Supporting Your Why

WhyStrong leaders know that passion motivates their team and produces high returns on their products/services. This passion is the heart of the company or the reason why the company does what it does. It’s the one filter that everything being worked must be analyzed through.

I recently reviewed a film script that was being produced by an Atheist and a Christian. I found it fascinating that they set their religious differences to the side in order to make a great story. I was also eager to see how the film turned out due to the diverse passions they brought to the table.

However, the screenplay had some major flaws in it. I asked both men how they’d deal with the hole in the plot and they both instinctively knew how the story needed to end, but couldn’t understand how to get there. So I asked if they’d like my input and they agreed.

I asked one question: Why are you making THIS story?

They both answered in almost perfect unison, “To show the audience that people can change with every choice they make including the decision to show a weaker person kindness.”

Here is how I responded…

If a person is going to change, it needs to be the protagonist. (Although other characters can also change.) Therefore ACT 1 must show the unchanged protagonist in his normal flawed life. In ACT 2A, the protagonist must be introduced to the possibility of change or at least the contrast between his current life and his possible life. In ACT 2B, the protagonist must battle through his internal and external obstacles to overcome whom he is to give room for who he can become. In ACT 3, he must look at his flaw from a new perspective and turn it into the thing that catapults him through the change into his new life.

The restructuring of their story based on their agreed “why” drove a dynamic rewrite that made the story award worthy. It also drove their shared passion into the story itself. The rewrite was simple when they filtered every thing through their powerful why.

In the independent filmmaking business, the number one thing that kills great stories is when the writer loses track of the why. Writers are naturally drawn down interesting rabbit holes that take the story in a significantly different direction. The only way to stay true to the story is to understand why you’re writing it to begin with.

When I created Tried & True with Guy Cote and Anthony DeRosa, I started the story with the following why: To help people realize they are trapped in a comfortable, false freedom and need to break free to experience a true adventurous freedom that is available to all who seek it.

Unfortunately we didn’t use the why as a filter during the writing process and ended up having a different story with each draft. Each version would make a great film, but there would only be one version that matched our passion – The one we had neglected to write. It became clear that one more run at a rewrite was necessary to birth the version that we could all passionately get behind.

Filtering everything through your why will keep you focused and headed in the direction you originally intended. Everyone has a why to follow, whether in business, among family, or in creative endeavors. And, everyone can shine brightly in a profound way that the world needs when their life’s output reflects their why.

Copyright © 2015 by CJ Powers

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

Box Office Mendoza Line

Mendoza Trading CardMany times critics and filmmakers argue about the quality of a film’s content or message against its story. Star power and a filmmaker’s ability to draw in an audience also factor into arguments about what makes a film successful. But, one factor stands the test of time and survives all arguments about the monetary success of a film: the box office Mendoza line.

Named after baseball’s Mario Mendoza, whose mediocre batting average defined the threshold for incompetent hitting, the box office marks the threshold when theaters drop titles from its screens for the next best opportunity to make money.

The moment a film drops below a per screen average of $2,000 per weekend, it’s no longer viable as a money making device. This amount has stood the test of time based on competitive new releases, negotiated house nuts and the duration of marketing budgets.

When a film crosses the Mendoza line distributors stop promoting the film in order to cut its potential losses and replace it with new selections. Films that fail to rise above the Mendoza line rarely survive past the second week in theaters, as numerous films fight for the few open screens during each release period.

This is partially due to distributors not wanting to lose a screen to a competitor and desiring to manage risk mitigation on the film’s current margins. Theaters also need to maintain a certain level of revenue stream in order to protect its house nut (its negotiated take on concessions).

While the exit strategy on films typically cause titles to have a long distribution tail, very little revenue is generated during this period. Most films only make 5-10% more unless it’s in a light distribution window that can generate an additional15%.

Analysts that estimate each film’s market potential and weekend predictions, use additional tools that determine expected thresholds of a film’s longevity. For instance, prior to making adjustments based on the impact of social media, all films will make 50% of its opening during its second weekend. The third weekend will make 50% of the second weekend’s box office and so on.

However, advertising and social media directly impact the percentage. The alterations can change the percentage from 50% to 35-55%. The addition or dropping of screens due to contract changes or regional performance success can also impact the percentage by a plus or minus 30-45%. While these sound like huge swings, an analyst who has tracked the market for two years can easily estimate within a plus or minus 5% of accuracy.

Analysts do take into account outliers and transitions within sub-genres, which paint clear pictures of market trends. This gives production and acquisition departments a leg up when determining future investments and expansion.

Production companies also benefit from understanding and tracking the Mendoza line. Any picture that never rises above it or falls too quickly below it either has too few super-fans or has a story that didn’t connect on a universal basis. In a fragmented market that’s filled with social media, a film only needs 1,000 super-fans (or influential fans) to succeed.

The combination of factors that keep a film above the Mendoza line for numerous weeks includes a great story, influential super-fans, star power and provocative social media. Writer/directors have also become a factor over the past ten years, but are still considered new to the promotional cycle.

Copyright © 2015 by CJ Powers