Every Pixar movie has its own rules that viewers have to accept, understand, and enjoy understanding. The voices of the toys in the 'Toy Story' films, for example, are never audible to humans.

Technical understanding should be a core competency of any company.

Part of being the successful Pixar is that we will take risks on teams and ideas, and some of them won't work out. We only lose from this if we don't respond to the failures. If we respond, and we think it through and figure out how to move ahead, then we're learning from it. That's what Pixar is.

I have received a great deal of benefit from the simple yet difficult practice of learning to stop the internal voice in my head. I learned that the voice isn't me, and I don't need to keep rethinking events of the past nor overthink plans for the future. This skill has helped me both to focus and to pause before responding to unexpected events.

Sundance is incredible and has been very important for my career as a filmmaker, but it's also not the only route to success. There are a ton of great movies that don't get in and go on and do wonderfully.

The amazing thing about love and attention and encouragement and grace and success and joy is that these things are infinite. We get a new supply every single morning, and so we can give it away all day. We never, ever have to monitor the supply of others or grab or hoard.

The truth is, I hadn't grown up really wanting to be a writer. The whole thing was a weird aberration in some ways, and I didn't feel personally connected to the level of success I had with it - the success of sorts, I guess.

I've played in San Diego for nine years and gone against my new team a bunch of times, and I've always envied their success. I've always envied the way they play, the way they go about business.