between the known and the unknown

Invention… is an active process that results from the decisions we make; to change the world, we must bring new things into being. But how do we go about creating the unmade future? I believe that all we can do is foster the optimal conditions in which it – whatever “it” is – can emerge and flourish. This is where real confidence comes in. Not the confidence that we know exactly what to do at all times but the confidence that, together, we will figure it out. 

That uncertainty can make us uncomfortable. We humans like to know where we are headed, but creativity demands that we travel paths that lead to who-knows-where. That requires us to step up to the boundary of what we know and what we don’t know. While we all have the potential to be creative, some people hang back, while others forge ahead. What are the tools they use that lead them toward the new? Those with superior talent and the ability to marshal the energies of others have learned from experience that there is a sweet spot between the known and the unknown where originality happens; the key is to be able to linger there without panicking. And that, according to the people who make films at Pixar and Disney Animation, means developing a mental model that sustains you. It might sound silly or woo-woo, this kind of visualization, but I believe it’s crucial. Sometimes – especially at the beginning of a daunting project – our mental models are all we’ve got. 

For example, one of our producers, John Walker, stays calm by imagining his very taxing job as holding a giant upside-down pyramid in his palm by its pointy tip. “I’m always looking up, trying to balance it,” he says. “Are there too many people on this side or that side? In my job, I do two things, fundamentally: artist management and cost control. Both depend on hundreds of interactions that are happening above me, up in the fat end of the pyramid. And I have to be okay with the fact that I don’t understand a freaking thing that’s going on half the time – and that that is the magic. The trick, always, is keeping the pyramid in balance.”

Ed Catmull

Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration. Random House 2014.

allow more people to solve problems

There is a crucial yet hard-to-understand concept here. Most people grasp the need to set priorities; they put the biggest problems at the top, with smaller problems beneath them. There are simply too many small problems to consider them all. So they draw a horizontal line beneath which they will not tread, directing all their energies to those above the line. I believe there is another approach: If we allow more people to solve problems without permission, and if we tolerate (and don’t vilify) their mistakes, then we enable a much larger set of problems to be addressed. When a random problem pops up in this scenario it causes no panic because the threat of failure has been defanged. The individual and the organization responds with its best thinking because the organization is not frozen with fear – waiting for approval. Mistakes will still be made – but in my experience they are fewer and farther between – and they are caught at an earlier stage. 

Ed Catmull

Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration. Random House 2014.

think about failure differently

For most of us failure comes with baggage – a lot of baggage – that I believe is traced directly back to our days in school. From a very early age, the message is drilled into our heads: Failure is bad; failure means you didn’t study or prepare; failure means you slacked off or – worse! – aren’t smart enough to begin with. Thus, failure is something to be ashamed of. This perception lives on long into adulthood, even in people who have learned to parrot the oft-repeated arguments about the upside of failure. How many articles have you read on that topic alone? And yet, even as they nod their heads in agreement, many readers of those articles still have the emotional reaction that they had as children. They just can’t help it: That early experience of shame is too deep-seated to erase. All the time in my work, I see people resist and reject failure and try mightily to avoid it, because regardless of what we say, mistakes feel embarrassing. There is a visceral reaction to failure: It hurts.

We need to think about failure differently. I’m not the first to say that failure, when approached properly, can be an opportunity for growth. But the way most people interpret this assertion is that mistakes are a necessary evil. Mistakes aren’t a necessary evil. They aren’t evil at all. They are an inevitable consequence of doing something new (and, as such, should be seen as valuable; without them, we’d have no originality). And yet, even as I say that embracing failure is an important part of learning, I also acknowledge that acknowledging this truth is not enough. That’s because failure is painful and our feelings about this pain tend to screw up our understanding of its worth. To disentangle the good and the bad parts of failure, we have to recognize both the reality of the pain and the benefit of the resulting growth. 

Ed Catmull

Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration. Random House 2014.

make room for what they do not know

I believe the best managers acknowledge and make room for what they do not know – not just because humility is a virtue but because until one adopts that mindset, the most striking breakthroughs cannot occur. I 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. Moreover, successful leaders embrace the reality that their models may be wrong or incomplete. Only when we admit what we don’t know can we ever hope to learn it.

Ed Catmull

Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration. Random House 2014.

cultivate resilience

According to experts, the following 11 activities help cultivate resilience:

1. Having a core set of beliefs that nothing can shake.
2. Finding meaning in whatever stressful or traumatic thing that has happened.
3. Maintaining a positive outlook.
4. Taking cues from someone else who is especially resilient.
5. Not running away from things that scare you: Face them.
6. Reaching out for support when things go haywire.
7. Learning new things as often as you can.
8. Having an exercise regimen you’ll stick to.
9. Not beating yourself up or dwelling on the past.
10. Recognizing what makes you uniquely strong—and owning it.
11. Practicing mindfulness.

Mindfulness deserves a special mention. In a study, Marines who underwent an eight-week course in mindfulness showed great gains in resilience. No only did their heart rate and breathing rate show less reactivity when faced with a stressful situation, their brains changed too: They showed lower activation in the region of the brain associated with emotional reactions. By the end of training, their brains looked more resilient.


Samantha Boardman M.D.
"Bounce Back: 11 Ways to be More Resilient: Data-driven insights to help deal with stress." Psychology Today. 8/14/2015

self-serving leaders

Self-serving leaders give themselves away in two ways. The first is how they receive feedback. Have you ever tried to give feedback to someone up the hierarchy, and that person killed the messenger? If that has ever occurred, you were dealing with a self-serving leader. They hate feedback. Why? Because if you give them any negative feedback, they think you don’t want them to lead anymore. And that’s their worst nightmare, because they are their position. The second giveaway for self-serving leaders is their unwillingness to develop other leaders around them. They fear the potential competition for their leadership position.

Ken Blanchard

Leading at a Higher Level. 2010

Photo by rafa espada

don't be afraid

When Jobs was designing the iPhone, he decided that he wanted its face to be a tough, scratchproof glass, rather than plastic. He met with Wendell Weeks, the CEO of Corning, who told him that Corning had developed a chemical exchange process in the 1960s that led to what it dubbed “Gorilla glass.” Jobs replied that he wanted a major shipment of Gorilla glass in six months. Weeks said that Corning was not making the glass and didn’t have that capacity. “Don’t be afraid,” Jobs replied. This stunned Weeks, who was unfamiliar with Jobs’s Reality Distortion Field. He tried to explain that a false sense of confidence would not overcome engineering challenges, but Jobs had repeatedly shown that he didn’t accept that premise. He stared unblinking at Weeks. “Yes, you can do it,” he said. “Get your mind around it. You can do it.” Weeks recalls that he shook his head in astonishment and then called the managers of Corning’s facility in Harrodsburg, Kentucky, which had been making LCD displays, and told them to convert immediately to making Gorilla glass full-time. “We did it in under six months,” he says. “We put our best scientists and engineers on it, and we just made it work.” As a result, every piece of glass on an iPhone or an iPad is made in America by Corning.

Walter Isaacson
The Real Leadership Lessons of Steve Jobs - Harvard Business Review the Magazine. April 2012.

he had squandered the golden moment

One person not often seen on the streets, at the Superdome, or on a rescue boat of any kind was Mayor Ray Nagin. Occasionally he’d pop up inside the Superdome, clinging to the exit doors, then disappear. Since the storm had approached the Crescent City, Mayor Nagin had been cloistered in the Hyatt, lording over the Superdome. From the get-go he was terrified for his own personal safety. And for good reason. At the storms peak, many of the windows of the Hyatt blew out. The high-rise was a jagged, ripped concrete-and-steel monstrosity, swaying in the feverish winds. Frightened, Nagin refused to make City Hall a command center. Terry Ebbert, the New Orleans director of Homeland Security, ostensibly ran the city. I went over to the Superdome numerous times, Ebbert recalled. I didn’t carry a weapon. I walked all around without a real problem.

Unlike Ebbert, Nagin was apparently repelled by the idea of speaking at the Superdome, to offer the evacuees both information and a morale boost. He refused to give a pep talk, blaming the city’s communications breakdown for his decision. His primary post-storm initiative was to get a generator hooked up to the elevator so he wouldn’t have to walk all those stairs. A timid Nagin had squandered a historic opportunity for a bullhorn moment. With a touch of guts he could have walked over to the Superdome with Teddy Roosevelt exuberance and tried to calm the jittery crowd. When Martin Luther King Jr. was assassinated in April 1968, riots broke out in thirty-one American cities, but Robert F. Kennedy, shirtsleeves rolled up, fearlessly marched into the midst of an angry African-American mob in Indianapolis, easing their confusion and hurt with words of uplifting encouragement. RFK had seized the golden moment that Maureen Dowd wrote about. At the Superdome in New Orleans, scared citizens needed Nagin. But he feared that if he mounted a soapbox at the Superdome, he’d get shot, lynched, or bloodied up. He made the costly mistake of viewing the displaced persons as malcontents. He had squandered the golden moment, putting his own personal safety ahead of those poor and elderly in trouble.

Douglas Brinkley

The Great Deluge: Hurricane Katrina, New Orleans, and the Mississippi Gulf Coast. HarperCollins 2007. p.66, 67

willing to sacrifice

[Simon] Sinek mentions Captain William Swenson, who was awarded the congressional Medal of Honor in 2013. When his column came under ambush in Afghanistan, Swenson ran into live fire to rescue the wounded officers. Someone captured the entire experience on camera, including the moment when Swenson bent over to kiss a wounded soldier before putting him in a helicopter.

At first, Sinek thought altruistic people like Swenson were simply drawn to military service. Then he realized it works the other way around — the military environment can prompt anyone to act selflessly.

Unfortunately, this is hardly the current environment in most organizations.

“In the military, they give medals to people who are willing to sacrifice themselves so that others may gain. In business, we give bonuses to people who are willing to sacrifice others so that we may gain. We have it backwards,” he quips.

But moving ahead at the expense of others teaches your subordinates to do the same, to the detriment of the organization as a whole. That’s because employees spend time competing with and fearing each other instead of joining forces and protecting the company from external threats.

A truly effective leader knows to put her employees’ well-being before her own, so that her employees ultimately do the same for her and for the organization. 

“When a leader makes the choice to put the safety and lives of the people inside the organization first, to sacrifice their comforts and sacrifice the tangible results, so that the people remain and feel safe and feel like they belong, remarkable things happen,” Sinek says.

Shana Lebowitz

"Why effective managers act like military leaders." Business Insider. 8/14/2015