70 Inspirational Ed Catmull Quotes [2021] (Co-Founder Of Pixar)

70 Inspirational Ed Catmull Quotes [2021] (Co-Founder Of Pixar)

Edwin Earl Catmull widely known as Ed Catmull is an American computer scientist born in, Parkersburg, West Virginia

Ed Catmull is the co-founder of Pixar an American computer animation studio and He was the President of Walt Disney Animation Studios.

He was awarded as ACM Turing Award for his contributions to 3D computer graphics. Catmull was also named as a member of the National Academy of Engineering for leadership in the creation of digital imagery, leading to the introduction of fully synthetic visual effects and motion pictures.

We've put together an incredible collection of Ed Catmull quotes to read.

Here they are:

article

List of Inspiring Ed Catmull Quotes

“Failure isn’t a necessary evil. In fact, it isn’t evil at all. It is a necessary consequence of doing something new.”


“You are not your idea, and if you identify too closely with your ideas, you will take offense when they are challenged.”


“If you give a good idea to a mediocre team, they will screw it up. If you give a mediocre idea to a brilliant team, they will either fix it or throw it away and come up with something better.”


“Don’t wait for things to be perfect before you share them with others. Show early and show often. It’ll be pretty when we get there, but it won’t be pretty along the way.”


“If you aren’t experiencing failure, then you are making a far worse mistake: You are being driven by the desire to avoid it.”


“Getting the right people and the right chemistry is more important than getting the right idea.”


“When it comes to creative inspiration, job titles and hierarchy are meaningless.”


“Craft is what we are expected to know; art is the unexpected use of our craft.”


“When faced with a challenge, get smarter.”


“Fear can be created quickly; trust can’t.”


“Always take a chance on better, even if it seems threatening.”


“The future is not a destination - it is a direction.”


“What is the point of hiring smart people, we asked, if you don’t empower them to fix what’s broken?”


“You’ll never stumble upon the unexpected if you stick only to the familiar.”


“You don’t have to ask permission to take responsibility.”


“Making the process better, easier, and cheaper is an important aspiration, something we continually work on—but it is not the goal. Making something great is the goal.”


“it is not the manager’s job to prevent risks. It is the manager’s job to make it safe to take them.”


“The best way to predict the future is to invent it.”


“Be patient. Be authentic. And be consistent. The trust will come.”


“Quality is the best business plan.”


“We must remember that failure gives us chances to grow, and we ignore those chances at our own peril.”


“The way I see it, my job as a manager is to create a fertile environment, keep it healthy, and watch for the things that undermine it. I believe, to my core, that everybody has the potential to be creative—whatever form that creativity takes—and that to encourage such development is a noble thing.”


“We start from the presumption that our people are talented and want to contribute. We accept that, without meaning to, our company is stifling that talent in myriad unseen ways. Finally, we try to identify those impediments and fix them.”


“Management’s job is not to prevent risk but to build the ability to recover.”


“We want people to feel like they can take steps to solve problems without asking permission.”


“We humans like to know where we are headed, but creativity demands that we travel paths that lead to who-knows-where.”


“Instead of saying, ‘The writing in this scene isn’t good enough,’ you say, ‘Don’t you want people to walk out of the theater and be quoting those lines?’ It’s more of a challenge.”


“This principle eludes most people, but it is critical: You are not your idea, and if you identify too closely with your ideas, you will take offense when they are challenged.”


“We realized that our purpose was not merely to build a studio that made hit films but to foster a creative culture that would continually ask questions.”


“in Japanese Zen, that idea of not being constrained by what we already know is called “beginner’s mind.” And people practice for years to recapture and keep ahold of it.”


“Getting the team right is the necessary precursor to getting the ideas right.”


“Failure was being used as a weapon, rather than as an agent of learning.”


“isn’t enough to pick a path—you must go down it.”


“Uncertainty and change are life's constraints. And that's the fun part.”


“The desire for everything to run smoothly is a false goal—it leads to measuring people by the mistakes they make rather than by their ability to solve problems.”


“When it come to creative inspiration, job titles and hierarchy are meaningless.”


“For all the care you put into artistry, visual polish frequently doesn’t matter if you are getting the story right.”


“Don’t confuse the process with the goal. Working on our processes to make them better, easier, and more efficient is an indispensable activity and something we should continually work on—but it is not the goal. Making the product great is the goal.”


“If you don’t try to uncover what is unseen and understand its nature, you will be ill prepared to lead.”


“The first principle was “Story Is King,” by which we meant that we would let nothing—not the technology, not the merchandising possibilities—get in the way of our story.”


“Merely repeating ideas means nothing. You must act—and think—accordingly.”


“We are meaning-making creatures who read other people’s subtle clues just as they read ours.”


“Not the confidence that we know exactly what to do at all times but the confidence that, together, we will figure it out.”


“good leadership can help creative people stay on the path to excellence no matter what business they’re in.”


“When downsides coexist with upsides, as they often do, people are reluctant to explore what’s bugging them, for fear of being labeled complainers.”


“I’m not the first to say that failure, when approached properly, can be an opportunity for growth.”


“Ideas, though, are not singular. They are forged through tens of thousands of decisions, often made by dozens of people.”


“Always try to hire people who are smarter than you. Always take a chance on better, even if it seems like a potential threat.”


“Here are the qualifications required: The people you choose must (a) make you think smarter and (b) put lots of solutions on the table in a short amount of time.”


“Engaging with exceptionally hard problems forces us to think differently.”


“if you identify too closely with your ideas, you will take offense when they are challenged.”


“If you give a good idea to a mediocre team, they will screw it up. If you give a mediocre idea to a brilliant team, they will either fix it or throw it away and come up with something better. The”


“That means any outcome is a good outcome, because it yields new information.”


“While the allure of safety and predictability is strong, achieving true balance means engaging in activities whose outcomes and payoffs are not yet apparent. The most creative people are willing to work in the shadow of uncertainty.”


“Trusting others doesn’t mean that they won’t make mistakes. It means that if they do (or if you do), you trust they will act to help solve it.”


“Andrew Stanton spoke next. Andrew is fond of saying that people need to be wrong as fast as they can.”


“But ease isn’t the goal; excellence is.”


“Do not accidentally make stability a goal. Balance is more important than stability.”


“Unleashing creativity requires that we loosen the controls, accept risk, trust our colleagues, work to clear the path for them, and pay attention to anything that creates fear. Doing all these things won’t necessarily make the job of managing a creative culture easier. But ease isn’t the goal; excellence is.”


“Countless times, I remember watching him toss ideas—pretty far-out ideas—into the air, just to see how they played. And if they didn’t play well, he would move on.”


“Those with superior talent and the ability to marshal the energies of others have learned from experience that there is a sweet spot between the known and the unknown where originality happens; the key is to be able to linger there without panicking.”


“Give them responsibility, let the mistakes happen, and let people fix them. If there is fear, there is a reason—our job is to find the reason and to remedy it. Management’s job is not to prevent risk but to build the ability to recover.”


“But the truth is, I have no way of accounting for all of the factors involved in any given success, and whenever I learn more, I have to revise what I think. That’s not a weakness or a flaw. That’s reality.”


“If you give a good idea to a mediocre team, they will screw it up. If you give a mediocre idea to a brilliant team, they will either fix it or throw it away and come up with something better. The takeaway here is worth repeating: Getting the team right is the necessary precursor to getting the ideas right.”


“You are not your idea, and if you identify too closely with your ideas, you will take offense when they are challenged. To set up a healthy feedback system, you must remove power dynamics from the equation—you must enable yourself, in other words, to focus on the problem, not the person.”


“Driving the train doesn’t set its course. The real job is laying the track.”


“But as challenging as that problem proved to be, it paled in comparison to the bigger, and eternal, impediment to our progress: the human resistance to change.”


“If you give a good idea to a mediocre team, they will screw it up. If you give a mediocre idea to a brilliant team, they will either fix it or throw it away and come up with something better. The takeaway here is worth repeating: Getting the team right is the necessary precursor to getting the ideas right.”


“You are not your idea, and if you identify too closely with your ideas, you will take offense when they are challenged. To set up a healthy feedback system, you must remove power dynamics from the equation—you must enable yourself, in other words, to focus on the problem, not the person.”


“What’s needed, in my view, is to approach big and small problems with the same set of values and emotions, because they are, in fact, self-similar.”

Pat Walls,  Founder of Starter Story

Discover the best strategies of successful business owners

Join our newsletter and receive our handcrafted recap with the best insights shared by founders in Starter Story each week.

Useful, convenient, and free:

Did you know that brands using Klaviyo average a 95x ROI?

Email, SMS, and more — Klaviyo brings your marketing all together, fueling growth without burning through time and resources.

Deliver more relevant email and text messages — powered by your data. Klaviyo helps you turn one-time buyers into repeat customers with all the power of an enterprise solution and none of the complexity.

Join Brumate, Beardbrand, and the 265,000 other businesses using Klaviyo to grow their online sales.

Try Klaviyo for free right now ➜