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![Early in his career, Larry Kasanoff ran production at a studio that made low-budget horror, sci-fi, and action films. Then a script came across his desk called Platoon. Nobody in it was famous yet. The director's previous film was good but hadn't been a hit. By the studio's formula, there was no reason to make it.
Larry had an instinct, and he fought for it. His boss -- a sharp entrepreneur who fired people all the time and wasn't bluffing -- gave him the green light with one condition: if it fails, you're fired. Larry made the call anyway, on the logic that he didn't get into the movie business to play it safe.
Platoon won the Academy Award for Best Picture.
There are two leadership lessons sitting inside this story, and they pull against each other. A boss gave a young executive room to take a real swing, which is rare and worth studying. But he tied that freedom to the threat of getting fired -- the opposite of a culture where it is safe to take a risk and have it not work out. It is worth asking which part actually produced the result: the trust, or the fear.
🔵 Why the studio's formula said no to Platoon
🔵 What it means to back an instinct when the data disagrees
🔵 The difference between empowering a bet and threatening a firing
🔵 Why playing it safe is its own kind of risk
Larry Kasanoff is a film producer and studio head behind Terminator 2, True Lies, Mortal Kombat, and Platoon, and the author of A Touch of the Madness.
From the My Favorite Mistake podcast with Mark Graban.
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