Early voting for the AAJA national elections is underway. Asia chapter members are eager to know more about the two presidential candidates, so some of us compiled a list of questions for them. Below are the answers from Paul Cheung and Janet Cho.
Eligible AAJA members can either vote now by absentee ballot by July 16 or vote in person at the UNITY convention in Las Vegas on Aug 1-3. A single vote has actually made a difference in past races. The results will be announced at UNITY. (How to vote)
RESPONSE FROM JANET CHO
1. How does your strategy for chapter membership growth differ from your opponent’s?
I can’t speak to my opponent’s strategy, but for me, AAJA’s chapters function like AAJA national, but on a cellular level. Many members first learn about AAJA through a chapter member or a chapter event, which is why chapters are so critical. (And congratulations to you, Asia Chapter, on having such phenomenal membership growth this year!)
But because chapters vary according to who’s in them, how active they are, and what challenges they face, I’d like to see more outreach between and among chapters to share ideas and best practices between conventions. When I co-founded AAJA’s Florida Chapter in 1996, we quickly discovered we had more in common with other small statewide chapters like Texas than with city-centric chapters like Chicago.
I’m impressed by how active your chapter is and how you all follow each other on twitter despite being spread across such wide geography.
Ideally, I’d like to see every AAJA chapter host a membership recruitment or networking event, a fundraiser, a Media Access Workshop where feasible and some kind of skills workshop or training session every year, so members and sponsors see their local chapters active and engaged.
2. As the career track of members become more non-linear (freelance, local media outlets, non-profit, public relations, new media) and less about a lifetime career in one traditional news organization, how would AAJA embrace this broader array of folks?
Great question. First, we have to acknowledge that our traditional definitions of what constituted a “journalist” have changed. We need to ask who among our members self-identifies as a non-traditional journalist in the roles you describe and see if we need to tweak our membership categories to reflect them. We also need to address this in the training sessions we offer at convention and at regional workshops, and have ongoing conversations about how our roles intersect and overlap.
I’ve often thought that rather than print/broadcast/digital, AAJA members should be allying ourselves according to our jobs and our beats. Imagine a listserv, Facebook page or LinkedIn group specifically for business journalists, copy editors or social media specialists to share tips, sources, concerns and training opportunities. And if we’re going to welcome bloggers and digital-only journalists, we also need to give associate members like our National Treasurer the right to vote in national elections. The Online News Association welcomes a broader category of journalists than we do, and they’re now bigger than we are.
3. What direction would you give to new or young AAJA journalists as more newsrooms shrink?
I’m still optimistic about the future of journalism, even if we can’t predict how devices like the iPad and tablets will change our business model. If anything, I think the sheer volume of what’s being passed around under the broad heading of “journalism” makes discerning consumers more hungry for the real thing – genuine, authoritative, trustworthy stories that are worth retweeting because they’re so good.
I would urge new or aspiring journalists to get as much training as they can across different disciplines and using different news-gathering tools, because journalists are increasingly being asked to report, write, take photos, shoot and edit video, tweet and post their story online, so the more skills they can offer to their employers, the better. It’s not a bad thing to start out in a smaller market where you’ll develop more of these skills before moving up to a bigger company.
I also think that a willingness to embrace new technology, become conversant in social media and raise your hand for assignments outside your beat goes a long way toward making you more marketable for the long term. That’s part of what makes those AAJA connections so valuable – because you’re able to reach out to and follow the work of those you admire.
4. How will you leverage international Asian news coverage by AAJA members to change the mindsets of U.S. newsroom directors and media influencers?
I believe that international coverage is going to be more important than ever going forward (think about how news about China’s productivity impacts our stock markets), and that having the skills many of you do – being fluent in Asian languages and cultures, knowing who to talk to when stories break, and being able to do so for an American audience – make you invaluable assets to your news organizations and to AAJA.
When the Japanese earthquakes and tsunamis were dominating headlines last spring, I remember wondering why so many American news outlets sent U.S. journalists overseas when so many journalists in Asia were better qualified and better able to cover those stories. You probably have better ideas for how to do this, but I wish we could have offered our AAJA members in Asia as resources to U.S. media companies – as well as highlighted the great work you were already doing via our AAJA websites and social media platforms.
My Idea No. 24 for keeping AAJA extraordinary is to “Applaud and Amplify the Work of our Overseas Colleagues.” (http://janetchoaaja.tumblr.com/page/3)
5. What skills or resources do you believe are necessary for the Asian American journalist in the next five years to compensate for the ‘race discount’… and how will you support the development of these assets?
I’m not exactly sure what you mean by the ‘race discount,’ unless it’s a reference to the idea that some of our colleagues think we got hired based solely on our race or ethnicity.
I think that all journalists, regardless of whether we’re Asian, need to keep developing our skills sets and be more deliberate about our careers. There’s no question that the media industry is undergoing unprecedented changes that will redefine all our jobs over the next decade. So the question then becomes how can we best prepare for the next job, the next company or the next career? It’s not just learning how to shoot video; it’s also about being the journalist who can get the story and tell it no matter what the medium (digital, broadcast, radio, print, online).
I think the upcoming UNITY Convention offers a chance to explore and have conversations about what’s next for each of us. Whether it means that a traditional print journalist expands his multimedia and broadcast skills, or that a business journalist learns more about being an entrepreneur. AAJA’s Executive Leadership Program encourages us to think of ourselves as a brand. What’s your brand now, and what would make it more attractive, more sought-after and more indispensable to your next employer?
6. How would you respond to crises and shape national dialogue as the face of AAJA? ex. Jeremy Lin media advisory
I agree that AAJA needs to be a more visible resource to the media when it comes to addressing the racist and stereotypical coverage of Jeremy Lin and other high-profile Asian Americans. I think too often we’ve taken a reactive stance rather than participating in conversations about media coverage and media diversity.
For example, when the American Society of News Editors releases its annual census of newsroom diversity, AAJA issues a statement about how dismayed we are at the lack of progress. Wouldn’t it be better if instead, ASNE and major media companies saw AAJA as a partner in their efforts to ensure greater diversity in staffing and news coverage? Why can’t we be a partner when they’re evaluating their recruiting efforts or trying to broaden their readership? Why can’t we use our website to highlight media companies who are making real strides in diversifying their newsrooms, and to talk about what they’re doing right?
In cases like Jeremy Lin, I think the best “face of AAJA” to address that would have been one of our AAJA leaders from ESPN or other sports media outlet, because that person would have more “street cred” with the target audience.
7. What kinds of partnerships do AAJA need to develop or leverage to strengthen the organization?
I think we need to keep building on the relationships we have with the other minority journalism associations like NAHJ, NABJ, NAJA, NLGJA and UNITY Journalists, as well as foster stronger ties to more specialized journalism groups like the Radio Television Digital News Association, the Society of American Business Editors and Writers, the Society for News Design, and the Online News Association.
I think each group has its own strengths as well as its own internal culture and priorities that we should start getting to know now. We’re all struggling with many of the same issues: declining or dis-engaged membership, fewer sponsorship dollars, and trying to offer more with fewer resources.
The next two years will be crucial ones for AAJA because we traditionally lose members after UNITY convention years, and we may have to consider partnering with another journalism organization for our 2014 national convention. This is the time to begin exploring our options – before we’re forced to do so because of a dire financial picture. This needs to be a careful, well thought-out process, with as much member input as possible.
8. As many journalism colleagues leave the profession, how does AAJA continue to build membership, define/redefine its journalism mission?
I’ve thought about this a great deal during my campaign, because I remember when our AAJA membership peaked at 2,320 for UNITY 2004. I’m sad that so many of those people are no longer AAJA members. But at the same time, I’m encouraged by the fact that we have so many new people joining AAJA. Obviously, chapters like Asia are doing a great job recruiting new members, organizing events that people want to be part of, and spreading the gospel of AAJA. Going forward, I’d like to recruit more members of the ethnic media, more former journalists who now work in public relations and marketing jobs, and more people in academic roles who also want to see more journalists of color in the nation’s newsrooms. We do a great job recruiting students and beginning journalists, but fewer mid-career and veteran journalists renew their memberships. We have too much turnover from year to year. I think we need to start asking them why, and what would make AAJA more relevant and responsive to their needs?
I’m also interested in hearing your thoughts relative to our four-prong mission. What would you like to see spelled out that currently isn’t there?
You can reach Janet at jcho@plaind.com, send her a tweet at @janetcho, or follow her campaign at JanetChoAAJA.tumblr.com
RESPONSE FROM PAUL CHEUNG
1. How does your strategy for chapter membership growth differ from your opponent’s?
One of my main goals for my presidency is to grow and diversify our membership to represent the changing faces of our industry. George Kiriyama, VP of Broadcast, established affinity groups for Small Broadcaster and Radio Broadcaster. Let’s expand that and create affinity groups for various interests (freelancers, professors, bloggers, social media editors, technologist, publishers, photographers and women broadcasters etc). These groups can help guide our programming and help us recruit new members. Many companies are looking for specific skills and this would position AAJA to recommend our talent to media companies. I think we can also grow our membership by enhancing the AAJA experience and adding value for everyone — members, donors, our media partners, the public and other stakeholders by realigning and retooling our programming.
2. As the career track of members become more non-linear (freelance, local media outlets, non-profit, public relations, new media) and less about a lifetime career in one traditional news organization, how would AAJA embrace this broader array of folks?
Having been the convention programming chair for the past three AAJA conventions and as Unity’s programming co-chair, I have introduced programming that reflects and reacts to the ongoing change within our industry. In the upcoming UNITY convention, I’m working on a panel that shows you how to turn your stories into a book, script or documentary. In the 2009 Boston convention, we presented a workshop on how to prepare your business plan for angel funders. In the 2010 Los Angeles convention, one workshop focused on how to get grant money to do your own startups. As AAJA president, my job is to keep our members ahead of the curve.
3. What direction would you give to new or young AAJA journalists as more newsrooms shrink?
While traditional newsroom are shrinking, there is constant experimentation happening in our industry. For example, The New York Times have a nine-month-old project call India Ink that is trying to reach an audience both in South Asia and in the India diaspora. Google acquired Zagat and is looking for freelance food writer in Singapore. Also, many companies are hiring for specialty skills from social media to video producers to mobile editor. As an adjunct professor at Columbia University, I advise my students to master at least two platforms, i.e. writing and social media or radio broadcasting and blogging. As president, I will keep our members ahead of the curve by creating more practical training and also keeping our members inform on what’s happening in our industry.
4. How will you leverage international Asian news coverage by AAJA members to change the mindsets of U.S. newsroom directors and media influencers?
Working at the AP, we often balance our story with a global perspective. Here are a couple of ideas where our members can influence U.S. newsrooms. One idea is to regularly feature key Asian coverage by our members on AAJA’s website. Another idea is for someone like Ken Moritsugu to host a webinar on how to bring global perspectives concerning Asia coverage that goes beyond the obvious. Furthermore, as we are building out a national speaker’s bureau of experts, we should also include experts in Asia so that U.S. newsrooms can tap into our expert list for comments and feedback. Also, it’s vital that we include Asia Chapter members in our media watch programs so that we can monitor fair and accurate coverage of AAPI issues in the U.S. and also abroad.
5. How would you respond to crises and shape national dialogue as the face of AAJA? ex. Jeremy Lin media advisory
I will work closely with our Media Watch co-chairs to respond as quickly as possible. In addition to advisories, we should also set up impromptu webinars and blog talk radio sessions for journalists and our industry to address specific examples. Following the coverage, we will also work with various media outlet’s ombudsman on an op-ed piece for AAJA’s website as well as various media outlets.
6. What kinds of partnerships do AAJA need to develop or leverage to strengthen the organization?
I think we need to be strategic with our partnerships and partner with folks on a program by program basis. In the 2013 NYC convention, I’m proposing we partner with various groups or institutes to strengthen our programming. For example, I would like to partner with NYU Stern School of Business to do a mini-MBA program during the convention for our members. Or, I would like to partner with IRE to develop an investigative academy for our members who are interested in doing more investigative journalism. I would also love to partner with American Society of Journalists and Authors for a mini boot camp on book publishing. In short, when an individual signs up for AAJA, they’re not signing up to recruit or fundraise. We as AAJA have to earn that. We must inspire that. We can do this by enhancing the AAJA experience and adding value for everyone — members, donors, our media partners, the public and other stakeholders.
7. As many journalism colleagues leave the profession, how does AAJA continue to build membership, define/redefine its journalism mission?
One of my main goals for my presidency is to grow and diversify our membership to represent the changing faces of our industry. George Kiriyama, VP of Broadcast, established affinity groups for Small Broadcaster and Radio Broadcaster. Let’s expand that and create affinity groups for various interests (freelancers, professors, bloggers, social media editors, technologist, publishers, photographers and women broadcasters etc). These groups can help guide our programming and help us recruit new members. Many companies are looking for specific skills and this would position AAJA to recommend our talent to media companies. I think we can also grow our membership by enhancing the AAJA experience and adding value for everyone — members, donors, our media partners, the public and other stakeholders by realigning and retooling our programming. We can grow our membership by enhancing the AAJA experience and adding value for everyone — members, donors, our media partners, the public and other stakeholders by realigning and retooling our programming Having been the convention programming chair for the past three AAJA conventions and as Unity’s programming co-chair, I have introduced programming that reflects and reacts to the ongoing change within our industry. In the upcoming UNITY convention, I’m working on a panel that shows you how to turn your stories into a book, script or documentary. In the 2009 Boston convention, we presented a workshop on how to prepare your business plan for angel funders. In the 2010 Los Angeles convention, one workshop focused on how to get grant money to do your own startups. As AAJA president, my job is to keep our members ahead of the curve.
You can find Paul’s contact on his tumblr http://pcheung630.tumblr.com/
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