Managing Editors, Authors & Reviewers
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Presentation to the International Society of Managing and Technical Editors (ISMTE) European Conference 2015. The presentation discusses the key roles involved in the Editorial process of journal article publishing and make the publication process effective and efficient for all. The presentation also discusses methods to engage the community, and how to build and enhance it.
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Managing Editors, Authors & Reviewers
- 1. Learning to Manage - Working with Editors, Authors & Reviewers - Duncan Nicholas Journals Development Editor
- 2. Roles • Societies – Guiding principles – Establish strong relationships – Include the following roles: • Editors – Figureheads – Curators – Decision makers – Regular contact – Establish strong relationships • Authors – Provide content – Journal board members – Infrequent contact • Reviewers – Specific Experts – Journal board members – Infrequent to regular contact
- 3. Methods of management • Role and process guides – Establish expectations – Mutual assurance – Increase efficiency • Bespoke tailoring – Customised websites – Personalised contracts – Accommodating feedback • Relationship building – Communication! – Email, phone or face-to-face – Proactive, attentive, responsive, considerate, empathetic
- 8. Methods of management • Role and process guides – Establish expectations – Mutual assurance – Increase efficiency • Bespoke tailoring – Customised websites – Personalised contracts – Accommodating feedback • Relationship building – Communication! – Email, phone or face-to-face – Proactive, attentive, responsive, considerate, empathetic
- 9. “Thanks a lot for the update. I just wish all editorial & production coordinators were as efficient as you. It is refreshing to get a step-by-step update” Considerate automations
- 10. Methods of management • Role and process guides – Establish expectations – Mutual assurance – Increase efficiency • Bespoke tailoring – Customised websites – Personalised contracts – Accommodating feedback • Relationship building – Communication! – Email, phone or face-to-face – Proactive, attentive, responsive, considerate, empathetic
- 11. Perseverance
- 12. Scenarios • What was the initial issue? eg. a technical problem, a misunderstanding, an aggressive response • How was the issue resolved? eg. you resolved it yourself, it involved site re- configuration, involved a third-party to resolve • What was the outcome? eg. were all parties satisfied? Did it involve compromise? How did anyone benefit?
Editor's Notes
- Say who I am. Talk about some ideas and methods for managing the relationships with different agents of the journal, from the perspective of the Editorial Office
- From the Editorial Office, these are some of the most common ‘roles’ you may encounter when managing journals. These roles network with each other around the Editorial office. The central management of the journal be a publisher, society or another entity, but the office is the key to ensuing a journal runs in a coordinated fashion with direction.
- Here are a few examples of ways in which to manage the relationships of all the agents involved with the journal Role guides, process guides and documentation. Make clear the requirements of the role and what is expected from all parties Copyright guidance, reviewer guidelines and submission forms, author instructions, special issue guides, Editor role guides and contracts, social media guides.
- Here are some examples of ways in which we update or inform our community: Transition planning Special issue guides Editor resources website
- Guidelines for appointing a new Editor, which are effectively an Editorial Office process for implementing a full succession plan, covering many eventualities - including. A resignation request template letter Recruitment templates New Editor interview questions Board member invitations Roles and Responsibilities details for new Editors
- The Special Issue Guidelines are a similar beast. There is a section for the Editorial Office to help them coordinate and schedule special issues, an email to the Editor in chief to get them involved in the process, but most importantly, is this fuller guide for Guest Editors. Guest Editors may use review sites less frequently, Less Practiced Special Issue needs to fit to schedule – may contain timely papers that benefit from quick publication – therefore everything needs managing carefully Info on: Meeting issue length Calls for papers Submission and Review Decision making and acceptance Production Publication and marketing Timeline of events, to be completed with specific dates for the particular special issue
- Finally, the Editor Resources website, which we use for writing about new releases and amendments to existing systems, detailing any new working practices that may be involved. We also have article son best practice, tips and tricks, answers to frequently asked questions, and some in depth analysis on various aspects of the publishing industry. We also have guest posts from Editors, Authors and Reviewers speaking about their involvement with journals and their significant experiences. It is a collaborative and engaging project, which is going from strength to strength, so we are really pleased with that.
- This is less directly managing, more about facilitating the needs of your journal community. It helps everyone achieve their goals, in ways which are most effective for them. Easier to achieve on a smaller scale; a huge publisher could not run individual websites for 2000 journals. The management decisions come from deciding which clients would benefit most from the more time consuming activities. Also, all requests for tailoring should be considered within reason. The benefits must outweigh the time and money invested in running them.
- One example of amending the standard design to help with overall management of the Editorial Office is these email templates I set up in all 30 journals I was managing. Trigger by task completions, updates Author on status of paper. Reduced time in having to reply to queries. Reduces the number of initial queries themselves, and most importantly, proactively informs authors about the reviewing process. A huge time saver, and according the the quote – a unique and welcome notification to receive.
- I have talked about guidelines and additional emails, which would be all well and good if they did not run the risk of overwhelming people, and demanding too much of their time. It is important to strike a balance between providing enough vital information or bombarding people with too much. I daren’t imagine the number of guidelines documents in the academic publishing industry. But communication is key, being responsive to the requirements of the community. And of course, the eternal question of how to go about it? Often email is bet, and most convenient, especially for communicating en-masse. When it comes to one-on one, or small group discussions, phone calls, conference calls, or video links: skype, g-chat or whatnot, run close second to face-to-face meetings in being able to most effectively communicate. If you have niggling issues, or major problems that email is proving difficult to conclude, picking up the phone can work wonders – and you often find different tone at the end of the line. Many times, in my experience, the phone call has made all the difference.
- Often management is not easy, and here’s an example of where perseverance pays off. This was the end result of months of securing copyright clearance for some images to be used in a writing systems journal. The author we needed permission from was a reclusive architect who had developed his own language, and the paper needed images of his language to illustrate it. Eventually, I was able to get in contact with this person, and this image is the permission to use his images, written in his own language, of course. I am totally sure this is 100% legal.
- Now time for some audience participation. I would like the room to split into groups to discuss some scenarios, how we could deal with them, and we can discuss our findings.