Why Kendrick Brothers and Miller Confuse Hollywood

Warren Miller EntertainmentWarren Miller Entertainment is the most respected name in shooting action sports films since 1949. I met director Warren Miller when I was at the university. He brought his team to La Crosse Mountain and shot stunt and trick skiers for one of his feature films. He also shot some comedic scenes that included my university drum line skiing down the slopes while we played our marching drums.

In fact the entire Marching Chiefs, our high stepping competitive marching band, also participated in the shoot – Well, at least the ones that knew how to ski. I’m not sure how it happened, but I also ended up playing my marching snare in television commercials demonstrating how wide the newest grocery store’s aisles where. But I’ve digressed.

Miller was known internationally for his great sports films and every university showed his movies regularly. The films drew large crowds based on the exciting tricks and the comedic fails and spills. And yes, our bass drummer took a nasty spill into the snow knocking over several other band members. As for me, I learned how to do 360s and helicopter spins from the trick skiers – After I had taken off my snare drum.

Miller’s films pulled in millions of dollars every year and confused Hollywood. They couldn’t get a handle on why he was successful. When they tried to copy his tactics to capture some of the revenue, the studios failed miserably. Some how Miller was the king of his niche market and made the exact type of films his audience required, complete with his own personal narration on most pictures.

War Room the MovieHollywood has never understood niche markets, especially in the latest genre of faith-based films. The Kendrick Brothers are now the latest source of Hollywood’s frustrations as their “War Room” movie continues to exceed expectations.

Several critics complain about their movies being stories that preach to the figurative choir, which causes Alex Kendrick to laugh, shake his head, and say, “they just don’t get it.” While the critics want the Kendricks to make their films more palatable for those outside of their niche, the brothers continue to make their trademark films for their niche audience.

Stephen and Alex are preachers who know exactly how to create movies that “preach” an important message to their niche audience. Their goal is to help the “church” understand important principles that can be implemented in their lives for the good of their families. They don’t care about the money or expanding the audience, but the witness their films make and the changed lives that result.

SUPER FANThe Kendricks and Miller have the ideal job as a filmmaker, which only comes about when a director finds his audience. They are able to make the shows they want and in the way they want. The great blessing for both comes in the form of super fans that make sure audiences continue to watch every film they make.

In the industry, production companies try to build a fan base of 500,000 people because that’s the number needed to continue doing what the directors of the show love to do. When the numbers are below that point of demarcation, studios and networks start dictating how the shows are made, which confines the director’s talent.

Thanks to social media and the faster flow of information, production companies now only need 1,000 super fans to give the director the same creative control that used to take a half a million fans to achieve. Both the Kendricks and Miller have their 1,000 super fans that support the director’s untainted vision.

Since Hollywood doesn’t understand the power of niche markets, and therefore understands little about super fans, they are forced to work with the Kendricks and Miller regardless of how they might judge the quality or universality of the films being released. In other words, they don’t get it.

Fans are people who like the artist’s work enough to tell a couple people about it. Super fans are people that not only like the artist’s work, but also do what’s in their power to help the artist get noticed. They are the fans that tell hundreds or thousands of people about their art.

I first learned about super fans when I met Miller. He introduced me to one of his super fans that pulled together enough showings for his films that he’d breakeven far before the budgets required. Miller was happy to help his super fan whenever he had the chance.

I’ve heard that the Kendricks also have super fans that are great influencers and leaders of churches. Every time they release a film, their super fans stir entire mega congregations to get out to the theaters and watch the important films.

This confuses Hollywood all the more. The studios and networks all believe that a film lives and dies based on its story and production values, not its message. However, a team of great super fans makes sure the pictures are successful regardless of the filmmakers ability to tell a great story or place high production values on screen.

Thankfully, both the Kendricks and Miller continually improved on their production values as a way of thanking the audience that supported their films. The more they worked on their story, the wider the audience grew beyond their niche.

This expansion is the only thing Hollywood might comprehend, but it may be a while before they understand how niche markets work. After all, Hollywood is too big to comprehend how niche films bless community.

Copyright © 2015 by CJ Powers

4 Ways of Coping with Culture Shock

Here is a recent article I wrote for an India newspaper.

4 Ways of Coping with Culture ShockTravel was a large part of my career for several years. Business took me to 26 countries with many repeat trips. My lifestyle was in contrast to those I worked with overseas, but thanks to English being embraced by many cultures as a second language, I was able to function well among those that I served.

When I was a consultant for a global food company, I had a back office fulfilling my follow up work for the client. My skills were put to use in strategic endeavors and the back office team, which was located in India, handled the tactical work. We developed processes that simplified the cultural gaps and encouraged weekly conference calls to verify workloads.

It didn’t matter if I was in another country or I was working with teammates that lived outside of the United States, all situations required someone to bend their culture to meet the needs of the other. Seldom did both parties meet in the middle. The majority of the time the person in a weaker position or the person from a more passive culture adapted to the other’s philosophy.

Since that time I’ve had several associates move from India to America. They feel a little overwhelmed by the assertive people that now surround them and try to avoid those who are more aggressive. A couple of them even tried to become more bold to fit in with the strong Chicago culture, but they quickly back off when confronted.

Culture shock tends to show up when a person moves between cultures. Signs of this experience present itself in the form of sleepiness, depression, apathy, compulsive eating, negative stereotyping of nationals, and a lowered immune system.

Every traveler can overcome culture shock symptoms by focusing on four coping mechanisms.

  1. Acknowledge New Surroundings as Unique. Most new locations have a set of unique smells, sounds and sights. By acknowledging the differences as something remarkable or memorable, it can be embraced as positive. This new experience can then be viewed as an opportunity to grow and expand ones horizons beyond that of their peers or relatives.
  1. Listen and Learn about New Expressions of Feelings. The sharing of feelings differs between cultures and can appear strange or awkward until we understand the meaning behind the expressions. Being patient with others is key. By carefully asking questions to understand the sensitivities behind each expression, we can bring a new form of enlightenment to our understanding of what is really being shared behind the spoken words.
  1. Exercise and Eat Healthy. New environments tend to make us homesick for mom’s cooking, but few of us are able to take mom and her groceries on the road. Instead of wishing we could eat similar foods from our past, we can choose to see our new circumstances as an opportunity to expand our palate. Making sure we exercise daily will increase our circulation and provide us with a more discernable mindset, allowing us to become a connoisseur of fine international dining.
  1. Develop New Local Friendships. Confidence comes when we fit in to our surroundings. By developing friendships that are active within our new location, we can get involved in uplifting challenges. Activities with a new friend might include taking a class together or joining an intermural sports team. Simple short-term experiences like attending a concert, art festival or movie can create memorable moments that we cherish.

These four proactive steps empower a person to accept their new circumstances and take positive control of their life. The stability can calm our feelings and give us hope in a greater future than before we traveled.

I’ll never forget traveling to Shenzhen, China. The first night was filled with loneliness and the unknown. I was in a hotel that served familiar meals, but the moment I left the building for a walk, I found myself in a very different culture.

Walking to the right a few blocks took me into the rundown streets where the locals lived. Walking to the left from the hotel placed me in an area that was being set up for a great festival to celebrate traveling dignitaries. The contrast within a few blocks made me feel uneasy.

On another night, our team from America shared a dinner with our counterparts that were local to the area. The meal was not familiar and made me lose my appetite. We were served fish heads, eyeballs, kangaroo tail, and monkey brains. I couldn’t tell if I was being served delicacies or food mislabeled as a joke, but it made me feel uncomfortable.

After the meal I realized that I needed to embrace the experience as a positive one, so I started asking the nationals about their language. It was based on pictures and had changed three times over the centuries. The one man was curious, so he drew words and had me guess what they were.

He shared simple words like restroom, bus, man, woman and other things a person might see daily. I got 100% of the words correct from the original language, but I only got 50% of the new language right. He was amazed at how well I did and then poured out his frustration about how the new generation makes it difficult for the older generation to communicate.

In that moment we connected. A new friendship formed from our joint understanding and experience. By acknowledging my surroundings as unique, asking the man questions that allowed him to share his feelings, we developed a friendship that made me feel liked I belonged.

The rest of the trip was a blessing because my fears and loneliness had vanished. I had found a way to cope in my new circumstances that allowed me to function fully. I was now more a part of their culture than my uninterested co-workers.

These simple coping mechanisms allowed me to thrive in the new environment, while those who didn’t adjust suffered. On the last day of the trip it was hard leaving my new friends, but my peers couldn’t wait to get home.

I had risen above the culture shock and took great stories home to share with my friends and family. My associates on the other hand, took little more than a few souvenirs back and soon forgot about the great experiences we shared in China.

Inspiring Leaders Develop 3 Easter Eggs of Success

© apops - Fotolia.comMy son gave a great talk at a large conference of social web developers. While the talk didn’t come together until a few days before his presentation, it was extremely well received and life changing for the participants. Others also grew by watching his talk on the web weeks later.

When Chris explained how he put his talk together, I realized that he followed the Dale Carnegie method of preparation. Carnegie was a leader who felt it was important to be constantly learning and growing, so as to always be prepared for any opportunity to speak. Carnegie had a large reservoir of information he could draw from at any point in time to give a great talk.

Chris prepared by gathering known information from within his own reservoir, organized it and personalized it for his audience. While it only took a few days to “create” his talk, Chris had taken months in preparing the information – A task he takes for granted.

I wanted to learn how the talk went so I asked him a few questions. Chris immediately suggested that his talk was successful for three reasons. It just so happens that he listed the same three Easter eggs of success that inspiring leaders take time to develop.

1. DEVELOP TRUST

Inspiring leaders are authentic. They address their employees from a point of reality, even when casting a vision for the company’s future. This creates a level of hope within each employee, as they comprehend how things could work and understand their role in making it happen. To support this new hope, inspiring leaders invite participation from every employee.

The results are products and services that each employee thinks and feels is in place because of their part in the process, yet no one is able to separate out their portion from the whole. The item also becomes a symbol of trust that each employee placed in the inspiring leader to see the vision come to fruition.

2. DEVELOP PERFORMANCE

Building trust is simplified when the inspiring leader sells the benefit of the process to each employee. The newly agreed upon benefit also drives the employees to higher levels of performance. This is especially true when the atmosphere is one of curiosity and play, rather than pressure and deadlines.

The strong inspiring leader is able to navigate a course of action based on quick but calculated decisions, the established process being an adventure for the team to explore together, and a playful time of creative exercise. All of which raises the bar of outstanding performance among peers.

3. DEVELOP EMPLOYEES

Developing employees over time is the most practical of activities that inspiring leaders engage in. The reinforcing of the employee’s optimism is critical to the company’s long-term success. Related by perspective is the opportunity to turn all failures into educational experiences, especially when coupled with a focus on igniting the enthusiastic potential within each worker.

This emphasis on individuals encourages confidence of character and voice. Self-assurance becomes the very driver that turns standard employees into the gifted. Without the employees, the company has no future potential and will eventually be overtaken by the next big thing.

Inspiring leaders build trust by focusing on their resources. They also work to refine their abilities and seek to promote the best in others. When evaluating the gifts, skills and talents of their team, they work hard to draw out a higher level of performance than what the worker thought was innately possible.

Copyright © 2015 by CJ Powers