Meg Whitman Builds a Team

Former eBay CEO Meg Whitman talks about leadership and the role of gender:

Meg Whitman Builds a Team

How James Cameron Leads

If you sat through the endless list of credits for Avatar, you saw that it took about 3,000 people to make the film, which has now grossed more than $2.5 billion worldwide, shattering box office records, earning three Oscars and reinventing cinema for the digital age. The boss of all those people was director James Cameron.

While researching her book, The Futurist: The Life and Films of James Cameron author Rebecca Keegan watched the director's often controversial management style up close. One of Hollywood's most innovative filmmakers, Cameron is also one of its toughest taskmasters, a man who ran notoriously grueling sets for movies like The Terminator, Aliens and Titanic. After Titanic, Cameron spent years away from the movie business indulging a lifelong passion--deep ocean exploration. The experiences he had leading groups on the open sea tempered the director's management style. But working for Cameron is still roughing it by Hollywood standards. From her seat on the Avatar set, these are the rules Keegan believes Cameron manages by:

Break New Ground

"It's Avatar, dude, nothing works the first time," read a whiteboard in the spare Los Angeles warehouse that served as the sci fi film's motion capture soundstage. Breaking new ground is Cameron's raison d'être — nothing interests this man unless it's hard to do. But innovation has also become a way of bonding his teams, both on Avatar and on his deep sea expeditions. "We're out in the wilderness working far beyond the borders of the known," Cameron says, comparing his CG and undersea projects. "We're doing extraordinary things that outsiders would not even understand." For Cameron, a sense of exploration isn't just personally enriching, it's a crucial tool for motivating and uniting his teams.

Firing Is Too Merciful

Everyone who has been part of Cameron's cast and crew has bitter war stories about working for him, and yet they all seem to forget them when they're clutching Oscars and cashing cheques. Many Cameron alumni will share a story from their first film with him, a day they were sure they were going to be fired, almost hoped for it. But Cameron rarely fires people. "Firing is too merciful," he says. Instead he tests their endurance for long hours, hard tasks, and harsh criticism. Survivors tend to surprise themselves by turning in the best work of their careers, and signing on for Cameron's next project.

Lead from the Front

Cameron is almost comically hands-on. He does things elite directors don't do — hold the camera, man the editing console, sketch the creatures, apply the makeup. The truth is, he would do nearly every job on a movie himself if he could. But any film, much less one as ambitious as Avatar, relies on collaboration. Forced to lean on others, Cameron sets the pace. Among his 3000-strong stable of artists and engineers, he's the first to try a new challenge, the last to quit at the end of the day, and the hardest to please.

Good Enough Isn't

Avatar took more than twice as long to make as an average film. Much of that added time was due to the film's Herculean design demands and its reliance on untested technologies, but some of it was thanks to Cameron's perfectionism. Hours were spent on the smallest details, like getting alien sap to drip precisely right. A column in one special effects shot annoyed Cameron. After 15 minutes debating its placement while teleconferencing with weary Weta Digital artists in New Zealand, he declared, "That column is worth $50 million of the domestic gross!" shaking his head at his own obsessiveness. It's hard to argue with Cameron's nitpicky style, however, when audiences thrill to immerse themselves in the richly detailed worlds he creates.

Hire 'People' People

Aware that he can be a hard man to work for, Cameron wisely surrounds himself with amiable deputies. "I have my bad days, and on my best days I'm no Ron Howard," he admits. Cameron's closest associates, his producer, Jon Landau, and the head of his production company, Rae Sanchini, are management savants. They know when an exhausted crew needs a pep talk, when a wounded artist's ego needs soothing, when an anxious studio executive needs reassurance. And — a talent never to be underestimated — they know when to order the pizza, and tell the boss to quit for dinner!

How James Cameron Leads

Commitment is a Key to Success

There is no question about it: Commitment is a key to success whether it's in business, personal and professional growth, or sports.

What made Larry Bird one of the best players in basketball? He was considered slow, and many thought he could not jump. Sometimes it almost looked like he was playing in slow motion. But Larry Bird succeeded as a player because he was totally dedicated to success. He practiced more, played harder, and had more mental toughness than most of his competitors. He got more out of his talents than almost anyone did.

The same was true with Tom Watson, the great golfer. Tom was nothing special at Stanford, considered just another kid on the team. But his coach still talks about him, saying, "I never saw anyone practice more."

You see, the difference in physical skills between athletes doesn't tell you much. It's the quality of their commitment that separates the good players from the great. People who are committed to success are willing to do whatever it takes, as long as it doesn't harm anyone else. Everything they do reflects their commitment. 

Ask yourself the following questions and think about your answers: "How strong is your commitment - to your career, your relationships, your personal growth? How much of your time and energy do you give these things? Do the results you get reflect your level of commitment?"

Now, how do you feel about those answers? 

Commitment is a Key to Success