Notes from Neil Gaiman’s Masterclass on fiction writing: “The best short stories are the last chapter of a novel I didn’t write”

If you haven’t read @neilhimself, start with The Graveyard Book (Newbery, Carnegie winner). An incredible story and a singular storyteller.

Here are my edited notes from his Masterclass:

  • For story ideas, you can take fairy tales but flip the perspective: eg, from her Stepmother’s perspective, Snow White could be a villain, a vampire princess, with a necrophiliac prince, and the stepmother is a HEROINE for trying to save the world
  • He writes down random, everyday conversations – as fodder for the mental “compost heap”
  • Jerry Garcia: “Style is the stuff that you get wrong”
  • He wrote a children’s book at 22, never saw light of day – much later, he went back to read it, and he realized that a very small piece of it really sounded like him – but the rest didn’t
    • “The voice was there, I just had to do a whole lot more writing”
  • He wrote maybe 100-200 first pages, short stories, setups, characters
    • Eventually he realized he had to start finishing them – the improvement was QUANTUM
  • He thinks a lot about what kind of narrator will be telling the story, what kind of writing voice he’ll use
  • Whenever he’s stuck, he ask “what does my character want?” this is always your way through – you can put two of the strongest and most developed characters together, have them battle over what they want, discuss it, search for it, find it
    • Characters always get what they NEED, not what they WANT
    • Give them explicit and conflicting desires – each character wants something, and they should clash
  • “A good short story is a magic trick”
  • “The best short stories are the last chapter of a novel I didn’t write” – Roger Zelazny (sp?)
  • Give each character at least one distinguishing characteristic – sounds obvious, but most new writers don’t have the confidence to do it – you don’t want your characters to sound and act indistinguishable outside of their names!
    • Can be jewelry, hair, behavioral tics, tall vs short, fat vs skinny, accents, words or phrases they like to use (mono vs polysyllabic), what they eat
  • The Graveyard Book is “the Jungle Book but in a graveyard”, inspired by walking with his 2-yo son through a graveyard one day, and noticing how comfy his son was riding his little tricycle among the headstones
    • Had the idea at 25 yo, wrote the first chapter, realized his chops weren’t there yet, and came back to write it 20 years later (!)
  • “Once a thing is jotted down, it’s rotting away – usefully – on the compost heap of my imagination, and they’re there if I need them”
  • Don’t listen to people who tell you to avoid exposition and description – there are no rules other than to TELL A GREAT STORY
  • Humor
    • “Whenever you’re writing, you want some humor, because humor is recognition”
    • Humor is also surprise
    • Humor is funny words eg, the word “lard”
    • Where in the sentence a word lands can make the difference in whether it’s funny or not funny
  • What are your reader’s expectations? What are they there for?
  • Understanding genre is a HUGELY valuable tool
  • For writing graphic novels / comics, he starts with thumbnails – literally a book of blank paper, and begins sketching and writing
    • The key units of info are the PANEL and the PAGE – which is why he mocks out each page like a comic book
    • Writes a letter to the illustrator to inspire them, give context, describe characters, develop goals
  • E L Doctorow: Writing a novel is like driving through the fog with one headlight out
  • Neil recommends EXPLODE onto the page, all your thoughts, ideas, then you start shaping and structuring
  • He likes to take long breaks between phases, especially when he’s stuck – do other things – then come back to it, re-read it with fresh eyes, preferably printed out
  • For him, the most important step is between FIRST and SECOND DRAFT
    • Ask yourself: what’s it about? Then, do more of what it’s about, do less of what it’s not about
    • “The process of doing a second draft is process of making it look like you knew what you were doing all along”
  • When people tell you it doesn’t work for them, they’re right; and when people tell you how you should fix it, they’re almost always wrong – know the difference
    • Usually when something is wrong, the fix comes earlier
  • Rules to getting published (via Robert Heinlein)
    1. Write
    2. Finish
    3. Share it with someone who can publish it
    4. Listen to their feedback, make changes
    5. Continue writing
  • On bad days, you’ll feel like a very tired bricklayer
  • But the funny thing is, when something of yours gets published, and you read the work, you realize that there really isn’t any difference between the words you wrote on the good days, and those you wrote on the bad days…and that’s incredibly humbling
  • Get so good that nobody can reject you…but expect and be ok with rejection
  • What are a writer’s responsibilities? Or of anyone who creates art?
    • Neil shares incredibly sad anecdote about someone committed suicide, and left a note that said, “The Sandman did it” (the Sandman is one of Neil’s most famous works)
    • But it turns out, it wasn’t a suicide, his boyfriend had murdered him, and left a fake note…and then the boyfriend also killed himself

Highlights from The Everything Store about how Amazon was built: “If you’re not good, Jeff will chew you up and spit you out. And if you’re good, he will jump on your back and ride you into the ground.”

Brad Stone’s The Everything Store was a good book about Amazon’s journey. Like most long and successful journeys, the details are messy, but Brad is evenhanded and thorough at reporting and analyzing the facts.

Below are some of my favorite highlights, copied verbatim from the book, which I also bought from Amazon, and read on my Kindle app lol.

HIGHLIGHTS:

They agreed on five core values and wrote them down on a whiteboard in a conference room: customer obsession, frugality, bias for action, ownership, and high bar for talent. Later Amazon would add a sixth value, innovation.

As Amazon’s growth accelerated, Bezos drove employees even harder, calling meetings over the weekends, starting an executive book club that gathered on Saturday mornings, and often repeating his quote about working smart, hard, and long.

“There are two kinds of retailers: there are those folks who work to figure how to charge more, and there are companies that work to figure how to charge less, and we are going to be the second, full-stop,” he said in that month’s quarterly conference call with analysts, coining a new Jeffism to be repeated over and over ad nauseam for years.

Kim Rachmeler shared a favorite quote she heard from a colleague around that time. “If you’re not good, Jeff will chew you up and spit you out. And if you’re good, he will jump on your back and ride you into the ground.”

He gave Blue Origin a coat of arms and a Latin motto, Gradatim Ferociter, which translates to “Step by Step, Ferociously.” The phrase accurately captures Amazon’s guiding philosophy as well. Steady progress toward seemingly impossible goals will win the day. Setbacks are temporary. Naysayers are best ignored.

He simply refused to accept Amazon’s fate as an unexciting and marginally profitable online retailer. “There’s only one way out of this predicament,” he said repeatedly to employees during this time, “and that is to invent our way out.”

Bezos believed that high margins justified rivals’ investments in research and development and attracted more competition, while low margins attracted customers and were more defensible.

Bezos was clearly nervous about Netflix’s gathering momentum. With its recognizable red envelopes and late-fee-slaying DVD-by-mail program, it was forging a bond with customers and a strong brand in movies, a key media category. Bezos’s lieutenants met with CEO Reed Hastings several times during Netflix’s formative years but they always reported back that Hastings was “painfully uninterested” in selling

“Jeff does a couple of things better than anyone I’ve ever worked for,” Dalzell says. “He embraces the truth. A lot of people talk about the truth, but they don’t engage their decision-making around the best truth at the time. “The second thing is that he is not tethered by conventional thinking. What is amazing to me is that he is bound only by the laws of physics. He can’t change those. Everything else he views as open to discussion.”

“When given the choice of obsessing over competitors or obsessing over customers, we always obsess over customers,” he said

Target had outsourced its online operations to Amazon in 2001 but the relationship was far from perfect, with joint projects frequently falling behind schedule. “We had no resources to build infrastructure for Target,” says Faisal Masud, who worked on the Target business at Amazon. “It was all about Amazon first and Target next.”

He told business-development vice president Peter Krawiec not to spend over a certain amount to buy Quidsi but to make sure that Amazon did not, under any circumstances, lose the deal to Walmart.

“For different reasons, in different ways and to different degrees, companies like Apple, Nike, Disney, Google, Whole Foods, Costco and even UPS strike me as examples of large companies that are well-liked by their customers.” On the other end of spectrum, he added, companies like Walmart, Microsoft, Goldman Sachs, and ExxonMobil tended to be feared.

Regret, that formidable adversary Jeff Bezos worked so hard to outrun, hangs heavily over the life of his biological father.

The entire company is scaffolding built around his brain—an amplification machine meant to disseminate his ingenuity and drive across the greatest possible radius. “It’s scaffolding to magnify the thinking embodied by Jeff, to the greatest extent possible,” says Jeff Wilke when I bounce that theory off him. “Jeff was learning as he went along. He learned things from each of us who had expertise and incorporated the best pieces into his mental model. Now everyone is expected to think as much as they can like Jeff.”

It is easy to draw a straight line from the vision he had back then to the Amazon of today. There were a few little wobbles and detours in places, but really I don’t know any other company that has created such a juggernaut that is so consistent with the original ideas of the founder. It is almost like he fired an arrow and then followed that arc.

“The Internet is disrupting every media industry, Charlie,” he said. “You know, people can complain about that, but complaining is not a strategy.”

Dieter Ram’s 10 Principles of (Life) Design

You could probably replace “Good design is…” with “A Good Life is…” in the list below and retain most of the meaning and use…

  1. Good design is innovative
  2. Good design makes a product useful
  3. Good design is aesthetic
  4. Good design makes a product understandable
  5. Good design is unobtrusive
  6. Good design is honest
  7. Good design is long-lasting
  8. Good design is thorough down to the last detail
  9. Good design is environmentally friendly
  10. Good design is as little design as possible

“The works of highest quality were all produced by the group being graded for quantity”

Thanks to Tanay (@tanayj) for sharing the anecdote below. Because of it, I’ve begun to read Art & Fear (Amazon). The book is inspirational and reads like a softer version of “The War of Art” (which I thoroughly enjoyed and wrote about here).

The ceramics teacher announced on opening day that he was dividing the class into two groups. All those on the left side of the studio, he said, would be graded solely on the quantity of work they produced, all those on the right solely on its quality. His procedure was simple: on the final day of class he would bring in his bathroom scales and weigh the work of the “quantity” group: fifty pound of pots rated an “A”, forty pounds a “B”, and so on. Those being graded on “quality”, however, needed to produce only one pot — albeit a perfect one — to get an “A”. Well, came grading time and a curious fact emerged: the works of highest quality were all produced by the group being graded for quantity. It seems that while the “quantity” group was busily churning out piles of work – and learning from their mistakes — the “quality” group had sat theorizing about perfection, and in the end had little more to show for their efforts than grandiose theories and a pile of dead clay.
— From “Art and Fear”

It also reminds me of this quote:

“Quantity is a quality all its own.”

The source?

Joseph Stalin.

A whole buncha notes from Shonda Rhimes’s Masterclass on screenwriting for TV

The best Masterclass I’ve watched to date. Shonda’s lessons are practical and detailed and really get into the nuts and bolts of how to create a TV show, how to pitch it, and how to write scripts.

If you haven’t heard of Shonda: Grey’s Anatomy, Scandal, and a grip of other network hits.

Here are some edited and simplified notes from the course. Most notes are verbatim, even if they aren’t in quotations…

Notesies

  • Understand the difference between procedural and serial shows (procedure is like Law & Order; serial is like Breaking Bad)
  • A movie has an ending; a TV show could go on for 7 years
  • When deciding on an idea: “It’s like a song that you can’t get out of your head”
  • The key is “compelling characters with compelling dilemmas”
  • For Grey’s Anatomy, the a key was finding the sort of gut wrenching cases that center each episode, that people would talk about over dinner the next day
  • Plan as much as you can upfront – especially episode ideas; once the show gets going, you’re not gonna have time
  • For every one of her shows, the title came at end; usually they’re written and shot as “Untitled Shonda Rhimes project”
  • “I don’t think [the name] matters” – that’s left to the marketing gods
  • Even character names change due to legal clearances (her broader point is, “don’t get too attached to any of your ideas”)
  • The key for her characters is to act and sound TRUTHFUL
  • Characters are like a band – it’s not individual perfection but group harmony
  • For the main character, you need them to have a confidant, and you need someone to tell them when they’re wrong
  • The importance of specific and small character details, like each character in Greys Anatomy having a favorite drink
  • in GA, she used Wizard of Oz tropes in a rough way (Izzy wanted a brain, George wanted courage, Christina wanted a heart, etc)
  • What makes a bad pitch: No structure, No sense of arc, Too much stuff / too long
  • The best pitches focus on character – Why do we care about this or that character?
    • Paint the picture, but don’t get too specific – let their imaginations do the work
    • Have a clear way to market the show – eg, Grey’s was “Sex and Surgery” (from Sex and the City)
  • A 1 hour drama has 5 acts
    • ~55 pages
    • Sometimes an opening teaser
    • Act 1 – introduce characters and world in an exciting way; present problem; setoff A and maybe B stories
    • Act 2 – things escalate, expand world, meet more people
    • Act 3 – the center, middle 11 pages, things start to peak, worst / exciting, start a ticking clock (or Act 2)
    • Act 4 – story turns in different direction, in procedural it’s a new piece of evidence, or ticking clock, or real character reveals
    • Act 5 – moment of victory, reveal / cliff for next ep
    • Each act should end make the viewer lean forward, end on a “wow” moment, each act break should “turn the story”
  • “You don’t want a flat show” – have plenty of ups and downs
  • There is usually an A story, a B story, and a C story (the “runner”)
    • A is usually but not always bigger than B; C is very minor
    • A story – usually 2-3 scenes an act
    • B story – one scene an act
    • C story – 3 scenes total in episode
  • If you make it about character, people will buy anything
  • Stuff that gets cut is usually from Act 1 and 2 – the setup stuff
  • Show a person’s emotional reaction instead of hearing them say what they’re feeling / thinking
  • Shonda tries to limit stage directions, emotional reactions, let actors do the job – give them room for interpretation
  • I can tell in the writers room, if there are a lot of fights about a scene…that scene’s interesting and it’s gonna work
  • Episode 2 is Episode 1 all over again; this helps you build trust and familiarity
  • Make the studio your partner, not your keeper – include them in the creative process
  • Get to know your line producer well; let them know what you do and don’t know
  • The set is all about the CREW – it’s their team, their domain, their expertise
  • Shonda’s routine
    • Only checks email once a day
    • Closes her office door when she needs to focus
    • No emails or phone calls after 7pm
    • Writes on weekends – writes every day
    • Wakes up at 5am (!)
  • If you’re not the showrunner, you’re working for someone else – even if you’re the creator

Thanks for reading! If you’re looking for more advice or notes on writing and screenwriting, here’s an even longer blog post.