The most artful and truthful thing is sometimes simply that which allows us to avoid being false: the swerving away, the deletion, the declining to decide, the falling silent, the waiting to see, the knowing when to quit.

Omission is sometimes a defect and leads to unclearness. But other times it’s a virtue and leads to ambiguity and an increase in narrative tension.

“The secret of boring people,” Chekhov said, “lies in telling them everything.

There is a paradox evident in those who build the great companies. On one hand, they concentrate on high-level vision and strategy while, on the other hand, they involve themselves with seemingly trivial details. The acceptance of the paradox lies in understanding that details are not trivial. Details matter. The most effective leaders are obsessed with both vision and details. They are fanatical about getting the details right.

How you deal with certain details is actually a very high level statement—a statement about the core values of the company. Involving yourself with certain details can send a very powerful symbolic message.

Your product’s story is its design, its features, images and videos, quotes from customers, tips from reviewers, conversations with support agents. It’s the sum of what people see and feel about this thing that you’ve created.

And the story doesn’t just exist to sell your product. It’s there to help you define it, understand it, and understand your customers. It’s what you say to investors to convince them to give you money, and to new employees to convince them to join your team, and to partners to convince them to work with you, and to the press to convince them to care. And then, eventually, it’s what you tell customers to convince them to want what you’re selling.

And it all starts with “why.”

Why does this thing need to exist? Why does it matter? Why will people need it? Why will they love it?

If you run a business that is covered with any frequency by the media, you may face another challenge. Journalists tend to look for patterns that can be explained in a relatively small number of words. If you haven’t done the work of teasing apart what is random and what you have intentionally set in motion, you will be overly influenced by the analysis of outside observers, which is often oversimplified. When managing a company that is often in the news, as Pixar is, we must be careful not to believe our own hype. I say this knowing that it is difficult to resist, especially when we are flying high and tempted to think we have done everything right. 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.

When we are making a movie, the movie doesn’t exist yet. We are not uncovering it or discovering it; it’s not as if it resides somewhere and is just waiting to be found. There is no movie. We are making decisions, one by one, to create it. In a fundamental way, the movie is hidden from us.