I lead a business, but occasionally I enjoy acting. This year, I got to act and executive produce a horror film—my first time in that genre. Beyond the thrill of experiencing special effects makeup for a particularly intense scene (no spoilers!), my time on the set of On A Bell was also unexpectedly a masterclass in leadership.
Movies are made by teams that come together quickly and exist only for a short time. In less than a month, more than 100 people assembled for a project that lasted a mere three weeks. While only a few of the cast and crew had worked together before, they functioned like a seasoned team doing complex work.
As someone who has built businesses, I know well how much time we spend building cohesive teams. So how do they do it with movies? The experience reminded me that the principles behind great leadership don’t change whether you’re leading a film production, a business or any other team.
Here are five culture-building lessons from the movie set:
LESSON 1: CULTURE STARTS BEFORE DAY ONE
Visitors to the set often commented on the positive atmosphere. People worked hard but genuinely enjoyed being there. The more I observed, I realized the culture had been assured long before the cameras rolled.
The producer and director had been incredibly intentional about who they invited to join the production and clear about expectations, which set a standard. Everyone understood the mission and the plan for execution. Those who felt they could be successful in that atmosphere opted in.
That’s an important reminder for leaders. The strongest cultures emerge when people have clarity about the principles that will guide the team.
LESSON 2: THE PROBLEM YOU DON’T FACE WILL EVENTUALLY FIND YOU
Horror movies are full of warning signs. Sometimes the audience sees them before the characters do. The trouble begins when those warning signs are ignored.
Organizations aren’t much different. Regardless of how well you communicate, you’ll inevitably encounter someone whose behavior undermines the team—negativity, ego, or simply a refusal to work the way everyone else has agreed to. These disruptions threaten the credibility of the leader who has set expectations.
Too often, these behaviors are ignored in the hope that the problems will resolve themselves. That almost never happens. Instead, leadership needs the courage to address them.
Like cancer, they must be cut out quickly before they negatively impact others, distract leaders, and frustrate high performers. Left alone, cancer spreads, eventually changing what everyone believes is acceptable.
One reason this set worked so well is that difficult decisions were made quickly and early. The result was a highly functional, collaborative and, yes, fun cast and crew.
LESSON 3: ASK, “WHAT’S RIGHT?” BEFORE, “WHO’S RIGHT?”
Every day on a movie set brings challenges: a scene takes longer than expected; a piece of equipment fails; a location changes; or what looked good in the script doesn’t work on screen.
I was impressed by how quickly the team responded with an open, free-flowing stream of ideas as people diagnosed the problem and offered solutions. This, again, did not happen by accident. Early in filming, the director set the tone by inviting input, encouraging ideas, and giving credit to the team for solving the problem.
Leaders who build creative, problem-solving teams focus more on “what’s right” than “who’s right.” That distinction changes everything.
When people stop protecting their ideas to pursue the best solution together, organizations become smarter. Good ideas come from unexpected places because people feel free to contribute instead of competing.
LESSON 4: TRUST CREATES SPEED
There’s a great leadership concept from Stephen M. R. Covey: Trust creates speed. Watching the workings of a movie set reminded me how true that is.
One of my favorite moments on any set happens after a scene finishes filming. Like a pack of ants, the crew swarms the set to break down equipment and quickly reset for the next scene.
Every department depends on another. Cameras depend on lighting. Actors depend on wardrobe. Everyone depends on sound. Nothing works right if everything isn’t working right. If one team loses confidence in another, everything slows down.
But when trust exists, decisions happen faster. People don’t waste time second-guessing one another. They do their jobs and solve problems as they come, confident they can trust their colleague to do their job well and give accurate information.
Leaders often look for efficiency in new systems or technology, and of course, those investments matter. But trust may be the greatest productivity tool an organization can build.
LESSON 5: A LITTLE FUN GOES A LONG WAY
This may have been my favorite lesson.
Movie sets are demanding, with long hours and high expectations, but also filled with creative people who are witty and sometimes playful. People joke between takes, celebrate when a difficult scene finally comes together and genuinely enjoy one another’s company. I came to realize the banter wasn’t a distraction from the work—it was what made it possible.
Appreciating what you’re building together and enjoying the people you’re building it with isn’t a luxury. It gives teams the resilience to navigate inevitable challenges and setbacks.
The same is true in a successful business. People don’t give their best because every moment feels serious. They do it because they enjoy building something meaningful with people they respect. The strongest cultures combine high standards with genuine camaraderie.
WHEN THE SET WRAPPED, THE CULTURE DIDN’T
After just three weeks of long days and late nights, production wrapped. The crew packed up, and everyone moved on to their next project. But the culture on that set left a lasting impression. I heard from so many crew members about how uniquely enjoyable filming On A Bell was, and many hoped the leadership team would invite them to be part of their next production.
These lessons aren’t unique to filmmaking. They’re lessons about bringing out the best in people in any environment.