The truth was, Kathy, J.J., Alan, and I had discussed the direction in which the saga should go, and we all agreed that it wasn’t what George had outlined. George knew we weren’t contractually bound to anything, but he thought that our buying the story treatments was a tacit promise that we’d follow them, and he was disappointed that his story was being discarded. I’d been so careful since our first conversation not to mislead him in any way, and I didn’t think I had now, but I could have handled it better. I should have prepared him for the meeting with J.J. and Michael and told him about our conversations, that we felt it was better to go in another direction. I could have talked through this with him and possibly avoided angering him by not surprising him. Now, in the first meeting with him about the future of Star Wars, George felt betrayed, and while this whole process would never have been easy for him, we’d gotten off to an unnecessarily rocky start.

Managing creativity is an art, not a science. When giving notes, be mindful of how much of themselves the person you’re speaking to has poured into the project and how much is at stake for them.

If you ignore your promise and go on knowingly, you’re consciously betraying your word and not taking care of the other party.

Two, take the time to listen before you do anything else. You will set the tone; it will be very difficult to reset it. If you start off by imposing your views on people, you’re not going to have what you most need when you most need it - namely, the commitment of the people you need to get the work done. Even if you’re right and you end up in exactly the same place as you thought you were going to end up, the experience of stopping and doing nothing but being a very good listener for as long as you can stand it is the most important thing to do. The whole act of talking to the top people is the first step towards gaining their commitment and understanding, which you must have if you don’t get it the first time. Until you get a consensus, that everyone agrees on - these are our priorities, and here’s who’s going to work on them, and here’s how our midcourse correction is going to be if we’re not right, and here are the things we can’t put off - take as long as you can stand to get that front end clear, committed, understood, communicated, massaged, and changed.” - Henry Schacht

One of the most common mistakes people make is bargaining with how the world should work instead of accepting how it does work. Anytime you find yourself or your colleague complaining “that’s not right,” or “that’s not fair,” or “it shouldn’t be that way,” you are bargaining, not accepting. You want the world to work in a way that it doesn’t.

Failing to accept how the world really works puts your time and energy toward proving how right you are. When the desired results don’t materialize, it’s easy to blame circumstances or others. I call this the wrong side of right. You’re focused on your ego not the outcome.

Solutions appear when you stop bargaining and start accepting the reality of the situation. That’s because focusing on the next move, rather than how you got here in the first place, opens you up to a lot of possibilities. When you put outcome over ego, you get better results.