Best 14 quotes of Ed Catmull on MyQuotes

A better measure of our success is to look at the people on our team and see how they are working together. Can they rally to solve key problems? If the answer is yes, you are managing well.

At the U of U, we were inventing a new language. One of us would contribute a verb, another a noun, then a third person would figure out ways to string the elements together to actually say something.

Brad Bird remembers a meeting during the making of The Incredibles, soon after he joined the studio, when Steve hurt his feelings by saying that some of the Incredibles artwork looked "kind of Saturday morning"––a reference to the low-budget cartoons that Hanna-Barbera and others produced. "In my world, that's kind of like saying, 'Your mama sleeps around,'" Brad recalls. "I was seething. When the meeting ended, I went over to Andrew and said, 'Man, Steve just said something that really pissed me off.' And Andrew, without even asking what it was, said, 'Only one thing?'" Brad came to understand that Steve was speaking not as a critic but as the ultimate advocate. Too often, animated superheroes had been made on the cheap and looked that way, too––on that Steve and Brad could agree. The Incredibles, he was implying, had to reach higher.

But I should caution that if you seek to plot out all your moves before you make them—if you put your faith in slow, deliberative planning in the hopes it will spare you failure down the line—well, you’re deluding yourself. For one thing, it’s easier to plan derivative work—things that copy or repeat something already out there. So if your primary goal is to have a fully worked out, set-in-stone plan, you are only upping your chances of being unoriginal.

Even though copying what’s come before is a guaranteed path to mediocrity, it appears to be a safe choice, and the desire to be safe—to succeed with minimal risk—can infect not just individuals but also entire companies. If we sense that our structures are rigid, inflexible, or bureaucratic, we must bust them open—without destroying ourselves in the process.

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.

I feel like the only reason we’re able to find some of these unique ideas, characters, and story twists is through discovery. And, by definition, ‘discovery’ means you don’t know the answer when you start.

It isn't enough merely to be open to ideas from others. Engaging the collective brainpower of the people you work with is an active, ongoing process. As a manager, you must coax ideas out of your staff and constantly push them to contribute.

It isn't enough to pick a path—you must go down it. By doing so, you see things you couldn't possibly see when you started out; you may not like what you see, some of it may be confusing, but at least you will have, as we like to say, "explored the neighborhood." The key point here is that even if you decide you're in the wrong place, there is still time to head toward the right place.

Negative feedback may be fun, but it is far less brave than endorsing something unproven and providing room to grow.

The goal, then, is to uncouple fear and failure—to create an environment in which making mistakes doesn’t strike terror into your employees’ hearts.

This principle eludes most people, but it is critical: You are not your idea, and if you identify too closely with your ideas, you will take offense when they are challenged.

When it come to creative inspiration, job titles and hierarchy are meaningless.

When we disagreed, I would state my case, but since Steve could think much faster than I could, he would often shoot down my arguments. So I'd wait a week, marshal my thoughts, and then come back and explain it again. He might dismiss my points again, but I would keep coming back until one of three things happened: (1) He would say "Oh, okay, I get it" and give me what I needed; (2) I'd see that he was right and stop lobbying; or (3) our debate would be inconclusive, in which case I'd just go ahead and do what I had proposed in the first place.