Our work on SNO badges also built on this idea. Emily and I collaborated closely with the Multimedia and Outreach Editors to organize badge submissions and gather the materials we needed. At the same time, I learned to recognize which leadership responsibilities required collaboration and which could be solo tasks. For example, I was able to take the lead on much of the badge organization work, while Emily began to focus on the newsletter and ICYMI blurbs. When we realized we lacked a clear template for one of our information boxes, we worked together to incorporate a diversity audit into our EiC sign-off, creating a more intentional and sustainable system for future editors.

Serving as Co-Editor-in-Chief also broadened my understanding of editing itself. Coming from the multimedia position, I had the most confidence editing podcasts and video storytelling. Becoming responsible for written work across multiple sections of the publication challenged me to think more carefully about the goals and styles of different forms of journalism, from opinion writing to features reporting. I learned how to adapt my editing approach depending on the section and writer, while keeping our journalistic standards. My own experiences as a writer helped me approach editing through the lens of “coaching” and not just “correcting.”

Becoming Co-EiC

Becoming Co-Editor-in-Chief fundamentally changed my understanding of leadership. Before entering the role, I often viewed leadership as taking initiative independently and managing my own responsibilities well. I struggled to feel like I could ask for help. Working alongside Emily taught me that strong leadership is equally rooted in collaboration, communication and trust. We learned how to divide responsibilities intentionally, delegate tasks and create systems that allowed both of us to contribute our strengths while still functioning as a good team. Having another person to lean on made the role not only more manageable, but more fun and thoughtful! Our different leadership styles ultimately strengthened our work because we approached challenges from different perspectives, while sharing the same goals for the publication.

One of the most important parts of our leadership involved facilitating communication across the Ed Board. Whether leading Ed Board meetings or guiding classes when Ms. Taylor wasn’t at school, we worked to make sure every section editor felt heard and supported. We intentionally alternated leadership responsibilities depending on the needs of the week, dividing tasks and meeting goals in ways that felt equitable. If stories began to pile up in my sections, I might send a few to her and vise versa. Through this process, I learned that foundation of effective leadership happens behind-the- scenes.

As the year progressed, leadership also became about preparing others to step into the role after us. During the transition process with future Editors-in-Chief Charlotte and Phoebe, I found myself reflecting on the lessons Emily and I had learned together. More than anything, we wanted to emphasize the importance of proactive communication and relying on one another. Co-leadership requires trust, flexibility and honesty, and I wanted to pass on the understanding that strong leadership does not come from doing everything alone.