That's the place you're looking for: when the movie starts to tell you what it wants to be. 
Most of us walk around thinking that our view is best - probably because it is the only one we really know. 
Despite good intentions, the result is troubling: Feeding the Beast becomes the central focus. 
If you think, you stink. 
I believe that no creative company should ever stop evolving, and this would be our latest attempt to avoid stagnation. 
Always take a chance on better, even if it seems threatening. 
one of my core management beliefs: If you don't try to uncover what is unseen and understand its nature, you will be ill prepared to lead. 
An adage worth repeating is also halfway to being irrelevant. You end up with something that is easy to say but not connected to behavior. 
When it comes to creative inspiration, job titles and hierarchy are meaningless. 
We had done the impossible. We had done the thing that everyone told us we couldn't do. And we had done it spectacularly well. 
good leadership can help creative people stay on the path to excellence no matter what business they're in. 
You'll never stumble upon the unexpected if you stick only to the familiar. 
failure is a manifestation of learning and exploration. 
Negative feedback may be fun, but it is far less brave than endorsing something unproven and providing room to grow. 
As I've said, ARPA had been created in response to Sputnik, and one of its key organizing principles was that collaboration could lead to excellence. 
Fear of change - innate, stubborn, and resistant to reason - is a powerful force. 
You don't have to ask permission to take responsibility. 
Creative people must accept that challenges never cease, failure can't be avoided, and "vision" is often an illusion. 
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 
Engaging with exceptionally hard problems forces us to think differently. 
Our job is to protect the new. 
Paying attention to the present moment without letting your thoughts and ideas about the past and the future get in the way is essential. 
Fear can be created quickly; trust can't. 
Fear makes people reach for certainty and stability, neither of which guarantee the safety they imply. 
I was a computer guy with an expensive dream. 
You suffer through it as you struggle to solve it, but by the end you've developed a sort of fondness for it, and you miss it when it is gone. 
the human tendency to treat big events as fundamentally different from smaller ones. 
We'll just have to get smarter. 
Failure was being used as a weapon, rather than as an agent of learning. 
Merely repeating ideas means nothing. You must act - and think - accordingly. 
What is the point of hiring smart people, we asked, if you don't empower them to fix what's broken? 
Not the confidence that we know exactly what to do at all times but the confidence that, together, we will figure it out. 
This sounds simple enough - honor the viewpoints of others! - 
Getting the right people and the right chemistry is more important than getting the right idea. 