The Downside of Editorial Excellence

Folio: The Magazine for Magazine Management, March, 2000 by Anne Graham

When we publish topnotch association magazines, amazing things happen for our organizations. The status and credibility of the association is enhanced--and sometimes soars, both inside and outside the organization. Our CEO gets pats on the back from the board and members. We often win recognition from other media, and the positive publicity helps to confer prestige and authority on the organization and its leadership. Membership grows, partly because readers who see the magazine assume that only an effective, well-managed association could produce such a valuable product. In fact, people who join associations frequently indicate that they signed up simply to get the magazine. When the association magazine is trumpeted as an ultimate image-builder, there are usually few disclaimers.

If there is a downside to all these garlands of good will, it's likely to stem from within the association. Unfortunately, some staffs find that the more their magazine flourishes, the more determined some of their colleagues are to transform it into a promotional vehicle for association programs, products and policies. Non-magazine staff may not always recognize that the success of effective association magazines is rooted in editorial integrity. In their shortsightedness, these colleagues--and many of them hold top management posts-frequently argue that a thriving, reader-pleasing magazine is the perfect vehicle for advancing their own agendas. Failing to capitalize on such a sterling asset-not shaping it to their own image-building ends-would, in their minds, be irresponsible.

It's way too much like the goose and the golden egg fable. Magazine staff members know that unless they deliver the goods--give readers what they want and need to know--their book won't be read. Staffers also know full well that when the editorial product is reduced to association puffery, the decline in quality, advertising appeal and reader loyalty can be disastrous. The magazine's image-building capacity is effectively zapped.

At the same time, most staffs have no desire to disassociate themselves from their organizations. They don't see themselves as commercial magazines published by an association, but as association magazines. The visions and essence of the organization are integral, if underlying, elements of their products.

Mark your turf

Part of the problem maybe that association staffs haven't clearly drawn their lines in the sand. And in fact, not every magazine staff recoils at the idea of publishing chapter meeting lists, messages from the volunteer president, photos from the annual conference, or "news stories" announcing a just-released association seminar or video.

In the drive to publish magazines of excellence, each staff must constantly examine its publication--what it is, what contributes to its value, and what its potential might be. We must raise questions: What kind of information is most vital to readers? How seriously do we want to be taken? How are we perceived by potential advertisers, and how do we stack up against both association and commercial competitors? How deep are our resources? What kinds of commitments are we willing to make? What's holding us back? The range of answers will obviously be broad and differ from one association to another, but it is fair to say that the marrow of magazines of substance will not look like promotion.

Staffs with confidence in their vision and their magazines are much more likely to deal successfully with the imagebuilding issue. Several strategies can be useful in both guarding the magazine's source of strength and communicating it to colleagues in non-publishing areas:

* Revalidate the magazine's mission statement to be sure it accurately reflects your purpose and goals. Ask the association board of directors or the appropriate committee to formally endorse your statement Circulate copies of the statement to every appropriate person in your association and publish it in your magazine.

* Expand the mission statement to spell out policies regarding all edit content. Such initiatives are much better taken before, rather than after, the ugly gods of dissension raise their heads. It's difficult for most people to argue with carved-in-stone policies, especially when adherence has been consistent and results have been positive.

Providing concise, written justification for policies is wise, but it's a good idea to remember that magazine staff members are the experts when it comes to knowing what factors contribute to a magazine with extraordinary image-building capacity. When it's your turf and your terrific book, you can afford to be diplomatic; but it's not necessary to be overly humble.

* Maximize the mileage earned from the editorial and design awards garnered by your magazine. Recognition from your peers can be a significant factor in image-related matters. Providing quality and value to readers comes first, but the prestige of plaudits from your industry shouldn't be hidden under that proverbial bushel.