Tag Archives: Pixar

“Just 3 Stories … No Big Deal” – Taking a Deeper Look at Steve Jobs’ Advice in His 2005 Stanford Address

The Hidden Message in Steve Jobs' 2005 Stanford AddressIn 2005, Steve Jobs spoke to the graduating class at Stanford University, and told three main stories about his life and work. (Click here to view the 2005 Stanford Address.)  His talk has inspired many. But were there hidden messages in it? Was there deeper wisdom than most of us think?  Absolutely.  Let’s see if you agree.

But first, why this is so urgent and important? It’s because millions of people from career-changers to career-starters have been fed the line, ‘just follow your passion.’ Aside from that advice being wildly ambiguous, it’s often dangerous and misleading.

And although many people have attributed the line to Steve Jobs and his 2005 talk, the truth is Jobs himself never said the words. Not. Even. Once.

There are in fact deeper messages Steve Jobs was trying to tell us, and your career will likely only be more successful if you absorb these deeper messages.

A first clue about the deeper message is that Jobs says at the outset that he’s going to share his secrets in the shape of three stories: “Today, I want to tell you 3 stories from my life. That’s it. No big deal. Just 3 stories.” [at 0:47 in the talk]

Actually, giving us three stories was a big deal. Jobs believed almost religiously in the rule of 3’s – the principle from rhetoric that you should communicate something in three parts. (Remember his launch of the iPhone? He said he was about to announce “three revolutionary products … an MP3 player, a phone, and an internet communicator …”. The magician’s surprise turned out to be that the three things were all in one device, the new iPhones.)

Story 1 = Passion 1: A Passion for Your Area and Learning It Deeply

On the surface, Jobs first story is about how he dropped out of Reed College. But if you dig deeper, it’s really about how he allowed his curiosity to draw him to certain subjects, and how he developed from his early days the habit of deep learning that lasted a lifetime:

“I could stop taking the required classes that didn’t interest me, and begin dropping in on the ones that looked interesting. [2:56] … I loved it. And much of what I stumbled into by following my curiosity and intuition turned out to be priceless later on. Let me give you one example … . [3:21] I decided to take a calligraphy class to learn how to do this. I learned about serif and sans serif … about varying the amount of space between different letter combinations, about what makes great typography great. It was beautiful … artistically subtle … and I found it fascinating.” [3:49] [emphasis in bold added]

Notice that Jobs says he was following his “curiosity,” not ‘following his passion.’ There is a difference. Curiosity is very specific.

In other words, he went to classes to learn, not just cram for exams and get an A. The course on calligraphy was not just about fonts, it was about design, an area that came to dominate Jobs’ life – and lead him to many breakthroughs.

The words Jobs uses are a test for whether you have developed this same passion: interesting, curiosity, intuition, learn, beautiful, fascinating. Do you use words like these when you describe the area you’re in?

Key Message from Story 1: the first passion you need is a passion for the area you’re in, and a genuine desire to keep learning it.

Story 2 = Passion 2:  A Passion for the Processes in Your Area … especially the Collaborating and Learning from Failure

In all work, there is a process – or more accurately, processes.  Story 2, with all due respect, is often misquoted. The first key lesson in the story is in the first two lines:

“I was lucky — I found what I loved to do early in life. Woz and I started Apple in my parents’ garage when I was 20. We worked hard, and in 10 years Apple had grown from just the two of us … .” [5:42] [emphasis added]

The lesson is that he developed a passion and skill for collaborating. And not just collaborating in an average way. Jobs developed – from the age of 20 – a passion and habit for collaborating closely with highly talented people, experts who often had far more expertise than he did. That takes courage and confidence.

It’s that part of the process that Jobs continued to love and engage in throughout the rest of his career: he collaborated with all kinds of highly talented people, from the animators at Pixar to the designers at IDEO to his own Apple designers and programmers.

A further implicit message in this story is also found in that first quote: the better you get at what you do, the more you tend to have a passion for it.  It’s a virtuous cycle (the opposite of a vicious cycle).  Some psychologists call it a ‘cycle of accelerated returns.’  Others call it the 10-year rule, the idea that it usually takes about 10 years, through deliberate practice, to become really expert in a field.  Notice how Jobs’ and Apple’s first major success occurred after 10 years of collaborating:

“We worked hard, and in 10 years Apple had grown from just the two of us in a garage into a $2 billion company with 4,000 employees.” [5:50] [emphasis added]

The next part of Story 2 tells how Jobs came to value a part of the process you’ll  find in any field, especially today: learning from mistakes or failure. It’s the story of his 1985 dismissal from Apple:

“But something slowly began to dawn on me — I still loved what I did. The turn of events at Apple had not changed that one bit. [6:57] … And so I decided to start over. … it turned out that getting fired from Apple was the best thing that could have ever happened to me. The heaviness of being successful was replaced by the lightness of being a beginner again, less sure about everything. It freed me to enter one of the most creative periods of my life.” [7:11] [emphasis added]

To illustrate, then, the real message in this second story, consider what happens when someone doesn’t grasp the lesson. Take for example the Yoga aficionado who decides to ‘just follow her passion’ and open her own Yoga studio. If she doesn’t have or at least develop a basic passion for the process (finding clients, finding a partner, collaborating, doing the admin, doing the marketing, renting the studio, handling the finances, etc. etc.), it’s a sure bet she’ll struggle, if not fail.

Key Message from Story 2: you need passion for the process that makes up the work you do – and, in particular, collaborating and learning from failure.

Story 3 = Passion 3: A Passion for What Gives You Meaning, a Sense of Purpose or Progress and How You Help People

If you want to watch your life ignite, listen to this third story once a day for a month.  Story 3 is about the deepest kind of passion of all: developing a passion for what your life and work are really all about:

“Remembering that I’ll be dead soon is the most important tool I’ve ever encountered to help me make the big choices in life… [9:39]. … And that is as it should be, because Death is very likely the single best invention of Life. It is Life’s change agent. It clears out the old to make way for the new. [12:05] … Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma — which is living with the results of other people’s thinking. Don’t let the noise of others’ opinions drown out your own inner voice.” [12:31] [emphasis added]

How you develop your passion in this third circle is deeply personal, but Jobs ably points to the three main things that invariably give both life and work meaning – working to achieve real progress in your field (“Don’t be trapped by dogma”), developing your own sense of purpose (listen to “your own inner voice”), and, ultimately, make your life about serving other people:

The Hidden Message in Steve Jobs' 2005 Stanford Address

So there you go. When you look at the 2005 speech from this perspective, the talk can serve as a powerful set of career guidelines. Ask yourself:

  1. Do you have a passion for the area you’re in, and in learning it more deeply?
  2. Do you have a passion for the process in the work, and in particular for genuine collaborating and learning from failure?
  3. Do you have the passion that comes from a sense of purpose, striving for progress, or helping people?

Jobs’ wise counsel to us is not at all some vague idea about just following a mythical, single passion. It’s about three key passions.

If you can make your way to the intersection of those three circles, that’s when you’ll almost certainly have a life and career that are both truly successful and meaningful.

*

(Note: A version of this article can also be found on Linkedin.) 

How Pixar Transformed their Criticizers into Creators: The Magic of “Plussing”

Recall the last time you were at work and had what you thought was a brilliant idea. You thought it so good you went next door and ran it by a colleague.

“It’ll never work!”  the colleague says.

“You don’t think so?” you ask, trying to get your nay-saying colleague to be more open-minded.

“No way. It can’t be done that way,” the colleague says. Or maybe, “we tried that already – it didn’t work!” or “well, maybe, you’ll NEVER get approval, so forget it.”

And you do. You forget the idea, and move on to something else.

Sadly, people talk like that all the time in business and other organizations today. An idea that might have grown into something great gets shot down before it even got off the ground.

Pixar Animation Studios, the California company that has now produced fourteen feature films that have won 27 Academy Awards, found a way to avoid these traps. It’s a method that helps ensure creativity is nurtured not negated.

Pixar calls the technique “plussing,” and what’s fascinating is that science backs up why it works.

Plussing’ – What It Is 1

In an animated film, a single scene of just four seconds requires about 100 frames. A good animator can produce that in a week, or about twenty frames a day. Animators at Pixar are usually assigned one or two scenes at a time. Each day, an animator’s draft work is fed into a central computer where other colleagues and the director can review it.

The teams of animators then meet each morning to review their previous day’s work, and critique it.

The criticism at meetings like these can be brutal, and this is where ‘plussing’ has played a game-changing role at Pixar. Rather than randomly critique a sketch or shoot down an idea, the general rule is that you may only criticize an idea if you also add a constructive suggestion. Hence the name plussing.

Imagine for example that a team of animators is now working on Toy Story 4. The team is reviewing a draft scene where Woody is the main character. Let’s say it’s an action scene. Instead of hearing feedback like, “but that’s all wrong! … Woody shouldn’t look like that here …” , the practice is to say something more like: “okay … what if you could make Woody’s expression even more (e.g. brazen) … ”.

Pixar says the practice has been built on the core principles from improvisation, which are: accept all offers (accept the idea, don’t reject it), use “yes, and …” instead of “yes, but …”, and make your partner look good.

If you follow these principles, dialogue becomes more like a structured debate that’s both serious and yet constructive. It’s not an attempt to gloss over the hard stuff. Discussions still involve challenging problems, like possibly rejecting initial ideas, but this is done always with a view to replacing them with a better solution.

A key element achieved is respectful listening, and ongoing respect for the talents and abilities of the animator.

It’s a Kind of Structured Debate, and Structured Debate Trumps Brainstorming

Plussing is different from mere brainstorming, the term often used for meetings designed to generate ideas. The goal in brainstorming is typically just to come up with new ideas, sometimes as many as possible.

Pixar’s approach is closer to a structured debate. The goal is to critically review existing work, often rigorously, and to generate new ideas that build further and create something better.

Science backs up the idea that structured debate is far superior to simply brainstorming. A study 2 led by UC Berkeley professor Charlan Nemeth found that when a team used structured debate, it significantly outperformed a team instructed to merely ‘brainstorm.’ Nemeth concluded that “debate and criticism do not inhibit ideas but, rather, stimulate them.” What might be even more significant is that after the teams disbanded, the team that used structured debate continued to generate further ideas. It seems that the experience of a constructive debate lingers, and people continue to come up with new ideas.

Surprisingly Similar to the Approach Used in Mediation

If you’ve ever been in or observed a formal mediation, you’ll know that the process is in fact quite structured. Most mediators today will use the method of principled negotiation, the model developed by the Harvard Negotiation Project in the 1980s.

One of the core principles is to separate the people from the problem, and thus take the focus off personal issues to avoid negativity. In plussing, the basic rule to ‘accept all offers’ is similarly away to avoid the negatives easily triggered by rejecting ideas. Creative people often can feel that a rejection of their idea is a rejection of them.

Another core principle in mediation is to spend considerable time focusing on new options. That’s very similar to the core idea in plussing – namely that you must always propose a new constructive suggestion for any idea that you criticize.

Maintains Intrinsic Motivation, which Fosters Creativity

Extensive research in psychology now shows the best way to stimulate creativity at work is to make sure people remain intrinsically motivated – that is, driven by interest, enjoyment and satisfaction in the work itself. Harvard’s Teresa Amabile has spent more than 35 years researching this connection, and found it to true for all groups of people, from children to knowledge workers to professional artists.

The technique of plussing by design helps ensure intrinsic motivation, because it offsets the criticism with a focus on creative alternatives. The science supports the idea that this has contributed immensely to the high levels of creative output at Pixar.

How Do You Create a Culture of Plussing?

The mere knowledge that plussing is a wise practice does not make it easy to achieve. Anyone who has tried to change the culture of a team or organization will know just how difficult this can be.

Nonetheless, it can be done. Two key changes are essential: (1) Language and (2) Tools that Implement the New Behaviors.

(1) Language

One of the best ways to change a culture is to change the language used. While it’s true that our thoughts determine our words, it’s equally true that the words we use in turn determine our thoughts. The task is to eliminate the language that destroys creativity – language like “yes, but …” or “that’ll never work …” and replace these with language that shifts the focus to adding value – language like “yes, and …” or “what if …” or “how might we do this? …”. This is how Pixar’s practice of plussing began.

(2) Tools that Implement the New Behaviors

The language alone is not enough. It must become the language everyone uses, and the only way that happens is if there’s leadership from the top.

Pixar serves as a good model. The simple yet lasting change came from implementing the method of ‘plussing’ as required process during meetings. Once that new behavior is recognized as a required behavior, it can then evolve into a standard practice in the organization. But it must be required and practiced, first and foremost, by the leaders of the organization.

Notes:

  1. For two excellent reviews of ‘Plussing’ at Pixar, see David Berkus, “Why Fighting for Our Ideas Makes Them Better,” published on 99u: Insights on making ideas happen; and Peter Sims, Little Bets (New York: Free Press, 2011), pp. 69-75.
  2. See Nemeth, C. J., Personnaz, B., Personnaz, M. and Goncalo, J. A. (2004), The liberating role of conflict in group creativity: A study in two countries. Eur. J. Soc. Psychol., 34: 365–374. doi: 10.1002/ejsp.210