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magazine, because it changed the hiring and promotion patterns that
might have gotten too set under one person if he stayed too long.
Anyway, eight or ten years tends to be the maximum for a managing
editor. They sort of wear out after that. Not that they are not up
to doing something else, but they wear out in that particular job.
Then the question of how do they get on with their particular
publisher. Fuerbringer and Auer, Bernie Auer, seemed to be very
compatible. Auer was an enthusiast, a promotion-minded fellow.
Running a magazine is sort of--you are forever whipping, whether
you're the managing editor or the publisher, you're just sort of
whipping people into action. It's a continuous strain, and it's also
a continuous strain--church and state--not in the sense that we were
discussing so much as in the sense that when things go wrong, you
find that church is always blaming state and state is always blaming
church. “If only the editors could get more interesting about this
or that--I don't see anything in this issue that interests me!”
would be sort of a publisher's statement. A managing editor is like
an author complaining about his book publisher. The book publisher
never promotes his book--you've heard that one.
Well, every time anyone of our magazines goes through a sinking
spell--and they all rise and sink, for a variety of reasons: they
rise and sink for a variety of reasons, some internal and some
competitive. When Phil Graham of The Washington Post bought Newsweek
it was somewhat of a sick dog. At a certain point, somewhere in the
early 70s, Newsweek got to be a very hot property. The fact that
Newsweek is a hot property means Time is not a hot property, and
therefore suffers accordingly in terms of circulation and in terms of
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