About two months ago, just before sneaking out the back door so that nobody in the newsroom would try to do one of those mortifying "everyone clap for the departing colleague" routines, I sent a good-bye e-mail to the Seattle Times newsroom. It read, in part:
I'm deeply grateful to Kathy Best, who made the Interactives team possible in 2014. Kathy doesn't, I think, get enough credit for our digital operation. She was always the first to downplay her expertise in that sphere, not entirely without reason. Yet it is hard to imagine The Seattle Times taking a risk like that anymore: hiring two expensive troublemakers with incomprehensible, oddball resumes for a brand-new team and letting them run wild over the web site.
It was a gamble, but one with a real vision, and in this case it paid off. I'm proud of what we managed to accomplish in my four years here on the Interactives team. I'm proud of the people that the team trained and sent out as ambassadors to other newsrooms, so that our name rings out across the country. And I'm proud of the tools we built and the stories we told.
When I first really got serious about data journalism, the team to beat (ironically enough, now that I've moved to the Windy City) was the Chicago Tribune. It wasn't just that they did good work, and formalized a lot of the practices that I drew on at the Times. It was also that they made good people: ex-Trib folks are all over this industry now, not to mention a similar impact from the NPR visuals team that formed around many of the same leaders a few years later. I wanted to do something similar in Seattle.
That's why there was no better compliment, to my ears, than when I would talk to colleagues at other newsrooms or organizations and hear things like "you've built a pretty impressive alumni network" or "the interns you've had are really something." There's no doubt we could have always done better, but in only four years we managed to build a reputation as a place that developed diverse, talented journalists. People who were on or affiliated with the team ended up at the LA Times, San Francisco Chronicle, Philadelphia Inquirer, New York Times, and Pro Publica. We punched above our weight.
I never made a secret of what I was trying to do, but I don't think it ever really took hold in the broader organizational culture. That's a shame: turnover was high at the Seattle Times in my last couple of years there, especially after the large batch of buyouts in early 2017. I still believe that a newsroom that sees departures as an essential tool for recruiting and enriching the industry talent pool would see real returns with just a few simple adjustments.
My principles on the team were not revolutionary, but I think they were effective. Here are a few of the lessons I learned:
In retrospect, all of these practices seem common-sense to me — but based on the evidence, they're not. Or perhaps they are, but they're not prioritized: a newspaper in 2018 has tremendous inertia, and is under substantial pressure from inside and out. Transparent management can be difficult — to actively celebrate the people who leave and give away your hard work to the community is even harder. But it's the difference between being the kind of team that grinds people down, or polishes them to a shine. I hope we were the latter.