For Esquire magazine Bill Murray talks about inaccessibility, the importance of freedom, commitment, and fatherhood.
With so much semi-processed content in the name of media consumption, Murray’s choice of living an engaged life by saying “no” to certain superficial things — like unfiltered access — and saying yes to deeper ones — like commitment to his craft — is remarkable.
His is a good example of being present and showing respect through work.
“I think we’re all sort of imprisoned by — or at least bound to — the choices we make, and I think everyone in the acting business wants to make the right choices. You want to say no at the right time and you want to say yes more sparingly.”
“People confuse friendship and relaxation. It’s incredibly important to be relaxed — you don’t have a chance if you’re not relaxed. So I try very hard to relax any kind of tension. But friendship is different.”
“Everything happens for a reason” is a kind of self-hypnosis.
[…] It’s part of the plan, but if no one acts in the moment of possibility, then it devolves into “Well, then I got hit by a car. Because I was standing in the middle of the road. Well, everything happens for a reason.”
“I believe the best managers acknowledge and make room for what they do not know—not just because humility is a virtue but because until one adopts that mindset, the most striking breakthroughs cannot occur. I believe that managers must loosen the controls, not tighten them.
They must accept risk; they must trust the people they work with and strive to clear the path for them; and always, they must pay attention to and engage with anything that creates fear.
Moreover, successful leaders embrace the reality that their models may be wrong or incomplete. Only when we admit what we don’t know can we ever hope to learn it.”
It is a fine example of how belief in one’s work, teams, and ultimately a culture of creativity and excellence, can lead to extraordinary things… and life.
There are many lessons in leadership, quality of thought and courage of action in the book. Can you imagine an organization that takes three years to make a product work? This is commitment.
On change, he says:
“People want to hang on to things that work — stories that work, methods that work, strategies that work. You figure something out, it works, so you keep doing it — this is what an organization that is committed to learning does. And as we become successful, our approaches are reinforced, and we become even more resistant to change.”
Catmull suggests one useful way of thinking about change is to acknowledge and welcome randomness. It is inevitable and presents unforeseen opportunities to respond constructively when it presents itself.
“The unpredictable is the ground on which creativity occurs.”
Companies can create an environment in which people have the opportunity to shift from the temporary experience of confusion provoked by change — with its associated self-interest trigger that prompts us to resist it — into self-awareness mode.
The way we are wired makes it difficult to deal with randomness. We instinctively look for patterns — yet, even big data should not replace thinking. Because randomness cannot be anticipated, we have no place to file it in our heads. Which means it has less impact in how we process information vs. things we can see, measure, and categorize.
We tend to attach explanations to what we experience based on data points available to us — the resulting narrative collapses potentially non causal events into a neat package.
Ignoring the things we do not see or experience causes us to miss the things that did not — yet could — happen. And this is at the root of true inspiration.