Michael Lynton

I was a very lonely kid for a couple of years and I developed this

need to be part of the cool gang, which obviously I was never gonna be a part of and a real sense of FOMO.

And that sort of traveled with me throughout my life and really came to the fore in that room where after 10 years of being the guy in the suit who was responsible for saying no, I got tired of it.

And in that moment determined that I wanted to be part of that group.

And in a moment of weakness said, yeah, let's do this.

And so one of the things I learned was you need to understand what your schemas are.

You need to understand whether they serve a purpose in that moment or whether you're in the right context to be using that schema or you are not.

So that's one thing I very much learned.

There are a bunch of others which we can go through.

It does to a degree, but you'd be surprised sort of the way that the hierarchy and the structure works out in Hollywood.

Yes, it's true that studio executives occupy a certain space in that hierarchy, but you're never really part of the inner inner circle the way you would be if you were a creative executive or somebody much closer to the talent.

So it's a nuance, but it's there.

Well, there's something that's called the cheetah pause.

We all know the rule that

or maybe we don't that if you're angry and you write a letter or these days you write an email and anger in the moment, you're supposed to like take a pause, put the letter or the email to one side, wait a day and see whether you really wanna send it the next day.

Well, that's probably advisable in general to do to make decisions in the heat of the moment when you're all charged up emotionally.

That's not particularly if the decision has consequence, which this one did.

That's also a problem.

And that's a lesson that I learned.

Another is we we divided we realized that all mistakes are sort of divided up into a three act structure.