How to Avoid Burying the Lede of Your News Story

Every semester I give students a news writing exercise from my book about a doctor who is giving a speech about fad diets and physical fitness to a group of local businesspeople. Midway through his speech, the good doctor collapses of a heart attack. He dies en route to the hospital. The news of the story may seem obvious, but a few of my students will invariably write a lede that goes something like this: Dr. Wiley Perkins gave a speech to a group of businesspeople yesterday about the problems with fad diets. Whats the problem? The writer has left the most important and newsworthy aspect of the story - the fact that the doctor died of a heart attack - out of the lede. Typically the student who does this will put the heart attack somewhere near the end of the story. Thats called burying the lede, and its something that beginning journalists have done for eons. Its something that drives editors absolutely nuts. So how can you avoid burying the lede of your next news story? Here are some tips: Think about whats most important and newsworthy: When you cover an event, think about what part of it, whether its a press conference, lecture, legislative hearing or city council meeting, is likely to be the most newsworthy. What happened that will affect the greatest number of your readers? Chances are thats what should be in the lede.Think about what you find most interesting: If youre hard-pressed to figure out whats most newsworthy, think about what YOU found most interesting. Experienced reporters know that all people are basically the same, meaning we generally find the same things interesting. (Example: Who doesnt slow down to gawk at a car wreck on the highway?) If you find something interesting, chances are your readers will as well, meaning it should be in your lede.Forget chronology: Too many beginning reporters write about events in the order in which they occurred. So if theyre covering a school board meeting, theyll start their story with the fact that the board began by reciting the pledge of allegiance. But no one cares about that; people reading your story want to know what the board did. So dont worry about the order of events; put the most newsworthy parts of the meeting at the top of your story, even if they occurred midway through or at the end.Focus on actions: If youre covering a meeting, such as a city council or school board hearing, youre going to hear lots of talks. Thats what elected officials do. But think about what actions were taken during the meeting. What concrete resolutions or measures were passed that will affect your readers? Remember the old saying: Actions speak louder than words. And in a news story, actions generally should go in the lede.Remember the inverted pyramid: The inverted pyramid, the format for news stories, represents the idea that the heaviest, or most important, news in a story goes at the very top, while the most lightweight, or least important news, goes at the bottom. Apply that to the event youre cove ring and itll probably help you find your lede.Look for the unexpected: Remember that news by its very nature is usually the unexpected occurrence, the deviation from the norm. (Example: Its not news if a plane lands safely at the airport, but its definitely news if it crashes on the tarmac.) So apply that to the event youre covering. Did anything happen that those present didnt expect or plan on? What came as a surprise or even a shock? Chances are, if something out of the ordinary happened, it should be in your lede. Like when a doctor has a heart attack in the middle of a speech.

Children With Adhd At The Age Of Eight - 835 Words

My oldest nephew was diagnosed with ADHD at the age of eight and as he was growing up, it was really tough to understand and control him. He would be very impulsive, disobedient and would constantly pace around the house along with periods of hyperactivity. When he would get his report card sent home, some of his teachers would write a note saying that he constantly called out in class without raising his hand, shake his legs uncontrollably, got out of his seat to walk around or disrupt the other kids and have such short attention span. The thing about all of those disturbances, he maintained very good grades and is a very smart kid. As he got older, he began to learn about the triggers and where his ADHD would kick in and he’s doing great now; he’ll still have his moments where the ADHD will kick in, but it is much better present day. And he was never administered medication or therapy; he learned how to push the urges away but allow them to come out when the surroundi ngs were not overwhelming. ADHD is another term I believe is loosely used and thrown around like Bipolar Disorder because some people are just not good at holding a focus. It takes a lot to begin with to hold our focus on something for a good amount of time and a lot of people immediately resort to saying they have ADHD when focus is limited. That’s unfair to those who are actually diagnosed or suffer the same symptoms but are not diagnosed yet. I cannot say I have every experienced what it is like to haveShow MoreRelatedAdhd : Attention Deficit Hyperactivity Disorder Essay714 Words   |  3 PagesADHD is attention deficit hyperactivity disorder. It is a condition affecting how children and adults pay attention or control impulsive behaviors. 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Corporation Laws free essay sample

Week commencing: Monday, 20. 05. 13 Tutorial 4: Corporate Finance and Liability Note: Focus in this tutorial is on corporate contracting Problem Set 12: Read Chapter 23. 1. FWPL has traditionally transported its wine using a fleet of trucks that it owns. It is considering selling the fleet of trucks, which should sell for approximately $3 million. FWPL’s Board of Directors has not yet made a final decision to sell the trucks. Would a contract of sale be enforceable by the purchaser if the contract was executed: (a) By being signed by Nick Galli for and on behalf of FWPL b) By being signed by Mario Galli for and on behalf of FWPL (c) By the FWPL common seal being fixed in the presence of, and witnessed by, Nick Galli and Pia Galli (d) By being signed by Nick Galli and Pia Galli (e) By being signed by Mario Galli and his friend Ryan Booker (Ryan does not work for FWPL). See 23-200 – 23-400, 25-390 and ss127 and 129 Corporations Act Overview: * Contracting with a company requires both formal authority and substantive authority. * Section 127(1) Corporations Act, * Section 127 gives formal authority to sign documents. To establish substantive authority (in the absence of a board resolution) the party to the contract would need to show that the officers or agents have enough actual or apparent authority to bind the company. * There are two types of authority that an agent of a company might have: * actual authority; * apparent authority. (a) By being signed by Nick Galli for and on behalf of FWPL Is Nick a director of FWPL? Yes/No Does he have formal authority to sign by himself under s127? Yes/No Why? Does he have substantive authority? Yes/No Why? Actual authority means: Has the board made a decision? Yes/No Does Nick have express actual authority to sign the contract? Yes/No Why? Implied authority: Powers that attach to a particular office/position/customary/ acquiescence. Customary authority: Brick and Pipe Industries Ltd v Occidental Life Nominees Pty Ltd. Acquiescence means: Acquiescence: Brick and Pipe Industries Ltd v Occidental Life Nominees Pty Ltd (1992). Nick would/would not have customary authority as a single director. There are/are not circumstances of acquiescence. b) By being signed by Mario Galli for and on behalf of FWPL Who is Mario? Does Mario have formal authority to sign under s127? Yes/No Why? Does he have substantive authority? Yes/No Why? * Hely-Hutchinson v Brayhead Ltd. * Entwells Pty Ltd v National and General Insurance Co Ltd) * Corpers (No 664) Pty Ltd v NZI Securities Australia Ltd) The transaction of selling the trucks would/would not be within a MD’s authority. (c) By the FWPL common seal being fixed in the presence of, and witnessed by, Nick Galli and Pia Galli * Does this contract comply with s127? Yes/No How? * Is substantive authority assisted by the statutory assumptions in the indoor management rule? Yes/No How? * Section 129(6): Note ‘appears’ * If s129(6) applies, then any purchaser can assume that the contract has been validly signed. * Section 129(2): what can any purchaser assume? * Effect of s 128(4) ‘knew or suspected’ Conclusion: Would an ordinary purchaser in this situation actually have knowledge or suspicion about the conduct of FWPL’s affairs? Yes/No Possibly? (d) By being signed by Nick Galli and Pia Galli Would the position be altered? Consider s 127. Yes/No Why? Does s 129(5) apply? Yes/No Why? ‘Appears’ Additionally, what assumption can be made using s 129(2)? (e) By being signed by Mario Galli and his friend Ryan Booker (Ryan does not work for FWPL). Who is Mario? Does he have formal authority to sign by himself under s127? Yes/No Why? Who is Ryan? Do we have any information concerning his role? Does he have formal authority to sign under s127? Yes/No/Do not know Does he have substantive authority? Yes/No/Do not know How can his authority be determined? Fiberi case Is there insufficient information to determine his role? Yes/No In these circumstances, could a purchaser rely on the IMR s129(2)? Yes/No Conclusion: Consider Mario’s position re Part B: Reasonable conclusion 2. Would your answer in any case be different if, unknown to the purchaser, FWPL had a constitution and clause 35 of the constitution said â€Å"a proposed sale of all or a substantial part of the company’s main undertaking must be approved by ordinary resolution of the shareholders in general meeting†, and this has not been obtained? See 23-560 * Section 129(1) Corporations Act * The answer would/would not be different. 3. Would your answer to 1(b) be different if Mario Galli had never formally been appointed as Managing Director, although he acted with the consent of the other directors in that capacity? See 23-440 and Brick and Pipe Industries Ltd v Occidental Life Nominees Pty Ltd * Substantive authority: either actual authority or apparent * Actual authority can be express or implied. * Implied authority can arise several ways office/position/customary/ acquiescence. Brick and Pipe Industries Ltd v Occidental Life Nominees Pty Ltd. * Selling the trucks is/is not within the usual scope of running the business. * Conclusion: If yes, company is/is not bound. 4. Would your answer to 1(e) be different if Mario Galli had introduced Ryan Booker to the General Counsel (chief in-house lawyer) of the purchaser as the Company Secretary of FWPL? See 23-440 – 23-450 and Who is Ryan? The facts do/do not tell us. How has Ryan been introduced? See question In (e) what type of authority, if any, did Ryan have? What is substantive authority? Actual or apparent. What is apparent authority? * Freeman amp; Lockyer v Buckhurst Park Properties (Mangal) Ltd * Crabtree-Vickers Pty Ltd v Australian Direct Mail Advertising and Addressing Co Pty Ltd * Brick and Pipe Industries Ltd v Occidental Life Nominees Pty Ltd Does the introduction amount to a representation? Brick amp; Pipe Yes/No Why? Conclusion: * Mario has/has not customary authority as MD * Ryan has/has not customary authority by being represented as secretary. * Could a purchaser rely on the indoor management rule s 129(2) that Ryan is an officer? Yes/No Why?

Leadership Behaviors and Subordinate Resilience †MyAssignmenthelp

Question: Discuss about the Leadership Behaviors and Subordinate Resilience. Answer: Introduction The success of a business organization is dependent upon the leadership and the organization culture. In the recent years, the Commonwealth Bank of Australia has suffered from several cases of corporate frauds and money-laundering scandals. These cases show that there is some serious issue in corporate culture and the leadership style of the organization. Since 2011, the Managing Director and the CEO of Commonwealth Bank of Australia is Ian Narev. It is the largest company of Australia by market capitalization. Ian joined the company as the Group Head of Business Strategy. Since 2009, Ian was given diversified job roles of Group Executive, Business and Private Banking, SME banking and CommSec retail brokerage business. He was a tenured and talented candidate focused on developing the organization culture in several different ways. He introduced new technologies to enhance the customer engagement with the organization, enhancing the employee productivity, adapting new business regulations, and developing a customer-centric and value-driven culture (Bolman Deal, 2017). Ian is well-educated and director of Business Council of Australia and International Monetary Conference. As the CEO of CBA, Ian promotes workplace diversity and positive organization culture at the workplace. He has a broad view and believes that diversity can increase the productivity at the workplace. He also promotes leadership and inclusion of disabled people and older people at the workplace. His initiatives have yielded positive results and resulted in high diversity in terms of religion, sexual orientation, and ethnic background (Willaims, 2015). However, in the recent years, the organization has been plagued by different corporate scandals in the insurance industry, financial planning and the money laundering cases. It can be stated that these scandals are the results weaknesses in the leadership style and the corporate strategy of the organization (Antonakis Day, 2017). With the analysis of these scandals and the management intention of Ian Narev, it can be stated that the intention of the management is good; however, there are certain loopholes, which has given the middle management autonomy. They have taken certain decisions, which have resulted in negative outcomes for the society as well as for the organization. With this analysis, it can be discussed that the leadership strategy of Ian Narev is Laissez-faire leadership style (Fairhurst Connaughton, 2014). It is a delegate leadership, in which the leaders allow the group members to take certain decisions. However, this leadership style results in lowest productivity among the group members. The most prominent characteristics of Laissez-faire leadership style are that the employees receive very little guidance from the leaders. It also provides significant freedom to the followers so that they can take easy decisions. In this leadership style, the power is handed over to the followers; however, the leader is responsible for all the decisions (Eagly, Johannesen-Schmidt Van Engen, 2003). The conventional Laissez-faire leadership style is the leadership approach, in which the leaders adopt a hands-off approach. These business leaders remain open to the different group members for consultation and feedback. The leaders provide direction to the team members; however, the employees are allowed to complete their job with little oversight. The approach to leadership is effective, if the employees are responsible, expert and trustworthy. The leaders should feel confident that the employees of the organization have the necessary skills, knowledge and capable of managing the projects without any supervision (Skogstad, Einarsen, Torsheim, Aasland Hetland, 2007). However, there are certain pitfalls of this type of leadership style. The leadership style is not ideal, if the people lack the experience or the knowledge to make certain decisions. The leadership style is associated with poor job performance, leader effectiveness and lack of group satisfaction (Xirasagar, 2008). There are several negative sides of Laisez-faire style, which are lack of awareness, involvement with the group, low accountability and passive behavior towards the organization (Hinkin Schriesheim, 2008). The money-laundering scandal was a result of the negligence from the management of the organization. The ASIC is investigating CBA for regulatory uncompliant behavior. It is evaluating if the organization has complied by the regular disclosure laws. The organization should also immediately alert the investors of any suspicious behavior. The ASIC committee suspected that the bank might have played some foul play and has not complied with the licensing obligations. The public and the media criticized the board of the bank regarding the money laundering allegations; however, Norak rejected the criticism. He stated that the organization is very large in size and therefore, they have developed several autonomous teams, which has to be managed by the investors and the regulators (Ryan, 2017). There were other issues as well. The public relations of the organization were not appropriate, which created several issues in the mishandling of trust and the public confidence (Butler and Johnston, 2014). There has been a lack of financial planning and foresight in the introduction of the financial policies in the organization. The financial planning scandal has led to several questions regarding the leadership style of Ian Narev and whether he will be capable of handling the financial crisis. The current decisions of the CEO states that he has very static style to handle the financial planning crisis. As a result, the customers, companies and the captains of the organization have also accused the company of hubris (Jones Rudd, 2008). The lack of foresight can also be perceived by the personal career growth of CEO of the organization. The career growth of Ian shows that there is lack of career planning. The current annual package of Narev is the lowest, which shows that he has not negotiated properly with the Board of Directors. Further, it can be critiqued that Ian follows transactional leadership style. This style demonstrates a lack of vision, as the leader is focused on running the day to day operations of the organization rather than leading the organization for the future growth. The business leaders make the followers comply by the rules and regulations with the help of rewards and punishment. These leaders set goals and explicit agreements with the followers of the organization. They also increase the efficiency and establishing routines in the organization (Amanchukwu, Stanley Ololube, 2015). These leaders are focused on establishing rules and making the followers to work accordingly. Diversity and inclusion are important criteria for the transactional leaders. They consciously seek diverse talent to build a competent workforce. They emphasize building and working with heterogeneous teams by understanding the significance of diversity and inclusion in the business enterprise. Ian Norak also emphasizes the importance of diversity in the organization (Harland, Harrison, Jones Reiter-Palmon, 2005). The recruitment and the talent management department of the organization emphasize the inclusion criteria and try to select the employees from different walks of life. Along with it, Ian Norav has also been a good leader and mentor for the employees. The mentoring relationship is crucial for the corporate to develop the human resources. It is the process, which can be used to emphasize the growth and talent of the employees. Norav has introduced a unique organization culture, in which the employees are given freedom and flexibility. They are also provided opportunity to develop their talent within the organization. There are several training and development programs within the organization, which are dedicated towards the employee growth (Eagly, Johannesen-Schmidt Van Engen, 2003). Other than that, there are several leadership development programs, which are dedicated towards to develop the future leaders of the organization. The organization culture also promotes diversity and empowerment of the employees. The employees are given autonomy so that they can control their growth. Other than that, the organization culture of the bank is positive and flexible. The employees have a flexible work schedule. However, since the privacy and security is the major concern for the banks, proper training is provided (Chaudhry Javed, 2012). The bank has fixed timings and the employees should follow them. Conclusion It can be concluded that the leadership style of Isan Norak is that of Laissez-faire style. . It also provides significant freedom to the followers so that they can take easy decisions. In this leadership style, the power is handed over to the followers; however, the leader is responsible for all the decisions. The employees were capable of conducting fraud, due to the freedom provided to them. There has been a lack of financial planning and foresight in the introduction of the financial policies in the organization. It also shows the issues in the leadership style of the CEO. Since 2011, he has been the Managing Director and the CEO of Commonwealth Bank of Australia. It is the largest company of Australia by market capitalization; however, his compensation has been low. References Amanchukwu, R. N., Stanley, G. J., Ololube, N. P. (2015). A review of leadership theories, principles and styles and their relevance to educational management.Management,5(1), 6-14. Antonakis, J., Day, D. V. (Eds.). (2017).The nature of leadership. Sage publications. Bolman, L. G., Deal, T. E. (2017).Reframing organizations: Artistry, choice, and leadership. London: John Wiley Sons. Butler, B. and Johnston, E. (2014). Commonwealth Bank's Ian Narev fast to rise, but slow to move. The Sydney Morning Herald. [Online]. Available at: https://www.smh.com.au/business/banking-and-finance/commonwealth-banks-ian-narev-fast-to-rise-but-slow-to-move-20140704-3bdug.html [Accessed on: 29 March 2018]. Chaudhry, A. Q., Javed, H. (2012). Impact of transactional and laissez faire leadership style on motivation.International Journal of Business and Social Science,3(7). Eagly, A. H., Johannesen-Schmidt, M. C., Van Engen, M. L. (2003). Transformational, transactional, and laissez-faire leadership styles: a meta-analysis comparing women and men.Psychological bulletin,129(4), 569. Eagly, A. H., Johannesen-Schmidt, M. C., Van Engen, M. L. (2003). Transformational, transactional, and laissez-faire leadership styles: a meta-analysis comparing women and men.Psychological bulletin,129(4), 569. Fairhurst, G. T., Connaughton, S. L. (2014). Leadership: A communicative perspective.Leadership,10(1), 7-35. Harland, L., Harrison, W., Jones, J. R., Reiter-Palmon, R. (2005). Leadership behaviors and subordinate resilience.Journal of Leadership Organizational Studies,11(2), 2-14. Hinkin, T. R., Schriesheim, C. A. (2008). An examination of" nonleadership": From laissez-faire leadership to leader reward omission and punishment omission.Journal of Applied Psychology,93(6), 1234. Jones, D., Rudd, R. (2008). Transactional, Transformational, or Laissez-Faire Leadership: An Assessment of College of Agriculture Academic Program Leaders'(Deans) Leadership Styles.Journal of Agricultural Education,49(2), 88-97. Ryan, P. (2017). Commonwealth Bank: ASIC to investigate CBA over money-laundering scandal. ABC News. [Online]. Available at: https://www.abc.net.au/news/2017-08-11/asic-to-investigate-cba/8796542 [Accessed on: 29 March 2018]. Skogstad, A., Einarsen, S., Torsheim, T., Aasland, M. S., Hetland, H. (2007). The destructiveness of laissez-faire leadership behavior.Journal of occupational health psychology,12(1), 80. Williams, M. (2015). Why workplace diversity matters to Ian Narev. FinSia. [Online]. Available at: https://www.finsia.com/insights/news/news-article/2015/01/15/why-workplace-diversity-matters-to-ian-narev [Accessed on: 29 March 2018]. Xirasagar, S. (2008). Transformational, transactional and laissez-faire leadership among physician executives.Journal of Health organization and management,22(6), 599-613.