Lost in the whole Rob Curley/LoudounExtra “flop” flap is that innovation is never easy.

Heck, six out of 10 start-ups fail within the first four years of operation (let alone individual ideas and products at a start-up). And for some reason people are using the performance of LoudounExtra.com (it’s still going by the way) to cast judgment on Curley, his ideas and hyperlocal journalism in general.

Some people are going as far to use the WSJ piece as a “told you so” to hyperlocal journalism. Some are even personally attacking Curley and calling him a fraud.

With this kind of climate, how many journalists are really going to want to try to stick their necks out and attempt some real innovation? That’s what Curley did. No one ever said innovation was easy or that it always works as planned.

Curley would probably be the first to admit that LoudounExtra could have been better. It could have served its readers better. Lessons were learned from the site.

Innovation is a bumpy road.

But that’s just the thing. Sometimes you can have a great idea with great execution and still not perform as well as you thought you would. That doesn’t make what you did a waste of time.

No one said trying to innovate and build better journalism was easy. Sometimes you win. Sometimes you lose.

Curley has had many successes. He’ll learn from his lessons in Washington and make better, more useful and cooler products in Las Vegas. People shouldn’t use one site as a carte blanche to dismiss everything he has ever done.

But that’s not the point of this post. This is about the restrictive culture that many journalists seem to foster right now. Jay Rosen of NYU and PressThink probably said it best about the unwillingness of many journalists to try to innovate:

News people who wonder why their industry gets creamed by Google and Yahoo are the same news people who dismiss an idea after it fails once.

Google has a culture where innovation and, gasp, failure are celebrated. To not embrace failure (or stumbling in the case of LoudounExtra) is to basically write off ever taking a risk. Even the best stumble from time to time.

The past few weeks have been filled with rumors about a new version of Apple’s wildly successful iPhone. But no talks about the iPhone’s spiritual ancestor, ???????? ????? ????????the Apple Newton. It was a failure.

The Newton has been an inspiration for much of the PDA market. Perhaps without the Newton, Apple wouldn’t have the iPhone. Everyone talks about another famous Apple product, the iPod, but how many people talk about Apple TV (or about its meager success)?

For every product Apple releases, many more prototypes never make the market. And even some of Apple’s products that do make it to the marketplace, like the Newton, end of failing. Failure has only made Apple work harder to innovate.

Failure must also make journalists work harder to innovate. Many innovative projects will fail. But we cannot allow ourselves to fear failure.

It’s fair to criticize LoudounExtra, because it didn’t go as planned, and we should learn from each other. It’s fair to point out how the project could have worked differently (no one, even Curley’s staff at WPNI is saying that LoudounExtra didn’t have faults or that they couldn’t have done things differently). It’s perfectly fair to dissect the project and what WPNI was trying to accomplish.

It’s not fair, however, to look at LoudounExtra and use it as proof that new, innovative forms of journalism aren’t possible. It’s not far to say that just because one project didn’t do well that another, similar project couldn’t succeed with some tweaking.

What happened with LoudounExtra does not reaffirm the status quo. The status quo certainly isn’t working. Journalism needs innovation.

Nor is it fair to look at the failure of other start-ups like Backfence.com and say that because of them hyperlocal journalism can’t succeed. Mark Potts, one of the founders of Backfence, has been learning from past hyperlocal attempts to try to understand what will and won’t work:

Backfence is gone, LoudounExtra is struggling, and neither Pegasus News nor Outside.In can be labeled a commercial success at this point. So what’s the right formula for hyperlocal?

I think the answer lies somewhere at the intersection of all of these models. You need sharp technology, lots of databases, aggregation of existing blogs and content, and lots of low, low-cost user-generated content. Professional content is good, too, if someone else is paying for it. You’ve got to be intensely local (LoudounExtra, by covering a 520-square-mile county, missed the boat here). And then you’ve got to market the hell out of the resulting stew, with aggressive community outreach, grassroots campaigns and, if you’re fortunate enough to be attached to traditional media, a print counterpart and the boost you get from an attached media Web site.

It’s not fair to look at every journalism start-up that falters or fails and say, “I told you so.” Many of those failures will directly lead to the successes of other start-ups in the future. Some of those failures will teach us the lessons needed to turn this industry around.

Will Sullivan is correct to point out that change doesn’t happen immediately:

Change is hard.

Trying new things at a media organization that’s claim to fame is on the Pulitzer name is especially hard.

99 percent of innovation is failing, then dusting yourself off and trying things a different way. If people in your own company aren’t interested in helping you succeed, then maybe it’s time to move on.

We all get that journalism organizations are facing tough economic times, but it is irresponsible to assume that every new idea or project that is tried will be an overnight success. Maybe even LoudounExtra will be a success if its given more time to marinate.

I’m glad to see journalists like Sullivan standing up to the parade of journalists that want Curley’s hide. I’m going to leave you with some final thoughts from entrepreneurial journalist Steve Outing:

News companies, especially, really need to inject some entrepreneurial folks into their operations. Entrepreneurs fail, learn from it, and move on. They don’t give up.

It’s depressing.

It feels like my girlfriend broke up with me and took my dog with her. Yes, I’m talking about The Wall Street Journal’s assessment of the failure of LoudounExtra.com. Maybe failure is a little harsh, but according to Rob Curley, his sites in Lawrence, Kan. got better traffic than LoudounExtra.com.

For those keeping score, Lawrence has about 80,000 residents, while Loudoun County has about 270,000 residents. And it’s not that LoudounExtra.com is a complete failure, it’s just that it’s not what it could have been or what was expected of it when it launched (it probably has lost a bit of money too).

And of course Curley and his team have left for Las Vegas, which doesn’t give me a lot of faith that LoudounExtra will be getting much better anytime soon. All the Web talent and vision are gone now — so, who is going to innovate on their forthcoming hyperlocal ventures?

To be fair, LoudounExtra is a site with a lot of information, databases and stories. It does cover Loudoun County better than the Post could have ever dreamed of before. But the site doesn’t have a lot of the user-generated content features that were envisioned when the project was announced, and it never really engaged the community.

Simply put: the return on investment wasn’t very good, and there was a hell of an investment in this site. There appears to be a fundamental divide between the Post itself and Washingtonpost.Newsweek Interactive, and that may have been a large part of why this site is failing (and why the Post may not be able to do hyperlocal properly):

Though LoudounExtra.com seemed to promise an ideal combination of innovation and marketing muscle, it has failed to benefit from the reach of Washingtonpost.com. Mr. Curley says whenever a big story breaks involving Loudoun County, the Post typically publishes it on Washingtonpost.com without a link to LoudounExtra. That deprives LoudounExtra of potential traffic. Nor does the Washingtonpost’s own dedicated Loudoun County page send visitors directly to its online sibling. In September, when Time Warner Inc.’s AOL unit announced it was moving its headquarters from Dulles, Va., to New York, the Post linked to the story on LoudounExtra.com for a couple hours before moving the story back to its own site. That window of promotion fueled the Loudoun site’s best traffic day to date, Mr. Curley says.

The Post couldn’t even link to LoudounExtra.com? That’s absurd. The Post site doesn’t interact well with LoudounExtra.com either (there is a separate Loudoun County page at washingtonpost.com that is a hold over from before LoudounExtra.com, which steals traffic from the hyperlocal project).

The mere act of linking to LoudounExtra.com with every story about Loudoun that was posted at washingtonpost.com would have brought in huge amounts of traffic to the fledgling hyperlocal project. It’s called free marketing. It’s also called synergy.

This may be a symptom of a larger problem at the Post — namely the divide between WPNI and the Post. WPNI is in Virginia, while the Post is in D.C. Obviously, that makes combing cultures into a unified newsroom (ala The New York Times) very difficult.

The future of news is a unified operation with the Web (and mobile) taking a lead roll. Currently, the majority of staff resources are still at the print destination in D.C. The Washington City paper had a scathing article about the huge rift between the two operations:

The geographic separation takes its toll on the Post in two ways. It causes frequent communication breakdowns whose remedies invariably involve costly investments in training and outreach, and it creates overlapping functions in which both the print and online operations assign reporters to the same beats. The result is waste, a luxury that no newspaper, including the Post, can afford in this era of slumping print circulation and advertising.

Other newspapers have begun to realize that the idea of separate newsrooms makes little sense. It’s a 1990s-era anachronism when people thought that the Web product would be a rehash of the print product with some Web exclusives filled in. Now people realize that news operations have to be platform agnostic — from the publisher on down to every reporter:

Other papers, meanwhile, have abandoned the Post’s separate-but-unequal model. A year ago, the Los Angeles Times integrated its news and Web functions after an internal report called the paper “Web-stupid.” The New York Times began combining its Web-paper operations in August 2005 and accelerated the process when it moved to a new building last spring. “It’s very much a two-way street,” says Jonathan Landman, the Times’ deputy managing editor and top editorial voice on the Web site.

It doesn’t sound like the Post will be rethinking its separate staffs model, but it will have to rethink how it does hyperlocal if it wants to be successful in that arena. It is going to need to dedicate more reporters to the areas it wants to cover, require its reporters to live in the local areas they are covering at a hyperlocal level, build up a grass roots following, allow for much greater user interaction (allow your local assets to improve your project and become invested in it) and, finally, the Post may have to reconsider its county model altogether.

The D.C. region is largely comprised of transplants like me who have little history in the area. I still consider Ohio my home and probably will be out of D.C. in under five years. D.C. is a very poor area to try to establish a local project, ala small-town Kansas.

But I do think hyperlocal projects can succeed. How about a project dedicated to politics and the political elite/junkies in D.C.? How about a site dedicated to the Redskins? Those are areas the Post could really clean up in.

I do not have high hopes for FairfaxExtra (the second hyperlocal site from the Post has coming this summer), unless the model is drastically changed. We’ll know soon enough if the Post is mixing things up with hyperlocal.

Curley, on the other hand, will probably find Vegas a much better place for his innovative brand of journalism. Honestly, it was probably a good move for his sanity, happiness and career. He told me he is going to work harder than ever in Vegas to make successful products, and I think he will. It sounds like he has gotten a lot of inspiration from what transpired at the Post.

In a year or two the dust will finally settle on the Post’s hyperlocal efforts, and maybe they will be successful with some tweaks and hard work. Or maybe WSJ will write an even more negative piece about the Post’s efforts.

It’s a simple question: What should news organizations stop doing, today, immediately, to make more time for innovation?

And it’s a simple answer: News organizations should stop pretending like it’s the pre-Internet days. Most news organizations are still legacy-first. Newspapers still care more about the print edition than the Web edition. Beats are still centered around making content for print edition.

The same goes for broadcast. Even the best news organizations often have separate Web staffs that produce editorial content for the Web product. But that makes no sense.

Why have two staffs to produce editorial content, when most employees could be creating content that works on multiple platforms? That’s what I mean by rethinking staff resources.

It’s simply a matter of making employees and content work for us. Duplication of work is a great way to stifle innovation, because most news organizations are under a tremendous budget crunch and can’t afford to waste resources like that.

It’s easier to go from Web-first to print than the other way around. Why? Because the Web is incredibly flexible.

It can do all sorts of content incredibly well. Print, for instance, can only do writing, and photos to an extent, well. And print even has major limitations on written content that the Web doesn’t have (arbitrary story lengths, anyone?).

Let’s take the example of a beat reporter. Some beat reporters have begun blogging, but their blogs are often treated as one more thing to do. That’s hardly a way to promote innovative content. In fact, one-more-thing syndrome is a good way to promote staff burnout.

Rather, a blog should be the heart of a beat reporters arsenal — not the 15-inch story. Any time a nugget of information comes in, a beat reporter should blog about it (or post to Twitter or both). As news comes in a blogger can either add to his original post or make a new post.

Twitter updates take seconds to write, but make fantastic notes for longer written pieces later on. This keeps readers updated and interested.

At the end of the day, when the dust has settled, it will be a lot easier to put together a 15-inch story. A beat reporter will already have notes (Twitter is great for this) and several post of content to work with.

But imagine the reverse scenario. A beat reporter concentrates on producing copy for the print edition first. This means no meaningful content will be posted until a story is completed for the print edition (or stories). This also means the story may be an aribitrary length to fit print needs — not the story’s needs. Many beat reporters who operate like this will occasionally dump smaller news items into their blogs.

When people ask “how can we make more time for innovation,” it’s really more about using time more wisely than about making more time. Think about it. Blogging and Twitter are naturally mobile friendly, which saves us even more time while reaching an even broader audience.

That’s another bird killed with the same stone. Any good blog has at least one RSS feed (if not multiple ones for comments and sometimes categories). Google Reader is a fantastic (and free) mobile RSS reader. Without doing any extra work your content is already mobile friendly.

And I don’t have to explain how ridiculously mobile friendly Twitter is. So, now a beat reporter isn’t actually doing any extra work, but he is hitting the Web and mobile with full force. And because of the way blogging and Twitter work, it’s extremely easy to make a print story from all writing that has already been done.

We need to make our content work for us. This means making our content smarter and rethinking how we us staff resources in news organizations.

This is my May post for the Carnival of Journalism. It is currently hosted by Ryan Sholin over at Invisible Inkling.

Paula Froke has jumped headfirst into the world of online and multimedia journalism with her upstart blog, Paula’s Adventures in Multimedia.

While she may not have been born a digital native, she has quickly become an enthusiastic adopter. And as the Deputy National Editor for the AP, she is a manager, not a content producer. So she doesn’t have to learn all this stuff, but she has anyway.

That’s the kind of manager journalism needs. Her blog is helping to inspire other mid-career journalists to try new things. Paula’s blog has been making its way around the journalism blogosphere, and people like Mindy McAdams have been impressed with her work and spirit:

I’m also in love with a new blog called Paula’s Adventures in Multimedia. Paula is a journalist somewhere, I don’t know where, but she’s taking us along for the ride while she and her colleagues learn to make slideshows and do podcasts and shoot video — and it’s really fun!

Below you’ll find an interview I had with Paula recently. The cliff notes of it is this: Learning multimedia and online journalism is fun and not nearly as difficult as you think.

1) I know your time at Poynter in January was one of the inspirations for starting your blog. What were your multimedia skills prior to then?

After 23 years as a print-only editor, I got my feet wet last year by shooting — but not editing — one video and producing one podcast, both as introductory training efforts in what was then our multimedia service for younger readers. That inspired me to buy an HD camcorder and a new laptop. Then I taught myself basic video editing with iMovie and did a couple of personal videos. Howard Owens’ list of 2008 objectives for non-wired journalists gave me more ideas and goals, and that combined with Poynter kicked everything into higher gear at the beginning of this year. Literally. I wanted to start the year off well, so I shot a personal video on Jan. 1, edited it on Jan. 2, and uploaded it to YouTube — a major thrill.

2) What are your multimedia skills today?

My skills are still relatively rudimentary, but I’m confident that if time and my position allowed, I could fairly easily shoot and edit an acceptable news video for Web publication (with iMovie; I still need to tackle Final Cut). I was astonished and delighted when a complete stranger saw one of my personal videos and asked me to produce a video of him for entry in a reality show contest (I declined — I’m not THAT confident — but now he’s trying again and wants me to do part of it.) I could produce audio slideshows and podcasts, again if time and circumstances allowed. I certainly have a far, far greater understanding and appreciation of the power of all of these formats.

3) Why did you end up starting your blog?

I supervise traditional print editors whose job as it’s now defined involves being appreciative of other forms of journalism done in our other departments, but not actually doing it themselves. Like me, I think they were both intrigued and intimidated by the possibilities of the evolving world of journalism — but weren’t at all sure how to get started themselves. As I gained more comfort and appreciation through what I was learning on my own, I wanted a way to share that with everyone on the staff. A blog seemed ideal — I could talk about it in a casual way, and have a multimedia format with which to share the results of my own efforts and theirs. It’s given me a chance to take a “learn as I learn” and “if *I* can do it, you can too” approach and to encourage them to learn in a low-key, fun kind of way. I’ve tried to make it clear that I’m willing to look foolish for the sake of learning, and I think that’s helped. It also gives me a way to let them do guest posts and share their own video, slideshow, podcast and Web site creation efforts.

4) What’s the biggest thing you have learned from it?

How fun, fulfilling and liberating this kind of work is. It’s been absolutely fascinating to learn how to convey stories in ways far beyond what I’ve done all my life. A second thing: There is, in fact, a fair amount of crossover among the formats. A lot, though certainly not all, of what makes a good story and what’s required of a good editor and a good reporter is similar from format to format: compelling detail and quotes, vivid color, strong drama, cohesive structure, and of course, accuracy, integrity and ethics. I think the more you learn in each format, the better you get in all of them.

5) How hard was it to set up your blog and begin producing multimedia content?

The blog itself was remarkably easy to set up. I did it literally in between bites of pasta while hovering over my laptop in the kitchen the night I returned from Poynter. Once I got the idea in my head, I was so excited about it that I just plunged in. After that I just kept plunging. For better or worse, I took a scattershot approach — delve a little into video, a little into audio, a little into HTML, invite others on the staff to share what they’re learning … the result was something not at all structured and therefore perhaps not all that instructive or helpful. On the other hand, it is indeed a recounting of what I learn as I learn it, and I think there’s something to be said for getting a broad exposure to as much as you can in the early goings.

6) How do you see your new skills impacting your journalism career?

They certainly open up a lot more possibilities in every area — as a manager, as an editor and as a multi-format reporter. I mean possibilities for me personally, and possibilities for far more meaningful journalism reaching and touching a far wider audience. It’s extremely exciting.

7) Do you have any advice for mid-career journalists looking to learn new online/multimedia skills?

Short answer: Just do it. And have fun.

Longer answer: While I took a wide-ranging approach, it might be more reasonable to pick one area that’s especially appealing to you, whether it’s creating a personal Web site, starting a blog and uploading photos to it, borrowing a camera and shooting some video, doing a podcast or whatever. Find a knowledgeable co-worker or friend or a cheap intro course — for instance, whatever the local Apple store offers, even if you don’t have a Mac! — to help get you started. Take advantage of a wealth of online resources for tips and techniques. Consider tapping into your personal life for opportunities to practice — I’ve been doing videos of New York Cycle Club rides, which give me plenty of chances to work on shooting and editing. Don’t be afraid to look silly or to fail. Seek feedback from others. Study the work of those who excel at this. And — have fun.

This post is adapted from a comment I left responding to a comment by Andy Dickinson on my last post:

First, I didn’t say that there aren’t talented old, white guys. The world is filled with them. I’m arguing that at least some management should not fit into that demographic.

To be sure, the core demographic for newspapers is older, white men. Newspapers would be foolish to abandon this demographic, but newspapers also need to expand outside of that demographic. Logically, it makes sense to have decisions makers outside of that demographic.

Rob Curley was a Vice President at The Washington Post at age 35, and a manager many years prior to that at other papers. Most newspaper management are overwhelming in the 40-70 crowd. The Post, especially WPNI, is a great example of having younger people making decisions. They have a lot of people making decisions with digital products who are actually big consumers of digital products.

When I say young, I don’t really mean my age group. Although, I do think it makes sense to actively consult people in my age group on decisions that involve digital products (and it might make sense to have some in project management positions, like some newspapers do). That doesn’t happen at many newspapers. however.

I’ve been to a lot of smaller publications, and often the people in charge are older. Ironically, many of the larger publications include younger people in the decision making process. That should be noted.

The point is not that older people can’t be great managers, they can (many of the top CEOs in American are above 40, but these people know how to surround themselves with great talent, too). The point is that if they were really great managers they would include younger people in their discussions about products and initiatives largely aimed at younger people.

I think it’s no mistake, however, that most of the Web titans are younger. Brin and Page are 34 and 35, respectively, and they founded Google in their mid-20s. Zuckerberg is 23. Bezos founded Amazon.com at 30. The list could go on and on.

Even programmer-as-journalist pioneer Adrian Holovaty was only 26 when he received his $1.1 million grant from the Knight Foundation to start Everyblock. I’m willing to bet there are other Holovaty’s out there who were never given the chance to shine by their bosses. Holovaty got to innovate at the most-innovative journalism company around, the Lawrence Journal-World.

The Lawrence Journal-World and their online arm, Mediaphormedia, have a culture of innovation that is sorely lacking at most newspaper. It’s a culture more akin to a Web company than a newspaper company.

But many newspapers wouldn’t know what to do if they had a young Brin or Zuckerberg or even Holovaty working for them. They most likely wouldn’t allow either to be included in important Web decisions. That’s a catastrophic mistake.

Let’s say you have 10 top editors. At least one should be a digital native (or enthusiastic adopter). How many newspapers can honestly say that?

I’m not even arguing that the majority of management should be in the under-40 set (this will vary form publication to publication), but it makes sense to have some employees in their 20s and 30s making decisions. At the bare minimum, I would actively consult younger employees about Web products.

Maybe it’s not even about having younger people in management. Maybe it’s really just about consulting them on important Web decisions. And maybe it’s about allowing younger employees the opportunities to innovate and giving them the freedom necessary to build desirable Web products.

Is this too much to ask?

If newspapers don’t have young people in management positions, they need to get some.

Or at least consult them on decisions. This shockingly does not happen at many newspapers, where management is usually determined by time served, not talent or ideas. Let’s face reality here: The average newspaper reader is like 100 billion years old. Some say older.

That’s not the core demographic that most advertisers are looking for. Newspapers need to have a growth mindset to expand their audience, not just move with their existing audience to new platforms.

The only way to expand into new demographics (mostly younger) is to have people in those demographics in management and actively consult younger staffers about what they want. No more guessing.

Honestly, how else are newspapers going to expand their audience if they don’t have people they are trying to court making decisions?

Now this isn’t to say that all management should be young (that’s foolish), but it is to say that some should be (and management shouldn’t be afraid to actively consult younger staffers on what they actually like). Many newspapers are overwhelming staffed by old, white males. And what do you know, the typical newspaper reader is an old, white male.

Are people in charge creating content that largely appeals to them and people like them? Are people in charge favoring platforms that people like them like? I think the answer to both is yes.

I’ll leave you with a little story about why we need staffers in a target demo helping to make decisions. Back in 2005, while I was a senior in college, I did some blogging and writing for a new Tribune publication, Merge Digital (known as just Merge in print).

The content, design and concept of this publication was a gross caricature of people my age. It was supposed to be “edgy” and “hip,” but it was mostly trashy and stupid. It was heavily about sex, drinking, video games, entertainment and other crap.

There was virtually no real news about the target demographic (college students and 20 somethings). And I only agreed to work for this publication because I was a poor college student who needed money.

Frankly, it was insulting.

There were plenty of real news stories that affected college students and 20 somethings in the Lehigh Valley that no one covered. Merge’s sister publication, The Morning Call, almost never covered that demographic, unless it was some fraternity screwing up. You know, news that just serves to support stereotypes.

The target demographic did not take to this new publication and Web site. Less than three years later, it is now just a footnote in history. It folded awhile ago.

Why? Because the people who came up with this new publication/Web site had no idea what the audience they were trying to reach actually wanted.

Don’t assume that my post from yesterday means that I rarely watch video on the Web.

I watch a lot of video online, with sites like Hulu.com and YouTube.com geting the vast majority of my time. I also enjoy niche sites like SouthParkStudios.com.

Outside of CNN.com, I almost never watch journalism-related video on the Web. I suspect I’m not alone either.

Video is just one tool in our reporting bag these days. Newspapers should be wary of putting too much time and resources into video. Instead, newspapers should concentrate on making sure their Web sites are strong Web products in general — not just print products shoved online with some multimedia mixed in.

And maybe one reason I don’t watch a lot of newspaper video is that most of it’s not very good. I’d rather read good written content than watch poor video content.

These are going to be some dangerous confessions from a new media guy.

While we should try to make cool, new features, we should always keep an eye on what is useful. Written content is immensely useful. It can be viewed in a variety of formats, even mobile, and when written well, it delivers a form of immediacy that video, Flash and other online content cannot.

I suspect my preference for written content is not that far off of what the average Internet user feels either. It helps explain why 57 million Americans read blogs in 2006, while 50 million Americans still buy daily newspapers.

Now, when I say written content, I mean much more than just standard journalism writing with an inverted pyramid (And a lot, lot less feature ledes. Please?!?). I want writing with immediacy, impact and focus. A lot of what appears in newspapers does not fit that description.

One reason I love tech blogs like TechCrunch, Silicon Alley Insider and Engadget so much is that they are not encumbered by the legacy of journalism. Their posts are written with an amazing sense of immediacy, and their headlines are clear and concise. I can get in and out within a matter of seconds.

That’s news I can use in a fiber optic world. I’m a RSS loving, Google Reader using, on the go kind of guy. Do you really think I have time to watch video news reports?

Speaking of video, I can’t remember the last time I watched a newspaper video clip. Why watch a video at NYTimes.com when I can watch one at CNN.com? Although, often I just want to read CNN’s stories, instead of watching their long videos.

Even short videos take time to watch. So, they better be good and often they aren’t. With a written story I can get the gist of the story in under 10 seconds. I could never say the same about video content.

I confess, I’m not a big fan of Flash. I think some newspapers have hitched their futures to this technology for unclear reason. At it’s worst, Flash makes a user experience worse by causing users to wait for some slow loading content that has serious accessibility issues that adds nothing to a Web site. At it’s best, Flash be can an incredible, interactive info graphic or database-driven story.

Most uses fall in between. The problem with using too much Flash is that it is a resource hog. I keep around an old computer so I can do usability testing. Yes, I have a Core 2 Duo Macbook, but that’s not what the average Internet user has, and we should always keep that in mind.

Flash has an uncanny way of tripping up my older computer, especially when I have multiple tabs open on my browser. There is also another rule of thumb that newspapers have a hard time following: If it can be done with a standards-based solution, it should be.

Far too many times I see Flash used on a newspaper site, when the same could be done with CSS or javascript.

Now this doesn’t mean there isn’t Flash content I like, because there is some that really gets me going. There is also Web video I like from news organizations. But it is to say that written content is still king.

This doesn’t mean we can keep writing like we have for decades in newspapers. It means we have to rethink written content on the Web. Many of the top blogs have the right idea.

A reader recently e-mailed me asking advice about his sister because she wants to get a graduate degree in journalism from a prestigious university.

She has an English degree, hasn’t done journalism before but loves to write. He was concerned, however, that now is not a great time to be entering the journalism field, and he’s right. It’s a difficult time time for journalists, and I’m not sure how many would-be journalists know about the struggles facing journalism. Nor am I confident that many would-be journalists realize what kinds of skills they’ll need to succeed in journalism.

He asked for advice, and this is the e-mail I wrote him:

Let’s get one thing straight right off the bat: Journalism is under fire right now, much more so than just about any other industry in America. More than a thousand jobs have already been cut this year from mainstream media organizations and thousands more will be in the coming months. It’s a very dark hour for journalism.

But that’s traditional journalism. New media journalism is just beginning to flourish. Your sister will have to be willing to entertain the idea of working for non-mainstream media organizations if she wants to make it in journalism. I’m confident that journalism will eventually be stronger than ever after this transitional phase.

I personally wouldn’t get a graduate degree in journalism, but I also have an undergrad degree in it and a good job. My job, however, is highly tied to the fact that I have multimedia and online skills. There in lies the issue with your sister going back to get a journalism degree.

Journalism is increasingly moving online. Journalism is really about reporting, not about writing, which means she might also have to do video, audio, HTML/CSS, databases, etc. Journalists just entering the field need to be digital natives.

My advice to her would be simple:

Only get into journalism if you are willing to work for non-mainstream media outlets. Only get into journalism if you are willing to learn new skills and techniques. Only get into journalism if you are willing to report in other forms besides writing. Only get into journalism if you are a digital native who loves the Web.

Only get into journalism is you are willing to turn this industry around. Don’t get into journalism because you loved All the President’s Men. Don’t get into journalism because you think you were born to write.

Get into journalism because you love to inform people. Get into journalism because you want to make a difference in communities. Get into journalism for the people, not yourself.

Maybe you’ve heard the news by now about how traditional journalism — especially the print side — is having a tough time.

This is not the time to despair. This is the time to create new ventures and take journalism to a new — better — level.

(This post is a follow-up to Journalism students need to know business)

Students looking for jobs in traditional journalism roles and in mainstream media jobs will be sorely disappointed with the job market. There simply are not a lot of jobs available in those areas, nor is there any growth. But there are journalism jobs to be had, and there is a lot of growth in online journalism.

The thing about online journalism is that many of the jobs aren’t with traditional MSM companies. And many non-MSM jobs are found through non-mainstream sources. Having a printed résumé and searching JournalismJobs.com doesn’t cut it anymore.

Students need to understand marketing and how to market themselves. I suggested in my previous post in this series that every journalism student should be required to take an economics or business class. It also makes sense for every journalism student to either take a marketing class or, better yet, a class on entrepreneurism.

Gone are the old, outdated concepts that journalists only produce content. New media companies like Engadget and Tech Crunch have been popping up. It’s not just the content that sells those sites, but rather it’s the ability of their founders to understand business and marketing — along with content — that has helped make those sites a success.

Even if a student wants to take the traditional media route, learning how to market one’s self is a helpful skill to have. It will help students get more job offers and better job offers. It will also help students break into new media.

How to market yourself:

1. Digital résumé - I’ve touched on this many times before, but every student needs a digital résumé with a personal Web site and/or blog. Online journalism content — especially multimedia — doesn’t show up properly on a printed résumé, which is a major reason why every journalism student needs to make a digital résumé. Plus, digital résumés can be accessed from anywhere in the world and are search engine friendly (SEO is the way of the Web).
2. Personal Web site / blog - You can’t have a digital résumé without a personal Web site or blog. Ideally, a personal Web site would be a gateway into a journalist’s work and talents. Preferably, a student would have both a blog and a personal Web site that showcases a variety of journalism and Web talents. But a blog at Blogger or WordPress.com isn’t a bad option for students who don’t want to get a personal domain name. And blogging is a great marketing tool. Many, many people have been offered jobs because of their blogs. If your blog becomes popular it will encourage people to view your digital résumé, and it will get your name out in the journalism community.
3. Online presence - When someone Googles your name, the search results should be littered with it. This mean having strong SEO on your personal Web site and blog. This means being active in social networks like Facebook, Twitter, LinkedIn, Delicious, Digg, etc. And it also means using your real name with your social networking accounts to increase your online presence and searchability. No one in their right mind would hire someone to be an online journalist who didn’t already have a strong online presence.
4. Be professional - Having an e-mail address with your real name in it is a must, but many students still use personal e-mail accounts that don’t exude professionalism in the least. The best option would be to have an e-mail address at your personal domain name. That takes it to the next level. Act like you’ve been there before.

All of these suggestions are aimed at making students look like professionals, like someone who gets it. You want to make people want to hire you and work with you.

That’s what personal marketing is all about.

This is my March post for the Carnival of Journalism. It is currently hosted by Will Sullivan over at Journerdism.