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Kindle Notes & Highlights
by
Ed Catmull
Read between
July 29, 2020 - September 15, 2021
What makes Pixar special is that we acknowledge we will always have problems, many of them hidden from our view; that we work hard to uncover these problems, even if doing so means making ourselves uncomfortable; and that, when we come across a problem, we marshal all of our energies to solve it.
Despite being novice filmmakers at a fledgling studio in dire financial straits, we had put our faith in a simple idea: If we made something that we wanted to see, others would want to see it, too.
My belief is that good leadership can help creative people stay on the path to excellence no matter what business they’re in.
We start from the presumption that our people are talented and want to contribute. We accept that, without meaning to, our company is stifling that talent in myriad unseen ways. Finally, we try to identify those impediments and fix them.
believe that managers must loosen the controls, not tighten them. They must accept risk; they must trust the people they work with and strive to clear the path for them; and always, they must pay attention to and engage with anything that creates fear.
If you give a good idea to a mediocre team, they will screw it up. If you give
mediocre idea to a brilliant team, they will either fix it or throw it away and come up with something better.
Getting the right people and the right chemistry is more important than getting the right idea.
Ideas come from people. Therefore, people are more important than ideas.
Find, develop, and support good people, and they in turn will find, develop, and own good ideas.
When we are new to the position, we imagine what the job is in order to get our arms around it, then we compare ourselves against our made-up model. But the job is never what we think it is.
Making the process better, easier, and cheaper is an important aspiration, something we continually work on—but it is not the goal. Making something great is the goal.