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

Trust doesn’t mean that you trust that someone won’t screw up—it means you trust them even when they do screw up.

“We should be careful to get out of an experience only the wisdom that is in it—and stop there,” as Mark Twain once said, “lest we be like the cat that sits down on a hot stove-lid. She will never sit down on a hot stove-lid again—and that is well; but also she will never sit down on a cold one anymore.” The cat’s hindsight, in other words, distort

While planning is very important, and we do a lot of it, there is only so much you can control in a creative environment. In general, I have found that people who pour their energy into thinking about an approach and insisting that it is too early to act are wrong just as often as people who dive in and work quickly. The overplanners just take long

The future is not a destination—it is a direction.

you don’t want to be at a company where there is more candor in the hallways than in the rooms where fundamental ideas or matters of policy are being hashed out. The best inoculation against this fate? Seek out people who are willing to level with you, and when you find them, hold them close.

To be a truly creative company, you must start things that might fail.

The first conclusions we draw from our successes and failures are typically wrong. Measuring the outcome without evaluating the process is deceiving.

IN THE VERY early days of Pixar, John, Andrew, Pete, Lee, and Joe made a promise to one another. No matter what happened, they would always tell each other the truth. They did this because they recognized how important and rare candid feedback is and how, without it, our films would suffer. Then and now, the term we use to describe this kind of con

Ideas come from people. Therefore, people are more important than ideas.