The evolution of the podcast industry is nothing short of remarkable. Once a niche hobby, podcasting has become a mainstay format in the media landscape, driving entertainment, engagement, and brand connection. Creators are critical to this thriving ecosystem, crafting compelling stories that have done nothing less than revolutionize modern media. The Podcast Trends Report delves into five significant trends in the podcasting world, all viewed through the lens of the creators, which highlights opportunities in this dynamic medium.
Creators drive podcasting trends
Many creators are capitalizing on the podcast opportunity. These creators aren’t just hosting shows; they’re cultivating networks of content that engage listeners across devices and formats. From true crime investigations to heartwarming advice, diverse topics have allowed podcasters to build dedicated fandoms who consume their content religiously. In fact, over half of podcast listeners say they can’t get enough of their favorite shows. To meet this insatiable demand, creators are expanding into new formats like video podcasts, giving audiences a multimedia experience that enhances traditional audio storytelling.
For creators, this expansion means more than just increased visibility. It’s about crafting a holistic entertainment ecosystem that keeps listeners engaged across multiple platforms, allowing for a deeper connection between creators and their audiences. Networks like Team Coco, led by Conan O’Brien, have leveraged their star power to expand into YouTube, video sponsorships, and social media campaigns, proving that podcasts are more than just a “side gig”—they’re the center of today’s media universe.
A media mainstay
Podcasts have evolved beyond being an optional addition to media plans. They effectively drive full-funnel results, provide incremental reach, and create real brand impact. With advancements in advertising technology, brands are tapping into the power of podcasts more than ever. The reach of podcasts extends far beyond audio, with over 13 million monthly listeners consuming audio and video content. This cross-format potential has positioned podcasts as a vital tool in modern media strategies.
Brands like Kia have recognized this potential, utilizing podcasts in campaigns across multiple platforms, from host-read ads on popular shows to video content on YouTube and social media. Such campaigns demonstrate the versatility of podcasts and their ability to serve as a dynamic, multi-channel touchpoint for brands seeking to reach an engaged, loyal audience.
Growth of video podcasts
While audio remains the core of podcasting, video podcasts are quickly gaining momentum. For creators, video presents an opportunity to expand their content’s reach, tapping into audiences on platforms like YouTube. For advertisers, video podcasts offer a new avenue for creative ad placements incorporating visuals, making capturing attention and driving engagement easier. The growth of video podcasts is still in its early stages, but the upside is clear: fans are willing to follow their favorite shows across mediums, and brands that embrace this format stand to gain.
Creators who pivot into video extend their brand’s footprint and foster deeper connections with their audience. Video enables fans to engage with the content in a new, more immersive way, blending the intimacy of audio with the visual appeal that drives platforms like YouTube. This format is becoming a vital pillar of the podcasting world, creating fresh opportunities for brands and creators alike.
Bridging cultural gaps
One of podcasting’s greatest strengths is its ability to bridge cultural gaps. Listeners come to podcasts seeking authentic voices and real conversations that resonate with their identities and experiences. According to our data, 58% of multicultural podcast listeners say podcasts allow them to hear from diverse creators, and nearly 30% are more likely to tune in to connect with their culture or community.
Investing in diverse creators allows advertisers to reach new audiences and foster trust and loyalty. Brands that partner with podcasts focusing on culturally relevant topics or collaborate with creators from diverse backgrounds are well-positioned to make a lasting impact. For instance, our “Diverse Voices” collection provides a platform for underrepresented podcasters, offering brands a way to tap into this growing market.
Binge-worthy content becomes a podcasting trend
Binge culture is dominating TV and streaming platforms and is now becoming a podcasting trend. Creators are releasing seasonal drops and limited series to encourage listeners to consume multiple episodes back-to-back. This trend is transforming how podcast content is structured and consumed. Nearly two-thirds of podcast listeners report bingeing multiple episodes in a single session, indicating that podcasting adapts to audience preferences for serialized, binge-able content.
This format also presents exciting opportunities for brands. Seasonal podcasts or limited series allow for continuous engagement, with brands sponsoring entire seasons or crafting storylines that extend across multiple episodes. This gives listeners a richer, more integrated experience while amplifying brand visibility.
Creators will fuel the future of podcasting with their creativity and passion. From expanding into video to telling binge-worthy stories, podcasters are breaking new ground and opening new opportunities for brands and audiences. As the medium continues to grow and evolve, brands that invest in podcasts—and the diverse voices behind them—will be well-positioned to tap into one of the younger audiences.
Today’s employees are focused on more than just a steady paycheck. To improve their work-life balance, many media professionals seek flexibility when it comes to hours and work shifts – including the option of four-day workweeks, hybrid shifts, and remote work. In fact, research finds that 42% of office workers would take a 10% pay cut to have the flexibility to work from home. But flexibility is not necessarily a fully-remote work schedule.
New research that looks at the preferences of advertising industry professionals finds that they prefer hybrid work over fully remote or fully on-site scenarios. This stated preference spans demographics, tenure levels, and company size.
However, more would prefer to work completely from outside the office than are currently doing so, and there is a greater gap between current and preferred work scenarios among mid-career professionals, employees of local/regional media agencies, and those who identify as Black, Latino, and/or LGBTQ+. These preferences are revealed in the Myers Report 2024 Survey of Advertising Industry Professionals, based on a recent survey of 3,462 advertising professionals. The gap between current and preferred work scenarios offers insight to media leaders interested in attracting and retaining diverse talent.
Currently, most advertising professionals are engaged in hybrid work:
74% work in hybrid situations.
25% work entirely remotely.
1% of survey respondents work fully on-site.
Of the 25% who work fully remotely, a third are older professionals, 55 and up, whereas only one fifth of younger employees18 to 34 do. More than a third of all employees surveyed would prefer fully remote work.
64% prefer hybrid work.
34% prefer fully remote work.
The survey found small companies with 1-99 employees more likely to offer fully remote work as an option. Currently, 31% of those employed by small companies work entirely from outside the office, compared with just over 20% of employees at companies with 100-999 employees, and about 24% of those at companies with 20K+ employees. The discrepancy between employees who would prefer to work remotely and those currently doing so was lowest among the smallest companies.
Mind the gap!
Currently only 20% of Black advertising professionals work fully remotely. However, almost twice that amount (39%) would prefer to do so. There are also more Latino (37%) and LGBTQ+ (35%) employees who would prefer to work fully remotely as an ideal scenario. These findings are relevant to leaders responsible for DEI and HR, both as indicative of the need to cultivate more inclusive and supportive work environments, and as keys towards developing and maintaining a diverse workforce.
Mid-career professionals with 8-14 years in the industry are also more likely to prefer fully remote work (39%) than new employees or those with over 15 years of experience. Under 30% of employees with two or less years of experience prefer remote work, suggesting that early career professionals may look to on-site collaboration and interaction to improve their career trajectory, while more established professionals are seeking work-life balance.
Another significant gap appears among employees of local/regional media agencies, where fewer than 20% work fully remotely but over 40% would like to do so. This is an area for improvement when it comes to maximizing employee satisfaction and reducing turnover. In contrast, the alignment between actual and ideal work scenarios among advertisers and brand marketers is more even, with about 30% currently working remotely and about 35% stating that preference.
While there is a slightly higher preference for fully remote work among those aged 55 and up (37%), it is not dramatically different from the preference among the youngest group surveyed, people 18 to 34 (33%). Thus, the gap based on career experience is more significant than that based solely on age.
Set up for success
Based on the survey data, the report authors recommend investing in remote work infrastructure to strengthen workplace culture and improve worker engagement and effectiveness.
Bolster communication tools and collaboration platforms.
Facilitate team building activities.
Train managers on leading remote teams.
Draft clear remote work policy.
The report also recommends implementing more flexible work options. Although most advertising professionals of all demographics value the flexibility of working outside the office combined with the benefits of in-person collaboration, awareness of gaps in satisfaction levels can help employers stay competitive by maximizing healthy work environments. Recommendations include:
Conduct periodic surveys to assess staff satisfaction with current working arrangements.
Enable more remote and hybrid work options based on employee preferences.
Consider expanding remote work options for mid-career professionals to retain experienced talent.
Although there are more similarities than differences among worker preferences, even minor discrepancies can point to areas for improvement and help industry leaders maximize staff fulfillment and effectiveness.
In today’s media landscape, engaging younger audiences is both a challenge and an opportunity for newsrooms. Understanding the media habits and preferences of Gen Z is crucial for the sustainability and long-term relevance of players across the media industry.
Two recent papers, the latest Digital News Report and FT Strategies Next Gen News Study, offer valuable insights into younger audiences and strategies for effectively reaching and engaging them.
Here are the key trends media executives need to be aware of, followed by suggestions about how to act on them to improve engagement among young audiences.
Trend 1: A preference for digital
Not surprisingly, we need to start with (or truly accept) the shift away from traditional media habits. Having grown up with media on-demand and the ability to consume on mobile devices, younger audiences tend to access content very differently from their parents.
In terms of news media, as Nic Newman – the lead author of the Digital News Report – notes, younger audiences are “much less likely to use traditional sources such as TV and radio news and much more likely to access via social media, aggregators, and search.”
Instead, preference is usually given to both short-form and long-form video content on platforms like TikTok, Instagram, and YouTube. “The youngest group (Gen Z) are most likely to say that social media is their main source of news,” Newman adds.
Trend 2: Authenticity over traditional credentials
Another critical shift can be seen in concepts of credibility. Traditional benchmarks such as awards and brand recognition, hold less sway with younger consumers, observes FT Strategies’ Liat Fainman-Adelman.
Instead, perceptions of authenticity are key to this group’s definition of trustworthiness.
“Someone who identifies with a certain community / group or has lived through that event is seen as more credible in covering a related news event,” Fainman-Adelman explains. “Someone documenting their daily life in Ukraine on TikTok may be more popular and trusted than a trained journalist sent to cover the war.”
This trend helps explain the gravitation towards individuals over institutions seen in both reports.
“Young people want to feel connected to those who are delivering them news and information,” Fainman-Adelman contends. “It’s important for them to see who they really are and understand their underlying motivations.”
Trend 3: A level of news skepticism
Gen Z audiences want to understand the motivations and identities of the people behind the news. However, the formats used by many traditional media outlets often fail to speak to this need. In turn, this has led to a heightened skepticism towards the traditional news media.
“Individual contributors are seen as more personable and relatable than a faceless byline,” Fainman-Adelman says.
Subsequently, Newman explains, “because they are exposed to so many different sources, and see so many different perspectives, young people tend to [be] highly skeptical of most information and often question the ‘agenda’ of all news sources including mainstream news providers.”
This tendency is also heightened by the more “lean back” approach seen among many younger users, whereby they consume media in a more passive – and less intentional – manner. Their media experiences are often mediated through algorithms, rather than by going direct to specific sources.
That means this group is “much less likely to have a connection with traditional news brands preferring the news to come to them,” Newman says, observing how relationships are “driven more by relevance of the content itself rather than where it comes from.”
Trend 4: Broader definitions of “the news”
Younger audiences also have a looser, more fluid, interpretation of what is news and the trusted sources that are sharing it (e.g. alternative/independent sources, personalities and influencers).
As Newman outlined in an email interview, “young people make a distinction between ‘the news’ as the narrow, traditional agenda of politics and current affairs and ‘news’ as a much wider umbrella encompassing topics like sports, entertainment, celebrity gossip, culture, and science.
“Often they see narrow(ly-defined) news as a chore to spend as little time with as possible. But are prepared to spend more time with passions and diversions.”
Trend 5: Navigating information overload
Participants in FT Strategies’ study were born after the year 2000. “That’s had a pretty significant impact on how they interact with media and technology,” Fainman-Adelman told me via email.
Growing up in the digital age, young audiences are adept at filtering the large volume of content we are exposed to every day to find the material that interests them. That’s one reason why short-form media is particularly appealing to them.
And despite concerns about shorter attention spans, FT Strategies found that younger audiences do engage in long-form content (e.g. podcasts, online videos etc.) if it is of interest to them.
Five strategic recommendations for media companies to engage younger audiences
Given these insights, media players need to adopt a multifaceted approach to engage younger audiences. Of course, this demographic is not an homogeneous group. Nevertheless, we can identify a number of broad characteristics that publishers should be looking to adopt.
Here are five key approaches media executives need to implement (if you have not already):
Tactic 1: Embrace visually-oriented social networks
Prioritize platforms like TikTok, Instagram, and YouTube, where younger people spend much of their time. As Newman notes, the last few Digital News reports have shown that younger audiences are increasingly turning to these networks for news and other content.
Although media outlets tend to prioritize connections that they can monetize, Fainman-Adelman suggests “developing socially native content to build brand awareness on platforms (and eventually transitioning to more direct relationships).”
“Engaging the next generation will be crucial for legacy media’s sustainability and reducing the gap now will undoubtedly pay off in the long run,” Fainman-Adelman believes.
Tactic 2: Understand platform dynamics
YouTube, Instagram and TikTok have some shared qualities, but audiences use them differently. Creators need to tailor content based on the features and audience expectations of each network.
Fainman-Adelman advises, “Ensuring that news media is highly accessible (e.g., in terms of language, tone, humor) and engaging (e.g., multimedia, interactive, participatory). This “will be critical for building and retaining loyal audiences in the long run.”
Tactic 3: Emphasize authenticity
Shifts in tone are also key to providing a sense of intimacy and authenticity younger audiences crave. The Next Gen News report identifies “how social media personalities’ lived experiences boosted their authenticity and relatability when it came to certain topics.”
This can be hard for mainstream outlets to replicate. But, the Digital News Report highlights younger players – such as Dylan Page (aka News Daddy) in the UK, Vitus Spehar (best known for Under the Desk News on TikTok) in the USA and Hugo Travers (Hugo Décrypte) in France – which others can learn from.
Stressing transparency in reporting processes and clearly distinguishing between news, analysis, and opinion can also help build credibility among skeptical younger viewers.
Tactic 4: Embrace diversity
This can take many forms, including using formats such as short videos, podcasts, and interactive articles that are engaging and accessible. Broadening the range of topics covered and adopting a more conversational tone can also make news more appealing to Gen Z audiences.
Meanwhile, FT Strategies make the case for “partnering with creators, empowering editorial talent to share their [personal] stories, and … [hiring] younger and more diverse journalists who are permitted to express themselves in an authentic way, particularly on social media.”
Sophia Smith Galer (ex-BBC and Vice News) and Taylor Lorenz (The Washington Post) were identified by the report’s Advisory Board as exemplars with large social media followings who enable “their authentic personalities to shine through their work.”
Tactic 5: Change the narrative
“One of the most profound shifts we’ve seen among younger audiences is who and what they see as trustworthy” Fainman-Adelman says.
Media players need to learn from this and avoid doing things the way that they always have done. Afterall, for many younger audiences, these tried and trusted techniques don’t resonate with them.
Changing the paradigm means being clearer about editorial processes, funding sources, and potential biases. A genuine openness to feedback and audience engagement also matters.
Incorporating solutions journalism and more positive narratives may also help. Offering content that provides hope and inspires action can resonate with younger demographics (and others), moving away from the “doom and gloom” narrative many consumers associate with the media.
Bringing it all together
Engaging more effectively with younger audiences requires a deep understanding of their media habits and preferences. There are also potential long-term benefits to this too. As Fainman-Adelman reminds us, “several studies show that young people are often accurate predictors for broader shifts in society.”
Existing trends like widespread multimedia consumption, passively accessing content via social and other indirect ways (instead of doing direct), as well as a desire for shifts in the tone and breadth of content being provided, are here to stay. And they are only going to become more mainstream.
As a result, media players must be willing to experiment with new formats and approaches. These should prioritize authenticity, relevance, diverse content and more diverse voices. Through this, news organizations and publishers will be better placed to build trust and loyalty among younger audiences.
In doing this, Newman reminds us that “mainstream news brands cannot please all young people all the time due to the fragmented ways in which they consume media.” But, he says, “they can give themselves a better chance of being chosen more often.”
As the media landscape continues to evolve, those who adapt will not only survive but thrive. In an increasingly fragmented environment, adopting these strategies to connect with younger audiences can transform media organizations into trusted and preferred content sources for both the next generation and everyone else.
For years, June’s Pride Month has been a beacon for brands to demonstrate their support for the LGBTQA+ community, often translating into vibrant advertising campaigns across various media outlets focused on these demographics. Historically, these initiatives have served as a celebration of diversity and inclusivity. They’ve also provided a lucrative opportunity for LGBTQA+-themed publishers who saw significant increases in advertising spend during this period.
However, recent trends indicated a significant shift in Pride Month advertising. Brands have increasingly and unfortunately retreated from public LGBTQA+ supportive ad campaigns, influenced by last year’s Bud Light backlash and growing anti-LGBTQA+ legislation. This pullback did not just take the form of a reduction in rainbow-themed products but was deeply reflected in advertising spend. Major players like Target and Starbucks scaled back their Pride-themed offerings and the ripple effect dampened the financial outlook for LGBTQA+-focused advertising this past Pride Month.
Trend analysis: beyond pride month
This retreat hasn’t been confined to June alone. While our data for this period is still pending – a more comprehensive analysis will be available by mid-July – we analyzed advertising spend across 18 LGBTQA+-themed media outlets including national TV, print publications, and online channels, revealing a broader trend that predates Pride Month. In the first four months of 2024 alone, there was a noticeable decrease in advertising commitment. Here’s a detailed data breakdown:
2023 overview
In 2023, the landscape appeared strong, with more than $63 million spent on advertising across selected LGBTQA+ media outlets, marking a 38% increase from the $45.5 million recorded in 2022. Top advertisers such as pharmaceutical brands Biktarby, Spravato, Dovato, Cabenuva, and Apretude significantly contributed, each investing more than $1.8 million.
Early 2024 trends
The momentum shifted in 2024. From January to April, these outlets witnessed a fairly massive 10% decrease in advertising spend compared to the same period in 2023, with $17.9 million spent down from $19.9 million. However, this still represented a 40% increase from the $12.8 million noted between January and April of 2022. Yes, this is better than 2022. But the numbers suggest a volatile advertising environment for these publishers.
Notable declines
Prominent advertisers like Spravato, My Pillow (surprise!), Vitamin Water, and Harlem (an Amazon Prime Video series) slashed budgets almost entirely. This contributed to a collective $2.2 million drop year-over-year. Similarly, Cabenuva and Virgin Voyages cut expenditures by at least 60%, tallying up to a $929K reduction.
Impact on LGBTQA+ publishers
This decrease in advertising spend could be dire for LGBTQA+-focused media outlets that rely on these revenues. These publishers undoubtedly faced a tough loss this year. As brands retreat, the onus falls on LGBTQA+-focused publishers to find new ways to attract and retain advertisers, ensuring they can continue to serve their audiences effectively.
A strategic reassessment
For brands and advertisers, this LGBTQA+ advertising pullback calls for a strategic reassessment. It is crucial to recognize that while immediate reactions to socio-political pressures might seem necessary, they can also undermine long-term brand loyalty and consumer trust, especially within the LGBTQA+ community.
To navigate this complex landscape, brands should consider more sustainable and genuine engagement strategies that extend beyond the confines of Pride Month. This could involve year-round support through consistent representation in advertising, sponsorship of LGBTQA+ events, and partnerships with LGBTQA+ organizations. By integrating inclusivity into the core of their brand ethos, advertisers can build deeper, more authentic connections with their entire customer base.
The road ahead
These advertising insights underscore a cautious approach taken by brands, reflecting a broader hesitation across industries to engage in what has become a politically-charged atmosphere. For LGBTQA+-focused publishers, the challenge will be to navigate this new landscape where traditional peaks in advertising spend are no longer guaranteed. Depending on the 2024 election, we could see even more volatility.
Publishers in this space must now innovate and perhaps look to diversify their brand customer base. With Pride Month shouldering less of the annual revenue, it may be helpful to consider higher impact media types like video and native advertising to help mitigate losses. Above all, media companies should focus on fostering year-round partnerships with brands willing to commit to diversity, equity and inclusion, regardless of the prevailing political climate.
This data not only sheds light on the challenges facing LGBTQA+-focused publishers but also signals a conservative shift across the entire brand landscape, especially during an election year. Heightened scrutiny and polarization have made advertisers more cautious about brand safety– focusing on where and how their ads are displayed. Publishers that provide content with universally appealing themes, such as family, lifestyle, and travel could attract more advertisers, as a result.
It has escaped no media executive’s notice that women’s sports teams are on a rampage. However, media leaders may not be investing in coverage of women’s sports and athletes proportionally to the value they deliver.
The 2024 women’s Final Four game between Iowa and UConn garnered the largest audience for any basketball game in ESPN history. More viewers tuned in for the women’s NCAA championship than the men’s – by over four million viewers. Disney sold out of ad inventory going into the Final Four, with women’s March Madness advertising revenue doubling from last year. Women’s Final Four games commanded ticket prices 47% higher than those for men’s games (although not in proportion to seats available); and Indiana Fever rookie Caitlin Clark is currently finalizing an eight-figure deal with Nike.
The stars are not just shining on women’s basketball. The National Women’s Soccer League signed the largest media deal in women’s sports history in November 2023, and Women’s College Volleyball recently shattered an all-time attendance record. More female athletes than males now represent Team USA at the Olympics and they have been winning proportionally more medals.
Influence goes both ways
Support from sports franchises is critical to the development of women’s sports, but so is media attention and investment. While teams and athletes lend their fame to media companies and advertisers, the reputation and popularity of teams and athletes are also influenced by media coverage. Decisions about which Olympic events get covered and which athletes get interviewed impact public perception of female athletes and sports.
The study A Quarter Century of Prime Time’s Summer Olympics examined how women’s sports were framed for audiences over the past 25 years. Researchers analyzed 311 hours of NBC primetime Summer Olympics coverage and found female Team USA athletes were underrepresented in media coverage in proportion to medals won. Representation has soared in recent years though, with equal screen time given to men and women. In fact, two thirds of the athletes and coaches interviewed by NBC at the Summer 2021 Olympics games were female- indicating that women athletes are attracting more than their share of fans.
However, the study found that at the 2021 Olympics, only 24% of the non-athlete sources interviewed – such as anchors, reporters, commentators, and analysts – were female. The sports media field is still largely male dominated, even as interest in female athletes rises. Improved gender equality among sports reporters, commentators, and others in media positions adjacent to athletics could help grow interest around women’s sports even more. It also positions media companies to better take full advantage of audiences’ increased interest.
Female sports superstars drive views
The explosion in women’s NCAA basketball viewership can be attributed in part to fandom for athletes such as Iowa Hawkeye’s Caitlin Clark (now with Indiana’s WNBA team, Fever) and South Carolina Gamecock’s Kamilla Cardoso (now with the WNBA’s Chicago Sky). Interest in the WNBA Draft soared to an all-time high after the record-breaking season, quadrupling the number of viewers for this year’s draft over last year.
Superstars like Clark and Cardoso are bringing home the bacon for those who invested in them. As recently pointed out in an NPR interview, when Clark declared for the WNBA draft, Indiana Fever’s average ticket price doubled. Teams across the WNBA saw bumps in ticket sales at or near sellout levels when Clark is slated to be in town.
Some worry the “Clark Effect” had an outsized impact on the spectacular ratings this past season. However, new stars are on the horizon. Stellar freshmen players include USC Trojan’s Juju Watkins, Gamecock’s MiLaysia Fulwiley, and Notre Dame’s Hannah Hidalgo. Viewers who admired their skills this season are likely to be tuning in next season to follow their progress.
The fandom factor
As fans rally around rising stars of women’s sports, new research emphasizes the importance of fandom among young viewers. According to the 2024 Digital Media Trends by Deloitte Center for Technology, Media & Telecommunications:
35% of young people surveyed say sports team fandom is important to their identity.
Gen Z participants were especially likely to cite fandom as a component of their identity- whether they identified as fans of a sports team, movie franchise, music artist, or video game.
People who consider sports fandom important to their identity were more likely to engage with sports content.
About 10% of those surveyed were dubbed “M & E super fans” – people who consider fandom for a sports team, musician, video game, film, and TV series all important to their identity. These super fans were more likely to pay for streaming subscriptions and on-demand entertainment services. They were also more likely to use multiple social media platforms. While these super fans can have a higher churn rate, they may be attracted to cross-platform experiences and cost-saving bundles, according to Deloitte.
Fans contribute greatly to media hype-building and the development of cross-media franchises. According to the Deloitte study, media companies can leverage the power of fandom in multiple ways.
Seek deeper engagement with and understanding of fans. This might involve more granular interactions via online group forums and discussions.
Discover burgeoning fandoms, nurture and learn from them.
Consider the intensity of fan bases, not just their size. A smaller group of passionate fans may wield more influence than a larger but more casual audience.
Once fandom is established, viewers often remain loyal even when their favorite athletes are off their game. The interest in gymnast Simone Biles and skier Mikaela Shiffrin is proof of that. Even after Biles had to withdraw from much-anticipated 2021 Olympic events due to “twisties” and Shiffrin was disqualified from her two best events at the 2022 Olympics, viewers remained glued to coverage of them, and both continue to thrill fans and score lucrative endorsement deals to this day. As one fan tweeted supportively when Shiffrin had to opt out of the 2024 World Cup Giant Slalom in Australia, “You owe us nothing, Mikaela. Save it for the Olympics.”
Women’s athletics: more than a passing fad
There are many signs that escalating interest in women’s sports is more than just a moment. With fandom increasingly important to young audiences, and female athletes tearing it up on court on field, media and entertainment executives will do well to evaluate their investment in women’s athletics.
Media execs can deepen their investment in women’s sports by bolstering gender equality in adjacent media positions, evaluating their coverage of women’s events and athletes, and nurturing the fandom ecosystem. As Laura Correnti, founder and CEO of Deep Blue Sports + Entertainment, put it in an interview for NPR: “If you build it, they will come.”
News organizations worldwide are adjusting their operational approaches in response to external shifts and internal dynamics. Reuters Institute’s annual report, Changing Newsrooms, explores these evolving newsrooms. They gathered insights from surveys and in-depth interviews with 135 senior industry leaders from 40 countries worldwide. The respondents include editors-in-chief/executive editors, CEOs, managing editors, and other senior positions in editorial, audience, talent development, and commercial.
Reuters’ research reveals a notable trend in adopting flexible work models among newsroom leaders, with 65% implementing varying rules. Within this landscape, 15% of the sampled organizations extend complete flexibility to employees, allowing them to choose their work location and work from home. However, a more common scenario shows half of the sample (52%) offering only some flexibility to their employees.
Approximately 30% of participants noted that their organizations require employees to be in the office on specific weekdays with strict enforcement. However, 22% report no active monitoring to verify adherence to this policy. Notably, 38% of respondents express concerns about a weakened sense of belonging due to hybrid and flexible working arrangements.
Like last year’s findings, many survey participants believe the shift to hybrid and flexible working has had a limited impact on productivity. Specifically, 48% express that productivity has remained unchanged, while 26% believe it has increased. Notably, a minority of 19% indicate that flexible and hybrid working has decreased productivity.
Retiring “hybrid work” and embracing flexibility
The report cites Brian Elliott from Future Forum advocating for retiring the term “hybrid work” in favor of embracing a more “flexible” approach. He emphasizes that employees seek the freedom to work where and when they perform best—a blend of team collaboration and individual autonomy. Many companies, he notes, opt for simplistic solutions rather than restructuring their practices for a truly distributed workforce.
AI adoption and adaptation
The research also explores how global news organizations adapt to external changes and internal dynamics, focus on talent strategies, and cultivate inclusive cultures. Three-quarters of respondents (74%) believe generative AI will enhance productivity without fundamentally changing journalism, while 21% foresee transformative effects.
Regarding establishing high-level principles governing the use of generative AI in news organizations, just over one-third of respondents (39%) mentioned that their organization is actively developing these principles. In comparison, 29% already have some guidelines in place. One-fifth (21%) stated that they are contemplating such principles but have yet to implement them.
Although a considerable number have either developed or are in the process of developing high-level principles, only 16% have detailed guidelines in place for the specific use of generative AI. Thirty-five percent are currently working on formulating these guidelines, and 30% are in the consideration phase.
Diversity challenges and strategies
Challenges persist in navigating the evolving newsroom landscape. While 90% feel their organizations excel in gender diversity, numbers drop for political (55%), disabilities (54%), and ethnic (52%) diversity. Further, 43% have a systematic strategy for diversifying talent acquisition, but systematic approaches are less common for retaining talent and reflecting diversity in stories produced.
Diverse talent acquisition remains a significant challenge, cited by 57% of respondents. Retaining diverse talent, prioritizing diversity, and understanding its value are additional hurdles. The report underscores the need for structured plans to address these challenges systematically.
This research provides a comprehensive snapshot of the evolving newsroom landscape: flexible work models, generative AI, and diversity initiatives present challenges and opportunities. As news organizations adapt to external forces, the report highlights the importance of flexibility, strategic planning and systematic approaches to foster an inclusive, innovative newsroom culture.
Constituting about 43.1% of the U.S. population in 2022, people of color will become the majority within a couple of decades. However, despite some minor gains in 2021-22, people of color and women remained underrepresented in most television employment arenas. For both women and people of color, the “bright spot” exceptions were among cable scripted leads and credited cable writers.
According to the tenth annual Hollywood Diversity Report 2023, the television industry is progressing in diversity and representation, but much more work needs to be done. Part 2 of the Hollywood Diversity Report 2023 examines 521 live action, scripted television shows airing or streaming during the 2021-22 season. Part 2, which focused on 2022 Hollywood theatrical and streaming films, was released in March 2023.
Part 2 of the report shows that individuals from underrepresented communities are experiencing employment growth compared to their White colleagues. However, individuals from diverse backgrounds remain underrepresented across all aspects of industry employment during the 2021-22 television season.
Representation in core employment categories:
Broadcast scripted leads: less than 2 to 1 representation (33%).
Digital scripted leads: nearly proportionate representation (36%).
Broadcast scripted show creators: 2 to 1 representation (23%).
Cable scripted show creators: less than 2 to 1 representation (30%).
Digital scripted show creators: less than 2 to 1 representation (26%).
Broadcast episodes directed: less than 2 to 1 representation (31%).
Credited digital writers: nearly proportionate representation (38%).
Significantly, people of color more than quintupled their share of broadcast scripted show creators between the 2011-12 and 2021-22 television seasons — from 4% to 23%. However, they must double their 2021-22 share to reach proportionate representation in this employment arena (43%).
In addition, Black individuals constitute the only group to exceed proportionate representation among leads in the 2021-22 season across all platforms.
Female inclusion
The report also measures gender representation. While female employment increased across seven of the 12 key Hollywood categories, women remain underrepresented in most areas.
Broadcast scripted show creators: nearly proportionate representation (42%)
Cable scripted show creators: less than 2 to 1 representation (34%)
Digital scripted show creators: less than 2 to 1 representation (37%)
Broadcast episodes directed: less than 2 to 1 representation (37%)
Cable episodes directed: less than 2 to 1 representation (38%)
Digital episodes directed: less than 2 to 1 representation (37%)
Credited digital writers: Nearly proportionate representation (47%)
Representation of those with disabilities
Further, new to this year’s report is monitoring the number of individuals with disabilities employed in the television industry. In the 2021-22 television season, there were very few actors with visible disabilities on scripted shows. Among actors with known disabilities, the majority reported mental health issues, learning, or neurological disabilities (77%).
In broadcast scripted shows, only two actors had a physical disability that was visible or a hearing disability (0.3%). In cable scripted shows, only four actors had a physical or medical disability that was visible or a hearing disability (0.6%). In digital scripted shows, eleven actors had a physical or medical disability that was visible or a hearing or visual impairment disability (0.5%). Overall, individuals with disabilities are substantially underrepresented across all platforms ― broadcast, cable, and digital.
Budgetary equality
There are also significant disparities in the budgets allocated to shows created by women and people of color compared to shows created by White men. In both cable and digital, White female creators and creators of color are more likely to have smaller budgets, under $3 million per episode, than White male creators.
Part 2 of the Hollywood Diversity Report 2023 highlights the ongoing struggle for inclusivity in television. Despite some progress, individuals from underrepresented communities continue to face a lack of representation in employment and budget allocations. The report finds that, amid a changing industry marked by increasingly niche programming across platforms, evidence from the 2021-22 television season continues to show that increasingly diverse audiences gravitate to content featuring diversity in some form. Therefore, the report underscores the need for increased industry efforts to create a more inclusive and equitable television employee marketplace, and to better appeal to audiences now and moving forward.
In recent years, there’s been a tremendous push among brands and businesses to increase their investments in diverse-owned media. From an advertiser perspective, the reasons and benefits of doing so are numerous. Over time, the hope is that these efforts will lead to much-needed systemic change within the media landscape and representation within it.
For diverse-owned media outlets, the increased interest and investment have been a boon, with overall spend on diverse-owned media growing at an 80% annual rate from 2020 to 2022. Such sudden and intense focus can feel like a bit of a gold rush. However, it is important to remember that the whole point of this elevation of diverse-owned media is to lay the foundation for sustainable change. Both advertisers and diverse-owned media outlets need to act accordingly.
For diverse-owned media outlets, the elevated awareness of the importance of varied voices in media is an opportunity. But it also brings challenges, hidden among the details. Here are a few key considerations for these organizations to keep in mind.
Honor (and protect) your voice
The value of diverse-owned media is about so much more than just helping brands bolster their investment in social causes. Diverse-owned media gives voice to different lenses and cultures. They elevate the visibility of underserved communities. They inform. They entertain. And, importantly: they influence.
As diverse-owned media outlets grow, they must remain strong and unapologetic in their voices. Their role is not to assimilate, but rather to break new ground and create a more-diverse set of entrepreneurs and voices in the media.
At the same time, diverse-owned media outlets must dedicate themselves to growing in a sustainable way. From an advertiser perspective, brands are being reminded that the goal isn’t to throw money at these outlets and declare the problem fixed. It’s to help these companies flourish over the long haul. In the same vein, the goal of the outlets themselves shouldn’t be to succeed because they represent diverse voices. The goal is to succeed because they are strong media organizations, not just in terms of voice but also in terms of infrastructure and business model.
Prioritize transparency in partnerships
As diverse-owned media scale, they will inevitably need to build the technology stacks and monetization systems required to deliver the targeting and advertising opportunities desired by their brand-side clients. These are not decisions to be taken lightly. Transparency in the advertising supply chain is paramount for all media organizations, and this remains true for diverse-owned media.
It’s not enough to know which way advertising revenue is trending. Diverse-owned media should be working with partners and technologies that are dedicated to educating them on the share of revenue that they’re receiving within the broader ad tech supply path, as well as the bigger picture of how the media outlet is partnering with brands and agencies.
Diverse-owned media outlets need to have clarity into the brands they’re working with and, wherever possible, direct lines of communication. Advertiser support of these outlets, after all, shouldn’t just be about “checking boxes.” Both advertisers and diverse-owned media should be building relationships that, over time, enable the funding of larger and more meaningful projects. Only in having transparency into exactly how an outlet is being compensated and by whom can a media organization build and execute on a long-term vision for the future.
Don’t let measurement be an afterthought
A lot has changed in a short amount of time within the media landscape, and that rate of change isn’t slowing down. For diverse-owned media outlets, that means they need to be able to pivot with future shifts, and doing so requires the ability to measure and understand what’s working.
The ability to measure advertising and sponsorship outcomes will be especially important for diverse-owned media when it comes to fostering partnerships with brands and ensuring reinvestment continues. It’s imperative to be able to show brands and agencies not only an outlet’s ability to produce a powerful piece of content, but also that the powerful piece of content helps to drive business results. The capability to monitor performance in this way can’t be on an outlet’s “nice to have” list. It’s table stakes for growing a media organization in a responsible way.
Preserve entrepreneurship in diverse-owned media
It might be tempting to think of diverse-owned media as “having a moment” right now. However, advertisers and publishers alike must look beyond current spikes in investment to ensure they’re planning for a future in which this kind of investment is the new normal. In this regard, the responsibility doesn’t sit solely with the advertisers who control the purse strings.
As our industry deepens investment in diverse-owned media, we must simultaneously be creating a more hospitable environment for these outlets. Important work is being done by organizations like BOMESI, the Black Owned Media Equity and Sustainability Institute, through its BOMESI Accelerator, a first-of-its-kind initiative to support diverse-owned digital publishers that are driving lasting social change. This organization, and the spirit that inspires it, deserve industry-wide support.
Part of the work being done right now should focus on making it easier for startups to become certified as diverse-owned outlets as they seek funding. Entrepreneurs in this space should be able to take funding from the partners best poised to help them grow, but they must also maintain the level of control needed to still qualify as diverse-owned.
Just as marketers formalize plans for long-term investment in diverse-owned media, so too do these media outlets need to be ensuring they’re worthy of those long-term investments. Particularly for entrepreneurs, that means not simply handing their businesses over to investors without considering their longer-term opportunities and responsibilities. What the world needs now is more diverse media entrepreneurs and voices–not more money being spent with large companies seeking to take advantage of a gold rush.
In an era where media consumption shapes opinions and influences culture, the spotlight is on media businesses being more inclusive and diverse in their content and practices to better serve audiences. DCN’s new Digital Media Audience Diversity Study finds that content that strikes a chord with diverse audience segments leads to heightened audience engagement. Such content can cement a company’s position in a fiercely competitive landscape and facilitate monetization.
The study examines the attitudes, values, and behaviors of different generational segments and racial, ethnic, and identity (REI) cohorts in the context of digital media. To accomplish this, a survey was conducted among 1,500 respondents ― proportionally across Gen Z, Gen Y, and Gen X segments and each segment included Black, Latino, Asian, LGBTQ+, and White populations.
Representation matters
The findings uncover the perspectives and preferences of how respondents engage with digital media content, their subscription practices, their relationship to ad-supported content, and their views on representation and portrayal.
In this regard, the study underscores the importance of incorporating inclusivity, diverse representation, and authentic portrayal in media content.
Black respondents exhibit a heightened awareness of diverse creators and producers, actively seeking television content where they see themselves represented.
The LGBTQ+ community expresses a deep-seated sense of underrepresentation and the need for more authentic narratives in media.
Asian audiences are eager to move beyond secondary roles in entertainment content and advocate for realistic and inclusive portrayals.
Black and LGBTQ+ audiences exhibit increased loyalty to media brands that respect their representation, sourcing content from creators who mirror their experiences and featuring talent that reflects their identity.
Impacts of mobile and social media usage
Generational nuances are exposed regarding the impact of mobile and social media usage on mental health. Gen Z and Gen Y are more attuned to the adverse effects of excessive social media and mobile use, particularly on self-esteem and anxiety. LGBTQ+ individuals, irrespective of their generation, also express heightened concerns over the negative implications of their digital engagements.
Willingness to pay for content
Diverse audiences exhibit varying tendencies toward paying for digital content. Gen Z and Gen Y are notably more willing to invest in digital content than Gen X, hinting at the shifting media consumption paradigms. Black and Latino cohorts emerge as more willing spenders on digital content than other REI groups.
Unlocking media benefits
The study reveals the appeal of on-demand access to content remains a consistent top benefit, across generational and Racial, Ethnic, and Identity (REI) cohorts.
The desire to watch what one wants when one wants is the foremost advantage of subscribing to video content.
Anywhere access emerges as the predominant advantage of subscribing to audio content.
Digital print media garners favor for its capacity to offer knowledge acquisition, personalized curation, consistent content updates, and unwavering quality.
DCN’s Digital Media Audience DiversityStudy uncovers a spectrum of insights into the dynamics of digital media engagement. Understanding the subtleties within these findings across generation and Racial, Ethnic, and Identity (REI) cohorts is pivotal for content companies to engage with specific audiences effectively. Beyond profits, this engagement nurtures creativity, fosters inclusivity, and aligns media companies with the evolving ethos of a diverse and dynamic media future.
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“He is a man, he has his back towards me and is not listening to me.” Those are the words one woman used to describe the regular FT reader as part of a 2015 focus group. Back then, the Global Media Monitoring Research Project showed women only appear in 29% of media coverage leaving women feeling that most content speaks to and is consumed by men.
The quote from the FT focus group was so powerful that eight years on it still propels many initiatives across departments to reach and engage a more diverse audience. From establishing an Audience Diversity team to running more inclusive marketing campaigns, FT has been working hard to resonate with the increasingly growing number of women in leadership positions across finance, business, politics and many other industries. Along the way, we’ve learned a great deal.
During the DCN Subscription Innovation Day held last week in New York, Daisy Donald, a principal consultant at FT’s media consultancy arm, FT Strategies, talked about some of the findings from these efforts and we share some of those here.
But we also decided to go beyond suggestions and guidelines at FT Strategies and developed a tool called FT Diversify that can help any media organization in its efforts to diversify its reporting, sourcing, and its audience. FT Diversify is a machine learning tool incorporated into the regular editorial workflow that counts gender imbalances in content and gives actionable recommendations for making the journalism more representative. And the implementation of this tool has also taught us lessons worth sharing.
Why is being representative so important for audience diversity?
Unfortunately, not a lot has changed in making media coverage more equal since 2015. Current numbers from the Gender Equality Tracker show that men represent over two-thirds of all names and pronouns in U.S. media.
Luba Kassova and Richard Addy’s research suggests that the lack of representation also translates into a news gender consumption gap: 60.1% of visits to the top 48 news websites were made by men. That marks a missed opportunity – not only in being socially equitable but also commercially prudent. News outlets are missing out on lots of visitors and subscribers that come from underrepresented segments. And this goes beyond gender into race, socioeconomic background, age, and more.
What can we do to analyze & increase representation?
During the session at DCN’s members-only event, FT Strategies’ Donald shared a few tips to address this: “the crux of it is a deep understanding of what segments of underrepresented audiences want, rallying behind that as an organization and having the motivation and diverse talent to translate that knowledge into journalism, products and experiences that these people are looking for.”
The way to achieve that is through feedback mechanisms that open up conversations with your readers. For example, ask yourselves: Can we create a survey on the home page? Can we bring them into the newsroom for a visit? Can our reporters talk to women readers to hear what pieces they really enjoyed? Can we do more to encourage women to participate in wider discussions such as in the comment sections?
It goes without saying that simply collecting that information isn’t going to change much. With our ‘Diversify’ product, we connect data on reporting with consumption data to produce a dashboard with statistics as well as actionable recommendations and next steps generated by its algorithms.
Would knowing what pieces resonate well with women and publishing more of those increase their engagement with your journalism and brand? Would having more women be featured as authors, sources and in images lead to an increase in women readers? From our experience at the FT and working with other publishers we believe the answer is a resounding yes.
We have also found that it is important to think beyond just the topics that women are viewing in order to avoid stereotyping. It’s more impactful to supplement that with information on what platforms and channels and in what formats women consume these articles. Writers and editors must also always be sure to consider the why.
During our collaboration with a Finnish publisher we created a dashboard that showed similar information to the FT Diversify tool: number of women in photos, bylines and quotes and viewership and time on page per topic, platform and format. We found out that there is a shortage of women writers in certain verticals and that women readers were viewing a lot more content on climate change than men. Our feedback mechanisms revealed that women were often short on time, juggling a few activities at once, and preferred a more informal, relaxed tone of reporting.
In order to solve those “problems” we experimented with a newsletter on climate change written by a group of women journalists on rotation, sharing their favorite climate stories from the week in a concise and informal way. The result was 6% more women subscribers to that newsletter compared to others in the short space of two weeks.
This shows that giving instant access to feedback and easy-to-digest data to journalists can be really powerful. It may not completely transform commissioning decisions or how reporting is done. However, it does nudge content creators to think more inclusively and focus on different formats, topics, and conversations. We have seen firsthand how this leads to better engagement and increases the impact of their journalism.
About the author
Rumyana is a manager at FT Strategies, and has worked with large media & publishing companies across Europe. She designed the Google News Initiative Audience diversity programme, and also has experience in content strategy, newsroom evolution and engagement tactics. She was recently part of the Financial Times’ Audience Engagement team supporting their audience diversity ambition to increase the amount of engaged women subscribers.
If you want to understand the importance of DEI as it relates to the media business in 2023, there’s just one word you need to know: imperative. When you start leafing through the research, you’ll find “imperative” pops up a lot. Why? Because research universally reveals that a commitment to diversity, equity, and inclusion is of vital importance — crucial, even — to success in today’s media and entertainment environment.
Deloitte’s “Media Reimagined” study found that Black, Latinx, and LGBTQIA+ audiences represent a third of the $717 billion U.S. media and entertainment market. “Combined, these three audiences spend more than $250 billion annually and contribute an even higher percentage (52%) among U.S. adult Gen Z entertainment spend,” according to Deloitte.
And lest you think you can entice this audience with any old content, think again. Deloitte found:
71% of current media and entertainment spend among Black, Latinx, and LGBTQIA+ audiences is driven by feelings of inclusivity
54% of current media and entertainment spend tied to inclusivity can be traced to women-identifying audiences
13% increase of incremental and/or stabilized revenue potential across all audiences when they feel more included
Dollars and cents aside, inclusivity also leads to better content that all audiences can appreciate. “Our new research reveals that improving equity in the media and entertainment industry increases brand loyalty, drives growth, and results in fresh content that more closely aligns with consumer needs and expectations,” Deloitte summarizes.
But it’s not just movies, television, and podcasts we need to think about moving forward. Inclusivity in ads matters, too. According to the 2023 Higher Impact report from Amazon Ads, 79% of consumers are more likely to purchase products or services from brands whose values align with their own — and increasingly, DEI is among those values.
Nearly half (45%) of consumers are willing to pay more for a product that reflects and promotes DEI, according to the Amazon report. And 46% of consumers say they go out of their way to choose brands that have corporate commitments to DEI. In other words, consumers are watching — and they reward corporate efforts (and authenticity) when it comes to diversity, equity, and inclusion.
The full picture
It’s one thing to put out a DEI statement, it’s another thing for media companies to hold themselves accountable and achieve diversity at all levels. Deloitte found that three in five respondents “do not feel empowered to prioritize equity in decision-making” while one in three “feel their leaders don’t understand what diversity and inclusion means.” Another quarter of people “say the lack of diversity at senior levels is an issue.”
And in the film industry, that lack of diversity leads to a dearth of diverse stories. Annenberg Foundation research finds that female directors tell stories with more female characters, more characters from underrepresented racial/ethnic groups, more women over age 40, and they hire more women working in other notable behind‐the‐scenes positions.
Unfortunately, The Annenberg Foundation’s latest report, The Inclusion List, produced in cooperation with The Adobe Foundation, finds that inclusion in Hollywood is lacking in diversity and shows few signs of improvement in recent years. With regards to the representation of women on screen, the report’s lead author Stacy L. Smith said, “What’s even more powerful about this list – and consistent with our previous work – is that films from women and women of color directors on the list earned the highest average Metacritic score. These women are excluded from the industry when we know that they are some of the top performers, telling some of the strongest and most compelling stories. This list celebrates women of color in an industry that doesn’t.”
Source: USC Annenberg’s “The Inclusion List” a new data-driven ranking that provides the titles of the 100 most inclusive theatrically-released films from 2019 to 2022. The list goes beyond movies to rank distributors and producers as well, holding the entertainment industry accountable.
“These trends suggest that any improvement for people from underrepresented racial/ethnic groups is limited,” according to Smith. “While it is encouraging to see changes for leading characters and for the Asian community, our data on invisibility suggests that there is still much more to be done to ensure that the diversity that exists in reality is portrayed on screen.”
The price of not paying attention to DEI
Those who continue to ignore the role DEI plays in media’s success, will be missing the boat — and significant revenue opportunities as well. The undisputed king of e-commerce knows this, and that’s why one of the ways that Amazon segments its advertising audience is “Allies of Diversity”, which it outlined in a sponsored post on Ad Week. The Allies of Diversity audience “aims to provide a solution to reach an array of consumers at scale that have demonstrated signals of allyship. Amazon infers allyship based on aggregated first-party shopping and streaming signals. The company says, “Inclusive advertising helps brands connect with a wide range of people, promotes innovation and ensures that ads can be enjoyed by a variety of audiences.”
Clearly, Amazon has recognized the revenue potential DEI offers its advertisers but we’ll have to wait to see if Hollywood has the same epiphany. Though, as movies like “Barbie” — which sport diverse casts and women at the helm behind the scenes — rock the box office, the fiscal case for inclusion will be easier to make. However, one may have said the same thing when “Waiting to Exhale” opened at number one back in 1995 or when, in 2018, “Black Panther” became the highest-grossing superhero movie. Will the underlying facts and numbers that all support an authentic commitment to DEI be enough to move the needle?
Founded in 1977, the Maynard Institute for Journalism Education fosters diversity in newsrooms through improved coverage, hiring, and business practices. The organization offers newsroom training and professional development programs that promote diversity, equity, inclusion, and belonging in journalism. In 2018, the organization launched the Maynard 200 Fellowship as a call to action for the industry. The program provides training and mentorship to mid-career journalists of diverse backgrounds in order to advance their career growth and ability to take on expanded leadership roles.
To date, 146 fellows have completed the program. These diverse media leaders, storytellers, and entrepreneurs are not just equipped to lead within media organizations, or their own endeavors. They also form a community of support that grows every year, which is especially critical amid turbulence in the industry. Maynard 200 Fellows are part of what its director Odette Alcazaren-Keeley describes as “a mini-movement aligned with our mission of dismantling structural racism in America’s newsrooms and media spaces.”
Alcazaren-Keeley recently received the SPJ NorCal Excellence in Journalism “Unsung Hero” award, primarily for her work directing the program, which they cited as “as one of the most powerful incubators for journalists of color in the country.” Here, she discusses the state of newsroom equity, what’s changed – and what has not – and offers insight and advice for media leaders who want to support diversity, equity, inclusion and belonging (DEIB) in tangible ways.
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Describe the current state of diversity in newsrooms as you see it:
There has been progress but there is still so much work to be done to grow diversity, equity, inclusion, and belonging [DEIB] in newsrooms. Three years after the Summer of George Floyd, many newsrooms still continue to struggle with racial equity.
Given economic uncertainties, many newsrooms find themselves at crossroads. News organizations can choose to continue to build on the momentum of the racial awakening of 2020. But the work is not easy. And as some newsrooms struggle with financial sustainability, they may be tempted to abandon efforts before reaping the benefits of this work. We’ve seen this reported in other industries. For example in tech, where DEIB roles saw high attrition rates – and even layoffs – earlier this year.
Of course there is reason to hope and we can point to metrics of progress. For example, the American Journalist Study of 2022 found that the number of full-time journalists of color increased from 10.8% in 2012 to 18% in 2022.
But again, this progress has been mixed as found by the Pew Research Center survey of almost 12,000 journalists last year. For example, journalists surveyed gave their news organizations highest marks for gender and age diversity – but the lowest for racial and ethnic diversity.
Our organization has been doing this work to help diversify the profession so that demographics of newsrooms better reflect the demographics of the U.S. for decades and the marathon continues. This is why we are so passionate about the successes of the Maynard 200 Fellowship program. We designed the program to train journalists of color and their allies. The program’s curriculum is both skills-based and centered on DEIB principles. The investigative reporters, editors, managers, executives, and media entrepreneurs who participate in the Maynard 200 Fellowship go on to become change agents in their organizations. And we can see that this is something the media industry clearly needs more of.
Are you and your fellows seeing change on the inclusion front?
Marla Jones-Newman, VP of People and Culture at Mother Jones, and a 2022 alum of the executive leaders track of the Maynard 200 Fellowship, recently wrote an insightful piece about the industry’s fluctuating commitment to diversity, equity, inclusion, and belonging.
Media advocates and journalism funders relay reports of DEIB leaders across newsrooms who share that they do not receive an authentic infrastructure of support and are not able to sustain their work. This has led them to fail their mission in shifting cultures of toxicity and racial inequity inside media organizations – the very reason for their roles.
It can often feel like two steps forward and one step back – or one step forward, two steps back depending on the backlash. When newsrooms are inconsistent with their commitment to DEIB, it can feel performative and actually hurt their reputations among audiences and employees.
[Disclosure: Mother Jones is one of the news organizations participating in the 2023 Maynard 200 Fellowship business case study challenge, where fellows are tasked with designing solutions to challenges faced by today’s media organizations.]
Many media organizations have pledged to improve their racial equity. Have they?
This work can be difficult to track – especially when previous efforts to survey the industry have faded out due to “crushing resistance” like the American Society of News Editors annual diversity survey which had been conducted since 1978. So few news organizations contribute data about their racial equity, that some industry leaders want to make diversity reporting a requirement to receive prestigious journalism awards, like the Open Letter to the Pulitzer Prizes published last year.
Again, we can point to some progress. But if news organizations want to thrive they must quicken their pace. The younger generation coming out of journalism schools today has higher expectations. To refer back to the Pew Research Center report again, the numbers that jump out the most come from younger respondents. For example, 68% of journalists ages 18 to 29 say there is not enough racial and ethnic diversity at their organization, compared with 37% of journalists 65 and older.
In some ways, the culture of society is changing faster than media organizational culture is changing. Younger generations in the U.S. are more diverse than previous generations, if media organizations want to recruit the next generation of journalists, they need to catch up.
What are the barriers that need to be addressed to improve equity in media organizations?
There are many, but the primary barrier to address is systemic racism. More than 50 years ago, President Lyndon B. Johnson appointed a committee to investigate the rise in U.S. racial conflicts in the late 1960s. The outcome of that investigation, known as the Kerner Commission report, warned that: “Our nation is moving toward two societies, one black, one white – separate and unequal.” The report also stated the news media was “shockingly backward in seeking out, hiring and promoting” people of color.
In response, the news media claimed it was a “pipeline problem” in that they could not find qualified candidates from diverse backgrounds. In 1978 at a pivotal meeting of top brass in print, Bob Maynard declared it was time to remove this excuse from the equation. “We will not let you off the hook,” he said. “We must desegregate this business.”
This climate propelled our Institute’s namesake Robert C. Maynard to gather a diverse group of journalists and found the Maynard Institute for Journalism Education with the mission of promoting diversity and antiracism in the news media through improved coverage, hiring and business practices.
At an organizational level, media organizations must strive to create a culture of belonging for journalists and audiences of all backgrounds, rather than othering these groups in their workplaces and their coverage. To push DEIB principles forward – in addition to professional development training programs like the Maynard 200 Fellowship – the Maynard Institute also provides consultation and training to media organizations that address the structural inequities that persist in newsrooms. Using the Fault Lines® training methodology designed by Bob Maynard, the Maynard Institute helps newsrooms come to terms with bias along race, gender, sexual orientation, generation, geography and class lines as they apply to journalists, newsroom collaboration and coverage.
As you mentioned, we often hear about a “pipeline problem” and we’ve seen media organizations work with universities and other organizations to better recruit diverse candidates. Is this working? Is it enough?
Similar to other professions and industries – such as those in the Science, Technology, Engineering, Math (STEM) fields – the myth of the “pipeline problem” has been busted. There is no shortage of qualified candidates of diverse backgrounds. But until media organizations can adopt diversity, equity, inclusion and belonging principles as foundational to newsroom culture, progress will continue to be slower than we would like to see.
Looking at our metrics, we are proud that while there are many newsworthy journalism fellowships, the Maynard 200 Fellowship has consistently served the most diverse group of journalists in the industry. Year after year, the majority of fellows are Black, followed by AAPI, Latine, and mixed race. In addition, since the program began, the vast majority of fellows have identified as women.
Back in 2018, the Maynard Institute created its fellowship with the goal to provide training and professional support to advance the careers of 200 journalists. The Institute will soon exceed that goal in 2024. But the positive impact of the program is already visible, particularly for Black women who have advanced to executive positions in the industry since participating in Maynard 200. One of the things we think sets our program apart is this success at supporting Black leaders in the media. And as news organizations continue to diversify their leadership and c-suite, further success will be measured in the retention and advancement of diverse employees, who feel supported.
What do you see that is working or that has been effective in your program?
Some of the key components of the Maynard 200 Fellowship we find especially effective are the peer learning community model and the year-long, one-on-one mentorship. Because getting journalists of color hired isn’t the end of the journey. The industry must also establish communities of support and pathways to career advancement in order to ensure journalists of color don’t burnout or leave the industry altogether. For example, after Maynard 200 Fellows complete the training curriculum, they are paired with an industry professional who works in their subject area for a full year of mentorship.
What advice would you give to media leaders committed to change?
Remember that this work requires more than just issuing a press release or vision statement about the value of diversity. Organizations need to avoid performative lip-service that doesn’t have a real, tangible impact. DEIB principles must be embedded into organizational culture and business practices.
In order to achieve this, leaders have to acknowledge and leave behind old hallmarks of the profession that reinforced systemic inequity. For example, the myth that journalists must strive for strictly objective reporting is not only outdated, it is harmful. Since 2020, we’ve seen a call from industry thought leaders, educators and award-winning journalists like Wesley Lowery to abandon the myth of objectivity.
What would you like to say to today’s media leaders who are committed to dismantling structural racism?
Media leaders today must embrace the concept of belonging. In the 1980s, the most commonly used term for this work was “diversity.” Over the years additional concepts such as equity and inclusion have been integrated into professional settings. Most recently, the concept of belonging has emerged as vitally important. Belonging describes more than a feeling of inclusion or welcome.
Belonging means having a meaningful voice and the opportunity to participate in the design of political, social, and cultural structures that shape one’s life — the right to both contribute and make demands upon society and political institutions.
At its core, structural belonging holds a radically inclusive vision because it requires mutual power, access, and opportunity among all groups and individuals within an organization.
Leaders must accept that culture change is hard and an ongoing process. Leaders must prepare and build in space for the emotional work associated with these issues to be truly successful. The news organizations with leadership who prioritize diversity, equity, inclusion and belonging make substantial progress. You can look at the success stories of newsrooms for payoffs.
For example Southern California Public Radio used the performance-driven change management tools to assess and track organizational progress on DEIB issues. An independently formed task force made 44 recommendations to leadership that were all accepted and implemented.
Also look to GBH – the largest producer of content for PBS and one of the public media organizations participating in the Maynard Institute’s Newsroom Transformation Program. They’ve invested heavily in weaving belonging into their organizational culture and business practices. For example, GBH has diversified their network of suppliers and transitioned unpaid internships to paid internships in order to create more equitable opportunities. Business practice changes like this can have a big impact. The first year they implemented paid internships, GBH saw a 12% increase in the diversity of their interns.
Our co-executive director of the Maynard Institute, Martin G. Reynolds often says, “News organizations need to learn to operationalize the concept of belonging.” This is very challenging work because it requires an individual and collective unwinding of internalized biases, perceptions, and business practices that have made some news organizations toxic places for so many, particularly people of color. This work must be aligned with a news organization’s business strategy.
What’s the payoff for media organizations that effectively improve the diversity of their teams?
We know that diversity in newsrooms has multiple positive outcomes. In addition to the ethical imperative, there is a strong business case. Having journalists from diverse backgrounds helps improve the quality, breadth and depth of coverage which then in turn, attracts and expands the audience. The term “payoff” says it all. The payoff of this work is long term growth and financial sustainability. A media organization cannot grow its audience and bottom line without doing this work.
For example, if a news organization is eager to reach younger consumers to ensure financial survival then it must implement an approach to diversifying story sources and coverage. Research commissioned by the Reuters Institute for the Study of Journalism at Oxford University found that younger people have a strong interest in coverage that is clearly more diverse and inclusive. Plus, the Washington Post editor, Neema Roshania Patel has found that “Diversity in sourcing is key to reaching and retaining a younger, more diverse set of readers.”
Our Maynard 200 fellows embody a superpower that makes our mission of creating more institutions of belonging possible – courage. In their collective voice and impact, I see the collective power of journalism. And I know other media leaders out there can see it, feel it, and want to be part of it too.