When Steve Jobs bought Pixar from Lucasfilm in 1986 for $10 million, few could have predicted it would grow into one of the world’s most beloved animation studios. But according to Pete Docter, the company’s Chief Creative Officer and one of its earliest employees, Jobs’ genius lay not in creative interference—but in restraint. “Steve was pretty amazing at saying, ‘This is not my business,’” Docter said during the Fast Company Most Innovative Companies Summit. Even though Jobs was Pixar’s executive producer and bankroller, he never tried to direct a film or impose his will on the storytellers. He knew where his strengths ended—and trusted the animators, writers, and directors to do what they did best.

Jobs' leadership wasn’t about knowing everything—it was about knowing how to listen. Docter, who joined Pixar as its third animator and is now a three-time Oscar-winning director, recalled how Jobs could walk into any meeting, even one far outside his domain, and within five minutes distill the entire conversation to its essence.

“He could sit for about five minutes and analyze what the conversation was really about,” Docter said. “That’s not something anyone’s born with. It came from years of practice.”

It’s a skill Docter himself has tried to nurture over decades—understanding that the ability to cut through noise and see the real issue is as powerful as any technical expertise. Jobs wasn’t just a tech savant; he was an emotional strategist who knew how to read a room and steer a ship—even if it wasn’t his to command.

But even icons have imperfections. Jobs, Docter candidly admitted, had one habit he’s made a point never to emulate: the infamous anytime, anywhere phone calls. “He would call — especially the producers — at any time, day or night, 3 in the morning, you’re on vacation, doesn’t matter,” said Docter. While Jobs’ relentless pursuit of excellence and passion for his work are legendary, his disregard for personal boundaries wasn’t always appreciated. “He wants to talk to you about it, you’re on,” Docter said, adding that while he tries to avoid this practice, he still occasionally sends late-night emails—much to his wife’s dismay. From Toy Story to Up to Inside Out, Pixar became a storytelling powerhouse under Docter and others, while Jobs remained mostly in the background. Despite being the largest shareholder after Disney acquired Pixar for $7.4 billion in 2006, Jobs rarely disrupted the creative process. He believed in explaining things until people understood them—not forcing outcomes.

Former Disney CEO Bob Iger said in an interview with Vanity Fair that he was warned Jobs might be a tyrant, only to find him refreshingly collaborative. “Who wouldn’t want Steve Jobs to have influence over how a company is run?” Iger said.

In a world that often glorifies overwork and round-the-clock dedication, Docter’s reflections serve as a nuanced reminder: intensity must be balanced with empathy. Jobs' genius lay in vision, clarity, and emotional insight—but his tendency to blur the lines between urgency and intrusion is a cautionary tale for leaders today.

Docter, who once mirrored his own social awkwardness in characters like Carl from Up, now leads Pixar with a softer edge—channeling Jobs' brilliance without inheriting his flaws. “I guess that’s what my wife’s trying to get me to stop doing,” he said, laughing, about his midnight emails.