DJ Tillu

A hero’s transformation has a trigger (an external event that is plot driven) and a culmination of series of events that marks the completion as an internal experience (character arc based). Throughout the movie, such transformation keeps happening—single or many. The internal experience keeps building based on character’s beliefs etc and becomes the core of the character. Sometimes such core is presented as various aspects of the character during the progression of the story, and it influences the people around him.

For example, in the movie, ‘The Shawshank Redemption’, Andy’s first transformation is getting used to the prison life, followed by others including that of him becoming dishonest to siphon off Warden’s dirty money. However, his hope, no matter what stays intact. Being a mentally tough person, Andy’s nature brings about certain change in people around him—immediate and for good—and depending on the person who he is, it affects them in a certain manner. For Red, Andy is a very positive experience, while for Warden it becomes a deadly one. As the movie progresses, there are external incidents that are out of the character’s control (Sisters etc) and there are some that Andy takes into his own hands (building the library, the big act towards the climax etc). It is this wonderful combination of what happens to him (external events) and what he makes it happen (out of his core), that moves things forward.

In summary, a character with a strong core (good/bad/gray aspects) when presented with interesting inciting incidents becomes a complete fare. Movies that sport characters with strong core and interesting inciting incidents, have long legs and that same applies to books etc. (If the character is Rama, it becomes Ramayana, if the character is Corleone it becomes The Godfather, if the characters were Colonel Nicholson and Colonel Saito,  it would become ‘The bridge on River Kwai’ etc.

And …

  • if the character is a mast chichora or a bindaas guy and he stays that way even at the end of the movie,  it becomes a ‘DJ Tillu’. ‘DJ Tillu’ is one such guy, with the above references common in Hyderabadi Lingo, who thinks he is doing the right thing even when others beg to differ, especially the elders like his father. He lives in his own world; with his own gang and does what he feels is right, much to the chagrin of his father. And then one day, the unthinkable happens when he is struck by a femme fatale.
  • ..the core of the character is? He talks as he feels like and does what he feels like, and goes with the ‘flow. There is another term for such character ‘Gaali Ravi’ (popularised in the movie ‘Shiva’). He gives back to everyone including his father. (He is a bit like the hero in ‘Julayi, but without transformation in the end, probably this is the reason why Trivikram is given credit or for the last dialogue towards the end?)
  • What can happen to a guy who is dying to sway at even the lightest wind? To make it interesting the screenwriters resort to screen’play’ with larger than life external events (like a tsunami).
  • It results in an engaging movie. It is about a below ordinary person thrown into extra-ordinary situations.

DJ Tillu is like a day in the life of the hero of ‘Julayi’, with his deep realisation and his inner experience saved for another day. May be for a star hero like Allu Arjun, ‘Julayi’ works and for an upcoming hero like Siddhu Jonnalagadda the flat characterization and oomph does.

As they say the movie is a time pass watch, depending on how valuable your time is.

Giving the credit where it is due.

  • Not many producers would greenlight a movie like ‘DJ Tillu’, and Sithara Entertainment does stand apart from the crowd. Reading or listening to the script of the movie, and assessing the final output and its impact are very difficult for a film like ‘DJ Tillu’ and they do it with aplomb and success.
  • Completely crafted as a hero with an attitude film, it sports a terrific performance from the lead actor Siddhu Jonnalagadda who also shares the writing credits. The film has enough twists to make you glued to the screen throughout and the final twists provide enough hero swagger. Music by Thaman is an asset with the title song stealing the show. Siddhu Jonnnalgadda, sets out to do an attitude and style based movie and sticks to it throughout, with witty dialogues.

Tailpiece:

What makes a film stay in the minds of audience? A good for nothing guy who constantly picks up fights with his father or someone who takes him seriously. Even films like The Godfather, is based on family values. The hero usually redeems himself not just by his actions or by virtue of the plot alone, but his character transformation as well. Hmm…

Shameless Exploitation in pursuit of the common good

In these pages Newman and Hotchner recount the picaresque saga of their own  nonmanagement adventure

From the Blurb, “Shameless Exploitation in Pursuit of Common Good”

As mentioned in the blurb, this book is about how two unconventional friends built a all natural food empire, with a difference, by giving away all profits to charity every year and start all over again. It gives a hilarious account of how they got the idea, built on it and finally expanded it like mad, all of it, contrary to experts’ advice. The book also presents various feedbacks that sampled their products and enjoyed their generosity.

It’s a must read for any fan of Paul Newman and Philanthropy.

In the queer mess of human destiny the determining factor is Luck. For every important place in life there are many men of fairly equal capacities. Among them Luck divides who shall accomplish the great work, and who shall fall back in obscurity and silence.

William E.Woodward.

Related links
LN’s old post

The Hollywood MBA

Movies and the process of movie making are great sources for learning or refreshing management and leadership concepts. Tom Reilly is one such true believer. He presents several management themes drawn from his decades of experience in Hollywood, and how they can be applied to any similar situations across industries.

Movie industry is highly competitive and for most of the work force, their work is project based. The results of their contribution are out on  a Friday so to speak, and everyone is on their toes to deliver their best. Further, success or failure literally guarantees their next project of the opposite of it. So, they are fairly motivated. This is very different from a salaried work force situation, but Tom Reilly makes sure that there is a good correlation with such non-filmy worlds.

A must read for management enthusiasts and professionals alike, with solid takeaways, especially related to people management and project management.

Themes covered

  1. Invert Control
    • What
      • “Small changes in the way directives are worded, can alter outcomes significantly”
    • How
      • Reframe the specific wording of directives to better achieve desired outcomes
      • Evaluate and mage structural changes accordingly
    • Outcome
      • Increased efficiency and productivity
      • Smooth functioning
      • A Safer workplace
  2. Begin to Build Tensile Strength
    • What
      • “Focusing on collective team strength rather than on individual weaknesses”
    • How
      • Create segmented jobs and discrete tasks
      • Creative ways to manipulate geography to increase contact across teams
      • Set common goals
      • A keystone manager who functions without a personal agenda or bias
    • Result
      • Better communication flow
      • Greater chance of overall success
  3. Engineer Epic Trust
    • What
      • “A high level of trust between those managing and those being managed”
    • How
      • Make sure the manager is emergent (by virtue of respect from the team) as well as assigned (by virtue of authority) leader
      • Extreme task segmentation to the extent possible
      • Small wins and progress loops
    • Outcome
      • Greater chance of successful task completion
      • Higher confidence and cohesion
  4. Replicate the “Oscar Effect”
    • What
      • “Creating a highly self-motivated workforce improves outcomes across all success metrics”
    • How
      • Create a feeling of ownership and accountability for the quality of what you produce in the workplace (sense of pride follows)
      • A way to emphasize the sense of pride in work.
      • Embed novel experiences and growth opportunities for all employees
      • Provide some degree of public- or industry level scrutiny and recognition.
    • Outcome
      • Automated motivational synchronicity (Ron Friedman) across the spectra—doing work on hand (by virtue of systems and processes) to doing it better (by virtue of innovation)
      • Enhancement of Productivity and Profit
  5. Accommodate Employees
    • What
      • “Benefit packages and employee accommodations are a big factor in employee motivation, and getting them right is complicated”
    • How
      • Review and put in place the basic benefits and accommodations—as per statutory and industry standards
      • Go beyond by identifying the true motivators and eliminate/modify as needed.
      • Make sure to get the individual benefits right and package them well.
    • Outcome
      • Higher employee engagement, motivation and better retention rates
      • Greater respect for management
      • Higher productivity
  6. Bank Equity with Your Labour Force
    • What
      • “Banking equity with your team/s as a future encashable asset”
    • How
      • Understand that small gestures often mean more than big ones
      • Respect individual differences and expression of their individuality
      • Trade favors in a judicious and self-serving manners
      • Be authentic and genuine (true to your character)
      • Create team-wide “I am Sparctacus” moments
    • Result
      • Improved relationship between management and work force.
  7. Optimize and Exploit Diversity
    • What
      • Optimizing and exploiting diversity is good for the bottom line.
    • How
      • View diversity—race, gendger,age, ethnicity, education, background and the like—as an asset, not a ‘management problem’
      • Expect adhoc and abnormal power shits (virtue of their diversity) and accommodate accordingly.
      • Learn to tolerate, not ridicule, inconsistencies.
    • Outcome
      • Greater innovation
      • Greater representation from the society.
  8. Find the Hard Corners
    • What
      • Identifying the hard corners (aka eat the frog ; things we need to do that require lot of effort/planning or things that have to be done prior to anything else) that frame a decision is a simple way to set parameters and limit options in decision making
    • How
      • Take the time to isolate the hard corners in an decision making situation or at the start of the project during planning phase
      • Incorporate the hard corners into your forward-moving strategy
      • Recognize that in cases where there is no single right decision or options, a decision is often better than no decision, as it moves you forward.
    • Result
      • Enables an effective project planning and a streamlined, expedited decision making process.
  9. Adopt a Crisis-Management Model
    • What
      • Not every problem is a crisis, even though it can feel that way.
    • How
      • Set up your won Richter scale to assess the gravity of individual problem
      • When facing a genuine crisis use the rubric—objectify (around a hard corner), contain (the damage) and act (swiftly)—to structure a response
    • Outcome
      • Separates the small problems from big ones
      • Stabilizes situations in a very productive, forward-moving manner.
      • Modulates response and prevents over-or under reaction.
      • Provides structure and logical direction for fast and efficient problem and crisis resolution
      • Reduce stress and assures better results
  10. Remember to Lead as well as Manage
    • What
      • Employees want and expect both active day-to-day management and real leadership.
    • How
      • Lead as well as manage
      • Be decisive
      • Look for step up opportunities to lead
      • Recognize that you will have conflicting loyalties
      • Lead with confidence
      • Practice compromise like it’s your religion
      • Defuse volatile situations
      • Have Humility
      • Trust the process
      • Manage above as well as below you
      • Always be closing.
    • Outcome
      • Stronger, more cohesive teams
      • Higher efficiency
      • Greater chance for positive results

Excerpt from the book

People working in other industries also face similar conflicts of interest and competing allegiances-loyalty split between up per management, board members, investors, stockholders, outside clients, customers, and, of course, the team they are managing, as well as any self-serving interests of their own if their jobs are not structured as keystone positions. A measurement of a good manager is someone who can handle the day-to-day issues of scheduling, work flow, and delegation while fostering an atmosphere of high motivation, high productivity, and creative problem-solving with efficiency and decorum. But a measurement of a good leader is someone who sees past those day-to-day responsibilities, who understands the shifting nature of his or her loyalties, and who knows who and what to stand up for and why.

P.209, ‘The Hollywood MBA’, Tom Reilly