Pixar Love Quotes

What makes Pixar special is that we acknowledge we will always have problems, many of them hidden from our view; that we work hard to uncover these problems, even if doing so means making ourselves uncomfortable; and that, when we come across a problem, we marshal all of our energies to solve it. This, more than any elaborate party or turreted workstation, is why I love coming to work in the morning. It is what motivates me and gives me a definite sense of mission.

Any other Disney movies?” I was tempting my luck here. Aaron’s expression remained serious. “All of them.” Shit. “Even Frozen? Tangled? The Princess Frog?” I asked, and he nodded. “I love animated movies. They take my mind off things.” He dipped his hands in the pockets of his jeans. “Disney, Pixar … I’m a big fan.” This was too much. First, he’d opened up about his childhood earlier today, and now, this. I wanted to ask how and why, but there was a more pressing issue. “What’s your favorite?” Please don’t say the one that will send my heart into cardiac arrest. Please don’t say it. “Up.” Fuck. He had said it. My heart struggled there for a moment. And that little spot that had been softening throughout the night got a little bigger.

If I don't love it, I don't love it.

A little kindness makes a big difference.

His smile reminded her of Bruce, the friendly shark from Finding Nemo- he'd be your friend until he smelled blood; then you better run for your life. Tonight, MJ was the fresh meat.

By this point Jobs had poured close to $50 million of his own money into Pixar—more than half of what he had pocketed when he cashed out of Apple—and he was still losing money at NeXT. He was hard-nosed about it; he forced all Pixar employees to give up their options as part of his agreement to add another round of personal funding in 1991. But he was also a romantic in his love for what artistry and technology could do together.

How can you say anything other than Ratatouille is Pixar's best movie? Your a chef, for Christ's sake," Sue said. Lou smiled at Sue's accusatory tone. She needed this distraction. Harley rolled his eyes and said, "You're letting your biases show, Sue. Up uses music better- like a character. The opening fifteen minutes is some of the best filmmaking- ever. And who doesn't love a good squirrel joke?" "But Ratatouille brings it all back to food." Sue waved a carrot in the air to emphasize her point. "They made you want to eat food cooked by a rat! I'd eat the food; it looked magnificent. That rat cooked what he loved; what tasted good. Like I've been telling Lou, we should cook food from the heart, not just the cookbook.

I’m just getting to the good stuff (Cressida must seduce Nigel to gain access to the spy codes!) when Josh walks out of his house to get the mail. He sees me too; he lifts his hand like he’s just going to wave and not come over, but then he does. “Hey, nice onesie,” he says as he makes his way across the driveway. It’s faded light blue with sunflowers and it ties around the neck. I got it from the vintage store, 75 percent off. And it’s not a onesie. “This is a sunsuit,” I tell him, going back to my book. I try to subtly hide the cover with my hand. The last thing I need is Josh giving me a hard time for reading a trashy book when I’m just trying to enjoy a relaxing afternoon. I can feel him looking at me, his arms crossed, waiting. I look up. “What?” “Wanna see a movie tonight at the Bess? There’s a Pixar movie playing. We can take Kitty.” “Sure, text me when you want to head over,” I say, turning the page of my book. Nigel is unbuttoning Cressida’s blouse and she’s wondering when the sleeping pill she slipped in his Merlot will kick in, while simultaneously hoping it won’t kick in too soon, because Nigel is actually quite a good kisser. Josh reaches down and tries to get a closer look at my book. I slap his hand away, but not before he reads out loud, “Cressida’s heart raced as Nigel moved his hand along her stockinged thigh.” Josh cracks up. “What the heck are you reading?” My cheeks are burning. “Oh, be quiet.” Chuckling, Josh backs away. “I’ll leave you to Cressida and Noel then.” To his back, I call out, “For your information, it’s Nigel!

Rejecting failure and avoiding mistakes seem like high-minded goals, but they are fundamentally misguided. Take something like the Golden Fleece Awards, which were established in 1975 to call attention to government-funded projects that were particularly egregious wastes of money. (Among the winners were things like an $84,000 study on love commissioned by the National Science Foundation, and a $3,000 Department of Defense study that examined whether people in the military should carry umbrellas.) While such scrutiny may have seemed like a good idea at the time, it had a chilling effect on research. No one wanted to “win” a Golden Fleece Award because, under the guise of avoiding waste, its organizers had inadvertently made it dangerous and embarrassing for everyone to make mistakes. The truth is, if you fund thousands of research projects every year, some will have obvious, measurable, positive impacts, and others will go nowhere. We aren’t very good at predicting the future—that’s a given—and yet the Golden Fleece Awards tacitly implied that researchers should know before they do their research whether or not the results of that research would have value. Failure was being used as a weapon, rather than as an agent of learning. And that had fallout: The fact that failing could earn you a very public flogging distorted the way researchers chose projects. The politics of failure, then, impeded our progress. There’s a quick way to determine if your company has embraced the negative definition of failure. Ask yourself what happens when an error is discovered. Do people shut down and turn inward, instead of coming together to untangle the causes of problems that might be avoided going forward? Is the question being asked: Whose fault was this? If so, your culture is one that vilifies failure. Failure is difficult enough without it being compounded by the search for a scapegoat. In a fear-based, failure-averse culture, people will consciously or unconsciously avoid risk. They will seek instead to repeat something safe that’s been good enough in the past. Their work will be derivative, not innovative. But if you can foster a positive understanding of failure, the opposite will happen. How, then, do you make failure into something people can face without fear? Part of the answer is simple: If we as leaders can talk about our mistakes and our part in them, then we make it safe for others. You don’t run from it or pretend it doesn’t exist. That is why I make a point of being open about our meltdowns inside Pixar, because I believe they teach us something important: Being open about problems is the first step toward learning from them. My goal is not to drive fear out completely, because fear is inevitable in high-stakes situations. What I want to do is loosen its grip on us. While we don’t want too many failures, we must think of the cost of failure as an investment in the future.

SCULLEY. Pepsi executive recruited by Jobs in 1983 to be Apple’s CEO, clashed with and ousted Jobs in 1985. JOANNE SCHIEBLE JANDALI SIMPSON. Wisconsin-born biological mother of Steve Jobs, whom she put up for adoption, and Mona Simpson, whom she raised. MONA SIMPSON. Biological full sister of Jobs; they discovered their relationship in 1986 and became close. She wrote novels loosely based on her mother Joanne (Anywhere but Here), Jobs and his daughter Lisa (A Regular Guy), and her father Abdulfattah Jandali (The Lost Father). ALVY RAY SMITH. A cofounder of Pixar who clashed with Jobs. BURRELL SMITH. Brilliant, troubled hardware designer on the original Mac team, afflicted with schizophrenia in the 1990s. AVADIS “AVIE” TEVANIAN. Worked with Jobs and Rubinstein at NeXT, became chief software engineer at Apple in 1997. JAMES VINCENT. A music-loving Brit, the younger partner with Lee Clow and Duncan Milner at the ad agency Apple hired. RON WAYNE. Met Jobs at Atari, became first partner with Jobs and Wozniak at fledgling Apple, but unwisely decided to forgo his equity stake. STEPHEN WOZNIAK. The star electronics geek at Homestead High; Jobs figured out how to package and market his amazing circuit boards and became his partner in founding Apple. DEL YOCAM. Early Apple employee who became the General Manager of the Apple II Group and later Apple’s Chief Operating Officer. INTRODUCTION How This Book Came to Be In the early summer of 2004, I got a phone call from Steve Jobs. He had been scattershot friendly to me over the years, with occasional bursts of intensity, especially when he was launching a new product that he wanted on the cover of Time or featured on CNN, places where I’d worked. But now that I was no longer at either of those places, I hadn’t heard from him much. We talked a bit about the Aspen Institute, which I had recently joined, and I invited him to speak at our summer campus in Colorado. He’d be happy to come, he said, but not to be onstage. He wanted instead to take a walk so that we could talk. That seemed a bit odd. I didn’t yet

Would you choose to live forever without love?

I’ve always been intrigued, for example, by the way that many people use the analogy of a train to describe their companies. Massive and powerful, the train moves inexorably down the track, over mountains and across vast plains, through the densest fog and darkest night. When things go wrong, we talk of getting “derailed” and of experiencing a “train wreck.” And I’ve heard people refer to Pixar’s production group as a finely tuned locomotive that they would love the chance to drive. What interests me is the number of people who believe that they have the ability to drive the train and who think that this is the power position—that driving the train is the way to shape their companies’ futures. The truth is, it’s not. Driving the train doesn’t set its course. The real job is laying the track.

FRANK TALK, SPIRITED debate, laughter, and love. If I could distill a Braintrust meeting down to its most essential ingredients, those four things would surely be among them.

It was the end of the day before John, Steve, and I had a chance to take a breath, heading upstairs and ducking into my office. The minute the door shut behind us, Steve put his arms around us and began to cry, tears of pride and relief—and, frankly, love. He had succeeded in providing Pixar, the company he’d helped turn from a struggling hardware supplier into an animation powerhouse, with the two things it needed to endure: a worthy corporate partner in Disney and, in Bob, a genuine advocate.

Like NeXT, like Polavision, like the Boeing 747, the PIC was a beautiful, turbo-powered, wildly expensive machine—with no customers. Once again, love of loonshots had triumphed over strength of strategy, just as it had with Juan Trippe and Edwin Land. Only Jobs, unlike the other two, had doubled down on the Moses Trap. After two more years and over $50 million invested, Jobs finally pulled the plug on the PIC. In April 1990, Pixar sold its hardware business to a California-based technology company, Vicom Systems.

Everything was going our way, and yet I felt adrift. In fulfilling a goal, I had lost some essential framework. Is this really what I want to do? I began asking myself. The doubts surprised and confused me, and I kept them to myself. I had served as Pixar’s president for most of the company’s existence. I loved the place and everything that it stood for. Still, I couldn’t deny that achieving the goal that had defined my professional life had left me without one. Is this all there is? I wondered. Is it time for a new challenge?

Little Bets, and it was written by a former venture capitalist named Peter Sims.2 When Sims studied a variety of successful innovators, from Steve Jobs to Chris Rock to Frank Gehry, as well as innovative companies, such as Amazon and Pixar, he found a strategy common to all. “Rather than believing they have to start with a big idea or plan out a whole project in advance,” he writes, “they make a methodical series of little bets about what might be a good direction, learning critical information from lots of little failures and from small but significant wins

It Yourself: Think about the characters in your story. What is important to them? What do they believe about love, friendship, death, freedom, and happiness? Why do they believe these things? How can you use their values and history to give the events of your plot a stronger impact on your characters?