by Matt Richtel
TKZ is once again delighted to host Pulitzer prize-winning author Matt Richtel. His latest release, THE CLOUD, just hit bookstores, and I can personally highly recommend it!
This
true story ends with me sobbing. In public.
The
story starts five weeks ago, on a Monday night, with a text. I was amid an
exciting time, working on a front-page story for the New York Times (my day
job) about a controversial new twist involving computers and schools, and I was
preparing for the Jan. 29 release of my new thriller, The Cloud.
The
text came at 8.06 p.m. It read: “Call me.”
The
text was from Adam, a good friend of mine and editor at The New York Times.
About a year earlier Adam had been put in charge of a group of eight, mostly
veteran reporters, including me. The group was called “How We Live,” and its
charge was to make a journalistic beat of the way people live their lives; how
we eat, sleep, learn, fight, procreate, and how we die.
We
were supposed to be a new generation of newspaper story tellers – part of an
overall move in the newsroom to infuse stories with narrative, voice, and
character. The days of authoritative top-down explanations in the New York
Times were increasingly giving way to showing and not telling, and
sophisticated story telling, appealing to heart not just head.
We
were responding to the need to capture and keep reader attention amid the white
digital noise of an Angry Bird world.
In
response to Adam’s text, I called him. Before I tell you the shocking news he
told me, please indulge some additional, necessary, backstory.
Over
the last year, my fiction career was also evolving to suit the digital world. Like
many thriller-writing peers. I was writing more and more, adding to the already
heavy book-a-year-load.
In
August, I published a short story, Floodgate, 15,000 words I hadn’t anticipated
writing, aimed at staying in touch with an audience feeding from the
all-you-can-tweet-buffet.
And
I took hard to Facebook, something initiated as a marketing tactic, but that
transformed also into a usually welcome labor, in which I write stuff my
toddlers say (funnier than I could ever make up) and occasionally quip about
story telling.
I amassed some 20,000 Facebook subscribers on my personal
page. And several thousand likes on my fan page. We got nice press for Floodgate.
Apparent success on all fronts.
The
New York Times stuff seemed to be working out too. The How We Live team killed
it. Something like 35 front-page stories and 90 stories for the front of our
feature sections, like Dining, Home, Travel. We generated a ton of traffic. We
were a hit.
Then,
fast forward to five weeks ago, I got the text. From Adam, on the Monday night.
“Call me.” I called. In a nutshell, he explained, the paper was disbanding the
How We Live group. And not just that; the paper was doing a whole bunch of
shifting, all over the place. Voluntary buyouts, long-time editors and friends
leaving, reorganization.
Why?
Stating the obvious: because the paper’s news gathering operation – the news
gathering and storytelling operation – cost too much. It was built in a
different era, when our costs were supported by print advertising. Remember
that old thing?
I’m
no stranger to the ups and downs of the changing media landscape. I started and
worked my way up from small newspapers, starting in 1990, at which I survived
probably half a dozen rounds of layoffs. I know not to let macro-economic
forces get me down.
But
after I talked to Adam, I went into a tailspin. One that had been a year in the
making, at least.
All
this hard work. All this adaptation. So much terrible uncertainty. Part of what
I experiencing, I am adult enough to know, was the personal uncertainty of the
reality I’d need to find a new job inside the paper (I have), and that I was
poised to have The Cloud come out (it did, two weeks ago). That meant
marketing, travel, speaking, radio, and the subterranean terror that
accompanies a book release: will only my family buy it?
But
there was something much bigger for me too. I was confronting, squarely, for
the first time, the reality that we don’t know what works. We.Do.Not.Know.What.Works.
What
has value? How much value? Will we have mere chaos, only chaos, since Jack
Dorsey, of Twitter, wrote his infamous missive: "...we came across the word 'twitter', and it was
just perfect. The definition was 'a short burst of inconsequential
information,' and 'chirps from birds'. And that's exactly what the product was."
Inconsequential? Only if you’re not competing against it to
pay the bills, and satisfy your muse.
My
sleep deteriorated. I experienced a very unusual level of anxiety. I couldn’t
write. I was a rotten dad. For two weeks, I felt like crud. I couldn’t find
steady ground.
Then
on a Monday, two weeks after the text, I took myself on a Monday afternoon to
see Lincoln. No sooner had the opening music began to swell then I had tears in
my eyes. They stayed there, persistently, throughout. And by the time a bereft
Sally Fields dropped to her knees during a particularly emotional scene with
Daniel Day Lewis, I began sobbing. Just lost it.
I
was a mess the rest of the movie.
When
I walked out, it was the best I’d felt in weeks. Cleansed.
And
it’s when I finally understood the thing that had been eluding me for weeks,
maybe for much longer. I finally understood the value of The Story. And of
storytelling. And of its place in the digital world.
I’ll
tell you first my conclusion, and then explain.
My
conclusion: The bad story and story teller has little value, or, at best, ephemeral
value; so too the mediocre story and storyteller, and even the merely good
ones.
The
great story and story teller is more valuable than they have ever been.
They
are a port in the storm. A place to pause and heal from all the white noise the
world throws at us, a tiny closet to cower inside and rest from the swirl of
inconsequential missives.
And,
more than that, great stories are the place where we will change the world. In
Lincoln, Tony Kushner and Steven Spielberg, two of the greatest story tellers
of our age team up to make a movie that is, perhaps above all, an homage to
storytelling. They teach us that Lincoln used story-telling, narrative,
anecdote, quip and emotion, to deliver the United States from slavery.
I
know this doesn’t answer the business-model question. That’s the one that
plagues us, still. Will the New York Times face bigger challenges? Yes? Will
The Cloud take flight? Not as it might have when the institutions of publishing
had more power (It is my most ambitious and mature and entertaining work to
date).
But
it’s not the business model question I needed an answer to. It was the
emotional one, the real one. And I got that answer sitting in a movie theater,
sobbing.
Fellow
story tellers, take seriously your duty. The world seeks deliverance. You hold
its key.