the process. The short-term goals in your IDP should give you a big-picture plan for the coming year. If you want to break these SMART goals into smaller subgoals, consider doing so as part of your weekly planning process. Once Xiao created her IDP, she considered how she could coordinate her IDP with her daily calendar, which she managed electronically using Google Calendar. She wanted to have a constant reminder of her overall, big-picture goals. To do this, she printed her myIDP Goals Summary and taped it on the wall next to her desk. Then she entered each SMART goal from her IDP into her Google Calendar. As she approached the start to each month, she looked ahead to see what IDP goals she’d set for that month. Then she thought about how to break that SMART goal into subtasks and blocked out time for those subtasks on her daily calendar. When she was finished, her to-dos for each day were listed on her daily calendar 1 to 4 weeks in advance. This gave her a sense of how long it would take to complete each task and empowered her to say "no" to additional requests that arose.

Revise your plan as you move forward

As you progress through your plan, celebrate each goal you achieve. In science, where rewards are sometimes few and far between, the simple act of checking off a SMART goal from your list should provide a sense of progress. Experiments can be unpredictable, but when it comes to your career advancement and skill development goals, you are in control. Use these goals, and the satisfaction of meeting them, as a mechanism to enhance your wellbeing (and career development) during times of scientific struggle.

Though there will be celebrations, you will also have to revise some goals. Things happen. Experiments don’t work; a new critical deadline arises; your goals change. If you do need to revise a goal, ask yourself: Why am I changing this goal? Was the original goal unrealistic? Am I managing my time effectively enough? Am I prioritizing my goals and projects appropriately? Are urgent tasks overwhelming my professional development goals? If so, what can I do to ensure that my professional development remains on track?

Every time you revise a goal, learn something from the process. This self-reflection will improve your ability to set realistic goals and manage your time—an important skill in itself that will serve you well throughout your career.

Setting goals in an IDP structures your dreams and guides your development as a professional. It may not be easy at first, because setting goals effectively is itself a skill. As you move ahead, though, your ability to set and achieve goals will improve. Your time management will improve, too. As a result, you are likely to achieve more of your own career development goals, and also become more productive in your science.

1 L. Iacocca, W. Novak, An Autobiography (Bantam Books, New York, 1984).

2G. Davis, "Improving the Postdoctoral Experience: An Empirical Approach", in The Science and Engineering Workforce in the United States, R. Freeman, D. Goroff, Eds.  (NBER/Univ. of Chicago Press, Chicago, IL, 2006).


Cynthia N. Fuhrmann

Cynthia Fuhrmann is assistant dean of career and professional development in the Graduate School of Biomedical Sciences at the University of Massachusetts Medical School in Worcester

Jennifer A. Hobin

Jennifer Hobin is director of science policy at the American Association for Cancer Research in Philadelphia, Pennsylvania.

Philip S. Clifford

Philip Clifford is the associate dean for research in the College of Applied Health Sciences at the University of Illinois, Chicago.

Bill Lindstaedt

Bill Lindstaedt serves as director of the Office of Career and Professional Development at the University of California, San Francisco.

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