Okay, that’s an exaggeration. But in reality, there are hundreds of questions the director has to be able to answer. Many come as they are preparing for the shoot, but things happen, and there are always tradeoffs to be made while they’re on set.

A good director has a point of view on all these questions because she keeps the vision of the film front and center. She knows how every one of these decisions will affect the vision.

Like the director of a film, the CEO is the final arbiter in startup, especially at the early stages. In order to make the multitude of decisions, she needs to have a very clear vision of what she is trying to achieve. Every decision either takes her towards her vision (slightly or bigly) or away from it.

If the vision for what you want to become is muddled, it becomes very hard to make decisions. You always want optionality—to keep all options open, because you don’t know where you are headed.

That is impossible on a film set, because most films are shot in 30 days or less. It’s not impossible in a startup, because you can always defer the decision. But doing so will put the startup at risk of not executing or of muddled execution that leads to failure.

To keep your eyes on the prize, you need to know what the prize looks like and which direction you need to go to find the prize.

You also need to know the fundamental underlying tenets that will help you achieve your goal. For example, at eBay, one unbreakable tenet was always “level playing field”, meaning that every seller, whether a big company or your next-door neighbor, would be subject to the same rules. Another was that eBay would not touch the items, thus keeping it a purely person-to-person marketplace. When opportunities came up, it was easy to evaluate against these (and other core) tenets and determine if they kept us moving towards our vision.

This does not mean that you don’t react to changing circumstances or opportunities. Some of the best scenes or shots on a film set can be the ones where the director decides to improvise on set. She may see an opportunity in a location, in the weather, or in the actors’ mood and try something unscripted. But the reason she can do that is she knows what she wants to achieve and has prepared so well that she has a strong hunch that this improvisation will improve the film.

For a CEO with a big vision, unexpected changes can present an opportunity. With the vision front and center, and all the hard work to understand what moves you towards and away from that vision, you can think of ways to bend and adapt to strengthen the company. Otherwise, you stand the risk of losing what the company is and what it stands for.

Make your vision a touchstone that you come back to often. Make the time to come back to it, refresh it, and let it refresh and reenergize you.

To lead through 2020 has been, and will be, a challenge. Yes, 2001 and 2008 happened and were horrible, but this is more sudden, more all-encompassing, and there is the fear of dying.

So, on Friday, we hosted a session with Jerry Colonna and our portfolio CEOs. If you know Jerry, you know that this session was honest, open, and at times emotional. It prompted me to re-read a couple of chapters of his book, “Reboot: Leadership and the Art of Growing Up”

Two practices for leading in times of uncertainty stood out.

The first is to be open with yourself. To stand still—to take a breath, stop doing, stop acting like it’s all great.

When we stand still, we run the risk of remembering who we are. When we stop the spinning, we run the risk of confronting the fears, the demons who have chased us all our lives. When we stop the bullshitting, the pretending that we’re crushing it, that we’ve got it all figured out, we run the risk of being overwhelmed by the realities of all that we carry—the burdens we’re convinced must remain secret to keep us and those we love safe, warm, and happy.

When clients answer the challenge to stand still, stop the spinning, and be with the truth of their existence, they take their seats as warrior CEOs—strong backs and open hearts.

No human being is flawless. At a time like this, let’s stop pretending that just because you have the title CEO, you should appear perfect. Lowering the perfection bar will let you lead with more credibility.

The second, is to be open with others about the situation and what you are dealing with:

When leaders, parents, lovers choose to share the reality of their heart, it gives everyone in their lives the chance to know them, to hold them—to trust each other.

Every employee in your company knows the reality of the world outside. And in all likelihood, they know the reality with the company more than you give them credit for. Why not tell the truth? If you have to do pay cuts, tell them why. If you have to do layoffs, cut deep, cut once, and tell them why. If you are at risk of not being able to raise during this time (very few will have it easy), tell them why.

Of course you don’t want to overshare or place your anxiety on your employees. But instead, tell them why you believe in your company and how you are planning to get the organization through this phase.

The call to lead well is a call to be brave and to say true things. To say to our colleagues, we’re scared, but we still believe.

This is not easy. To get to the other side, CEOs will have to lead through personal and professional uncertainty to give their companies the best chance. As Jerry says:

Remember who you are, what you believe about the world, and then, risks be damned, lead from that place of broken-open-hearted warriorship.

At some point in 2002, while I was still relatively new to eBay, I found myself sitting in a room with the exec staff discussing something strategic. Many of the details of the meeting are now blurry, but one little event is still crystal clear in my mind. People were talking, discussing options with opinions flying around, and I said something. I don’t remember what I said, but I do remember the reaction to it. 

One of the senior leaders—a lovely, but brutally honest and blunt man—said, “That is the dumbest thing I have ever heard.”

There was a pause in the conversation. My heart stopped. And then the conversation continued, while I sat there, stunned. 

I felt in my bones that I must speak again, in this meeting, to get over that comment, to move on and retain the confidence that I can contribute.  I practically forced myself to speak again. Sort of like falling off a horse and getting back on. 

I can guarantee you that the only person who remembers that moment now, 18 years later, is me. It’s actually a moment I’ve thought about several times as one of the key learning moments in my life. 

The reality is that we will all be wrong sometimes, or at the very least, perceived to be wrong. It’s the price of speaking, the price of thinking, the price of writing. So what should we do? Never speak, think, or write unless we are certain we are right? That would erase your voice from the conversation. 

I wrote a post last week about Quibi, and I purposely made a bold statement about how innovative this new film platform is. The innovation is not just the short-form content (or chapters) that Quibi uses; it is creating an interaction between the form factor of the screen (the phone) with the content for the first time in cinema. 

Many (most?) people disagree. Some even wrote to me privately to tell me why I was wrong. I love the engagement. 

Am I sure that Quibi will succeed? Absolutely not. But I am glad they are trying something fresh, new, and innovative, and I certainly hope they will succeed because I love the bold approach. I’ve been watching chapters for the past two nights and it’s a slick user experience. 

As investors, we need to be both right and contrarian to make a return for our LPs. We will often be wrong, too, because the path to success for any company is filled with so many near-death experiences along a very winding road. But we can’t be afraid to make an investment.

Similarly, we can’t be afraid to talk or write. I will be right sometimes. I will be wrong sometimes. What matters to me is the thinking and the engagement. And I prefer to have a hopeful and optimistic view of the world, where I am rooting for success rather than failure. 

Speak up. Claim your seat at the table. So what if you are wrong sometimes? We are all wrong sometimes. Shake it off and move on. I promise you that you are the only one who will remember that moment (even days later). Ultimately, your voice matters. Don’t erase yourself.

Quibi is a video streaming subscription service that will launch on April 6th. But it’s not “just another” streaming service. There are a few reasons Quibi is different. For one, they are the first service that is tailored specifically to the mobile phone. Led by Jeffrey Katzenberg, former Chairman of Disney, and Meg Whitman, former CEO of eBay and HP, they have raised close to $2 billion (with a “B”) before launch.

Quibi is getting a lot of snark and people seem genuinely stunned by the dollars at play. But I’d argue there was no other alternative. It was actually required. Quibi is a studio, much like Disney or 20th Century Fox, but unlike those studios that have built up their content libraries over decades, Quibi has built their entire library, from scratch, in the past 2 years. And they need to launch with this library available on day one.

There are two good reasons that they decided to build a whole, original library instead of licensing or acquiring existing content:

• Quibi has watched and learned from the evolution of Netflix and Amazon. When Netflix started, they licensed the content. When they realized that they were at the mercy of the content owners, they decided to start making original films. Amazon Prime Video followed a very similar path and now is a funder of original content, too. So, original content was the only way to launch a new service in 2020.
• Quibi’s content format is different. Each film is actually shot in both portrait mode (full screen) and landscape mode (full screen). That means you can watch each film in both portrait and landscape and have a full screen experience regardless. You cannot do that today. Almost all video content (short or long) is shot in landscape. In addition, the films are broken into short chapters of ten minutes each. The idea here is that instead of scrolling through Twitter or Instagram when you have a short break, you could watch a “chapter” instead.

That’s why they need all of this money.

This is the first real innovation that has happened to movies since synced sound. And that is a very strong statement. Sure, technology has improved (frame rates, HD, 3D etc.), but whether we are watching it in a movie theater or on an iPhone, everyone’s experience is exactly the same: in landscape the whole time.

Quibi is finally leveraging the tech we now have (phones) to allow you to watch the movie differently. This might not seem like a big deal, but it opens up some very interesting possibilities. What if filmmakers used landscape for the “regular’ movie, and portrait…
— to watch it from the perspective of one actor?
— to show you what the characters were thinking instead of saying?
— to show you what was happening with another character or thread, in another part of the plot?
— to use a different language?
— to use no langue, but rather just silent, with everything in the facial subtext?

This is a real innovation in film and it’s really the first time that the technology we are watching the movie on, changes the movie we are watching. This has never happened before. Quibi has put constraints on itself – you can’t watch this on your television or laptop (although, I presume you can cast to them, the experience will not be as good). And by embracing constraints, it has opened itself up to creativity.

In addition, instead of being from 90-120 minutes, the movie is a set of chapters of 10 minutes. Each of those could be watched like an episode, instead of scrolling Twitter or Instagram.

This is not a regular startup. This is a movie studio plus a tech company. This is what they needed to do to give themselves a real shot. And yes, they are spending a ton on marketing. Again, what should they do? Spend a billion dollars on creating content no one sees? They are going big, they are able to raise that money, so I say, go for it.

Quibi is launching at an interesting time. We are all stuck at home during a global pandemic. This should work in their favor – who wouldn’t want a 10 minute break between the wall to wall zoom calls? Or at night while we try and decompress without a computer?

I love the fact that we are seeing innovation after centuries. It may change how movies are shot and give filmmakers a new way to speak to audiences. It’s exciting, it’s fresh, it could be huge.

I, for one, am rooting for them to succeed.

During my monthly women’s alumnae circle one of the participants raised the question on how to be an inspirational leader. Her manager was “incredibly inspirational” and she wanted to be seen that way, too.

“Inspirational” seemed to be this nebulous, possibly unattainable characteristic that was floating above us all… hard to achieve and only bestowed on the select few. 

It forced me to think about inspiration. What is it? What does it mean, and is it some “secret skill” that some people are born with? 

When I was young in my career, I, too, thought that inspiration was a sort of “magical power.” But the more I worked with inspirational leaders, the more I realized that it is often much simpler than that. It’s basically the same elements every time.

Whenever someone inspires you, this is what they’re doing:

They conceive of, and communicate, a big vision. They’re also able to articulate what the world will look like when this vision has been accomplished. Often, they are painting with a broad brush and using words that connect with you. By doing that, they show you how the world, or the company, or all of our lives will be better when this vision has been realized.

Then, they can explain why OUR team is the team that can make this happen. It may be hard, but we are the right ones, the capable ones, and goddammit, we will do it.

They break down the journey into digestible, logical chunks that will help the team execute. The BHAG (Big Hairy Audacious Goal) is broken down when they show you which stream of work YOU will own. This is where they make it clear you are valued and how your contribution is important to the goal. 

Throughout the process, they motivate you to become the person who can accomplish the goal. You may hit roadblocks, because what we are trying to do is hard, but you are not alone, and they will help you become the person who can accomplish this. 

Doing this well requires a base of trust. In the absence of a personal history together, they can say certain things to establish some kind of trust. Those things are basically:

• We’re in this together
• We may fail, but I won’t hang you out to dry if we do
• You won’t be punished if we don’t get there
• I’m going to help mitigate the consequences of this risk that we’re all taking

If they succeed in their effort to inspire you, you become a motivated member of their squad. You are excited about the vision. You trust this leader knows how to get shit done, and get you from point A to point B. You also feel motivated to work your ass off to do your part, and if you hit a roadblock, you trust that the leader will help you solve it and support you in your efforts.

Finally, you believe you’ll be better off in the new vision, than in the current state of the world. That’s successful inspirational leadership.

These are the tangible actions that a good leader takes to be inspirational. What’s unsaid is that at the base of all this, the person has to be a good person, who genuinely cares about the people. As Jerry Colonna says, “I believe that better humans make better leaders.”