How to succeed in MrBeast production (Leaked PDF)

>It’s very important as a company we maintain proper communication lines. ... If you skip and just go below you prizemust then call and let the people in charge know. Let’s say you’re a production coordinator and you call a writer and tell him you need some bits about a sandwich being cooked with lava, seems harmless... and then tyler askes her why she is making lava and she has no idea and everyone is confused. This is what happens when you don’t follow proper communication lines.

Skipping over all the typos, it's just such a great visual of the communication breakdowns that can happen when a lot of things are going on.

Also this section on tracking contractors:

> [Y]ou can’t just dump and forget your projects... Ask him to send videos everyday to spot problems early, hell maybe talk to him twice a day. I don’t care just don’t leave room for error. No excuses, stop leaving room for error. Check in daily, receive videos, and know weeks in advance if you’re fucked. Not days.

This is more extreme than I encounter in my day to day, very on brand to MrBeast, but it's interesting to see this constant accountability and ownership are so critical in their production. I see similar behavior in some of the more effective people I've worked with.

whether that is convenient altruism masquerading as a disdain for greed or sheer jealousy at their own lack of agency or fortuna or virtu is for their own ego to hopefully one day confront.

By definition yes, because a B player by definition can be turned into an A player. But by that token, anyone that can be turned into a B player, is by definition a B player already. Hence, a C player, who is by definition not a B player, cannot be turned into a B player.

>I worry that C player status is something fundamentally broken about a person. Maybe it’s as simple as their intellectual capacity?

It would be motivation. Intellectual capacity can in principle be fixed, but motivation cannot because you would need to motivate them to fix it.

For juniors: any time you send something important to your manager, confirm they read the document. Don't ask "did you read it?" Don't rely on reactions in chat. Ask a specific question that would require them to read the contents of the document. For example, if you're sending over a quote from a vendor, and you'd already sent another quote before, you could ask "how does this quote compare to the previous one? [link to previous one]" Always get confirmation at least 24-48 hours in advance of the point-of-no-return (e.g. launch, meeting, changing dates, company-wide emails), very preferably in writing.

And for _very_ important meetings, ensure all parties have either acknowledged understanding of the required information, or schedule pre-meeting briefings with individuals. There's nothing quite like getting thrown under the bus because someone showed up and couldn't figure out the subtleties & context on the fly. Unfortunately you can't just say "it's a 12 page document for a reason." when your manager is confused in front of their manager.