Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration

by Ed Catmull

“People want decisiveness, but they also want honesty about when you’ve effed up,”

as Andrew says. “It’s a huge lesson: Include people in your problems, not just your solutions.”

Pete Docter compares directing to running through a long tunnel having no idea how long it will last but trusting that he will eventually come out, intact, at the other end. “There’s a really scary point in the middle where it’s just dark,” he says. “There’s no light from where you came in and there’s no light at the other end; all you can do is keep going. And then you start to see a little light and then a little more light and then, suddenly, you’re out in the bright sun.” For Pete, this metaphor is a way of making

I’ve now described several models, and the thing I believe they have in common is the search for an unseen destination—for land across the ocean (Andrew), for light at the end of the tunnel (Pete), for a way out of the maze (Rich), for the mountain itself (Michael). This makes sense for creative leaders who must guide so many people through the beats of a story or the production of a film.

Process Communication Model, which compares being a manager to taking the elevator from floor to floor in a big building. “It makes sense to look at every personality as a condominium,” Katherine says. “People live on different floors and enjoy different views.” Those on the upper floors may sit out on their balconies; those on the ground floor may lounge on their patios. Regardless, to communicate effectively with them all, you must meet them where they live.

Driving the train doesn’t set its course. The real job is laying the track.