Good lead, huh?
Now, a review of any "inside baseball" book like this has to come with several caveats. First of all, a lot of the (middling) reviews I've read seem to be disappointed that there aren't any juicy revelations on the level of Jay Leno hiding to overhear a conference call (a la Bill Carter's earlier, admittedly superior The Late Shift.)
So no, there's no smoking gun. And the speed at which television changes means that even though the book references events that happened in January 2006, it's already a little out of date.
But as we do here in the R&D department at Sticks Labs, we review these things not as a consumer or a general interest reader, but as a writer toiling in the TV trenches. And as a way to know thy ene--uh--collaborator...it's a very valuable book.
The centrepieces of the book are the outsized portraits of characters like NBC's Jeff Zucker, ABC's Steve McPherson, and the deposed Lloyd Braun, CBS's Les "Hot Wife" Moonves, Mike Darnell, whose FOX reality ideas so freaked out then-prez Gail Berman, she had to make clear, "no one dies on my watch, let me be really clear about that, Mike."
You see how the personal quirks and obessions of these powerful men (and the somewhat less powerful women who usually fill the executive rank just below) shape what we watch and what we, as writers, sell.
If you're a genuine white-wine swilling Hollywood Insider, maybe none of these stories will be news to you. But if you swim on the periphery, like, say, Marc Cherry pre-Desperate Housewives, this is the kind of book that will make you feel better and worse. (More on Cherry later.)
Among the insights, you hear a lot about the legendary micromanaging tendencies of Disney, Zucker's distaste and bias against half-hour filmed comedies, and why and how Fox always seems to go back to the reality well.
But more than this, you see an absolutely crystal-clear illustration of the vintage dictum that William Goldman uncorked for all of us:
Nobody knows Anything.
In fact, in television terms, it's worse. Not only does nobody know anything, but they do everything they can not to express their opinions, unless they're at the tippy-tippy-top.
And that's death. Because the other thing that emerges as you read this book is that it's never the guy at the top who has the big idea. It's usually some middle-executive, forced to stick their neck out and offer their opinion. That's how revolutionary, or quality shows get on the air.
(The only counter to this offered is LOST, which Lloyd Braun generated, supported, and boosted literally at the cost of his job.)
In the clearest example, A passel of female ABC executives lament that since Sex & The City and Ally McBeal went off the air, there's "no show for women to watch and talk about later." Eventually, that complaint reverberates around enough brains that it spawns Grey's Anatomy and Desperate Housewives.
Ghen Maynard, the low level (at the time) CBS executive who fought and fought for Survivor, has what is maybe the best insight into network decisionmaking in the book:
Adapting his social psychology training, Maynard had been observing the mechanics of decision making in television, where eight or ten executives would often gather in a room with no one willing to step up and take a risk. He associated the process with something he had studied called the "unresponsive bystanders theory," which posits that if you're lying in the street half dead, you're more likely to be helped if just a few people are in the vicinity than if you are surrounded by a crowd.
Which, by the way, is how we writers up dead and bleeding on the ground. Metaphorically, of course.
That leads us to the other big piece of news in the book: (well, news-ish...) the confirmation of what everyone's always suspected: every show that you know of as a hit was turned down. A lot. And the whys and hows of how these things get turned down is a catalogue of capricious decisionmaking and short sightedness.
- Friends would have been a FOX show, except for a sticking point of $150 000.
- ABC had CSI locked up, and lost it because of a laughably small amount of money.
- Every U.S. network turned down American Idol -- and the show only made it onto FOX because Rupert Murdoch's daughter leaned on Dad.
- Desperate Housewives could have been on the year two years earlier.
- Survivor was turned down by everybody -- including CBS. It took extraordinary lengths to push Moonves into supporting it.
And Moonves is the guy who did good.
If you're a writer looking for solace, a break from writing that pilot or spec script, or banging your head against your script development deal, inspiration comes in the form of Marc Cherry. Here's a guy who was washed up. A has-been. Marc Cherry is so broke before Housewives that he's living with his mother. Wait. It gets worse. His agent embezzles almost $80 000 from him. He writes this script -- everybody who reads it, loves it, and it doesn't go anywhere. Not for a long time...
Finally, it sells. And a Director is assigned to the pilot, Australian Director P.J. Hogan, best known for My Best Friend's Wedding -- coming straight off the flop of the live action Peter Pan. And what happens next nearly derails Cherry's comeback before it gets started:
They ended up at Hogan's house, to go over his analysis. Hogan began giving notes to Cherry: what image he wanted to open with, what sort of interiors he expected.
Cherry, thinking this was the typical television collaboration, responded with some suggestions of his own. Hogan reacted cooly every time Cherry spoke up. Cherry began to suspect that Hogan expected the kind of writer-director relationship he had experienced in features, which often amounted to lackey and master....Cherry did not challenge Hogan and agreed with many of his notes. Two he did think were "so fucking stupid they would make my head explode." But he did not voice his objections to Hogan yet.
The next day, Cherry learned that Hogan had up and quit, declaring that Marc Cherry was impossible to work with. One of the Touchstone people confronted Cherry...even his own agents asked him how he had managed to offend this guy so thoroughly in one day...
The episode totally pissed Cherry off. He was just getting his career back on track, and this conflict, which he felt he had no way instigated, had make him look like an asshole in the eyes of his studio and his network -- and apparently even his agents.
Then there's Mr. Evil, Simon Cowell. I remember a conversation I had with someone about Idol not so long ago where they couldn't seem to understand why no one had believed in it before it came over. "I mean," they said, "it was a HUGE hit in England. Huge. All they had to do was watch the show!"
I never questioned the Pop Idol/American Idol translation problem, because I'd seen it up close. I'd done a story ten years before on Endemol, the huge Euro gameshow reality producer, and in the process of putting together the story, I'd talked to several U.S. TV types at a convention in Las Vegas. To a one, they all agreed, it would never work here. The reason? Well, there were lots of reasons spoken, but they all boiled down to one, best expressed by a frustrated middle exec from NBC I spoke to, who, frustrated at my question, blurted, "Look. Europeans are just weird."
Ah, America.
I would hate to think that writers would read this book and use it to self-justify their failure with poorly executed or conceived ideas. But reading it, you do think that you've got to take a more zen approach to whether you succeed or not. You have to be zen about the failure, but at the same time, you have also got to amp up your sales and your pitch. Your show is never going to go anywhere unless you break through the bystander syndrome, and get someone, anyone at your network or prodco to stand up and say, "this one. this one, I believe in."
If you think you're going to get to where you need to be without doing that, you're just kidding yourself.
Next time: Desperate Networks and the Canadian TV industry.




