Editing, Leadership, & Team building
Journalism is about more than just reporting the news — it’s about fostering an environment where ideas thrive, where writers develop confidence in their voices, and where collaboration leads to something greater than any one individual. As co-editor-in-chief of Theogony, my role extends far beyond writing and editing. I build systems, structure workflows, and mentor staff to ensure our publication operates as a high-functioning newsroom.
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At any given moment, I’m balancing multiple roles—editor, coach, advocate, problem-solver. I ensure that a breaking news story is fact-checked and airtight before publishing, while simultaneously guiding a hesitant first-year staffer through their first feature. I organize our production cycle while making sure every writer gets the feedback they need to improve. I set the vision for what we cover, fight for our right to cover it, and cultivate a team that sees themselves as real journalists — not just students in a class.
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The best stories don’t just happen. They are nurtured, shaped, and sharpened through a strong newsroom culture. Below shows how I lead the process. But first, hear it from the people who know Theogony best.
What Theogony Has To Say
"James exemplifies outstanding leadership through his ability to guide our school newspaper with vision, organization, and dedication, while also handling challenges with composure, making him a dependable and inspiring leader."
-Casey Donahue
Editor in Chief
"James always hits the ground running: he's incredibly perceptive and seems to think up ideas and strategies faster than most people even take to notice any obstacle in the first place— but he'll never leave anyone else behind when he goes forward."
-Chloe Yokitis
Fmr. Editor in Chief; Reporter, Rochester Campus Times
"Looking over my shoulder, there would always be someone standing in the back, with a certain urgency, a document open, talking about the contents on the screen and down the hall, never content with the median produced, closely attuned to the frontiers of possibility we had not yet accessed — We knew from his first day in the class that James would be editor in chief, and that his articles would uncover something powerful about our model to that point unseen."
-Yahney-Marie Sangare
Fmr. Editor in Chief; Columbia College '28
"It’s extremely refreshing to work with an Editor in Chief like James because, not only is he a naturally talented writer and leader, but he is passionate about the newspaper and willing to work relentlessly to make it the best it can be. I really trust his judgment, but I also appreciate how he makes my opinions feel just as valued."
-Julia Gwin
News Editor
"Whenever i’m in a slump with what to do in class James always has great ideas about what we can do next."
-Maxwell Jones-LaChance
Sports Editor
"James’ passion for journalism has made him a great leader and Editor in Chief. It’s inspiring to see how committed he is to the newspaper. He’s fostered a supportive and close-knit environment among the team this year."
-Rozalia Finkelstein
Opinion Editor
Editing
Good journalism starts with strong reporting, but it’s in the editing process that stories reach their full potential. My approach to editing is grounded in three key principles: preserve the writer’s voice, maintain journalistic integrity, and teach through feedback.
The way I edit depends on the writer. For experienced reporters, I push them to go deeper — tightening their structure, refining their language, challenging them to expand their perspectives. For newer writers, I take a different approach, explaining in-depth why certain choices strengthen their work. My Google Doc comments aren’t just corrections; they’re lessons:
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"Your lede is factual, but does it grab attention? What’s the most compelling detail you can start with?"
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"Consider breaking this paragraph into two — readers tend to skim, and shorter paragraphs hold their attention better."
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"This quote is great, but does it add something new? Does it push the story forward?"
Beyond the comments feature, one of my favorite parts of being an editor is sitting down with a reporter and going through their story together. These sessions, which typically last between 30 and 45 minutes, allow both of us to understand the reasoning behind each other’s decisions. For each edit I make to improve someone’s writing, I learn about their original goal, which allows me to further grow as both an editor and reporter.
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This is one of the feedback forms I filled out this year.
Sometimes, articles I edit change significantly from their original version (like the one above!). But each time this happens, I sit down with the reporter and talk through why I think the changes are necessary. Much of the time, they share their perspective, and we refine their writing even further.
In addition to one-on-one feedback, Theogony uses a staff-wide editing and feedback system to make the process more collaborative. Each cycle, every staffer — editors included — receives written feedback from multiple peers. This reinforces my belief that writing is never a solo endeavor, and that great journalism happens through revision and discussion.
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But sometimes, editing isn’t just about refining — it’s about knowing when to step back. One of the hardest lessons I’ve learned is how to balance fixing an article with allowing a writer to grow. If I over-edit, the piece loses its authenticity. If I under-edit, I risk publishing something that doesn’t meet our standards. I’ve had to make tough calls — choosing between publishing a weaker piece to let a writer learn or stepping in to protect the credibility of our publication. It’s a fine line, but one I navigate carefully with every article.
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I also make a deliberate choice to leave my name off articles I significantly edit or rewrite. Some of Theogony’s biggest award-winning stories — our investigation into lead at an elementary school, our feature of Olympian Noah Lyles, and our analysis of intercampus transportation — are ones I had a heavy hand in shaping, yet my name isn’t on them. My goal as an editor is to elevate my staff and their work.
Leadership
A newsroom doesn’t function without structure. As co-editor-in-chief, I manage everything from big-picture strategy to daily logistics, ensuring that Theogony produces timely, high-quality journalism.​
Every production cycle starts with a budget meeting, where I guide writers in pitching stories that are relevant, impactful, and achievable within our timeline. To streamline the process, we use Notion (though we’re currently converting to SNO Flow), and this year we implemented pitch forms, which help editors and writers track their progress, manage deadlines, and stay organized.
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But leadership isn’t just about overseeing workflow — it’s about empowering my staff with the tools and knowledge to succeed. One of my biggest contributions has been creating resources that make Theogony not just a publication, but a training ground for young journalists.
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For example, I helped make a presentation (above to the right), which walks through our reporting process, standards for good storytelling, interview techniques, and real examples of exceptional work.
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To reinforce these lessons, I created Theogony’s Staff Manual — a comprehensive guide covering everything from AP style and ethical guidelines to how to write a strong lede or craft an engaging feature. It also includes instructions for social media engagement, press pass usage, and workflow expectations, ensuring consistency across our newsroom. I use the manual in training sessions, walking staffers through different sections when they need guidance. Whether a new reporter is struggling to frame an interview or an editor is unsure how to fact-check a breaking news piece, the manual serves as a go-to resource.
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Leadership is also about creating a work culture where people feel supported and motivated. That starts with how I set the tone. Every day before we begin working, I and other editors address the class, outlining the day’s goals so that everyone is on the same page. I make myself available at all hours — whether it’s answering a last-minute text about an interview question or helping a staffer restructure their article the night before a deadline.
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My responsibility also extends beyond the newsroom. As an advocate for student journalism, I’ve taken on press freedom battles at the administrative level. After Theogony’s investigative reporting led to the introduction of a policy requiring administrative approval for “sensitive” stories, I led my editorial board in pushing back. We’ve met with school board members, administrators, and even the mayor, fighting to have the policy overturned. The work is ongoing, but we are not deterred in our fight.
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Leadership also means accountability. When things go wrong—when a story misses a deadline, when we publish an error, when there’s a miscommunication between staffers—I take responsibility first. I don’t shift blame onto my editors or writers; I look for solutions. It’s this approach that builds trust within the newsroom, ensuring that my staff knows I have their backs, no matter what.
A post-budget-meeting white board.
Even on a snow day, the news never stops.
I am in constant communication with my staff.
Everyone makes mistakes --- even editors!
Some of my messages with a school board member
This presentation contained interview tips, an explanation of Theogony's workflow, examples of good stories and explanations why, and much more.
I created Theogony's staff manual.
Our Notion page allows us to stay organized.
Team Building
Team Building
Fellow reporter Chloe and I got to meet Michel Martin, a host of NPR's Morning Edition.
Staff dinner!
Staff dinner!
A selfie at our first staff concert.
A newspaper is only as strong as its team. Theogony has always been a publication filled with passionate writers, but when I became editor-in-chief, I saw opportunities to deepen connections, build a stronger sense of camaraderie, and ensure every staffer felt like an integral part of our newsroom.
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One of my first priorities was improving communication and collaboration. In previous years, editors primarily worked in their own group chat, creating a natural divide against staff writers. I made sure we had a full-staff group chat, ensuring that every writer, editor, and photographer could easily share updates, ask for feedback, and support each other. Almost immediately, this small change transformed how we worked — staffers began bouncing ideas off each other, asking for sources, and even just sharing their excitement when a story came together.
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Beyond communication, I helped make Theogony’s staff a true team, not just a collection of writers working in the same space. I really value spending time outside of class together. From staff dinners to visits to NPR’s headquarters to trips to art museums, Theogony has become a family. A few weeks ago, a group of us went to a concert together, and we’re planning for more staff to attend another one later this year. These moments, big and small, help solidify our newsroom culture.
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This year, we also attended our first-ever National High School Journalism Convention, exposing our staff to professional journalists, industry workshops, and best practices from other student publications. Seeing our writers take notes, ask questions, and leave the event feeling inspired was a moment that underscored why team-building matters — not just for morale, but for journalistic growth.
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At its core, journalism is a collaborative effort. The strongest stories don’t happen in isolation — they come from discussion, from shared experiences, from writers who trust and challenge each other. By fostering a stronger, more connected newsroom, I’ve helped ensure that Theogony’s best work isn’t just the product of individual talent, but of a team that pushes each other to be better.
The text that started the group chat!
I asked many questions at the NHSJC! Photo/NHSJC
A trip to the art museum.