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The Inner Workings of Magazine Publishing

by vgevge

What is the working protocol of journalism especially for
magazines? Also what is the role of editor-in-chief in a magazine
and the working hierarchy in a magazine... who reports to whom?
Also how much should the editor-in-chief allow the
owners/publishers/directors of the media company to interfere in
the editorial content? These are just some of the questions that
is normally asked about the inner workings of a magazine.

First, I'm not sure what you mean by "working protocol of
journalism." Are you talking about relationships with sources,
between editors and reporters, or something else? In the context
of your other questions, I wonder if you mean something to do
with editorial authority, too.

Second,Various journalism roles can vary quite a bit, actually,
from publication to publication. Some companies have more
"hands-on" management styles, while others give their executives
more autonomy. But, in general, the editor-in-chief has control
over the publication's editorial contents and direction, just as
the advertising director has control over the ad contents,
placement, and policies.

That doesn't mean the editor is God, because he/she shares power
with other high-ranking executives. The editor's greatest
management skill is in working effectively with people -- knowing
how to negotiate with other power brokers who have a say in how
the magazine is put together, distributed, etc.

I'll give you an example of hierarchy: In the trade magazine
publishing company where I worked, there was an individual editor
over each magazine. We shared a pool of in-house writers, and we
each contracted separately with freelancers as needed. There also
was an advertising director who managed the ad sales and
placement for each of the three magazines. If I didn't like the
ad placement in my magazine, I could go to her and negotiate; she
was usually agreeable within reason.

(Of course, we usually prevented negotiations by talking in
advance about special features that would need special space, and
she was conversant with our standard placement of recurring
features, etc.) We also worked with execs at various support
companies -- R.R.

Donnelley printing in Senatobia, Miss., which required us to
meet certain format standards with what we submitted and to
adhere to agreed-upon timetables; and the company that wrapped,
labeled, and mailed our magazines, which required clear
directives, correct mailing label files, and adherence to
agreed-upon timetables. We also worked with the business office
in our publishing company to communicate clearly about incoming
bills from freelancers (then signing off on them) and other
issues.

In other words, the hierarchy is broader, and less linear, than
I thought it would be from my studies in journalism. The real
world is much, much, much more "cooperative" than it is territory
based. And, sadly for editors, the power tends to reside where
the money is (hint: Not in the editorial offices). Often, the ad
director swings a bigger stick than you will as an editor. Make
close friends with the ad director -- do favors when you can.
You'll need to call those favors in at some point. Make sure you
develop a relationship as allies rather than as adversaries.

Last, The editor-in-chief has limited options in how much he
lets the magazine's owners, publishers, and other higher-ups
interfere with the editorial content. He should establish the
extent of his authority when he is hired and, if possible, have
it spelled out in writing. Clear upfront communications are the
best preventative step. He can help prevent problems by
communicating clearly with his bosses about editorial directions
and getting buy-in as he goes along rather than waiting for
issues to arise.

If issues are raised later on, the editor's best tool is to be
persuasive to his bosses and help them understand why his
editorial judgment should prevail. However, when push comes to
shove, the editor's choices are limited: Stay and bow to his
boss's wishes, violate his boss's wishes and take the
consequences, or quit. If he has an employment contract that has
been violated, he may consider suing, but that would be rare.
Often, compromise (within the limits of your personal ethics) is
the best option.

Victor Epand is an expert consultant at <a
href="http://www.4magazines.info/">http://www.4Magazines.info/</a>.
4Magazines.info offers the greatest magazine subscriptions from a
variety of top publishers. Browse through our selection of
Lifestyle Magazines here: <a
href="http://www.4magazines.info/category/lifestyle.html">http://www.4Magazines.info/category/lifestyle.html</a>.

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