Compassion vs Competition: Is it time for India’s newsrooms to realign work ethics?

Last week, a poignant encounter unfolded when a young woman, employed with a prominent publication house, approached me seeking a job. Curiously, I inquired about her motivations for considering a change. Initially, she skirted around the issue, offering sanitized responses. However, under gentle prodding, her facade crumbled and tears welled in her eyes as she confessed to the toxicity poisoning her current work environment.

Her admission was not one of weakness but rather of remarkable courage—a trait too often suppressed in our tumultuous professional spheres. She recounted tales of escalating stress, mounting pressure and insidious bullying rampant within the media industry's corridors. Incidentally, this meeting took place a day after the Press Club of Mumbai condemned the "harassment of journalists in newsrooms" and the relentless demand for sensational exclusives. Many speculated that this outcry was catalyzed by the tragic passing of Satish Nandgaonkar, a Senior Editor at Hindustan Times, Mumbai. And as I was in the middle of writing this, we learned about the passing away of two more journalists in their early 50s: Aariz Chandra of APN News and Pankaj Khelkar, the former Bureau Head of Pune for India Today.

Certainly, there can be countless factors contributing to someone's passing, but stress undoubtedly exacerbates many underlying health conditions

As someone poised to mark two decades in the media industry, and having traversed the corridors of leading publications—Hindustan Times, The Times of India, India Today, and DNA—I can offer insights borne of firsthand experience. To me, the issue at hand extends far beyond the boundaries of any single industry; it speaks to a systemic failure of leadership prevalent across sectors. As I reflected on the young woman's distressing revelations, I was transported back to my own journey, replete with its trials and triumphs.

Amidst this introspection, I couldn't help but feel an overwhelming sense of gratitude for the unwavering support of my first boss and mentor, Shivani Singh. During one of my darkest hours, when my mother fell gravely ill and was admitted to an ICU, Shivani's compassionate guidance became my lifeline. With a single phone call, she orchestrated a symphony of support, liaising with doctors and offering assistance in every conceivable manner. Alongside her, now-renowned journalists and parents of a 9-year-old boy, Rahul Tripathi and Sobhana Nair, were among the first to stand by my side. The gestures of support from my senior colleagues remain etched vividly in my memory. Moushmi Das Gupta's thoughtful act of delivering home-cooked meals and Archis Mohan's generous offer to attend by my mother's side at the hospital stand as poignant reminders of the unwavering solidarity within our professional circle. They did not have to do it for me, I was the junior-most reporter of the team.

When things got back to normal, what struck me the most was their nonchalant response to my gratitude. To them, extending support in times of need was simply second nature—a testament to the familial bond we shared as colleagues. In this team, I remember, during times of crisis (like a series of bomb blasts or municipal authorities' drive against illegal construction), many of us would dedicate weeks on end to work tirelessly, ensuring the team's optimal performance. I vividly remember a particular instance during a significant court verdict, where I worked continuously for three weeks. Once the coverage was over, my boss asked me to take 'unlimited leave' and return to work only when I felt ready. Surprisingly, I found myself back at work within a few days. This experience taught me that effective leadership doesn't always necessitate a rigid and authoritarian approach. Instead, fostering an environment of mutual care and empathy can often yield more sustainable and meaningful results and relationships.

I believe the pandemic served as a stark testament to the resilience and solidarity forged within our professional communities. However, after the recent incident, it is disheartening to observe that, even in this post-pandemic landscape, there remain leaders whose behaviour jeopardizes the physical and mental well-being of their colleagues.

Seven years ago, when I transitioned from print to the digital realm and joined exchange4media as Editor, the pace of work accelerated. My deadline changed from once a day to any minute as the news breaks. And moreover, I was not just responsible for my own work but for a team of 15 people. The pressure became more relentless and demanding than ever before. However, amidst the whirlwind of expectations, I gleaned a vital lesson: true leadership lies not in succumbing to pressure but in shouldering it with grace and fortitude, while empowering our teams to execute with confidence.

This isn't about claiming a moral high ground but about making your own life easier and simpler. It's basic logic: a content team is more productive and also more enduring. I have been fortunate to have managers who exemplified this approach in their leadership style towards me. They not only emphasized the importance of fostering a positive work environment but also actively practiced it in their interactions and decision-making processes.

As leaders, it is incumbent upon us to shield our colleagues from the debilitating effects of excessive stress and burnout. We must cultivate a culture where open communication and support thrive, fostering an environment where individuals feel empowered to prioritize their well-being without fear of retribution or judgment. In this fast-paced digital landscape, where every minute counts, it is imperative that we lead by example, demonstrating resilience, empathy, and a steadfast commitment to the holistic well-being of our teams. Only then can we navigate the challenges of our ever-evolving work environments with grace and integrity.