Ed Catmull Quotes
Top 60 wise famous quotes and sayings by Ed Catmull
Ed Catmull Famous Quotes & Sayings
Discover top inspirational quotes from Ed Catmull on Wise Famous Quotes.
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.
Always try to hire people who are smarter than you. Always take a chance on better, even if it seems like a potential threat.
We are striving to tell you something impactful and true. When attempting to make good on that promise, no detail is too small.
constructive criticism is "good notes." A good note says what is wrong, what is missing, what isn't clear, what makes no sense.
When downsides coexist with upsides, as they often do, people are reluctant to explore what's bugging them, for fear of being labeled complainers.
good managers - don't dictate from on high. They reach out, they listen, they wrangle, coax, and cajole.
The roller coaster came to a stop and a good friend got off, but what a ride we'd taken together. It had been one hell of a trip.
Instead, they asked: How do we prevent our people from screwing up? That approach never encourages a creative response.
Hindsight is not 20-20. Not even close. Our view of the past, in fact, is hardly clearer than our view of the future.
The trick is to shift the emphasis in any meeting away from the source of an idea and onto the idea itself.
To disentangle the good and the bad parts of failure, we have to recognize both the reality of the pain and the benefit of the resulting growth. Left
Andrew Stanton spoke next. Andrew is fond of saying that people need to be wrong as fast as they can.
Failure isn't a necessary evil. In fact, it isn't evil at all. It is a necessary consequence of doing something new.
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 humans like to know where we are headed, but creativity demands that we travel paths that lead to who-knows-where.
This is not a call for working faster or doing more overtime or making do with fewer people," he said in one town hall forum.
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.
Not the confidence that we know exactly what to do at all times but the confidence that, together, we will figure it out.
Fear makes people reach for certainty and stability, neither of which guarantee the safety they imply.
Most of us walk around thinking that our view is best - probably because it is the only one we really know.
I believe that no creative company should ever stop evolving, and this would be our latest attempt to avoid stagnation.
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.
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.
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.
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