Today I read that Marvel plans to completely reboot the Thor franchise and transform the son of Odin into the daughter of Odin, a hammer-wielding Goddess of Thunder. One of my first thoughts when I read this was that this is a brilliant but lazy business decision.
How is it brilliant and how is it lazy? Well, the reasons are intertwined in the decision itself.
[[UPDATE: After reading the Time article about Marvel’s decision that describes more elements about the story, I’ll backtrack somewhat on the lazy part. This is not a reboot as some of the articles online have described, but a continuation of the story with a female who now wields Mjolnir, with the original son of Odin no longer wielding the hammer and calling himself Thor. With respect to the creation of new female heroes and hiring female creators as outlined below, I would still say it’s somewhat lazy, but the decision actually goes into more of a creative direction than I originally thought.]]
Marvel understands the growing purchasing power and influence of females in geek culture. Ticket sales to comic-based movies and comic conventions and video game sales are ever increasingly coming from women. Going even further, female cosplayers acting out their favorite comic characters have millions of followers on social media and are a marketer’s dream (as a matter of fact, the artists at Marvel can simply use popular female cosplayer Toni Darling’s interpretation of Thor as the basis for their concept sketches). Marvel has stated that the purpose for the change is to bring new readers and to appeal to women and girls whom have long been ignored in comics. Thus, they’ve properly identified this audience as a target for expanding their business.
So, to tap this audience, they have multiple avenues they can pursue. They can hire more female staff writers and artists and invest in creating powerful female characters with their own unique back stories, powers, and story arcs. However, developing new heroes takes significant time and marketing dollars to build awareness, interest, and fans. It also takes a greater commitment to follow through. The other option is simply to turn a popular male superhero with a pre-existing fan base into a female. The awareness is already built in with both the fans and, if the character is popular enough, general audiences with some pop culture knowledge. The marketing is also far less expensive, as the likely controversial decision will garner significant news coverage and discussions on internet forums, being buzzed about until at least the launch of the first comic. Additionally, they are likely using the same team members so they don’t have to hire anyone new for a completely new line (I noticed in the Marvel announcement that the writer, artist, and editor are all male – Jason Aaron, Russell Dauterman, and Wil Moss, respectively).
Having worked in the video game industry and participated in marketing and business meetings to identify strategies for expanding to the female audience (many times in rooms filled only with men), I can almost envision what happened in the corporate meeting rooms at Marvel before they came to this decision (note: the dialogue below is pure speculation based on experience):
Marvel Exec: “Team, we’ve all already identified that we need to appeal more to women and girls. I want suggestions and I want a plan coming out of this meeting.”
Pat in Marketing: “We’ve developed a ton of conceptual ideas for a new line of female superheroes, powerful characters that can be great role models as well. We’ll weave their story arcs into pre-existing franchises like Spider-Man and X-men to build credibility and awareness. We’ve also got several job openings for artists, inkers, and writers and we’ll target hiring as many women as we can for these positions to further build the credibility of the characters and stories. The headcount will cost about half a million dollars a year and we’ll need at least three million dollars in marketing for the first year to build awareness and promote these new characters throughout different channels”.
Marvel Exec: “Whoa, that’s steep. Any other ideas?”
Bob in Marketing: “We can add ‘Woman’ to the end of an existing character and we won’t have to spend as much on marketing. Say, ‘Iron-Woman’?”
Marvel Exec: “No, it’s been done and we know those franchises don’t even come close to the sales of the main character’s franchise. Look at She-Hulk and Spider-Woman. Even our friends at DC haven’t had much success with Super-Girl. Is that all you folks have?”
Jesse in Marketing: “Well, we can just change an existing male character into a woman. You know the forums are already blazing with misogynistic guards of the old order battling women and their male supporters, so the change will add fuel to the flame, generating lots of potential stories and social media references. We’d require very little if any marketing dollars. ”
Marvel Exec: “Hmm, we won’t have to hire anyone new since we’ll just convert the existing team to work on the new character. The controversy will be good for building positive PR, buzz, and awareness. We’ll probably lose a portion of the fan base, but we’ll make up for it on that portion that is curious about the change as well as the new readers, plus we’ll be darlings in the industry for promoting positive change. Excellent, excellent!! ”
Jesse in Marketing: “It would have to be a character whose name doesn’t end in ‘-man’ or already have a female counterpart. So, Ironman is out. Preferably a character that we’ve already developed into a movie franchise to get the halo effect of general public awareness. Someone like Daredevil? No, no, wait, that movie was a miserable failure, we can’t tie it to that. Maybe one of the Avengers? They already have huge mainstream popularity from the movie, so a ton of people outside of comics already know about them. Hulk is out, so maybe Captain America or Thor?”
Marvel Exec: “Great thinking. Captain America outsells Thor, plus he’s the First Avenger, so we can’t take too much of a risk there. Additionally, he’s based on a Captain in the US military during the second World War. More people know about that than they know about Norse mythology, so Thor is the better bet here. Alright team, we’ve got our plan! Jesse, go tell the creative team about our decision and have them sketch up a concept so we can draft a press release. Let’s GO GO GO!”
When I was a kid, I mostly knew Thor because I was a fan of ancient mythologies, including Greek and Norse. I had very little money and had to make trade-offs on buying small indulgences, so I split my purchases between comic-books and D&D books. Thus, I only bought comics about my favorite heroes including Spiderman and the X-men and I probably only have one or two Thor comics in my entire comic collection. While I’m not yet a fan of this change to the character, I will likely go out and buy a few copies of the first comic-book of the new female Thor out of both curiosity and because it may be valuable in the distant future – making this the first Thor comic book I’ll purchase in about 30 years.
As I said, lazy, but brilliant.
Long before I was an executive at one of the world’s largest companies, I was a blue-collar kid in Brooklyn playing Advanced Dungeons & Dragons in the basement with my siblings and friends. Many decades would pass before it became chic to be geek – Comic-Con, Dragon Con, Marvel, and even The Lord of the Rings have become mainstream hits, television shows around gaming and nerd culture have been developed, The Geekie Awards received a BILLION media impressions in its inaugural year, and so on. My two younger brothers, Alex and Jiovanie, parlayed our D&D experiences directly into careers in video game and fantasy art (Jiovanie’s work can be seen here, Alex’s work here). I went a more traditional route through Engineering and Business degrees to work for large corporations, including Honda, Porsche, P&G, Microsoft (Xbox), and PepsiCo.
After watching the superb “Advanced Dungeons and Dragons” episode of the hit TV show ‘Community’ and the D&D segment from VH1’s ‘I Love the 80s’, I looked back fondly and began to contemplate the impact that playing D&D has had on my career. Dungeons & Dragons is the one single game from my childhood I feel can build multiple skills that can be leveraged in the “real” world, whether that’s corporate America, creative disciplines, or anything in between. So, with a nod to my childhood heroes (including Gary Gygax, R.A. Salvatore, TSR, and many of the folks at Wizards of the Coast), below are lessons I learned as a D&D Dungeon Master (DM) that have helped me climb the corporate ladder from a stock clerk in a Brooklyn supermarket into the executive ranks of a Fortune 50 global company:
1) Focus on strategy – Before the start of any D&D campaign, as the Dungeon Master, I would come up with the overall concept and objectives, then I would build the world around it (this was before the Forgotten Realms came out). While TSR provided some pre-packaged campaigns, I always preferred to create my own (mainly to fulfill my own vision, but also due to cost, discussed later). With the vision and objectives in mind, I would start building up the pieces to realize the overall fulfillment of the campaign. Key milestones and plot points, major character and monster encounters, etc. As the players played the game and the campaign progressed, the tactics would have to change to accommodate the changing variables and unexpected events that would occur, but the overall theme and purpose, what we were all ultimately driving towards, would remain constant.
As an executive in the business world, the main focus is on developing strategy and aligning your resources to execute the strategy. Strategy development begins with the vision and mission and must take into account a wide range of variables. Once the strategy is set, the tactics that will be used to fulfill the strategy can be developed. A sound business strategy will rarely change within its timeframe once it is set, although the tactics and execution plan may be altered to address consumer response, competitive pressures, economic changes, etc.
2) Build a story and present it well – I fully agree with the common saying that “Content is King” and I would add that “Delivery is Queen”. The content created is just as important as how the content is delivered. A mediocre presentation of great content is still mediocre, and the same is true for a great presentation of mediocre information. The presentations I learned to give in the corporate world were directly influenced by how I learned to DM. The story is indeed king; it will keep your players interested and committed to the campaign. How you deliver the story will heavily influence the engagement of your players. Not only must you weave a good story, you need to embellish all the details during a game. Compare two versions of the same encounter. First – “You chose to attack. Roll your D20. OK, you scored a critical hit. The orc is dead”. Alternate version – “Your sword is at the ready, roll your D20. You swing your sword in a deadly arc towards your opponent. The orc tries to step back to avoid the fury of your blade, but to no avail. His backwards momentum causes his severed head to roll off of his back, his now lifeless body falling limply to the ground”. These are accurate examples of when I first starting DM’ing and when I learned to deliver more entertaining and engaging encounters for my players. Needless to say, they were more deeply immersed in the latter example. Pacing, timing, and delivery can make all the difference as evidenced by Abed’s enactment of a gnome NPC (non-player character) in the “Advanced Dungeons & Dragons” episode of Community (see here).
One of the best presentations I ever gave was for the Xbox Marketing group for a new special edition Xbox 360 console I had proposed. Leveraging compelling content with audio and the theatrics I first developed as a DM, I gave a presentation that I was told set a new bar for future presentations and kept the group enthralled on a normally tame post lunch group gathering. Not every presentation has to be a theatrical production, but the core concepts focusing on both content and delivery always apply.
3) Do your homework – not many things are worse for a DM than when a player calls you out on a mistake in the campaign. “A Succubus(?) can’t drain my constitution three times in one encounter… they can only use this ability once per day”. Fenris was correct, but we had already completed the entire encounter by the time he found out this information in the Monster’s Manual. A small detail I missed, but it had a big impact as I had to break continuity to figure out how to fix the error. While you can’t be expected to be the expert in all matters (hence the importance of cross-functional teams), in my experience it’s always better to be over-prepared than to be caught off guard. From then on I made an extra effort to fully study each monster I planned to use in encounters, made better use of maps to be prepared with the different types of terrain that would be traversed, learned the limitations and effects of magic spells, and so on.
I carried this lesson over into the business world. You should know all the details pertinent to the issue at hand in the context of your overall goal, presentation, or meeting. In general, my presentation decks had expansive appendices with back up information for most conceivable questions and important data. All stats that I leverage in a presentation have appropriate references. I strive to minimize the number of times I have to say “I don’t know, but I’ll get back to you on that”. And now as I lead larger teams, I appreciate it when others come to a meeting equally prepared.
Learn to improvise – When creating my D&D campaigns, I made my world’s large enough and the campaign broad enough to deal with multiple contingencies. What if the players didn’t believe the lonely adventurer in the tavern with tales of treasure? What other ways could I devise to spur them to take on the campaign in the game world? However, no matter how thoroughly I prepared my campaigns and how many alternate story versions I developed, the players would always find a way to get into an area or situation that could not be anticipated. Thus, as a DM, you must learn not to become flustered when something unexpected happens and to improvise in a quick manner.
In the business world, projects will rarely go exactly as planned. Getting flustered and losing focus in these situations is counter-productive. You have to learn to be adaptable and use your knowledge and experience to manage unexpected changes effectively. You’ll also come to be viewed as more stable and dependable when you can manage unexpected situations quickly and decisively, leveraging your experience and knowledge to improvise as needed.
5) Teamwork is critical – most of the challenges brought to a group of D&D players in a campaign could not be overcome unless they all worked collaboratively. A single elf, no matter how highly leveled, can rarely take down a dragon.
As a general rule, a single individual can rarely produce as much as a group of people. Additionally, it’s generally impossible in a corporate setting to get anything done on your own, even if you are considered an “individual contributor”. Being a good team player and effectively collaborating with others is an important skill. As you advance in your career, being able to form and lead high performing teams that can work well with cross-functional groups will allow you to have a much bigger impact on your organization than sitting at your desk with your head down pumping out as much work as you can.
6) Embrace diversity – a D&D campaign would be quite boring if every player was a human fighter. In addition to making a campaign more interesting, a diversity of characters (classes and races) introduces many more ways to overcome challenges and obstacles. For example, the Halfling thief can find the way into a secret corridor, the Elven ranger can dispatch enemies from afar, the Human wizard can do massive damage in large areas against multiple adversaries, and the Half-Orc fighter can protect the others and pick off enemies in close quarters. Whenever I started a campaign, I would work with all the players to make sure there was sufficient diversity in the characters to make the adventure both enjoyable and successful.
In the business world, diversity is equally important. I still vividly recall a meeting with the Xbox team a couple of years before the launch of Kinect when Nintendo Wii was eating everyone’s lunch. The meeting was a brainstorming session to identify what we could do to get more women and younger children interested in Xbox 360. Looking around the room at the dozen or so men pondering the issue, the one thought I had was “Perhaps we should start by including some women in these discussions”. Ensuring that your team is as diverse as the markets they’re meant to serve is not a moral imperative, it’s a business imperative. Studies have shown that diverse teams are more innovative and successful than homogeneous teams. Additionally, while many people focus on racial/ethnic and gender diversity in the workforce, there are many different forms of diversity, including age and experience. One of the best managers I knew at Microsoft created a high-performing market research team with professionals from multiple fields not directly related to market research. It takes courage to make that kind of move, but I believe the results are usually exceptional.
7) Deal quickly with disruptive team members – a campaign that I spent months planning on the Moonshae Islands of the Forgotten Realms was pretty much derailed by the antics of the human barbarian Fenris the Ferocious and the High Elf rouge Zandelle, as well as the human cleric Penelope Fenelope. The real players of the characters of Fenris and Zandelle simply couldn’t get along in real life, leading to antagonistic situations in the game (such as Fenris carving an “F” across Zandelle’s face and keeping him hostage on a wagon). And then there was Penelope, my high school girlfriend’s character, who was added so she could feel included as part of my group of siblings and friends. She couldn’t take the game seriously and detracted greatly from the fantasy world we tried to create.
At some point, you have to make the determination whether a player needs to leave the team for the good of the collective. This is always last resort, and forces you to think about finding ways for them to realize their mutual goals can only be achieved through cooperation. In business you will often come across disruptive individuals, naysayers, apathetic workers, and generally unpleasant folks who can quickly sap team morale and hinder the group’s progress (not to be confused with individuals whom dissent with good cause). Addressing these individuals right way is the best course of action, determining the root cause of their issues, emphasizing collaboration, and sometimes transferring or removing them from the team. You can’t let it get to the point where it’s disrupting the work of the entire team. Swift and appropriate action is necessary for the good of all.
8) Build your networks – In D&D, players need to network constantly with NPCs to advance in the campaign. You must talk to the local tavern owner to hear about strange happenings; meet with the local peasants for information that will lead you to the source of the local scourge; seek out the reclusive mage who’ll provide the key spells to your victory or lead you to artifacts of great power; visit the local healer to tend your wounded; etc. Every good D&D campaign involves interacting with individuals and groups beyond the core players to accomplish your main objective.
Throughout my career, networking has led to new funding for multiple projects, new business opportunities, and even new career opportunities. My jobs at Porsche in Germany, P&G in Puerto Rico and Xbox at Microsoft in Seattle all came about as a result of networking with my peers. Within corporate America, the value of internal networking leads many companies to adopt open floor plans and central community areas where random, serendipitous encounters with other employees leads to new innovations, new product concepts, and overall workplace efficiencies. A major global marketing campaign using technology my team designs will be launching for PepsiCo this year thanks to this type of internal networking.
Within the imaginary world of the D&D campaign, managing one’s finances is a critical game play element. When you start a character from scratch, you’re provided a small allotment of gold. A key factor in your ultimate success or failure in the game is how well you can manage your allotment and future cash flows. Key questions I needed to ask: Should I spend all my gold up front or save a portion for future contingencies? If I save, what proportion of my allotment should be spent? How should I prioritize my expenditures between supplies, provisions, armor, weapons, horses, spellbooks, etc? Throughout the game you find opportunities to earn more money, either through employment (i.e. join an adventuring group with associated payment) or through battle (monster and NPC encounters lead to good booty). In addition, there were real world lessons gained from running a campaign. With limited real money, I had to make decisions on which AD&D assets to buy – for example, should I get the Monster Manual 2, Unearthed Arcana, or Forgotten Realms Atlas? Which asset would give me the highest ROI in terms of game play? A Dungeon Master’s Screen would be a great productivity asset, but at $20, could I build it myself and allocate resources elsewhere (the classic build vs. buy analysis)?
It goes without saying that building and managing budgets, setting priorities, and asset allocation is also a key element of operating in the business world, as well as the real world which we all grow into.
10) Learn the fine art of PR – when I was in grade school my half-sister, in a bout of religious zealotry, tried to convince my mother that D&D was the devil’s playground and she was a bad mother if she let us continue playing. It didn’t help that the TV movie ‘Mazes and Monsters’ came out at the same time, where the young Tom Hanks goes insane by playing a D&D style role-playing game, and eventually is unable to tell reality from fantasy. I had to get a story and arguments together to counter these attacks and had to recruit my friends and siblings to make sure we all had the same talking points and could deliver them convincingly and consistently. Much of this happens in the business world as well. Whether good or bad, you cannot control the news, so you have to be prepared to respond and get your organization on board to deliver consistent and compelling messaging.
11) Give others an opportunity to lead – one of the most successful tactics for creating team harmony is showing a willingness to relinquish power. Give up the Dungeon Master reins to someone else so that they can see what you go through and how difficult it is to create and manage a campaign. It’ll teach your teammates to approach problems in a more productive manner and offer solutions instead of just identifying problems or complaining.
In the business world, many people want to jump straight into the leadership role and feel that empowering others on the team with significant responsibilities or leadership will compromise their own position or their standing in the eyes of upper management. Those attitudes generally lead to a road of dysfunction. As a people manager, I want my employees to be the leaders of their respective projects, and the go-to people for key decisions that need to be made. I feel my role, aside from the overall strategic vision and direction of our programs, is to break down barriers impeding progress and to ensure they have the resources they need to succeed. Entrusting someone with leadership responsibilities generally leads to greater confidence on their part and their desire to rise to the challenge.
12) Get to know your people/players – Your players are all unique and are generally motivated and compelled differently. Not everyone seeks the same rewards – some people campaign for the experience and to level their characters, others for the opportunity to amass a dragon’s hoard of gold, and others lust after magical items like the +3 Sword of Flames, etc. The same applies to your teams in the corporate world. Some people seek recognition and awareness of their efforts, others are focused on their bonus award or base salary, others are happy with a new title. Understanding these motivations allows you to plan projects and rewards accordingly to maintain and build morale and keep the team and projects on track.
When I first started this list, I had only seven items, but it started to expand the more I went back and thought about what I learned from playing D&D. While I retired my Dungeon Master cloak many moons ago, I still hold a great deal of respect for the game and its many players and leaders around the world.
I still recall my first internship interview over 21 years ago. When asked what my greatest accomplishment was, I told the interviewer how I created an entire D&D world from scratch, including terrain, cartographer maps at multiple zoom levels, history and lore, and much more (mind you my only work experience at the time was being a stock boy in several supermarkets, working a deli counter, and being a butcher). I didn’t get that job, but at least he referred me to another, better fitting job in the company focused on truck design which kicked off my career. Looking back, I realized he probably didn’t appreciate the example I provided as my greatest accomplishment. For you D&D players and DMs out there, the world may still not be ready to learn how you’ve come to be so capable. You may not want to disclose where your great power comes from, but know that if harnessed correctly, you can accomplish anything!
So I finally made it down to Australia and planned a side trip to Tasmania to reconcile the Looney Tunes version of the Tasmanian Devil with the real thing. Unable to get into the tour I wanted due to flight times, I rented a car and used their itinerary as a guideline. We left Sydney early Tuesday morning, February 18th, landing in Launceston, Tasmania at 8:30am. Our departing flight would leave from the capital city, Hobart on Saturday morning, February 22nd. Between those two points we saw great sites, forests, beaches, and, of course, Tassie devils.
Our Tasmanian adventure started by picking up our Avis car rental at Launceston Airport. We drove to Launceston and visited the Cataract Gorge, walking along the King’s Bridge-Cataract Walk into town.
We at lunch at the Old Mill in Launceston and returned to the Gorge via chairlift (longest single-span chairlift in the world). Then we were off again.
We left Launceston and traveled on A3 East to Binalong Bay on the Bay of Fires Conservation Area. We swam in the soft, white sands of Grant’s Lagoon.
We stopped for lunch at Binalong Bay Café and enjoyed the view of the beach and orange stones.
After lunch, we continued down A3 to the Bicheno Blowhole.
We ended the day at Coles Bay at Freycinet National Park and spent the night at Freycinet Lodge.
Massive thunderstorms the next day gave us a late start in the day, but we were still able to hike to the Wineglass Bay Lookout, stopping first at the Coles Bay Lookout point:
Before reaching the famous and popular Wineglass Bay Lookout Point:
Hiking back from the lookout, we made friends with a wild wallaby.
We headed off continuing south on A3 to Orford, where I took a “shortcut” across a dirt road through the forest to Copping, then continued down to Port Arthur on the Tasman Peninsula. We ate dinner at ‘Felons’ in the Port Arthur Historical Site. We checked into the Sea Change Safety Cove B&B, which has phenomenal views of the cliffs on the Tasman peninsula and is the only house on Safety Cove beach. We’d spend two nights here.
We left early after breakfast to the Tasmania Devil Conservation Park where we got to see Tasmanian Devils being fed wallabies.
Then we got to feed and hang out with kangaroos and other native Australian/Tasmanian creatures.
We returned from the Conservation Park and continued to the aptly named Remarkable Cave.
(Unfortunately, no more pics after this point as I left my camera on the plane back to JFK and it has not been returned).
We spent time on the private beach at our B&B, then off to the town of Nubeena for dinner. This was our last night at Sea Change Safety Cove B&B. The next day we continued on towards our final stop in Hobart. We stopped along the way to enjoy the views from various cliffs and coves. We finally arrived at Hobart and checked in to the old Wooling Apartment Hotel. We walked along Hobart Harbor to Salamanca.
Our flight back to Sydney left early Saturday morning, so this concluded our Tasmanian adventure.
One of my goals is to join the Traveler’s Century Club, a “social organization representing world travelers that have visited 100 or more of the world’s countries and territories”. Having recently celebrated a milestone birthday, I decided to take stock of my current status by cross-referencing my travel against the standard TCC Countries and Territories list. Below is the full list showing the status of my foreign travels. After eliminating some duplicates in the list, I am almost 70% of the way to joining the club. My goal is to be in the club before I hit my own half-century mark.
ABKHAZIA – AZORES
- Antigua & Deps. (Barbuda, Redonda)
BAHAMAS – BURUNDI
- Bali (see Lesser Sunda Islands)
- Belize (British Honduras)
- British Honduras (see Belize)
CABINDA – CZECH REPUBLIC
- Caicos (see Turks & Caicos)
- Cayman Islands
- China, People’s Republic of
- Costa Rica
- Czech Republic
DAHOMEY – DZAOUDZI
- Dominican Republic
EASTER ISLAND – ETHIOPIA
- El Salvador
FAKAOFU – FUTUNA
GABON – GUYANA
HAINAN – HUNGARY
- Hawaiian Islands
- Hong Kong
ICELAND – IZMIR
- Ireland, Republic of (Eire)
- Istanbul (see Turkey in Europe)
JAMAICA – JUAN FERNANDEZ
KALAALLIT – KYRGYZSTAN
- Korea, South (Republic of Korea)
LAKSHADWEEP – LUXEMBOURG
- Leeward Islands, French (St. Martin)
- Lesser Sunda Islands (Bali,Timor, Indonesia)
MACAU – MYANMAR
NAKHICHEVAN – OMAN
- Netherlands Antilles (see St. Maarten)
PAGO PAGO – QUEEN MAUD LAND
- Puerto Rico
RARATONGA – RYUKYU ISLANDS
SABA – SYRIA
- South Africa
- St. Kitts & Nevis
- St. Maarten (formerly Netherlands Antilles)
- St. Martin (see Leeward Islands, French)
- St. Thomas (see Virgin Islands, U.S.)
TAHITI – TUVALU
- Tortola (see Virgin Islands, British)
- Turkey in Asia (Anatolia, Ankara, Izmir)
- Turkey in Europe (Istanbul)
- Turks & Caicos Islands
UGANDA – UZBEKISTAN
- United States (continental)
VAITAPU – VOLCANO ISLAND
- Vatican City
- Virgin Islands, British (Tortola, etc.)
- Virgin Islands, U.S. (St. Croix, St. John, St. Thomas)
WAKE ISLAND – ZIMBABWE
I just got back from Cinemacon 2013 in Las Vegas where the 7 major studios showcased their movie lineups through 2015. I came home to find the annual Entertainment Weekly Summer Movie Preview edition, my key resource for sorting through all of the new releases for the summer to compile my “must see” list. Quick observation; after reviewing my blog post for last year’s Summer Movie Watch List, I noticed that with the inclusion of the Man of Steel in this edition, for two years running they used DC Characters for this issue (last year, The Dark Knight Rises). This is despite the fact that Marvel has more box-office mojo than DC. I predicted last year that The Avengers would surpass The Dark Knight Rises in box-office gross. I think the easy money this year is on Superman. I also find it interesting that the movies are released with the hero monikers (Man of Steel vs. Superman, Dark Knight vs. Batman) – a marketing tactic that seems to be enjoying some success. Anyway, once again, below are the movies I will be watching on the big screen this summer (sorted by release date). I have more than twice as many movies on this list as I did last year (19 vs. 9), so this may be a huge summer for Hollywood if that’s any indication:
- Iron Man 3 (May 3)
- Star Trek: Into Darkness (May 17)
- Epic (May 24)
- The Hangover Part III (May 24)
- Now You See Me (May 31) – note: this was not originally on my must-see until Lionsgate (Summit Entertainment) previewed it at Cinemacon, and had Morgan Freeman talk about the movie
- After Earth (June 7)
- Man of Steel (June 14)
- This is the End (June 12) – once again, a Cinemacon inspired addition courtesy of Sony Pictures Entertainment. Not typically the kind of movie I’d see in theaters – I’d normally wait until I could watch this at home.
- World War Z (June 21)
- Monsters University (June 21) – They already showed us the whole movie at Cinemacon, so I won’t see it again, but I would have planned to go.
- White House Down (June 28) – also saw preview at Cinemacon which made me add to the must-see list
- Despicable Me 2 (July 3)
- Pacific Rim (July 12)
- Turbo (July 17) – I hadn’t even heard about this movie until I saw the preview at Cinemacon
- RED 2 (July 19)
- The Wolverine (July 26)
- 300: Rise of An Empire (August 2)
- Elysium (August 9)
- Kick-Ass 2 (August 16)
And here’s the list of movies I’d like to see, but can wait until they are available for instant streaming on my Xbox:
- The Great Gatsby (May 10)
- Fast & Furious 6 (May 24)
- We Steal Secrets: The Story of WikiLeaks (May 24)
- The Internship (June 7)
- The Heat (June 28) – They showed us this entire film at Cinemacon too, so I can wait for DVD/Xbox streaming.
- Grown Ups 2 (July 12)
- 2 Guns (August 2)
- We’re the Millers (August 9)
- Planes (August 9) – Normally I go to see all Pixar films at the theater. For some reason, this isn’t grabbing (even as a pilot of the paragliding kind)
- The To Do List (August 16) – CBS Films showed the full movie at Cinemacon, it was raunchy and funny, but the kind of movie I can wait to see.
- Percy Jackson: Sea of Monsters (August 16)
- The Mortal Instruments: City of Bones (August 23)
- The Colony (August 23) – I heard nothing about this until I saw it on the EW Summer calendar, so I had to look it up on YouTube. Has a “Day After Tomorrow” combined with “I Am Legend” type of feel…
- You’re Next (August 23)
- Don Jon (August TBA)
Last year I created a summer internship program for the Equipment Innovations team at PepsiCo. The program was so successful that it’s back by popular demand for 2013. The job description stays pretty much the same from last year (click the link below to see details). Those interested can apply by emailing our talent acquisition manager.
Most of the work will focus on the Pepsi Interactive Vending Machine (www.pepsiinteractivevending.com) which was launched into limited test markets earlier this year. There is a great deal of flexibility for ideation and innovation, so I’m looking forward to interviewing some great college candidates in Computer Science for these positions.
Pictured below are the 2012 Summer Interns that made the program such a huge success with a much talked about final presentation to our Senior VP and VP of Innovations (along with a host of other cross-functional executive members at PepsiCo) based on outstanding work done throughout the summer. Many thanks to these interns for the great job they did and for showcasing the value of this summer internship program.
Picture from left to right (I’m in the center), Fernanda and Claudia from Tec de Monterrey in Mexico, Igor from The Cooper Union in New York City, and Cory from Carnegie Mellon, at our final team event at The View in New York City.
Here’s an article, just one of many examples I’ve seen, entitled “Watch Out! Ten Interview Questions Designed to Trick You!” on the reputable Forbes.com: http://www.forbes.com/sites/jennagoudreau/2012/02/23/watch-out-ten-interview-questions-designed-to-trick-you/, which starts off with the following ominous warning “…once you’re in the door, interviewers often put you through an obstacle course of deceptive questions with double meanings or hidden agendas.”
Nothing could be further from the truth. As a hiring manager, I would love nothing more than to find the best qualified candidate for an open position on my team on the first shot, and I am not an exception to the rule. By the time a candidate gets to me, human resources talent acquisition has spend a lot of time filtering through résumés and potential candidates to line up the individuals they feel are the best fit based on the job description provided, and they usually do a great job of this. At this stage, I’m looking for the best fit for the team, for the position at hand, a person who is passionate about working for this company and group, someone who has a proven track record of delivering results, and someone with the potential to grow into a larger role. What I don’t want is to start my search from scratch and have to extend this recruiting process longer than it has to be.
Most hiring managers and HR representatives are extremely busy people with lots of demands at work, and playing games or tricking candidates does nothing to advance our business goals. Of course there are unscrupulous interviewers in the world, just as there are those few candidates who brazenly exaggerate their experience, but as a matter of course, the point of an interview is not to trick anyone, but to get to know them better and assess them for a fit for an open position (as well as an opportunity for the candidate to evaluate whether or not it is a company/job they want). Sure, when I was on the job hunt I’ve had those interviewers who asked me brain-teasers (and there are still companies that do so), but I understood even then that they were not trying to trick me, but trying to see how I approach a problem and use logic to resolve it, and how that would translate into problem-solving on the job.
Many of the questions pointed out in the article referenced above are indeed asked in most interviews, and the feedback is sound, but the questions aren’t meant to be “deceptive”. Think of it as dating. If you are out seeking a long-term relationship (and most hiring managers are looking for candidates for the long-term), you want to get to know the other person to see if there is a fit and the potential for many days of excitement and happiness together. It’s a two-way street. You’re not trying to trick them into messing up so you can send them packing.
As I write this, I’m on a flight from New York to Orlando to attend the NSHBMA National Career Conference. Hundreds of individuals will be interviewing at this conference. If you are one of them, or have any upcoming interview anywhere else, I would recommend that you ignore the hype about the interviewers being out to get you. Just be prepared, courteous, ask good questions, answer honestly, and feel good about the process. Even if you are qualified for the position, you still might not get it because there may be many equally (or more highly) qualified candidates competing for the same opportunity, but at the very least you should know that more likely than not, the person on the other end of the interview has been in your position before and is rooting for you to succeed.