Ah, notes. We all love notes, right? I know the first reaction to notes is usually negative (that’s normal) but it’s important once we get past that to see how they can help and how best to tackle them. Different people give different notes. Some are consistently great and helpful and others might not always seem useful initially. You have to get to know the notes you’re dealing with and the person you are getting them from and so each project often requires a different approach when it comes to notes.
But here’s something that is useful no matter what kind of notes you’re getting: look beyond the notes themselves. Look for the intention behind the notes.
Almost every note has a problem to solve or a question to answer. But sometimes the problem listed in the notes is not actually the real problem. It might be a symptom of something else that has been missed or has become unclear. It might even be about something outside of the work that you’ve made so far – a request that has come in from someone else that is now being applied in the form of a note passed on to you. Sometimes acting on a note immediately as described can actually cause more problems than it solves if you don’t know the intention behind it.
This will be especially relevant if specific suggestions are given. When people give notes, I love when they give suggestions on how to fix things. Firstly, it shows they really want to contribute positively and, secondly, it gives a really great starting point for the fix. But it is just a starting point. The solution offered may not be the fix. And your reaction to it might be “that won’t work” and you might even be right. But look for the intention behind it. What is it trying to solve?
Look beyond the note itself and try to find the intention behind it and you’ll then understand what you need to achieve and, more often than not, the real solution will become clear.
And if you’re reading this and you’re someone who gives notes, here’s a tip: you can help people get to the best fix by making clear why something is a problem or why you’re asking for something. No matter what side of the notes you’re on, knowing the intention always helps.
Production has to keep moving. That’s how it works. Scripts lead to boards which lead to animatics which lead to everything else. Every element in a production depends on the previous elements. And so a single jam in the system can cause no end of delays and put everyone in a situation in which they have no idea when there might actually be a show.
That’s why we have schedules. That’s why we have deadlines.
One of the hardest things new people coming into animation from college have to face is the pace of a fast moving production. Meeting deadlines is hard. And so, so crucial. If you’re new, meet your deadlines!
But it may not surprise everyone to know that this advice has to be given to people at all ends of the business and at all ranges of experience. Those of us in the midst of production, running shows and delivering shows must keep moving. That’s how it works. It is an age-old analogy but it applies: in each part of production, the train is leaving and you just have to get on.
I learned this very early on as a director. I have worked on many parts of production and I think the director has more decisions to make every day than anyone else. Every minute involves a decision that will affect the show. Many small, some huge. And you just have to make the decision. Hold something up and it will bite you in the rear end. Hold it up for long and it may bite so hard you might never quite recover. Production has to (say it with me)… keep moving.
So yes, this is advice to new people but it’s also a reminder to every other person involved in productions at all ends. The train is leaving the station. So get on!
One of the places you can fall down in your pitch is in the information dump. Too much information, to the point where it feels overwhelming or boring or just plain too long. More often than not, the more information you give the less clarity you’re offering. Same with show pitch bibles, which I’ve covered here before.
Short, simple, clear and to the point.
However, that does not mean that you don’t have to know all that other stuff. When you’re sitting in front of someone telling them about your concept, you need to know everything that you can. You need to be armed with the information. You need to be able to answer all the questions (again, in a short, clear way) and provide the extra information that you don’t cover in your distilled quick pitch, and you need to be able to do it in an enthusiastic way. You must know your concept inside and out.
And here’s the thing – if you do know your show and it’s a concept that is clear and developed and refined, even if you barely have to answer a single question on it, that knowledge will come through in your confidence and the language you use. One of the best ‘nailed it’ moments was after a presentation I gave when a major broadcaster told me that it was clear that we really know our show and our characters. That counts for a lot with anyone who will take an interest in your show because it’s like a safety net. They know you have a clear vision and you’ve really done the work.
So do the work. Know your show. Know every part of it. Don’t dump it out on to the table in your pitch. Keep it there so you have more to talk about when asked. But know it.
When you make children’s media of any sort, you become a part of a child’s life. What you create, what you are a part of, has access to them. It’s like walking into their houses and getting to sit them down for 7 minutes or 11 minutes or a few hours and just tell them stuff. If you’re a parent, how would you feel about someone you don’t know doing that? What would you want from them? What would you expect from them?
It is a huge responsibility. You must always remember who your audience is and understand that responsibility.
There are many reasons to make children’s media but, no matter what other reasons you have, giving something really good to kids should be VERY high up on that list. It is, right? Right? I’m sure you do want what’s best for kids – chances are you wouldn’t be at my blog if you didn’t because it’s a recurring theme here. But it’s no harm to have a reminder of why you’re really doing what you do.
And then, once you remember that, your career often comes down to questions: what good can I do for kids?
What can I create that might make their lives a little better right now? Or (and for me, this is often the more important question) what can I create that might make their lives and the lives of others better as they grow older? Where can I help? Where can I contribute? How can I be a positive force in their lives? And how can I do it in a way that works with parents, rather than trampling over that role?
What’s odd about that is that it really puts us in the role of assistant. It’s just ‘how can I help?’ Odd because, as we create, we become part of forming worlds, creating entire characters and little lives. We decide where they go and why. Or we manage teams to create whole shows. We get this feeling of being able to mould everything, to be in charge of everything, to decide who does what and why. And we can do all that. But ultimately we’re doing it to be an assistant. An assistant to parents, to society and, especially, to children themselves.
How can I help?
So I guess if you consider the responsibility of your content coming into a child’s life as if we’re walking into homes ourselves, maybe the best thing we can do is to stop talking for a moment and ask the parents and the children: how can I help?
I spent a long time torturing over backgrounds for something we were making recently. Are they too basic? Too plain? Now too shaded? Overworked? Too fancy?
Backgrounds are really important. They are pieces of art in themselves. They can look wonderful in stills or posters and be all pretty and attractive and that can get people buying your work.
But here’s the hard truth: if a kid is looking at your backgrounds rather than what the characters are doing, you have a MAJOR problem.
Kids shouldn’t be looking at your backgrounds unless a character is pointing to something in one or something in that background is a plot point or an important setup piece. I know that sounds harsh to background artists but it’s actually the same for most areas of the process. If a child is lost in a writer’s wonderful prose rather than the action of the scene, the story will be lost. If they are whistling to the underscore rather than listening to what the characters are saying, the story will be lost. And so on.
Everything must serve the story. For backgrounds, that means giving context to the action, establishing the location. Framing it in pleasing ways, drawing the eyes to the characters and the important moments in the shots. Helping to tell the story. Like every other element.
We can all torture ourselves over individual elements, like I was doing about these backgrounds. But what is so important to remember is that it will never just be these backgrounds. It will be characters, dialogue, action, music, sound effects and more. And when it all comes together, what counts is this: does it tell the story in the best way possible?
I love to keep documents of information, ideas or just things I’ll need to refer to later. Documents last longer than memories and are often easier to find when you need them. This week, I’m pulling up one of my most important documents. At the top is the heading: how long things take.
Yep, just how longs things take.
You see, the biggest problem we all face when we say yes to something is misjudging how long what we’ve just said yes to will take. It is when our schedules get all cramped and messed up that chaos happens and something goes wrong. And we creative people LOVE to say yes to things. Most creative people take years of training to start to say no to requests. Even all those years later, we are really at a disadvantage when someone asks us to do something we really enjoy.
Saying NO to requests is really important. It’s how we make sure we deliver on the stuff we say YES to.
This applies to all sorts of requests, often even within work we’ve said yes to. But a good example is my pixel work. That’s my hobby. My work, my career and what I do is children’s media. But someone totally rad will ask for pixel art and I’ll want to do it. My gut will say yes.
That is where this document comes into play. A list of a whole bunch of little tasks, especially the tasks we don’t often count as real tasks. And scrolling down, I’ll see ‘make one animated pixel art gif’. Beside it, the time it took to make the last one. Do I have that time now? Honestly, the answer is probably no.
I still love to be asked because something will come along that is just too awesome to turn down. But when I do say yes, I need my love of making rad things to be tempered by the basic reality of how long things take. That’s just one example, of course. Really, we all need to know how long our processes and tasks take and I know first hand that the memory of that experience doesn’t always match the reality. Even when it does, the reminder is important. I’m fortunate enough to be making all kinds of content long enough that I know how long most things take but, even then, having it written down makes that reality impossible to ignore.
I guess it comes down to a recurring theme on this little blog: making informed decisions. That’s really the key here. Keep that knowledge handy so any decision you make is truly an informed one. And learn to be okay about saying no to requests.
Seems a post on toxic environments is more relevant this morning than I would have liked. I can’t quite help you on a world scale yet but, if you’re looking to get your mind off what’s going on, here’s a post that may help your work. Let’s start with a little Star Trek…
I finished reading the two volumes of 50 Year Mission, all about Star Trek. One thing that was interesting is that, on just about every Star Trek show, the environment for writers seemed pretty toxic for the first few years. It was adversarial and antagonistic with writers feeling they couldn’t do their job, professional lines crossed again and again and, from what I can gather, probably a large amount of time spent complaining about the situation which led to bitterness, low morale and plenty of firing and quitting.
None of that was good for the shows. In the early shows, they did well in spite of this toxic environment but the effects are there to see in the stories. With the later shows, this environment created problems that they never really recovered from, eventually leading to low ratings on DS9 and Voyager, the cancellation of Enterprise and the end of Star Trek until the 2009 reboot that left behind everyone involved in the previous decades of Star Trek.
A toxic creative environment is bad for everyone. Star Trek was so fortunate that it carried so much weight that it could overcome this problem many times. Most of us won’t ever be so lucky. If we’re working in a very negative space, our work probably won’t survive. It will be too apparent in the final product and we don’t have the big name or Patrick Stewart keeping us going. It can kill our projects.
So we have to avoid it. The difficulty is that it is something that can come from all ends of the creative chain. Problems and uncertainties at the top can make life very difficult for everyone having to work under that – lack of clarity in decisions or notes, decisions reversed too late, lack of trust in the people you hired to do the job. What much of this comes down to is that those at the top, the ones with the power to make the final calls, need to know that their role is to help everyone else do their best work. Help. Not force, demean into or any other more negative way.
I have been in this position as director of many shows. I have to trust my team to give me their best. I have to help them do that, giving them the right information, the clarity of direction (not just dictation) and, at the right times, the freedom to let them give me something they think might actually be better than what I’m asking for (my big rule for animators, for example, has always been ‘surprise me’). When I get that wrong, and I have at times especially early on, it makes their job more difficult. If it stays difficult, you can be sure that a toxic environment will be created. So you always have to look out for the problems and see where you can help your team do better.
But a toxic environment can also be created from the bottom up. This is often more difficult to deal with because what it usually comes down to is negativity from one or more people that spreads like a slow virus. Maybe someone isn’t suited to the job or has misunderstood the job. Or maybe (and I’ve seen this) they’re just a very negative person who moans out of habit. They complain and mumble and find fault and there is a danger that that viewpoint becomes accepted as normal. It spreads and soon you have a team that spends their time looking for fault, rolling their eyes and being generally unhappy. That’s a toxic environment and it’s no good for everyone, especially the unhappy team.
That can’t be allowed to continue because it will poison your production.
If you’re running a production or leading a creative team in any way, my advice would be to assume first that there are problems you can fix. Look at how you’re doing things and see what you can do to help your team do better. Think of it with that word: help. Actively encourage your team to come to you with suggestions on how to help – better they talk to you than complain to each other about things you never know about. But if after all that it turns out that there are just negative influences in your team, you can talk to them and try to encourage them to do better but it could be a case that you need to separate them from the group or get rid of them altogether.
If you’re on that team, understand that complaining to your colleagues won’t help. Go to whoever can actually change things and explain the situation and ask for help. If you have a very negative person on your team, don’t feed into it. Don’t laugh nervously and agree. If you’re working on something good or something that is giving you some satisfaction, say it. Try to counter that negativity.
Because no matter where you are in a creative process, a toxic creative environment is bad for everyone.
A drive for quality is everything. It’s not just about wanting your work to be better. It’s about expecting it. Here’s the problem – a lot of people won’t tell you when your work is not good enough. They’ll be polite if they’re your friends or colleagues and, if they’re a client, they’ll soon just work with someone else. Responsibility for quality control is ultimately your own.
Where this becomes tricky is when you are across an area you aren’t familiar with. I remember this when making the Dino Dog app, for example. I know if an animator is giving me their best. But a coder? I had no idea. I didn’t know good code from bad code. Having gone through that process, I have a far better sense of what is possible and how but that was a real challenge for me.
Sometimes I’ll see potentially good work that is let down by one aspect (all too often, the visuals) and I understand how that can happen. The person who is at the top is kind of like how I was with coders and their creative person is telling them that it’s good work when really it’s not good enough. That can happen. And the longer it goes on, the more you associate that work with ‘good work’ when, actually, you’re way off.
Some work is simply not good enough and you won’t get anywhere with it. Harsh, right? Yup. But it’s true.
So how do you avoid that? First, your own drive for quality has to be very strong. I feel that comes with doubt as part of the package. Yes, people like to list the virtues of confidence but, if you’re sure your work is great, will you ever aim for better? If you go in doubting the work is good enough, you will challenge yourself and others to look for better. But the other thing you need to get, to avoid the cases where you simply don’t know, is a second opinion. A real second opinion. And like I wrote right up there in the first paragraph, friends and colleagues will be polite. You need to keep asking until you get an answer that is hard to hear.
Hearing your work or that of your team is not good enough can hurt. But it’s what will help you make that work better and that’s what you need if you are going to do well. Push hard for that second opinion, especially if the first opinion was “it’s great”.
Here’s a thing about your creative endeavours, whether it’s that project you’re pushing, that job you’re hoping to get or your whole career – you need to keep up the momentum. It can be so hard to get any kind of movement at all. So when you do get it, even a hint of it, you have to keep pushing and keep that movement going.
Absence makes the heart grow fonder? Nope. Absence makes the heart (or the mind or whatever) forget. People move on and they notice other things and other people and, soon, that momentum you felt you had is gone.
It’s not easy, especially when you have to bury yourself away like a hermit to actually get some work done, as I’m sure many of the writers will understand. But you have to get out there and keep up a presence in whatever form you can. Even if it’s just a blog post about keeping up a presence.
Get out there and build that momentum. And when you get a tiny bit of movement, don’t let up. Stay out there as much as you can and let people see your newest work, hear the stories of what you have coming soon or even just see your face around. Keep that momentum going.
You know what advice I LOVE? It’s the advice that has me nodding my head and thinking, yeah, that confirms everything I have thought about my work and my life and the world. This advice makes me feel good about myself and I should remind myself to keep on doing what I’m doing and everything will turn out just fine. Oh look, a butterfly! Isn’t life wonderful?
The problem, however, is that the advice we really need isn’t always as fun to hear. It’s the advice that challenges us, means we might have to change something in how we do things, makes our life harder. Seriously, who wants harder?! Certainly not me.
But that’s the very advice we might need sometimes. Here’s the thing – improvements require change. And change is hard. Keeping that change up is even harder.
I saw one of those videos about how finished is better than perfect. That’s good advice. You’ve got to finish and deliver and faffing around forever, no matter how lovely your unfinished work might be, is no use to anyone. Some people really need this advice.
I was just about to share the video when I thought of some people I have encountered over the years who would watch this and nod their heads and think, yeah, this confirms everything I have thought about my work and my life and the world. I’m going to just throw this work down, shove it in an email, might even stick some words in that email and I’m going to hit send. Finished is WAY better than perfect. When actually, the advice that those particular people need is the harder advice to hear – that they need to spend more time with their work, really push themselves to get it better and better and build up their own sense of internal quality control. Because while finished is better than perfect, great is much, much better than sloppy.
Different people will benefit from different advice. We are not all the same. Not even close.
So listen for the advice that is harder to hear. We may not like hearing it but it might be exactly what we need to hear.