Giving a shout out for the Human Resources season 2 trailer if you haven’t already seen it. It’s the Big Mouth spinoff show that seemingly no one knows about!
We worked on this show in-between / on top of seasons of Big Mouth, which made for a crazy schedule, but it also gave a lot of our team year round employment, which was awesome. I don’t think we could have asked for a better team than the crew that worked on this show.
Season comes out June 9! Very proud to have worked on this.
Sometimes I talk to someone who seems like a jerk – I often become annoyed, and then immediately question if I also have some of those traits. We tend to be most irritated by people who have similar negative traits that we have.
Are you aware who the conversation jerks are in your group or your company? They tend to be annoying to talk to (and usually annoying to work with). If you don’t know, then you might be the jerk yourself. Here’s some tips I’ve gathered on being a ‘people’ person – so that people don’t get annoyed working with you. Credit to Marshall Goldsmith – most of these are collected from his classes and books.
Are you always pushing to win every argument, to always be right? It can be very annoying for the other person. Even if you’re competitive, it’s ok to punt sometimes and let things go. Not every battle is worth going to the mat on. Lots of petty wins end up costing you much more than you get (you’re creating social minefields for later). It’s ok to roll over and sometimes take the L so you maintain relationships and keep things moving.
We interrupt for usually 2 reasons – 1. We are emotional and in a fight mode OR (more often) 2. Our point is SO IMPORTANT that we need to stop the other person to convey it. Being interrupted is annoying, no one likes it. If you find yourself doing it (and can be aware of it), immediately apologize, acknowledge you interrupted and let them finish their point. What you are saying can wait.
This is another aggressive conversation tactic, like interrupting. You are trying to talk louder because you believe your point is much more important, but be aware–it’s very rude. This can be exacerbated on video calls when there is connection interference, but it can make you seem like a bully if it happens too often. Remember, your information is rarely so urgent that it cannot wait.
Did you start your sentence or idea with, “But”, “No”, or “However”? These are all negatives that essentially say to the other person in conversation, “Whatever you just said is wrong and here’s why.” It’s a great way to make yourself feel good at the expense of others. Even if you are right, you are saying it in a way that puts you in opposition to the other person. Choose other words that convey your point and also collaborate.
If you aren’t actively thanking people and pointing out that their ideas are good / welcomed, you might inadvertently be dismissing their contributions. Make an effort to use positives such as, “thank you for bringing that up,” “that’s right,” and “good point.” This folds people into the circle and rewards participation. If you end up getting “too much participation” (rarely happens), it’s easy to re-focus everyone.
I also find aggressive conversationalists don’t like to share the spotlight. They like to answer every question or just talk endlessly and monopolize the meeting. If you find yourself the only person talking, throw to other folks, ask questions. Even if you are leading a meeting, you don’t want to sound like you are pontificating. You aren’t a standup comedian, people aren’t coming to see you talk. They are there for a purpose, remember that and share time.
Side note – most people who use any of the above techniques THINK they are smart. They usually believe everything that they say has incredible value. I have an unfortunate revelation for 99% of us. We are not as smart as we think we are. The other 1% are the Bill Gates and Zucks of this world – people tend to be tolerant of the negative behavior there because they are running 100 billion dollar businesses (but it doesn’t necessarily make it ok).
Swallow your pride and shut up. You don’t have to be right, you don’t have to prove how smart you are. When you are about to talk, pause a moment. Make sure you are saying the right thing AND saying it in the right way. Are you about to say something that could be perceived as condescending? Are you getting heated up / emotional? What’s your goal in what you are about to say? How could you say it without leaving someone else annoyed / hurt?
Everyone you are working with is trying to do their best – respect the work they are doing, their contributions, and most importantly, please respect them as individuals.
Common fallacy we see: “I’ve been doing my job with competency for x number of months / years, so that means I should be promoted.” Turns out, doing your job with an adequate level of quality is good enough to … keep your job (probably).
Doing enough is just that – enough to keep your job. If, you want to get promoted, you should find opportunities to do extra. Think about ways you can add value beyond what you are paid for. What else can you do for everyone around you (especially your bosses)?
By the way, let’s start by saying that if you are currently doing a mediocre version of your job, get good at your job first before trying to implement this stuff. You won’t help anyone if you are barely getting by and then take on more – that’s a recipe for nonsense and will make you worse at your job. If you are good at your job but overloaded / overwhelmed / treading water – you also might want to be careful before incorporating.
Step up and volunteer
What happens when our bosses ask for someone to volunteer to do something? Are you always the person who steps up and takes care of things? Maybe you think you are too busy. I often see people only volunteer when they have no work and their job is about to be eliminated. Don’t be that person, it smells desperate. Try to volunteer even when you are busy and figure out a way to handle it.
Find challenges and growth
There probably isn’t a ton of growth in your job when you hit competency level. There is certainly refinement and places you can be innovative, but exponential / bigger growth parallels bigger challenges. Find places to learn and expand your role or how you can contribute within the company. Can you learn new skills that will help improve processes or take on new responsibilities? Are there tools you can learn to add to your strengths? Spend time asking / thinking about this.
What else can I do?
What can you do that makes your boss’ job easier? What makes your team run better and clears the way for them? How can you build / expand your team and abilities beyond what it is currently? Is there anything you can teach your team or others within the company? If you decide to take this stuff on, make sure you don’t create a personal expectation of payment or compensation – you are doing extra and adding value. Over time, it will be noticed and you will have new opportunities.
What if ‘doing extra’ isn’t working?
If for some reason you have been adding value and don’t see results in terms of returns (new opportunities), I recommend a few things to look at first. 1. Make sure you have been doing it long enough. Progress and growth comes slowly. 2. Are you marketing your victories and wins? Your bosses may not see everything that’s happening through all the other nonsense they are dealing with on other projects (if your projects are going smoothly, you can be sadly ignored in favor of larger issues). 3. If you are feeling that you are being taken advantage of, check your ego at the door. Likely, you need to do #1 and #2 first. If you really are being taken advantage of, then set limits. Learn to say no.
If you think this is too much work, then it IS too much – for you. There is probably someone else who is going to be doing this OR conversely, doing a better job at something else than you are currently. Stack the odds in your favor and do extra so there is no question on who to promote, who the best choice is.
The promotion you want will be a role with more responsibility, more people to oversee (and who will ask lots of questions / need lots of time), more stress, and more obligation. It’s going to be tougher. People do not promote you to do easier work but with more money and a better title. That’s not how it works. Doing extra is not just showing your boss you are getting ready, it’s physically preparing you for what you will be challenged with. This is a practice for your promotion. This will make you stronger.
This may be a controversial topic because the word ‘expert’ is a loaded one – what does ‘expert’ mean to you? When I hear someone apply the expert label to themselves, it’s always a bit cringey.
If someone tells me how much they know about something (and perhaps also how they have been disrespected in their field), then I can be reasonably sure they harbor some insecurity issues and their ego has been bruised. It typically has no reflection on their knowledge and ability. Talk is like fast food, cheap and easy.
Frequently self proclaimed experts are just people who enjoy telling you “no” and why “that won’t work”. It’s most frequently a negative mindset that is dangerous to collaborate with – be cautious when you are paired with this type of person. They relish in arbitrarily following rules and shutting down ideas.
I would rather work with a combination of two groups of people – some open minded folks with experience AND some other people with limited experience who don’t know what can’t be done. This is where the real initiative and breakthroughs come from.
Don’t get me wrong – I’m not saying to not have knowledge and ability in your field or not to improve to a very high mastery level. Kaizen (constant improvement) should be a value we all have locked into our utility belt.
You should however be aware of how you are perceived and how you market yourself. You can be seen as someone with expertise but also be aware there is something (probably many things) you don’t know, and something you could learn.
Work in a humble way to improve yourself and constantly learn with the awareness that you could unintentionally / accidentally stumble into being an expert. At which time, you should reset your ego and remember to return to the learning and improvement mindset.
The ‘expert’ knows ‘everything’ and has nothing left to learn. They also will love to tell you about it.
I can say all this with confidence since I used to be an expert too.
Sometimes people will say to managers, “I want to get promoted.” First off, this is not the best start towards your boss (perhaps not the most professional) – maybe instead ask, “What can I do to get promoted? I’m interested in moving up.” Most of the time your boss is not just sitting around waiting for you to take the call to action and tell them you want a promotion and then immediately proceed to promote you because you were assertive. Nice try. Take responsibility and figure out what you need to do.
That’s what this series is – what things do we see as most common gaps in people as they are looking for the next move up.
The number 1 thing – people not able to manage deadlines. If you can’t hit your milestones consistently now, why should someone promote you to a job where it’s going to get worse and you have 2x, 4x, or 10x the number of spinning plates? Do you hit your deadlines? How often? Be honest. This could be holding you back, even if you aren’t getting the feedback.
So how do we fix it? There are a bunch of questions you can ask to help bridge these gaps as you take on the next project.
What’s the deadline for the current job? – Ask this question to you boss, director, producer, client, whoever has given you the work. This is what a professional does. Right away. If you don’t know when the deadline is, are you just hoping you randomly hit the target? If they don’t have a milestone for you, give them your target date so everyone is on the same page.
Can you complete it by the deadline given the resources? – Ask this question to yourself as it’s being assigned. Talk it through with your boss if needed. Again, it shows professionalism. Ask this question again as you in the midst of it and ask again as many times as needed during the process.
Take stock during the process. – This is similar to above question. Does it feel like things are running late? Can you recover and still hit the deadline? What are your options? If you see that you can’t or may not hit the deadline, shoot off a flare. Tell your boss what’s happening.
What is your history? – With similar workloads / projects, what has been the outcome before? How many times have you done this before? Once? Ten times? Two hundred? Use your experience to inform your forecast. How often did you deliver on time? If you can’t forecast, you look like an amateur. By the way, if you can’t forecast accurately and tell your boss the wrong time (overly optimistic target) with consistency, that’s a problem too.
What will it take to complete by deadline? – Assuming you’re not going to make it, what would it take to finish on time? If you had one additional person week would it land it? Do you need one more day to review material? How late will it be given the current resources? Think about needs and convey to your boss. Accuracy here is critical so your boss can help you with resources / clearing the way.
Do you have other obligations? – What else is floating around you that could affect THIS deadline? Telling your boss you are sorry but this week you had to take the kids to day camp or that you were busy on another project deadline is probably something you could have planned around. AKA it’s a ‘you’ problem. Knowing your capacity and what other creeping responsibilities you have haunting you will affect your output.
Do you have bad luck? – Does dumb, bad stuff always seem to happen to you and screw things up? Your computer eats your homework, your person always calls in sick at the wrong time, you got all the bad client notes, etc. Who cares. Your boss doesn’t want your sob story excuses. There’s always going to be some kind of battle. If you are a bad luck kinda person, have some contingency plans. Be like the Boy Scouts – be prepared.
Next level move: Capacity – Know how fast you can potentially work vs the assigned project. Most people just work at a default pace vs an approximate deadline until the project is done and use up all the time they have (Parkinson’s Law). By having awareness of true capacity / potential, you can more accurately predict what projects will hit (or not hit) deadlines AND if you can adjust based on how much room you have left to move.
By the way – answer these questions honestly. If you lie to yourself, it just makes you bad at deadlines. You get better by failing, seeing where the gap was, and adjusting.
Tough questions here but if you want things easy, you probably shouldn’t be promoted. It doesn’t get easier as you move up. Let’s get to work.
It’s been a few years and we all know about the positives of remote work (no commute, more personal time, working in your pajamas), but we rarely talk about the challenges of working remotely. Lots of remote workers and even remote managers are cautious about discussing the topic because they personally don’t want to go back to in person work. As the Covid health risks begin to diminish, the original necessity for us working remotely is also starting to fade away.
While I don’t think we are putting the toothpaste back in the tube anytime soon in getting rid of all remote work, I do think it is important to review some of the challenges that we are seeing. This is more from the perspective of a manager and the uphills of organizing people / projects remotely. There are no immediate and easy solutions for most of these issues, but perhaps by identifying some of these we can begin the problem solving process.
Conversations that used to be a simple leaning over to someone sitting next to you or poking your head in the door to the next office over are now layered affairs – checking to see if the other person is around, then if they have time for a phone or video call, then setting the time, and then finally having a weird video call to answer a 10 second question. Even just sending a message to someone can take minutes or hours to respond. It’s what I affectionately refer to as “messages to Mars” – beaming out a message and waiting for response randomly later.
No one likes being on camera all day – that often causes us to act in creating our stilted persona, so we are creating unintentional additional barriers through video calls. We all know that while the tech of video calls is great, it’s very limiting vs what we see in person in terms of body language, emotion, whether a person is understanding – it’s a flimsy replica of reality. Basically communication has become more inefficient and in turn, we are communicating less overall and also less effectively.
People are constantly multitasking in meetings now, because unfortunately it’s now acceptable to look at a screen – in fact it’s necessary for us to do a video meeting. Remember the old days of an in person meeting, everyone sitting in a conference room. If you were in there, on your laptop clacking away at keys while the VP / CEO was talking you would get yelled at and / or look like an idiot. Now, for some reason, we accept this behavior (and probably do some of it ourselves).
You end up with a room full of people paying even less attention than they did in the past. Meetings should be a time for problem solving, communication and collaboration – all that gets increasingly diminished when everyone is multitasking during the call.
Depending on the job we are training people for, we have seen a significant increase in time to train to competency. We end up going over things numerous times that would have been simple to teach before. Part of that is the inherrent inefficiency of remote learning.
There’s two big factors – one, it’s boring to learn while looking at a screen. Trying to follow how someone is doing something while watching a cursor bounce around in a screen share to a database app has got to be the most boring, torture adjacent learning possible.
Second, as the person teaching, you have to be aware of how the person is learning and if they are getting the material down. Reducing the video feed to a postage stamp on your screen, your ability to detect student comprehension is probably going to be borderline terrible (also see prior point – the person you are teaching is probably multitasking). There’s more nuanced nonsense than this, but you get the idea – training remotely is slower and more cumbersome, and in turn costing more money and time to get our people up to speed.
No matter what someone tells you, the collaboration we have over video calls is not the same as in person – it’s never going to be as good. You can’t see the body language, people are self conscious of how they look on camera. They are distracted by chats, emails, and the Nordstrom / REI sale. All that stuff is disconnecting us because most people aren’t doing ‘airplane mode’ and focusing in meetings.
When we are in person, there is a weight and presence to being in a room with others. There is physical energy and focus to being in a room together and brainstorming, jamming on ideas / scripts / boards, and it’s just more fun. Here is something no one has ever talked about – how fun it is to collaborate on a video call and use a digital whiteboard. Video calls are an ok stopgap when necessary, but it’s a limited quality vs. in person collaboration.
Have you noticed lower morale on your team? If you haven’t, you might want to take a second look. While people might initially prefer the conveniences of working remotely, it may not be entirely good for them to work in an ongoing isolated state in their pajamas from the bed / couch. For some people on our teams, the bulk of their social interactions might only be at the workplace (which is now extra limited). Try to take a good look at how the morale actually is – not how you or your team pretends or wants it to be.
There are probably more than a few factors contributing to this lower morale in the remote work world – it’s a complex set of factors. What we can agree on: lower morale means less happy employees, lower productivity, worse creativity – overall we are looking at more expensive and lower quality work. It’s not the best.
Our commute used to be the boundary of life and work. Sure, there might be times we take work home or work on a weekend, but those were typically exceptions. Now with remote work, we can (but probably should not) roll out of bed and start work. We often end up working a little earlier than usual and / or a little later. People send us work messages at all hours of the day without a second thought.
The lines of demarcation of where work begins and ends are blurring in an unhealthy way – we now have one big messy pile of life-work bookended by a weekend where we might have even more work tasks seeping into the crevices of what little free time left that would normally be protected.
Definitely not a lot of easy answers here, and I am by no means advocating a full time “normal” return to work. We should certainly take a real honest look at these physical, emotional, productivity, quality and financial costs of having people working remotely full time.
Can we work remotely? Yes? Can we be as effective and creative as in person work? Maybe not as much as we think (or rationalize). Are there benefits to working remote? Of course. Is it worth going back to full time in person work? Perhaps not. It’s a complex set of questions that we should be asking as we head into this next chapter of work.
During my college years, I worked in a machine shop part time and learned how to use all kinds of different tools. Inevitably I would screw things up, which resulted in me quickly learning what I did wrong and how to use the right tool for the job. Three tools may do the job, but perhaps only one will work the best, improving accuracy and efficiency (and reducing headaches). Lucky for me, veteran machinists were there to help and tell me which tool to use. This meant as I learned, there wasn’t as much trial and error on my part (and less for them to deal with and fix).
This older Japanese machinist that everyone called ‘grandpa’ would look over my shoulder and see if what I was doing was right. He’d give a fatherly approval nod and a grunt if I was doing it right and if I was doing it wrong, he would make fun of me. Basically he was like a real life, smart ass Mister Miyagi. I’ve never seen another guy work a metal lathe with the accuracy and craftsmanship he did. I appreciated grandpa and the other machinists looking out for me and teaching me the ropes as a young, completely inexperienced, green machine shop grunt.
Which tool to use?
Unfortunately for us (especially in this remote work world), we probably aren’t going to have someone looking over our shoulder (like the veteran machinists back at the shop) to help us with the right tools to use. Additionally, the more you move up in job roles, the less help you are going to get determining how the tools work and what tools to use. This all sounds rather bleak, doesn’t it? How do we figure out what tools to use then?
When you are new to a process / skill / job, you likely will not start with a good idea of what tools to use or possibly even what tools are available. You have to try out different tools and see how they work. You also use available resources and learn from others. The lead editor has been doing this awhile, she might know some tricks – go pick her brain. What website, book or video has a tutorial / help on what you are struggling with? Who knows how to do this?
Sometimes the tool won’t be obvious, or sometimes it might be personalized for how you work. If it is based on preferences – your natural talents / weaknesses, contexts and inclinations, it will naturally drive you towards certain tools (or away from others). Other times your tool choice will be process driven – there is a definitive best tool or required tool and there isn’t a question of what to use. In these cases, hopefully someone tells you what to use, but they may not necessarily train you in how to use or the best way to use (you have to dig that out on your own through learning and execution).
Is the tool working (for this task)?
The way to understand if your tools are working is easy: just look at the results (isn’t that always the answer?). And please – do a hard look at what the end product is, don’t idealize and sugar coat what might not be the best so you can feel better about the mediocre job you did. You might consider asking friends, peers, bosses if your methods are working effectively. You can always lie to yourself (or might be too close to the product), hopefully others will give you good / honest feedback. If you have real, quantifiable data to reflect on your progress – use it. The old saying, “What gets measured, gets managed.” works here.
When you are using the right tools with consistency and improvement, you will see good results and progress. You should also be getting a paired decrease in gaps and errors. If you are instead seeing ongoing just barely meeting standards or getting below standard quality (or declines), it might be time to review your tools and update.
Most of the time we talk about the importance of things like problem solving and crisis management. We celebrate the traits of a leader who can get us through catastrophe. These are exciting to talk about – big battles and war stories.
It’s not as dramatic to talk about the problem that never materialized because the director knew how to avoid it entirely. We don’t say, “That guy sure knows how to spot a bad deal.” It’s a type of business aikido that’s a little difficult to comprehend. It’s typically unseen, not recorded, hard to recognize, and definitely not exciting.
Marshall Goldsmith talks about this idea in his book “What Got You Here Won’t Get You There”. That book made me realize how important and also how unrecognized this skill was.
What’s the best way to not get punched in the face? Don’t be there. It’s not learning to defend a punch, it’s learning to avoid the fight entirely.
We are not talking about ignorantly avoiding existing problems that are already on your doorstep, this is only for avoiding potential problems that are on the horizon before they arrive / materialize in your world.
The skill of avoiding problems comes from preparation, repetition, knowing the field and then experience takes it the rest of the way. It’s difficult to describe, because you already have to already know or at least have a sense of what you are looking for.
Someone who is great at their job, they can see things shaping before the problems fully materialize. They calculate options that are never used to find the best way. They avoid issues entirely – no one knows the issues were even there. It’s like a reverse opportunity radar.
Some people wait for problems to show up on their doorstep, others look for problems to unearth and address. The next level operator scans the field for potential problems and finds the best available path that avoids the issues without incident.
There’s not a lot of rewards or heroism in avoiding problems. ‘Hey boss, look at this big problem I avoided!’ No one cares, get back to work. Learn this skill and people will sometimes see you as ‘lucky’ or you are always on the ‘easy project’. That’s fine. As Jim Rohn said, “Results is the name of the game.”
Now that Big Mouth 6 has been out for a few weeks, I wanted to post and send out some thank you’s to the fantastic crew that built yet another amazing season.
This is actually the first Big Mouth season that we made 100% remotely (not in person / in the studio at all). Hard to believe you can make an animated series fully remote with everyone in different places. It’s a weird thing to hire people and work with them for a year and never even meet in person! We started this one back in January 2021, everyone still in their homes…
I remember Big Mouth 6 was a nice “break” for the crew. After us figuring out and producing the Human Resources season 1 episodes (which tended to be all big, filled with lots of new characters and locations) the crew was beatup and tired! Not only was it the work of figuring out a new show but it was also a much more complex series. When they came back to Big Mouth S6 – they already knew all these characters and what to do with them. It was returning to an old friend. No one ever thought Big Mouth was easy but it definitely felt a little easier compared to Human Resources when we got back into it.
Ok on to some appreciation for the many people who make this …
Big Gratitoad to all of the EPs – Mark, Jen, Andrew & Nick, writers team and Titmouse crew who put this together. Thank you Lioi, Rico & Andy, Henri, Bryan, Alex, Ross, Ybarra, Kelly, Pablo, Glenn (and stacks of other people who I won’t drag out a list a names here with). Shout out to our incredible design teams, board teams, dial editing, compositing, animatics, editorial, checking, timing, and production teams. These people make this show look good!
Thank you to all our partners at the studios in Korea, Konrad and the whole sound team at Margarita, our friends at Light Iron, our track team at Syncmagic, and all our record studios.
Appreciation for Chris, Shannon, Antonio and Ben for creating and running one of the best studios in the business where we can make this wild show. Lastly, thank you to all our partners and friends at Netflix – Moon, Porter, and the entire creative team, Mike K, Talar, Amy and the production team, David, Lauren and the post team, localization / globalization, marketing, and the army of everyone else at Netflix who helps put this thing out in the universe!
Thank you, thank you, thank you – everyone who works on this show – you make one of the best shows out there and we appreciate you all and the work you do to bring this thing to the fans year after year.
Lots of news in the last month – did not include much of the Disney / D23 announcements (there were a ton). A couple unionizations, some layoffs, and a bunch of Justin Roiland projects. Here we go!
If you missed it, the Solar Opposites Halloween Special is up on Hulu…
Paloni Show! Halloween Special! set to stream on Hulu on 10/17
More Roiland stuff on Hulu! Should be good nonsense. Props to my friends who have been slammin n jammin on getting this out.
Production workers vote to join the Animation Union at Bento Box
Harley Quinn renewed for Season 4 with new showrunner (Sarah Peters)
Lightyear had a decent launch on streaming considering it was up against Stranger Things
Rango Director Gore Verbinski shops his Netflix feature around town
Pinocchio live action getting some mixed responses
King of the Hill not going to be at Fox
Sounds like it could very well find a home at one of the streamers, just won’t be airing on Fox
Pixar releasing their first longform series on Disney+ starring Will Forte
Wondering how this will look compared to their features – I’m sure it will be classic Pixar high quality stuff
More layoffs / restructuring at Netflix Animation
Rick and Morty Season 6 premiere getting some good numbers
Emoji Movie creating some competition for the Queen’s funeral
Disney Parks attractions first looks – Coco, Frozen, Moana, Zootopia, Villains
Lots of parks news and lots of new attractions based on Disney properties
Netflix debuts Entergalactic trailer and key art
Great cast for the new Andy Samberg Digman series at Comedy Central
Have some friends working on this as well over at Titmouse – looking forward to seeing it
nate funaro 