Picking a 3, 8 or 12-Week Shooting Schedule

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Sample Scheduling Strip Board

A friend of mine surprised me with a note detailing the results of his unique research. He was adamant about learning why certain films succeed with a shooting schedule that kills other films. The correlation was eye opening and made me curious about my list of shooting scripts.

Typical Movies of the Week (MOW) fit easily into a 3-week schedule due to time constraints and budgets. Although some networks are satisfied with the results garnered by 2-week schedules because they prefer few set-ups and lots of close-ups.

Beginning filmmakers also use the 2-3 week schedule because they don’t yet have the artistic flair or knowledge of what to do with the extra time provided in an 8-week schedule. Many newbie directors can’t tell what the actor did right or wrong, so they move to the next shot without any exploration of how to best capture the human condition.

Oscar® loves the 8-week schedule because it keeps the story intimate and gives plenty of time to explore the artistic values that expose the human condition. The vast majority of Academy Award nominees and winners hold well to the 8-week shooting schedule. Few Oscar® winners use a shorter or longer shooting schedule.

Highly commercial films are forced to use the 12-week schedule due to its elaborate shots, visual effects and global storylines. The bigger box office spectaculars have even stretched the shooting schedule out to 6 months in order to properly create the world of adventure adored by audiences worldwide.

Understanding why the films in each category could succeed was impressive, but I found the list of failures more enlightening.

Many horror and Faith-based films attempt to make an 8-week film in 2-weeks and wonder why their box office couldn’t hit Hollywood’s $40MM mark that determines success within the industry. While most horror films shot within a 3-week schedule hit $12MM, Faith-based films tend to hit $3MM. I was curious about the gap.

According to the research, horror films use a simple “coming after you” action device to move the story forward and salts in a secondary plotline of romance or something from “Geekdom.” Faith-based films seldom use action plotlines, so the story has no forward movement. The filmmakers rely solely on the message’s innate value rather than salting it into an action throughline.

Of course, 8 and 12-week scheduled films usually have a strong action plotline and one or two subplots to entertain the masses. This structure in of itself demands more shooting time and exploration of the human condition. Comedies on the other hand don’t adhere to the story structure, as they explore improvisational work by the talent. Doing so can accidentally remove the pacing and format of the story, making it fall apart in the eyes of the audience.

Most $40MM plus stories are shot on the 8-week schedule using full story structure with an action plotline and two subplots. The longer schedule attracts larger names to the project that can draw a larger audience. The key to the film’s success typically rests on the director, writer and talent. Story is king and knowing how to direct is essential.

Most of the stories I write are for 8 and 12-week schedules. However, most of the shows I’ve been hired to direct have been for 3 and 8-week shooting schedules. The shorter schedules were due to investors or producers that wanted to spend as little money as possible to achieve their results, rather than investing the amount needed to honor the story’s natural schedule.

When I shot Mystery at the Johnson Farm we scheduled 11 pages a day and shot lots of close-ups with little coverage. When I was in The Dark Night’s parade scene we were capturing less than a page a day. On Nolan’s heavy stunt days they were lucky to capture one to two eights of a page a day.

The story demands a certain amount schedule for each of its specific scenes. To rob the story of what it requires only lowers the quality of the film. To give too much time to scenes causes the show to become bloated, forcing the editor to battle the director—trimming favorite shots for the sake of pacing and entertainment value.

The key question with independent film … is the story well structured enough to require the golden 8-week schedule or is it too weak? If it’s weak the filmmaker can either adjust the script or refocus his distribution to a small cable network in place of a theatrical release.

©2017 by CJ Powers
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Creating a Two-Minute Persuasive Story

The vice president of Sales and Marketing approached me a week before the big trade show. He said he’d be joining me for dinner to meet one of my clients on the first night of the conference. He also made sure I understood the severe consequences if I didn’t set up the meet-and-greet.

Just before we sat down for dinner, I introduced my client to the VP. I was surprised to learn that the president of my division was also invited, along with two other executives and their guests. The dinner for three barely fit at the table now set for eight.

Then came another surprise. The president suggested that I start my presentation before the food arrived. Presentation? What happened to the meet-and-greet? The VP instructed me to begin. I wanted to confront him, but didn’t know how, so I dove into an off-the-cuff presentation.

The client, who agreed to a meet-and-greet, not a presentation, quickly interrupted and clarified what I already knew; He couldn’t do anything until he received his next budget in six months.

It was no surprise that I returned to a pink slip back at the office and was promptly escorted out of the building. I never learned if the dinner was a set-up, but I did wonder how things might have been different had I confronted the VP. What would’ve happened if I took two minutes at the table to persuade the executives to understand that the dinner was scheduled as a meet-and-greet, and nothing more?

The most difficult situations I’ve experienced always came down to a defining moment that was either won or lost during a two minute conversation. Being able to present a persuasive viewpoint in two minutes can separate those who are embraced in business from those who are rejected.

Everyone in business can present a persuasive argument by following four simple steps that can be formulated in the moment.

  1. Define a Specific Problem. The more specific the focus, the more plausible it is to correct or improve the stated problem. General comments allow the mind to wander into various avenues of possibilities and it dilutes the prospects of an actual fix. By establishing a focused issue, the train of thought is easily followed and considered – creating a mental or emotional buy-in on the specific problem being discussed.
  1. Share a Similar Experience. By sharing a similar experience that was methodically fixed, associates can easily extrapolate the same information as a probable fix, or at least agree to a certain line of thinking that has the potential of delivering a similar result. This connection positions the associate to consider a new outcome.
  1. Share the Positive Outcome/Benefit. All ideas must be field tested to determine its potential level of success. When positive results occurred consistently using a similar model or approach, associates are more likely to vote for similar trials within the area of problematic concern. Listing the benefits received from a similar experience helps the associates paint a vision for their own testing in order to speed the possible solution and its estimated benefits.
  1. Suggest Similar Action with Specific Problem. Buy-in is typically reached during a two-minute persuasive talk that matches a similar benefit to a known problem, however, without the actual “ask” to take action, the idea will dissolve into a sea of arbitrary comments that preceded the moment. It’s critical to state the needed action and ask for a consensus to move forward on implementation.

The above steps can be shared in two minutes. Defining the problem and getting a quick buy-in will take about 45 seconds. Sharing a similar experience can take 30 – 45 seconds. The benefits achieved will take 15 – 30 seconds and the call to action only takes 15 seconds.

Using these steps during an unexpected meeting with executives will clearly demonstrate great leadership skills, an understanding of the business, and insights worthy of consideration. It may also get you promoted to the task force for follow through – A chance to demonstrate additional leadership skills.

Copyright © 2015 by CJ Powers