“On Fear and Failure”

I give below the words of wisdom stated by Dr. Ed Catmull, Co founder PixarAnimation.:

Dr. Ed Catmull views problems as a scientist not as a manager. He says: “I came to believe that most companies were trying to do the right thing. But in focusing on doing this right they were missing out on a deeper problem--- how human emotions form barriers and fears that get in the ways,” He realized that most companies were trying to do the right thing, but in focusing on doing this right thing, they were missing out on a deeper problem---how human emotions form barriers and fears that get in the ways. He realized that most companies were so focused on competition that they did not introspect deep enough on the other destructive forces that were at work. His abstract but philosophical approach suggested, “You have to work through the problem and not go around it. Facing inwards is a different experience from when you face the outside world, but until you experience it, you won’t know it,” thus drawing an analogy to meditation.

He points out that companies need to introspect occasionally and integrate it with how they act towards the outside world. He states that the act of management is a creative art. He remarks: “The trick to solve a lot of problem lies in understanding the blocks and barriers that are based on human emotions. While we can address these, it also means that problem never completely goes away because human nature is always there.”

Fear of failure normally stops people from engaging or speaking up in discussions. Failure tends to be viewed through 2 contradictory lenses:

·     Most leaders agree that their failures and mistakes have provided some of their biggest learning and eventual success;

·         There will be opponents who will bludgeon (to hit or knock you down) you for failing.

Leaders need to accept that people have real fears about their responsibilities and the consequences of executing their job. 

Pixarstrategy: BrainTrust : The rationale is: People don’t want to embarrass themselves or other people, and they tend to naturally defer to those with more authority and experience . Brain trust is about the dynamics in the room and removing the authority, discussing things with candor (fair/impartial).

Another conflict most organizations face is the power struggle between different departments; each department has a different agenda and it needs to be respected but the leader must realize that if one department wins, it is detrimental to the organization greater good. It is not true that balance is achieved from yogic state; instead it is people who can adapt to the realities of this changing environment who are good at balance.

Before Catmull started working with Steve Jobs he asked Jobs who was known to be stubborn—how things got resolved when people disagreed with him. Jobs gave a simple answer: I take the time to explain it better so they understand the way it should be.

(P.S.: Good strategy of Jobs to get your idea through, we could also follow it in any relationship: keep explaining until one is convinced that the other or you are right.)

Source: Corporate Dossier, June 20-26, 2014