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December 12, 2008



On the other side of the coin, there's an opportunity cost to organizations who refuse to take a chance on individuals or policies that they aren't already familiar/comfortable with. Recent case in point: I'm directing a project next year that will probably (who can ever say this for sure, right? But I'm reasonably confident.) be a hit. Scoring the rights to it (I did most of the legwork myself) was a coup of sorts. There are several companies in town that would give their eyeteeth to produce this piece- it fits their mission and aesthetic style perfectly, and who couldn't use a hit in this economic climate? But I didn't even bother pitching it to them, because I'm familiar with the 'skills and status' rules you state and know it would be too much of a chore to get them to the point where they'd have confidence in me and the project. Instead, I'm doing it with a smaller company that already knows me, trusts me, and that I didn't have to break my back convincing.


Isn't "doing it with a smaller company" and then inviting the bigger companies part of the "get them to believe in you"? So, although Ed implies that he's taking a different approach, he is really doing what you recommend - it's two sides of the same coin.


I don't disagree with the rules, I'm just saying that there's a cost there. To further illustrate the point- Adam, if your ideas are good ideas (and let's assume they are!), then wouldn't your organization likely be in a better position today if they'd implemented them right away, instead of just now getting to the point where they trust you?



Probably. But trust has to be earned and I hadn't done that yet.

They may have thought the ideas were good but lacked faith in my ability to deliver on them.

So when you consider that my ideas would fairly radically change how certain things work . . . it seems fair that they would require a fairly tangible demonstration of my ability before they got behind me.

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