Over the years, Ed Catmull, president of both Pixar and Walt Disney Animation, has developed a deeply realistic philosophy of how to best manage a creative organization.
Managing a creative organization entails a constant balancing act between the potentially opposing goals of encouraging creative freedom and ensuring an orderly process and consistent financial results.
A hallmark of a healthy creative culture is that it people feel free to share ideas, opinions, and criticisms. Our decision-making is better when we draw on the collective knowledge and unvarnished opinions of the group.
Candor is the key to collaborating effectively. Lack of candor leads to dysfunctional environments.
Pixar’s mechanism to collaboration is the Braintrust, which they rely on to push them toward excellence and to root out mediocrity. According to Catmull, the premise of the Braintrust is simple:
Put smart, passionate people in a room together, charge them with identifying and solving problems, and encourage them to be candid.
The Braintrust is not foolproof, but when we get it right, the results are phenomenal.
Phenomenal, as in:
17 movies released since Pixar began in 1995
14 No. 1 Box Office hits in a row
Over $10.7 billion in ticket sales
Which makes it all the more strange to hear Catmull give his opinion about 1 common theme of all Pixar movies:
Early on, all our movies suck.
Catmull says that phrasing is blunt, but he chose it because saying it any softer fails to convey how bad the first versions really are.
Creativity has to start somewhere, and we are true believers in the power of bracing, candid feedback and the iterative process – reworking, reworking, and reworking again, until a flawed story finds its through line or a hollow character finds its soul.
No matter what, the process of coming to clarity takes patience and candor.
When questioned about the Braintrust being like any other feedback mechanism, Catmull elaborated:
There are two key differences. First, the Braintrust is made up of people with a deep understanding of storytelling, who usually have been through the process themselves. Second, the Braintrust has no authority. The director does not have to follow any of the specific questions. It is up to him or her how to address the feedback.
If the foundation of the Braintrust is candor, its supporting framework is that the directors must be ready to hear the truth. Candor is only valuable it the person on the receiving end is open to it and willing, if necessary, to let go of things that don’t work.
People need to be wrong as fast as they can. – Andrew Stanton, Pixar director, screenwriter, producer, and occasional voice actor
Leaders who resonate with ideas like the Braintrust but fear they would never work at their organizations should note Stanton’s encouragement:
You can and should make your own solution group. Here are the qualifications: The people you choose must (a) make you think smarter and (b) put lots of solutions on the table in a short amount of time. I don’t care who it is, the janitor or the intern or one of your most trusted lieutenants: If they can help you do that, they should be at the table.
That’s advice any organization would do well to take.
Look for Catmull’s book Creativity, Inc.