7 Common Mistakes of New Filmmakers

Shaky Camera TechniqueI’ve spent time with three filmmakers over the past two years coaching them on their freshman projects. They all had very different working attitudes, but they all made the same mistakes that are common among first time filmmakers.

Here are the 7 Common mistakes consistently made by newbies:

1. Lack of Preparation.

Every new filmmaker is so excited about shooting what’s in his or her head that they dive into production without the proper preparation. They don’t know that by the time shooting starts, seasoned directors have seen their film in their mind’s eye more than 100 times, working out every little detail. This lack of preparation is typically revealed by a lack of footage being shot that’s necessary to tell the story properly.

2. Bad or No Sound Design.

Audiences are used to full soundtracks, which young filmmakers forget to take into consideration until after their first film sounds thin or tinny. Even then, most newbies use 4 to 8 tracks for sound compared to 16, 32, or even 64 tracks of sound layering done by professionals. New filmmakers also have thin sound effects in their first shows.

3. Underdeveloped Story.

Beginners typically start with a cool scene idea that pops into their head and build a story over a handful of weeks. For most rookie filmmakers the development stage is the shortest. The pros take much longer developing the story. In fact, professional story development typically takes longer than preproduction, production and post-production combined.

4. Poor Casting Choices.

This is when beginners hire their friends and anyone that they owe a favor. People typically get cast based on their ability to “do business” on camera rather than being selected for their character development skills and performance. More experienced casting starts with a list of physical and behavioral attributes. The person’s ability to follow direction and draw an audience to the theater is also considered.

5. Bad Dialog.

Newbies tend to write their own scripts in a way that makes every character sound the same. Rarely are rookie filmmakers taught how to give different voices to their characters. Many times the pros will use specialists to make sure the dialog drives conflict and gives a unique voice to each character.

6. Use of Clichés.

The shorter the film the more likely a young filmmaker will use clichés and stereotypes in the creation of his or her story. The reason is based on their lack of development experience, the ease of shooting the obvious, and the lack of screen time available to explore the conflict. Pros avoid clichés like the plague.

7. Sporadic Collaboration.

Young filmmakers struggle with how to paint their vision to the cast and crew without compromise, while teaming through the cinematic collaboration process that puts excellence on screen. New filmmakers tend to find themself over controlling a project, which kills the artistry, or giving in all too often, which waters down the story. Experienced professionals know how to draw the best out of their associates through collaboration and then pick the best recommendation that’s in keeping with the vision, that is, if it’s better than the preplanned direction.

The apprenticeship process has been used for over a hundred years to raise up strong filmmakers, yet newbies continue to side step the process. For some reason most first timers desire to shoot their own film before they know how to make films, something that will continue for the next 100 years. A few survive that find mentors or get sucked into the system and climb up through the ranks. Those are the ones who learn how to avoid the common mistakes.

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