A Quote by John Knoll
I certainly have opinions about things, but we're a service organization. Our job is to try and realize the director's vision.
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My teachers believe that the creative producer's job is to service the vision of the director, to stay within schedule and budget, and to get the studio what they need, but you work for the director to get their vision on the screen. That's not how everyone approaches producing, but it is certainly how directors like you to approach producing. How I was brought up is that my job is to help you make the movie you want to make.
If you have a vision or if you believe the director has a vision, then at least you've got something to talk about, something to try and head to and I think that's mandatory for every director to have to do a good job.
You start to realize that the things that are different about you are the things that make you special. And, as cliche as at that sounds, you realize that if you are lucky enough to have something that is different about you...don't try to hide it. I don't try to blend in anymore, it's all about standing out.
The first thing you do as a producer is you try to understand the director's vision in as deeply a way as you can. Sometimes, you end up with a director that has more vision or sometime they have less vision. You hope that they have more. In the case where they have more, you need to understand it in the deepest way you can.
The first job of a leader is to define a vision for the organization...the capacity to translate vision into reality.
Certainly a leader needs a clear vision of the organization and where it is going, but a vision is of little value unless it is shared in a way so as to generate enthusiasm and commitment. Leadership and communication are inseparable.
People who are role models for the principles and values of the organization, who buy in and understand the vision of what the organization is trying to accomplish, and have the personality to inspire other people to the vision. You know, that’s what team chemistry and leadership is all about.
The funny thing about directing is that you have your own opinions, but it's a collaboration. Directing is a group effort. Even though you might think something works, the smartest thing you can do as a director is try and weigh the opinions of the people around you.
As an actor, you're always at the service of somebody else's vision. In a play, it's more of the director's vision, and he or she's got their hands on you all the way up to opening night, and if it's a film, there are even more people.
The ability to think straight, some knowledge of the past, some vision of the future, some skill to do useful service, some urge to fit that service into the well-being of the community - these are the most vital things education must try to produce.
It’s not our job to assess the merit of our vision or judge its importance. It is our job to receive the vision and act upon it.
Whether or not we belong to a church or service organization or have a job that provides meaningful service opportunities, not a day goes by that we can't at least serve one other human being by making deposits of unconditional love.
As an actor on a film, you have no control over the final product - your job is to make a director's vision come true. So, you need to have total faith in them and add your own creativity and opinions and energy, but you have to really give over responsibility, and sometimes that can feel terrifying.
As a screenwriter, you always have frustrations. It's just the nature of the job, and you have to live with it. Your vision is not going to be the same as the director's vision. It doesn't mean one is better or worse; it means they're different.
Sharing the same vision for what's on the page is always a good idea. The director's job is to establish what that is and make sure that everyone sticks to it when it comes down to actually executing it. Establishing what the vision is and being able to stick to it is the job, and everyone should be on the same page going in.
As an owner, you have a choice. Do you want to adopt a vision that you think is real sharp and real cutting edge and could get you from good to great - has a chance - or do you want to just say the organization is not about that, and we're not going to try to adopt a new coaching philosophy and vision.
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