To persuade a mission-driven organization to embrace radical change, leaders must first clearly articulate what will remain constant. By anchoring the transformation to the enduring mission of "original, independent, reported journalism," it gives employees the emotional buy-in to join the journey.
The New York Times competes for talent not on salary, but on the promise of doing the "most impactful work of your career." It provides an unmatched ecosystem of editors, lawyers, and security that enables ambitious, risky journalism that individual creators on Substack cannot undertake alone.
Tasked with digital innovation, A.G. Sulzberger applied his reporting skills internally. He interviewed employees, sought dissent, and identified patterns. This revealed the core problem wasn't a lack of ideas, but a culture that actively suppressed digital talent and innovation.
To maintain journalistic independence in a polarized world, A.G. Sulzberger argues that it's crucial to "tune out the cheers and the jeers." He sees praise from one side as equally compromising as criticism from the other, as both are pressures to align with an agenda rather than the facts.
A.G. Sulzberger realized that handling threats from a local Lions Club as a young reporter provided the exact playbook for handling pressure from presidents later in his career. This shows how formative early challenges build resilience and models for future leadership.
To earn respect as a family successor, A.G. Sulzberger intentionally adopted a low-status approach. He accepted thankless assignments, respected the hierarchy, and constantly solicited candid feedback, proving his commitment was to the work, not his title. This built trust organically.
A.G. Sulzberger's 100-page innovation report was designed to make staying the same untenable. When it unexpectedly leaked to BuzzFeed, it forced the entire organization to confront its anxieties and shifted the internal conversation from "whether to change" to "how to change."
A.G. Sulzberger advises against the "misguided parental instinct" to shield employees from bad news. Instead, leaders should share the most "crushing statistics" about performance. This creates a shared sense of urgency and empowers employees to contribute ideas to a well-understood problem.
To get buy-in for NYT's transformation, A.G. Sulzberger was advised that logic gets you 90% of the way; the final 10% requires addressing emotional blockers. He systematically met with all 1,300 newsroom employees to hear and answer their specific fears, not just present data.
The expansion into Cooking and Games is a deliberate "rebundling" strategy. It mirrors how old print newspapers offered diverse utility beyond hard news (like sports scores or weather). This modern bundle transforms the NYT from a "health food restaurant" of just news into a multifaceted daily habit.