Part 1: The Beginnings.
Part 2: The Monsters.
Part 3: The Machines.
To watch the film in its entirety, click here to go to the Tribeca Film website.
Before I get into more details of how we made 7x6x2, I wanted to discuss a little about the role of the director. One of the most common questions Paul Pope and I got asked about the film was what it was like to co-direct. I think people were interested because individually, we’re both kind of control freaks, we’ve always been in control of our visions from start to finish. So what happens when you put two of those kinds of artists together?
We had immense success as a co-directing entity, and a lot of that success I feel stems from our personalities, but also in that we clearly defined our roles from the outset, and we gave each other input on what we were tasked with.
In order to do this, we had to do two things: address where we would be most useful and productive to each other, and then really break down what it meant to direct. The latter seems almost nonsensical, but it is essential for any director to understand, be they solo or co-directing.
Paul had asked me to come on board as a co-director largely because he’d never directed before, and being the humble giant he is, he wanted to have someone he could trust by his side during the entire process. We’d established our collaborative chemistry during the development of The One Trick Rip-Off, so it seemed the natural choice. Once we sold Tribeca on the idea, we had to figure out who was going to do what. It would be counterproductive to have us do the same work, and having two minds chime in on every single decision would be incredibly inefficient. We had to decide where our strengths lay, and go from there.
Paul is one of the great visualists of our time, his aesthetic has earned him honors and accolades, and he’s been recognized as one of the true masters of his craft. He builds worlds from the ground up, and infuses them with genuine heart and sensitivity. It made absolute sense then that he be in charge of the design of the film - the art direction and production design, costumes and visual effects. We would be remiss if we didn’t build a Paul Pope universe.
Paul’s got a brilliant knack for production details. Check out the Thing’s texting tools.
My strength is creating strong visuals, and doing them very efficiently. I can make something look insanely expensive and beautiful on a pittance and incredibly fast. I would take Paul’s ideas and designs and map them out, block the action and work with our DoP Jesse Green on getting the images and coverage we needed. Paul and I would both collaborate on the performances.
By separating our work, we were able to work brilliantly together. Paul would complete designs with Mike Conte and he’d ask my opinions. I would storyboard the film and consult Paul on angles and movements. We’d make adjustments and discuss our differences in opinion. It worked exceptionally well.
But this was all pre-production, and the crux of our work was understanding what it means to direct a motion picture. I always break down the directing responsibilities into three categories, and this is what I shared with Paul before we got into principal photography. The three responsibilities of directing are:
1) To Hire. A director is only as good as the people around her, and she has to have a keen ability to interview, assess and hire the best collaborators. There are many things to consider when hiring, but the most important thing to assess is chemistry. This applies to both cast and crew.
What is chemistry? Chemistry is a connection that you share with someone, when wavelengths are harmonized and honesty is enabled. It’s when someone intrigues you and makes you want to know more about them, when they bring something to the table that you’ve been dying to discover, and they’re willing to share it. Chemistry is ease of communication, of someone you’re clicking with. As hard as it is to describe, the beauty with chemistry is that you’ll know you have it once you experience it. But in order to get to that point, a good director has to be able to ask the right questions of candidates. A good director finds out what makes her collaborators tick, what makes them scared and what makes them exited. A good director makes challenges for their collaborators and takes notes on how they respond. A good director knows what they want and must be able to determine if their collaborators are willing to work to get there, and if they have the wherewithal to do it.
Paul Pope, Jim Pascoe, Paradox Pollack and producer Gary Krieg (foreground) during a production meeting at Native Films in LA.
2) To Convey. Every director, if they’ve done their homework and put in the work, will have a complete vision for their film. A complete vision is not every minute detail, although many directors (myself included) try to get down every detail as possible in our heads. It really depends on the individual, as some will have a greater holistic vision and others will be far more lucid and detailed. Each end has their particular advantages and pitfalls. Either way, a vision must be had.
But a vision in your head is useless if you’re not able to clearly describe it to your collaborators. I find that directors who are unable to clearly convey what’s going on in their head are the ones who scream and become belligerent. If you see the top kitchens in the best restaurants, you’ll find that the atmosphere is calm, relaxed and efficient. Every chef in the kitchen knows what they need to do, they are fully aware and understand the executive chef’s vision. Ever wonder why Gordon Ramsay shouts so much on Hell’s Kitchen? It’s because his chefs don’t get what he wants. He could easily remedy that (which he does in his own restaurants), but if he did that on tv then it would be the most boring program on Earth. The man doesn’t have multiple Michelin-star restaurants for no reason.
Paul and I had to be exacting and extremely clear with our team as to what we wanted, and we had to put our desires into objectives that not only conveyed what we wanted, but allowed our collaborators to bring their talents to the forefront. This is the difference between directing and micromanaging. A director will ask an actor to reach a place after giving them an actionable objective, a micromanager will act the sequence out for the actor and tell them to exactly replicate it. The latter will always result in uninspired work. You can give examples, you can interact physically, but you can never, ever do their job for them over their shoulders. Fail to communicate clearly and you will build only resentment and contempt, and you will lose control of your show. Clarity is confidence, and you must have conviction behind your words. People will trust you if they feel you know what you’re talking about.
And what if you’re stuck? What if you run out of ideas that work? Then you clearly ask your collaborators. It’s as simple as this: “nah, this doesn’t seem to be working, what do you think?” You’re being honest and clear, and you will get some good ideas in return, some bad ideas, and some things that you can work with to create a solution. That’s collaboration, and it only happens when you are able to clearly and calmly explain what’s going on in your head.
3) To Observe and React. As your vision comes together, you have to be able to take notes and process everything that’s unfolding. Sometimes it’ll go exactly as you envisioned, other times, because the millions of moving parts in making a film, you will get something different. You have to be able to see those shifts, observe them, and react accordingly. Reacting could be making corrective measures or it can be seeing where these changes are taking you. During this entire time you must keep a running log in your head or even on a notepad of how this vision is evolving. You must let your instinct react to these developments, and trust your gut. Sometimes your gut leads you astray, but more times that not your instinct is correct because your instinct is the real you, and you want the real you represented on the screen. If you feel the real you is not being represented, make the changes accordingly, give objectives to your collaborators that will push in those directions, and see what they give you. If the chemistry is right, if the objectives are clear, then you will find that things will appease your instinct or challenge them in beneficial ways because your collaborators trust in you and you trust in them.
Note that all three of these responsibilities apply to every facet of filmmaking, because the director is responsible for every facet of what makes it into the final cut.
Paul and I adhered to these responsibilities religiously, and it not only made our collaboration seamless, it made the shoot fun for all involved. It was brutally hard work but I can say with absolute honesty that I enjoyed every minute of it. Every film should be that way, where even the problems are welcomed as challenges and not as affronts. Filmmaking is nothing but solving problems and creating new solutions, and the more fun you have creating, the more your problems will seem like opportunities do do something crazier.