Sumter Next Gen News Editor Maple on how leadership begins by seeing differently

If the walls of our newsroom could talk, they'd tell you some hilarious stories about your local reporters. Some that are real knee-slappers, others that are true tearjerkers.

But what I hope they tell you about is how our quirky conversations birth impactful life lessons. I couldn't tell you what prompted our conversation about swimming lessons - and the lack thereof - taken by members of our newsroom, only that one of my greatest revelations happened when government beat reporter Deirdre Currin said, "Well, I didn't learn how to swim until they gave me goggles with a nose guard."

We all laughed, but I haven't stopped thinking about it since.

That's what growth often feels like - being thrown into the deep end of something important, something lifechanging, uncertain if you're ready for it and where it'll take you. And sometimes, all it takes is one unexpected tool, one well-timed perspective shift to help you find your rhythm. For me, that tool came in the form of America's Newspapers Executive Development Program.

The program was created to help leaders in local journalism and small markets build stronger, more sustainable newsrooms. Ones that serve their communities with purpose and integrity while adapting to the rapidly changing industry.

When I first entered the program, I felt very much like a fish out of water. Having to meet and greet publishers, editors, general managers and well-rounded professionals in an industry I've always admired but never knew if I would fit into - especially at that level - was scary. But family, friends and co-workers believed in me and what I could bring to the table, so who would I be if I didn't give it my best shot? I didn't enter the program expecting to come away with all the answers. I entered because I wanted to do right by our newsroom, our readers and the mission that gets me out of bed every morning and keeps me up well into the night.

Every session, every workshop and every conversation was like putting on a clearer pair of goggles. Whether we were in a quaint newsroom in New Orleans or banquet halls in Charleston and Orlando, the program explored sustainable business models, community-centered journalism, revenue innovation, strategic planning and most importantly, how to lead people, not just manage tasks. We talked endlessly about making hard decisions, exploring brave ideas and the very human side of what it means to lead a newsroom in 2025.

What made it all click was the community - the 16 editors, publishers, general managers, chief revenue officers and more from across the country who I now look at as innovative leaders, caring mentors and great friends. All of us faced similar challenges, just in different zip codes, budgets and accents. We asked questions, shared what worked and what fell flat. But most importantly, we lifted each other up in ways we didn't know we needed until we stepped back into our respective routines.

One of the biggest takeaways? You can't lead effectively if you're running on empty. Much of local journalism is about endurance - doing more with less, staying tuned in when you're all tuckered. But sustainable journalism starts with sustainable leadership. That means building a system that outlives us. That means making space for new ideas, investing in your team and knowing that asking for help is more admirable than pretending that everything is fine.

The Executive Development Program gave me far more than I asked for. It gave me permission to dream big for our small town. To be a bright light in the midst of the dark tunnel. To do it scared because true growth is found in the deep end.

So, even though I've got a new pair of goggles - with a spiffy nose guard - I'll never lose desire to explore new depths of this industry and come up for air, spurting about with a new outlook and new ways to share the stories that matter most.