A tu equipo editorial le falta colaboración. ¿Cómo se puede encender un espíritu de trabajo en equipo?

Provide opportunities for your team to meet outside of the office environment. This includes retreats, happy hours or even small office lunches down the street. Effective collaboration and innovation is often done outside the office. Execution can done behind the desk.

I think it is very important finding at least one thing in common among all the people in the team. That is a starter point to make others feel that they belong together. Also promoting group activities outside of the workplace, if time allows, to encourage personal conversations.

Collaboration is the heart and soul of service to communities and target audiences. Some ideas to foster editorial teamwork: ∙Use multiple pathways to identify barriers to collaboration: group and one-on-one conversations, surveys, responses to requests for feedback, observation, and experience. ∙Create opportunities for staff to work in small groups to solve big problems like lack of tools, systems, and bad communication. Staff contributions are highly valued and must be recognized by leadership and peers. Small groups allow different disciplines an opportunity to collaborate. ∙Understand the complexion of the editorial staff, including how they are comfortable contributing and how they would like to be rewarded. ∙Listen.

I know setting goals is considered as a next step in this discussion. I have found, though, that is both useful and wise to reflect on my own goals a a leader in seeking to asses needs for collaboration, before I begin assessing these needs with others and, as the introduction says, 'identifying gaps.' This was especially useful to me as a broadcast producer when I worked with not only my own staff and operational crew but other stakeholders including sponsors, remote production facility operators, and representatives of other groups.

I use the SMART goal approach and I introduce it to my staff. However goals need to be maintained in order to be met. It’s easy to set a goal and forget about it. Find a way that works for you to manage your goals.

Every editorial team has an overarching goal: serving a target audience with relevant, compelling, and essential stories that engage, inform, and entertain. Each team member's perspective contributes to the goal's successful execution. Clear, collective goals should be the first conversation about every project, initiative, and story. What is the objective, and why? What is the timeline and deadline? What are the check-in points? What are the expectations? (SMART). People support what they help to create, so involving teams in setting and tracking goals fosters teamwork. Frequently celebrate quick wins, milestones, and goal completion. Remember, a touchdown in football is a series of first downs as the team advances down the field.

This may seems a bit counter intuitive: I've found that establishing clear lines of authority works toward building trust as well. This comes after and as people know they are listened to and heard respectfully, and where appropriate decisions are explained. I've worked on projects where, because of security or confidentiality concerns, I could not always offer detail of decision making to staff. I had to ensure that that they trusted me to hear and understand their concerns and take time to listen; they had to trust my respect for those concerns even when I could not lay out details for certain decisions. Challenging; real world situation, though.

A key ingredient for trust is consistency. Fluid expectations and favorability will alienate the rest of your staff. If your staff doesn’t trust that you are going to help them grow their career, they will start shopping. A 2022 McKinsey study noted that a lack of career development was the most common reason for quitting a job

Creating an open, honest, collaborative environment where people are heard and valued and feel like they are progressing will build trust and foster greater collaboration. As 'The Speed of Trust' by Stephen Covey and Rebecca Merrill emphasizes, Self Trust is the first step towards building trust. Let's be guided by the 'why' behind our actions, not just the 'what' we are doing. The second step is "Relationship Trust," which is learning to act to increase trust and avoid interacting in ways that destroy it. The third step is "Organizational Trust," where we act with integrity, honesty, and transparency as a unified team, strengthening our trust in each other. The fourth step is marketplace trust, and the fifth is societal trust.

Being intentional about communication and keeping people in the loop is essential for editorial teams. For example, in a local broadcast newsroom, details about content (tone, tenor, best elements, form, deadline, platform optimization) enable multiple workgroups to do their best work and optimize the story for their job. Marketing can promote the story with the most exciting elements that are a reason to watch TV and access mobile and digital platforms; newscast producers can showcase the story in shows, headlines, and teases; directors can prepare the content for air and collaborate with producers and presentation, digital producers can collaborate on digital articles and social media posts, and so on.

You can’t force people to talk. It is common knowledge that no one wants to speak up in meetings. A firm, however, has the power to foster relationships within its team. Give your team members the opportunity to break the ice and get to know each other personally. Greater participation in office dialogue will come naturally.

Transparency is key! When managing large editorial teams I often noticed that inviting many reporters, even those whose beat isn't on topic, can be an effective way to nurture collaboration and encourage new collaborations.

Encouraging open dialogue is key to fostering innovation, teamwork, and cohesion. Regular brainstorming sessions give everyone a voice, inviting creative ideas without judgment. An open feedback culture ensures that both successes and challenges are discussed constructively. This approach not only boosts problem-solving but also strengthens trust, collaboration, and engagement, driving the team toward shared goals.

A 2022 Survey published by Forbes, states that “46% of worker left a job because they felt unappreciated... 65% of respondents said they would work harder if they felt like their contributions were noticed by management.” Our firm just initiated an employee recognition program. Everyone wants their hard work to be recognized. Without recognition, how does an employee gauge where they stand in their career? Recognition can include monthly call-outs during team meeting or even annual events supplemented with a trophy and a bonus.