There is no manual explaining how to run The Daily. Seventy issues ago, when I began my tenure as editor-in-chief, I wanted such a handbook to guide me through my new position. Sure, I had worked at The Daily for two and a half years at this point, but my past experiences had in no way prepared me for all that I would soon encounter.

That first week, as I worked until 4 a.m. for too many nights in a row, I continuously reminded myself about the learning curve of which my former editors spoke. The job will get easier soon, they promised, the paper will go to press earlier. But as the weeks progressed, and the unreasonable bedtimes continued, I found it difficult to believe that I would ever completely figure out this job. My predecessors had made it look so effortless, editing articles while simultaneously coordinating layout, answering endless phone calls and ordering Treehouse for dinner to keep staff morale high.

When spring quarter began, things finally started to change. As the learning curve kicked in, though, I came to understand that the drama and stress would never fully subside. In reality, the job would never be as smooth as past editors had made it seem to me. The paper did go to press earlier, and I did become more confident in my ability to handle the phone calls and conflicts, but the stressful situations themselves continued to the end of the volume.

As Volume 233 comes to a close, I now know that it would be impossible to actually write a manual explaining how to run this newspaper. Each situation that arises is too distinct. Despite my desires, there is no single formula that holds all the answers. Only I can decide when to hold an article, when to pursue an anonymous tip that sounds too good to be true, and when to admit that, yes, we made a mistake. Repetition alone has given me the confidence in making these decisions night after night.

Four months ago, I could never have predicted the way this job would affect me. Of course I have gained experience in journalism — that was expected. But beyond that, I have gained the ability to make choices quickly, to think on my feet and to stand behind my actions, even when doing so upsets my coworkers or community members. I have learned that an editor cannot please everyone, and I must trust my own instincts to do what I think is right.

As I pass the reins to my successor, Christian Torres, I now understand that I cannot hand him a Daily manual, nor can I tell him exactly what it takes to successfully complete the job. All I can give him is the same positive reassurance that past editors gave me: it will get easier soon, I promise. I am certain that Christian will learn quickly and take this paper in new directions, all the while making it look effortless to those below him.

All that I have learned, about journalism and especially about myself, would not have been possible without the help of my co-workers in the newsroom. Together, as the volume progressed, we learned to work as a team — and we had fun while doing it. I thank everyone in the office for patiently working through the long nights to put out a quality product, and I thank my past editors-in-chief for answering the late-night phone calls during the stickiest of dilemmas.

Tonight, as I send the paper to print yet again, I cannot believe that my time as editor passed so quickly. The nights may have been long, but the high I got each night from sending the paper to press existed to this very day. I will miss the countless hours spent in this office, but I look forward to reading a new volume, edited by our new editor in The Daily’s brand new building.

Sincerely,

Julie Klein ‘09

Editor-in-Chief, Volume 233

The Stanford Daily