Book editors.
We all have images in our heads of what they are. What they do.
But are our images correct?
Marjorie Braman’s article, “What Ever Happened to Book Editors” got me to remembering the first time I’d ever heard about the real working lives of publishing editors. It was at a writer’s conference. From the very editors themselves. What I’d heard sounded more like my own work life (minus the specific book stuff)…meetings, meetings, and more meetings. Budgets. Schedules. Reading queries. Writing flap copy—oh, and trips.
I didn’t hear a whole lotta editing going on in those offices.
Now, they did tell us that any editing they did they had to do on their own time…at home. After looong days at work. So, they had that going for their job descriptions.
But what Marjorie’s article brings out is that publishers believe it’s all about acquiring and selling. She was flat-out told by her publisher at the time—as she says, “almost in passing”—that “We don’t pay you to edit.” She says that one little quip meant to her (and rightly so, as I’ve gathered over the years I’ve experienced being in the publishing world) was that editing is no longer important. It’s all about buying and selling. She says this has been true since she came into the business in 1985.
This date, I found curious.
You see, I started getting serious about writing around that time (May of 1987). I still have my original log books—see, I even started treating it as a profession back then…doing it every day, studying it, going to critiques groups, keeping track of all my work.
But, man, talk about being a day late and a dollar short in an industry where editors were editors and authors were cultivated!
On the flip side to Marjorie’s article is that she became a freelance editor and left trad publishing, so all of the above no longer applied to her. Now…she’s full-bore into helping authors write the best books possible.
But what she’d described above is what I’m seeing everywhere: the constant focus on the bottom line to every business. It’s all gone to bean counting. Bean counters are even making heady corporation direction decisions, all based upon what’s making money and what’s not. That’s not a good perspective. A good perspective would be the overall picture/health of a company and what needs to be reworked…sometime a “minor” correction in one department can generate huge, positive outcomes (yes, even positive revenue generation) elsewhere. It’s not just a “this makes money and this doesn’t.” What is working and what isn’t…how can we improve processes…more intelligently schedule…make better use of existing capabilities…make a better product/give a better service…and the rest will follow?
How can we publish better books?
Better cultivate authors?
Not just sell crap cause crap sells?
If all you have is crap (or “the same old thing”) available…that’s all anyone can buy. If you don’t challenge people, they do not grow.
A fair cost-benefit analysis (again, I find this different and more in-depth and useful than a mere “this makes money…this doesn’t…” indignance).
Just how much of a profit is really needed for an industry to survive?
Hire the people you need…staff the actual positions with qualified individuals…cultivate better authors…and let editors do what editors are supposed to be doing. I know all this “costs.” So do books. And there are other options out there for readers…for writers.
My dad always used to say, if you’re gonna do something…do it right, for God’s sake.