The Duties of a Filmmaker

picThis morning I was curious about the changes in the film industry based on the generational shift in business. The shift is hard to describe, but instead of handing numerous projects over to millennial filmmakers, Hollywood is still making most of the films with more experienced directors and producers.

I googled to learn what new filmmakers think their duties are and was surprised to read about tasks and software. There were no articles about crafting great stories in regard to a filmmaker’s duties. Nor was there anything I could find about the filmmaker’s core responsibility—entertaining the audience, while exploring the human condition.

Film is an emotional medium, which suggests a plethora of articles about how filmmakers create those proverbial roller coaster rides for the audience, but again there were few articles educating millennial filmmakers on how to build the emotions of the audience.

Story is king in both the emotional arena and in the exploration of the human condition. Story is also pure entertainment that opens the eyes and hearts of the audience to consider the filmmaker’s message. But again, there was little about how a millennial filmmaker could craft a story that changes the lives of its audience.

I think Steven Spielberg summed up the core problem well:

“People have forgotten how to tell a story. Stories don’t have a middle or an end any more. They usually have a beginning that never stops beginning.”

I’m not suggesting that filmmakers take classes on film and story theory. But I do advocate that new directors have as many diverse life experiences as possible to create a cinematic “tool belt” from which to fashion dynamic stories. I also recommend directors read a minimum of 10 books a year to capture and understand the observations of writers who explore the human condition.

Unfortunately the typical Millennial only reads an average of five books a year, keeping them far from the ability to contemplate various viewpoints, let alone draw noteworthy conclusions about our culture. A director must have a life perspective that integrates with, not isolates from, the culture at large in order to meet the audience where their hearts live and guide them to a more hope filled life.

Directors must also live inside the culture at large. They don’t have to be of it, but they do have to be in it. I worked on a major animation project years ago with a professor that was my exact opposite. I was conservative and she was liberal. I believed in sustaining life at all costs and she believed in “mercy” killings. The list continued ad nauseam.

The project we worked on helped over one million kids learn the basics of chemistry in 12 weeks. Even I fully comprehended the scientific principles in that short time frame. Why? Because I lived in the professor’s culture and in my own, which allowed me to bring all kinds of innovative ideas and new perspectives to bear on the project.

Once released, the professor admitted that she had worked with several liberal directors that were unable to simplify here complex teachings into simple animations. None of the previous solutions shared truth in a logical manner. She understood that it was my diverse knowledge and experience that made me the right director for the project.

She shared how much she grew as a person from the experience and offered her future services for free. She was willing to do anything for an opportunity to collaborate again. And, she started to rethink her position on a few controversial life issues.

Directors must be able to enter the worlds of other people and capture the essence of the person’s “why.” He must also thoroughly think through how to thread his message in and out of the entertainment elements of a story. These techniques allow the director to come along side of the audience and draw them from their viewpoint to his by the end of the film—fulfilling the duties of the director.

© 2017 by CJ Powers

A Director’s Focus Slugline

SampleBirthed by documentarians to keep shows focused on topic, the focus slugline eventually shifted into use by editors inundated with hours and hours of footage to sort. The simplicity of outlining the focus of a film shifted to long form directors and then to independents.

A focus slugline is NOT to be confused with a script header.

EXT. THE WHITE HOUSE – NIGHT

The header includes the annotation of the interior or exterior, scene name, and time frame of day or night. It is found at the top of every scene to organize the script and simplify production management forms.

The focus slugline is typically hand written by the director in the left margin of the script. It runs vertically down the page and gives the “who,” “does,” “what” of the scene. Some directors have sub-focus-sluglines to breakdown the “who does what” by character power shifts.

A sample focus slugline is: Dad surprises son. The “who” is the dad, the “does” is the surprises, and the “what” is the son. This focus slugline puts the emphasis on the giver of the surprise; in this case it’s the dad. The director’s goal is to remind himself to put the attention on the dad during filming so he doesn’t’ accidentally shift the story to be about the son in this particular scene.

Directors are asked a myriad of questions on set every day and in spite of the plethora of queries he must remember what to focus on within the scene. The Focus Slugline is a quick glance system that allows the director to recalibrate his perspective when its time to roll cameras.

In the sample, if the film were about the son, the focus slugline would have read: Son receives car. The “who” is the son, the “does” is the receiving of the gift, and the “what” is the car. The camera shot list in a film about the son would reflect a completely different set of shots than the story about the dad.

In longer scenes that have a lot of power shifts between the characters, the director can create a sub-focus-slugline for every new character goal established that drives the overall story. Since the shift in power also shifts the focus temporarily, the use of sub-focus-sluglines helps the director to make sure the focus returns to the right place before the scene ends.

The sample, when played out in a short sequence, might look like this:

SAMPLE 1
Dad surprises son.
Son startles traffic.
Dad calls insurance company.

Some directors prefer to preserve each beat of the scene/sequence like this:

SAMPLE 2
Dad surprises son.
Son runs outside.
Dad tosses keys.
Son starts car.
Dad reflects pride.
Son startles traffic.
Dad calls insurance company.

Still other directors prefer to work in sentences rather than sluglines, which might look like this:

SAMPLE 3
Dad surprises son with a new car parked in the driveway.
Son runs outside and stares at the sports car.
Dad tosses his son the car keys.
Son hops in the car, starts it up and shifts into reverse.
Dad smiles from ear to ear with pride for his son.
Son backs into oncoming traffic and startles other drivers.
Dad grabs his cell phone and calls insurance company to clarify coverage.

The key to successfully using focus sluglines is to make sure the director gets what he needs when others break his focus on set. The SAMPLE 1 focus sluglines (Dad surprises son. Son startles traffic. Dad calls insurance company.) will work for most directors because it reveals the scene’s beginning, middle and end. Others may want to list every beat for more complex scenes, but seldom will sentences be used unless the information has to be reduced to writing for a treatment or scene synopsis.

The “who does what” focus slugline clarifies the emphasis of the film segment with a single glance. It allows the director to quickly regain his concentration and communicate with cast and crew the goals of the shot sequence. And, it also gives an editor a great tool if the script supervisor captures the same information.

Click here to view a sample that I created from the “National Treasure” screenplay.

© 2017 by CJ Powers

Creativity without a Box

Give a mediocre idea to a great team, and they will either fix it or come up with something better.I just finished reading a short article in Forbes about a creative specialist who consults with CEOs of Fortune 500 companies. I laughed at the absurdity of his latest book that tries to convince executives that successful businesses once started inside of the box, and then started to think outside of the box, and now must find a new box. The irony is especially rich as the latest surveys clarify the company of the future is one that operates without a box.

Creative experts pushed corporations out of their offices and placed them into large rooms where everyone’s paths would cross. The idea was more networking and a broader understanding of what everyone else manages. Unfortunately the amount of actual work being accomplished dropped significantly. Today’s surveys reveal that creatives need private areas to innovate.

The makers of Red Bull, one of the most creative out of the box thinkers in the food industry, conducted a survey that showed 60% of respondents needed a private space in order to explore their creativity. This does not diminish their ability to collaborate, as 30% of the respondents stated they collaborate in these private spaces.

The creative expert’s book went on to say that true ingenuity needs structure, analysis and brainstorming. This is in stark contrast to Ed Catmull’s book, “Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration.” Catmull, co-founder with Steve Jobs and John Lasseter of Pixar Animation Studios, clarified the importance of the company’s communication structure not mirroring its organizational structure.

During his tenure as president of Pixar and Disney Animation, Catmull learned that the more structure and analysis you put on creatives, the more mediocre their work. But, “give a mediocre idea to a great team, and they will either fix it or come up with something better.” In other words, you can’t use logic to control creatives without killing their creativity.

Creatives must take risks to innovate and corporate executives must focus on risk mitigation. These contrary ideas must remain separate in order for innovation to catapult the company into the next decade and beyond.

This can be done by allowing creatives to talk to anyone they need to talk to within the company regardless of hierarchy. And, their managers must make it safe for creatives to take risks by fending off the executives that are risk adverse.

There is no longer a new box to find. There are no logical points of control that can manage people to be more creative. There is only the fun and freedom it takes to create within a team—never saying no, only saying yes, until the next best idea rises above the previous one.

© 2017 by CJ Powers