Inc Wedding Quotes

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.

Weddings Out of the Box.

Mistakes aren’t a necessary evil. They aren’t evil at all. They are an inevitable consequence of doing something new (and, as such, should be seen as valuable; without them, we’d have no originality).

Likewise, we “trusted the process,” but the process didn’t save Toy Story 2 either. “Trust the Process” had morphed into “Assume that the Process Will Fix Things for Us.” It gave us solace, which we felt we needed. But it also coaxed us into letting down our guard and, in the end, made us passive. Even worse, it made us sloppy. Once this became clear to me, I began telling people that the phrase was meaningless. I told our staff that it had become a crutch that was distracting us from engaging, in a meaningful way, with our problems. We should trust in people, I told them, not processes. The error we’d made was forgetting that “the process” has no agenda and doesn’t have taste. It is just a tool—a framework. We needed to take more responsibility and ownership of our own work, our need for self-discipline, and our goals. Imagine an old, heavy suitcase whose well-worn handles are hanging by a few threads. The handle is “Trust the Process” or “Story Is King”—a pithy statement that seems, on the face of it, to stand for so much more. The suitcase represents all that has gone into the formation of the phrase: the experience, the deep wisdom, the truths that emerge from struggle. Too often, we grab the handle and—without realizing it—walk off without the suitcase. What’s more, we don’t even think about what we’ve left behind. After all, the handle is so much easier to carry around than the suitcase. Once you’re aware of the suitcase/handle problem, you’ll see it everywhere. People glom onto words and stories that are often just stand-ins for real action and meaning. Advertisers look for words that imply a product’s value and use that as a substitute for value itself. Companies constantly tell us about their commitment to excellence, implying that this means they will make only top-shelf products. Words like quality and excellence are misapplied so relentlessly that they border on meaningless. Managers scour books and magazines looking for greater understanding but settle instead for adopting a new terminology, thinking that using fresh words will bring them closer to their goals. When someone comes up with a phrase that sticks, it becomes a meme, which migrates around even as it disconnects from its original meaning. To ensure quality, then, excellence must be an earned word, attributed by others to us, not proclaimed by us about ourselves. It is the responsibility of good leaders to make sure that words remain attached to the meanings and ideals they represent.

When 9/11 happened, I was an observer. I mourned for the victims and felt for the people as individuals, but this wasn’t my fight. It wasn’t the victims’ fight, either, though. They were caught in the middle as always. The little people suffer for the crimes of few. This fight wasn’t between the people that flew the planes and the people in the towers. We all got played by politics we had nothing to do with. In the aftermath of 9/11, if you tuned in to television stations and watched the debates over the war in Iraq, no one had the backbone to point out the obvious. America, Inc. was running out of gas. We’d squeezed everything we could out of the rest of the world with our foreign policy. The answer was not to go into Iraq. It should have been to look at ourselves, look at our own crumbling policies, and economic mishaps. We should have lowered the debt, regulated the banks, prevented the oncoming mortgage crisis, and reevaluated our foreign policy, but we didn’t. We played on the fear of innocent Americans and spent our resources on a nameless, faceless war that tore apart Iraq, emptied our war chest, and left us with an American infrastructure screaming for help. We didn’t look at ourselves until it was too late. We spent our money on an arms race against ourself, fought an unnecessary war, and neglected the problems we had on this side of the water’s edge.

We need to be humble enough to recognize that unforeseen things can and do happen that are nobody’s fault. A good example of this occurred during the making of Toy Story 2. Earlier, when I described the evolution of that movie, I explained that our decision to overhaul the film so late in the game led to a meltdown of our workforce. This meltdown was the big unexpected event, and our response to it became part of our mythology. But about ten months before the reboot was ordered, in the winter of 1998, we’d been hit with a series of three smaller, random events—the first of which would threaten the future of Pixar. To understand this first event, you need to know that we rely on Unix and Linux machines to store the thousands of computer files that comprise all the shots of any given film. And on those machines, there is a command—/bin/rm -r -f *—that removes everything on the file system as fast as it can. Hearing that, you can probably anticipate what’s coming: Somehow, by accident, someone used this command on the drives where the Toy Story 2 files were kept. Not just some of the files, either. All of the data that made up the pictures, from objects to backgrounds, from lighting to shading, was dumped out of the system. First, Woody’s hat disappeared. Then his boots. Then he disappeared entirely. One by one, the other characters began to vanish, too: Buzz, Mr. Potato Head, Hamm, Rex. Whole sequences—poof!—were deleted from the drive. Oren Jacobs, one of the lead technical directors on the movie, remembers watching this occur in real time. At first, he couldn’t believe what he was seeing. Then, he was frantically dialing the phone to reach systems. “Pull out the plug on the Toy Story 2 master machine!” he screamed. When the guy on the other end asked, sensibly, why, Oren screamed louder: “Please, God, just pull it out as fast as you can!” The systems guy moved quickly, but still, two years of work—90 percent of the film—had been erased in a matter of seconds. An hour later, Oren and his boss, Galyn Susman, were in my office, trying to figure out what we would do next. “Don’t worry,” we all reassured each other. “We’ll restore the data from the backup system tonight. We’ll only lose half a day of work.” But then came random event number two: The backup system, we discovered, hadn’t been working correctly. The mechanism we had in place specifically to help us recover from data failures had itself failed. Toy Story 2 was gone and, at this point, the urge to panic was quite real. To reassemble the film would have taken thirty people a solid year. I remember the meeting when, as this devastating reality began to sink in, the company’s leaders gathered in a conference room to discuss our options—of which there seemed to be none. Then, about an hour into our discussion, Galyn Susman, the movie’s supervising technical director, remembered something: “Wait,” she said. “I might have a backup on my home computer.” About six months before, Galyn had had her second baby, which required that she spend more of her time working from home. To make that process more convenient, she’d set up a system that copied the entire film database to her home computer, automatically, once a week. This—our third random event—would be our salvation. Within a minute of her epiphany, Galyn and Oren were in her Volvo, speeding to her home in San Anselmo. They got her computer, wrapped it in blankets, and placed it carefully in the backseat. Then they drove in the slow lane all the way back to the office, where the machine was, as Oren describes it, “carried into Pixar like an Egyptian pharaoh.” Thanks to Galyn’s files, Woody was back—along with the rest of the movie.

We need to think about failure differently. I’m not the first to say that failure, when approached properly, can be an opportunity for growth. But the way most people interpret this assertion is that mistakes are a necessary evil. Mistakes aren’t a necessary evil. They aren’t evil at all. They are an inevitable consequence of doing something new (and, as such, should be seen as valuable; without them, we’d have no originality). And yet, even as I say that embracing failure is an important part of learning, I also acknowledge that acknowledging this truth is not enough. That’s because failure is painful, and our feelings about this pain tend to screw up our understanding of its worth. 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.

Right away, we realized that we’d made a terrible mistake. Everything about the project ran counter to what we believed in. We didn’t know how to aim low. We had nothing against the direct-to-video model, in theory; Disney was doing it and making heaps of money. We just couldn’t figure out how to go about it without sacrificing quality. What’s more, it soon became clear that scaling back our expectations to make a direct-to-video product was having a negative impact on our internal culture, in that it created an A-team (A Bug’s Life) and a B-team (Toy Story 2). The crew assigned to work on Toy Story 2 was not interested in producing B-level work, and more than a few came into my office to say so. It would have been foolish to ignore their passion.

We should trust in people, I told them, not processes. The error we’d made was forgetting that “the process” has no agenda and doesn’t have taste. It is just a tool—a framework. We needed to take more responsibility and ownership of our own work, our need for self-discipline, and our goals.

We knew that the prospect of our little studio being absorbed into a much larger entity would worry many people. While we’d worked hard to put safeguards in place that would ensure our independence, we still expected our employees to be fearful that the merger would negatively impact our culture. I’ll say more about the specific steps we took to protect Pixar in a later chapter, but here I want to discuss what happened when, in my eagerness to ease my colleagues’ fears, I stood up and assured them that Pixar would not change. It was one of the dumbest things I’ve ever said. For the next year or so, whenever we wanted to try something new or rethink an established way of working, a steady stream of alarmed and upset people would show up at my office. “You promised the merger wouldn’t affect the way we work,” they’d say. “You said that Pixar would never change.” This happened enough that I called another company-wide meeting to explain myself. “What I meant,” I said, “was that we aren’t going to change because we were acquired by a larger company. We will still go through the kinds of changes that we would have gone through anyway. Furthermore, we are always changing, because change is a good thing.” I was glad I’d cleared that up. Except that I hadn’t. In the end, I had to give the “Of course we will continue to change” speech three times before it finally sunk in. What was interesting to me was that the changes that sparked so much concern had nothing to do with the merger. These were the normal adjustments that have to be made when a business expands and evolves. It’s folly to think you can avoid change, no matter how much you might want to. But also, to my mind, you shouldn’t want to. There is no growth or success without change.

When 9/11 happened, I was an observer. I mourned for the victims and felt for the people as individuals, but this wasn’t my fight. It wasn’t the victims’ fight, either, though. They were caught in the middle as always. The little people suffer for the crimes of few. This fight wasn’t between the people that flew the planes and the people in the towers. We all got played by politics we had nothing to do with. In the aftermath of 9/11, if you tuned in to television stations and watched the debates over the war in Iraq, no one had the backbone to point out the obvious. America, Inc. was running out of gas. We’d squeezed everything we could out of the rest of the world with our foreign policy. The answer was not to go into Iraq. It should have been to look at ourselves, look at our own crumbling policies, and economic mishaps. We should have lowered the debt, regulated the banks, prevented the oncoming mortgage crisis, and reevaluated our foreign policy, but we didn’t. We played on the fear of innocent Americans and spent our resources on a nameless, faceless war that tore apart Iraq, emptied our war chest, and left us with an American infrastructure screaming for help. We didn’t look at ourselves until it was too late. We spent our money on an arms race against ourself, fought an unnecessary war, and neglected the problems we had on this side of the water’s edge.

Soon, I found myself criss-crossing the country with Steve, in what we called our “dog and pony show,” trying to drum up interest in our initial public offering. As we traveled from one investment house to another, Steve (in a costume he rarely wore: suit and tie) pushed to secure early commitments, while I added a professorial presence by donning, at Steve’s insistence, a tweed jacket with elbow patches. I was supposed to embody the image of what a “technical genius” looks like—though, frankly, I don’t know anyone in computer science who dresses that way. Steve, as pitch man, was on fire. Pixar was a movie studio the likes of which no one had ever seen, he said, built on a foundation of cutting-edge technology and original storytelling. We would go public one week after Toy Story opened, when no one would question that Pixar was for real. Steve turned out to be right. As our first movie broke records at the box office and as all our dreams seemed to be coming true, our initial public offering raised nearly $140 million for the company—the biggest IPO of 1995. And a few months later, as if on cue, Eisner called, saying that he wanted to renegotiate the deal and keep us as a partner. He accepted Steve’s offer of a 50/50 split. I was amazed; Steve had called this exactly right. His clarity and execution were stunning. For me, this moment was the culmination of such a lengthy series of pursuits, it was almost impossible to take in. I had spent twenty years inventing new technological tools, helping to found a company, and working hard to make all the facets of this company communicate and work well together. All of this had been in the service of a single goal: making a computer-animated feature film. And now, we’d not only done it; thanks to Steve, we were on steadier financial ground than we’d ever been before. For the first time since our founding, our jobs were safe. I

I smiled, I understood the abrupt departure and why he had to leave that way. If not we'd be caught up in another moment of passion and we'd get swept away by the lustful yearnings of the moment.

Now, though, as we assembled the crew to work on our second film, A Bug’s Life, drawing on people who’d been key to Toy Story’s evolution, I discovered we’d completely missed a serious, ongoing rift between our creative and production departments. In short, production managers told me that working on Toy Story had been a nightmare. They felt disrespected and marginalized—like second-class citizens. And while they were gratified by Toy Story’s success, they were very reluctant to sign on to work on another film at Pixar. I was floored. How had we missed this? The answer, at least in part, was rooted in the role production managers play in making our films. Production managers are the people who keep track of the endless details that ensure that a movie is delivered on time and on budget. They monitor the overall progress of the crew; they keep track of the thousands of shots; they evaluate how resources are being used; they persuade and cajole and nudge and say no when necessary. In other words, they do something essential for a company whose success relies on hitting deadlines and staying on-budget: They manage people and safeguard the process. If there was one thing we prided ourselves on at Pixar, it was making sure that Pixar’s artists and technical people treated each other as equals, and I had assumed that that same mutual respect would be afforded to those who managed the productions. I had assumed wrong. Sure enough, when I checked with the artists and technical staff, they did believe that production managers were second-class and that they impeded—not facilitated—good filmmaking by overcontrolling the process, by micromanaging. Production managers, the folks I consulted told me, were just sand in the gears.

for the rest of the night. Other than to refuel with holiday leftovers. “Would you still love me if I told you I didn’t know what tasted better, Christmas leftovers or you?” Jana cocked her eyebrow with a sexy smile on her face. Damn, she was beautiful. “No but I will be mad unless you do some very thorough research and come up with a satisfying answer…” I grinned. This Christmas was unlike any of the others Jana and I had spent together. This time we had two little boys, a bigger family and we’d faced our biggest threat yet and come out on top. “If it’s for the sake of research, consider me in babe.” And I spent the rest of the night doing science. Between the gorgeous legs of my beautiful wife. I was pretty sure in that moment, life for the Reckless Bastard’s couldn’t get any better. Merry friggin’ Christmas to us! * * * * If you think the Reckless Bastards are spicy bad boys, they’re nothing compared to the steam in my next series Reckless MC Opey, TX Chapter where Gunnar and Maisie move to Texas! There’s also a sneak peek on the next page.   Don’t wait — grab your copy today!  Copyright © 2019 KB Winters and BookBoyfriends Publishing Inc Published By: BookBoyfriends Publishing Inc Chapter One Gunnar “We’re gonna be cowboys!” Maisie had been singing that song since we got on the interstate and left Nevada and the only family we’d had in the world behind. For good. Cross was my oldest friend, and I’d miss him the most, even though I knew we’d never lose touch. I’d miss Jag too, even Golden Boy and Max. The prospects were cool, but I had no attachment to them. Though I gave him a lot of shit, I knew I’d even miss Stitch. A little. It didn’t matter that the last year had been filled with more shit than gold, or that I was leaving Vegas in the dust, we were all closer for the hell we’d been through. But still, I was leaving. Maisie and I’d been on the road for a couple of days. Traveling with a small child took a long damn time. Between bathroom breaks and snack times we’d be lucky to make it to Opey by the end of the month. Lucky for me, Maisie had her mind set on us becoming cowboys, complete with ten gallon hats, spurs and chaps, so she hadn’t shed one tear, yet. It wasn’t something I’d been hoping for but I was waiting patiently for reality to sink in and the uncontrollable sobs that had a way of breaking a grown man’s heart. “You’re not a boy,” I told her and smiled through the rear view mirror. “Hard to be a cowboy if you’re not even a boy.” Maisie grinned, a full row of bright white baby teeth shining back at me right along with sapphire blue eyes and hair so black it looked to be painted on with ink. “I’m gonna be a cowgirl then! A cowgirl!” She went on and on for what felt like forever, in only the way that a four year old could, about all the cool cowgirl stuff she’d have. “Boots and a pony too!” “A pony? You can’t even tie your shoes or clean up your toys and you want a pony?” She nodded in that exaggerated way little kids did. “I’ll learn,” she said with the certainty of a know it all teenager, a thought that terrified the hell out of me. “You’ll help me, Gunny!” Her words brought a smile to my face even though I hated that fucking nickname she’d picked up from a woman I refused to think about ever again. I’d help Maisie because that’s what family did. Hell, she was the reason I’d uprooted my entire fucking life and headed to the great unknown wilds of Texas. To give Maisie a normal life or as close to normal as I was capable of giving her. “I’ll always help you, Squirt.” “I know. Love you Gunny!” “Love you too, Cowgirl.” I winked in the mirror and her face lit up with happiness. It was the pure joy on her face, putting a bloom in her cheeks that convinced me this was the right thing to do. I didn’t want to move to Texas, and I didn’t want to live on a goddamn ranch, but that was my future. The property was already bought and paid for with my name

it also coaxed us into letting down our guard and, in the end, made us passive. Even worse, it made us sloppy. Once this became clear to me, I began telling people that the phrase was meaningless. I told our staff that it had become a crutch that was distracting us from engaging, in a meaningful way, with our problems. We should trust in people, I told them, not processes. The error we’d made was forgetting that “the process” has no agenda and doesn’t have taste. It is just a tool—a framework. We needed to take more responsibility and ownership of our own work, our need for self-discipline, and our goals.

1) A “Ladies Who Lunch Party” thrown at the country club. Waiters carried hors d’oeuvres around, kneeling on the ground so that the little girls could reach them. The lunch was nicer than Jane’s wedding shower, possibly nicer than her wedding. 2) A “Movie Premiere Party” where the entire theater was rented out and the kids were allowed as much popcorn and candy as they wanted while watching a double feature of Moana and Monsters, Inc. (Lauren threw up in her bed that night.) 3) A “Camping Party” where each child received a sleeping bag personalized with her name and the backyard was set up with mini pink tents and paper lanterns. Someone was hired to grill the hot dogs and make the s’mores. 4) A “Spa Party” at the Four Seasons downtown where the girls got facials and fluffy pink robes and slippers. (Because what first grader wouldn’t appreciate getting rid of clogged pores?)

most people interpret this assertion is that mistakes are a necessary evil. Mistakes aren’t a necessary evil. They aren’t evil at all. They are an inevitable consequence of doing something new (and, as such, should be seen as valuable; without them, we’d have no originality).

In 1997, executives at Disney came to us with a request: Could we make Toy Story 2 as a direct-to-video release—that is, not release it in theaters? At the time, Disney’s suggestion made a lot of sense. In its history, the studio had only released one animated sequel in theaters, 1990’s The Rescuers Down Under, and it had been a flop. In the years since, the direct-to-video market had become extremely lucrative, so when Disney proposed Toy Story 2 for video release only—a niche product with a lower artistic bar—we said yes. While we questioned the quality of most sequels made for the video market, we thought that we could do better. Right away, we realized that we’d made a terrible mistake. Everything about the project ran counter to what we believed in. We didn’t know how to aim low. We had nothing against the direct-to-video model, in theory; Disney was doing it and making heaps of money. We just couldn’t figure out how to go about it without sacrificing quality. What’s more, it soon became clear that scaling back our expectations to make a direct-to-video product was having a negative impact on our internal culture, in that it created an A-team (A Bug’s Life) and a B-team (Toy Story 2). The crew assigned to work on Toy Story 2 was not interested in producing B-level work, and more than a few came into my office to say so.

Toy Story went on to become the top-grossing film of the year and would earn $358 million worldwide. But it wasn’t just the numbers that made us proud; money, after all, is just one measure of a thriving company and usually not the most meaningful one. No, what I found gratifying was what we’d created. Review after review focused on the film’s moving plotline and its rich, three-dimensional characters—only briefly mentioning, almost as an aside, that it had been made on a computer. While there was much innovation that enabled our work, we had not let the technology overwhelm our real purpose: making a great film.

For five straight years, we’d fought to do Toy Story our way. We’d resisted the advice of Disney executives who believed that since they’d had such success with musicals, we too should fill our movie with songs.

We need to think about failure differently. I’m not the first to say that failure, when approached properly, can be an opportunity for growth. But the way most people interpret this assertion is that mistakes are a necessary evil. Mistakes aren’t a necessary evil. They aren’t evil at all. They are an inevitable consequence of doing something new (and, as such, should be seen as valuable; without them, we’d have no originality).

A management team brought in by George to restructure Lucasfilm seemed concerned mostly with cash flow, and as time went on, they became openly skeptical that our division would ever attract a buyer. This team was headed by two men with the same first name, whom Alvy and I nicknamed “the Dweebs” because they didn’t understand a thing about the business we were in. Those two guys threw around management consulting terms (they loved to tout their “corporate intuition” and constantly urged us to make “strategic alliances”), but they didn’t seem at all insightful about how to make us attractive to buyers or about which buyers to pursue. At one point, they called us into an office, sat us down, and said that to cut costs, we should lay off all our employees until after our division was sold—at which point we could discuss rehiring them. In addition to the emotional toll we knew this would take, what bugged us about this suggestion was that our real selling point—the thing that had attracted potential suitors thus far—was the talent we’d gathered. Without that, we had nothing. So, when our two like-minded overlords demanded a list of names of people to lay off, Alvy and I gave them two: his and mine.

Once this became clear to me, I began telling people that the phrase was meaningless. I told our staff that it had become a crutch that was distracting us from engaging, in a meaningful way, with our problems. We should trust in people, I told them, not processes. The error we’d made was forgetting that “the process” has no agenda and doesn’t have taste. It is just a tool—a framework. We needed to take more responsibility and ownership of our own work, our need for self-discipline, and our goals.

if not anyone else—that what we’d created at Pixar could work outside of Pixar. Both the run-up to the acquisition and its execution provided the ultimate case study, and as such, it was enormously exciting to be a part of. First, I’ll talk about how the merger came to pass in the first place, because I believe we did several things in the very early stages that put our partnership on a strong footing. “GET TO KNOW Bob Iger,” Steve had said. So a few weeks later, I did.

Election Day, 2016 was a historic blow to American journalism. It was as if we’d invaded Iraq and discovered there were no WMDs in the same few hours.

Nick was definitely swoonworthy, but she had to be real. He was not for her. He was a big-time artist guy on his way to Dubai. She was a small-town girl who ran a destination wedding business. They had nothing in common.