How to set up a new editorial board
It can be a daunting task to set up a brand new editorial board, especially for a new journal that is still refining its identity. How can we decide what kind of people we need? How do we identify the right range of specialties, and how can we determine what each person will do before the journal even exists?
Luckily, there are a few approaches and processes that can be used to address these questions. Remember, an editorial board is not set in stone; you can always change the people or mix up roles and responsibilities if things are not working out or if the journal changes direction as it matures.
KNE CLUE: HOW MANY MEMBERS ARE NEEDED AND WHAT ARE THEIR ROLES
For a new journal, the first question often asked is, ‘How many people do we need?’ Now, there is no fixed rule for this, and it differs from journal to journal (not least because, as a journal grows over time, it may add more subfields and specialities, each of which might require additional specialised board members to take responsibility).
However, there are a few basic considerations that will make things easier when getting started:
The Editorial Board should comprise a minimum of 5 people and a maximum of 10 people. This group is responsible for managing the journal and overseeing day-to-day operations. This can include submission and review processes, author communications, publisher communications, and journal promotion and development strategies. The Board members might also be responsible for specific subfields or article types.
The Advisory Board can be as large as needed to ensure expertise for all areas of the journal’s scope. This group serves as the primary initial reviewer pool and might also be responsible for specific subfields or article types. Additional responsibilities include supporting the Editorial Board with soliciting submissions and promoting the journal.
KNE CLUE: CHOOSING BOARD MEMBERS
When selecting board members (both editorial and advisory), it is essential to strike a balance between expertise, prestige, and proactivity.
While it might be tempting to have a big shiny name in your field on the board, unless they are actively contributing to the management and promotion of the journal, and unless they are willing to publish to least once every 2-3 years in your journal, they are not going to make a strong and useful contribution and are not worth including on the board. In fact, their involvement can even damage the journal’s indexing prospects if they do not make a visible, tangible contribution.
Look for people who are actively engaged in your subject field, especially those who are publishing in the right specialities for your journal scope
Look for those who do not have too many commitments to existing journals; you want them to prioritise your journal
Look for a diverse array of board members, from different regions and different institutions
Look for people who are willing to support your journal and will be proactive and enthusiastic
KNE CLUE: MAKE YOUR EXPECTATIONS KNOWN
When building a new board, it is essential to clearly communicate your expectations from the outset, both for everyone involved and for each individual member and their assigned role.
Emphasise the overall purpose and role of the board clearly
Outline weekly or monthly workload allocations and expectations
Mention any quarterly or annual meeting requirements and whether they are online or in person
With regards to individual roles, organise a meeting with each board member and explain their specific tasks and what you will need from them on a weekly/monthly/quarterly basis
If there are any KPIs (like responding to author enquiries within a specific timeframe, or ensuring a certain number of submissions, or attending a certain number of relevant conferences for promotion purposes), make these targets known during the initial discussion and invitation process.
KNE CLUE: ONBOARDING
When onboarding your new board members, you need to consider:
- Technical onboarding: This could include submission and review systems, website content management, and social media account access
- Protocols onboarding: This could include overall journal management and strategy, peer review guidelines, publishing processes and workflows, editorial board responsibilities, and indexing/archiving approaches
It is helpful to have draft journal documentation (polices, style guides, etc) ready for review and suggestions from the board at this stage – they all have valuable insights, and it is easier to incorporate alterations prior to the journal launch.
Also, to facilitate onboarding, prepare general guidelines and FAQs documents.
KNE CLUE: ENQUIRES AND MONITORING PROCESSES
Sometimes a board member does not work out, or the board needs a refresh, or as the journal matures, the focus and requirements evolve, and you find that you need a different combination of skills and characteristics. Equally, a board member’s circumstances might change, and they become more suited to a different role within your board.
It is essential to regularly monitor and evaluate your board members to ensure they remain the right individuals for their designated roles.
So, make sure you:
Check in with your board members on a regular basis (for example, with individual meetings once a year)
Keep an impartial eye on their activities and ensure they are meeting your expectations
Ensure you have a structure in place for changing members where some are unsuitable or unproductive