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Elon Musk explains his 5-step algorithm for solving any problem: "The most common mistake of smart engineers is to optimize a thing that should not exist." "I have this very basic first principles algorithm that I run as a mantra." Elon breaks it down: Step 1: Question the requirements.... "Make the requirements less dumb. The requirements are always dumb to some degree, no matter how smart the person who gave you those requirements. You have to start there, because otherwise you could get the perfect answer to the wrong question." Step 2: Try to delete it. "Try to delete the part or the process step entirely. If you're not forced to put back at least 10% of what you delete, you're not deleting enough. Most people feel like they've succeeded if they haven't been forced to put things back in. But actually they haven't, they've been overly conservative and left things in that shouldn't be there." Step 3: Optimize or simplify. "The most common mistake of smart engineers is to optimize a thing that should not exist. So you don't optimize until after you've tried to delete." Step 4: Speed it up. "Any given thing can be done faster than you think. But you shouldn't speed things up until you've tried to delete it and optimize it otherwise, you're speeding up something that shouldn't exist." Step 5: Automate. "And then the fifth thing is to automate it." Elon explains why the order matters: "I've gone backwards so many times where I've automated something, sped it up, simplified it, and then deleted it. I got tired of doing that. So that's why I have this mantra."show more

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Elon Musk’s Elon Musk first principles algorithm: “Well, it's easy to say simplify and it's very difficult to do it. You know, I have this very basic first principles algorithm that I run kind of as a mantra, which is to first question the requirements, make the requirements less dumb. The requirements are always dumb to some degree, so you want to start off by reducing the number of requirements. And no matter how smart the person who gave you those requirements, they're still dumb to some degree. You have to start there because otherwise you could get the perfect answer to the wrong question. So try to make the question the least wrong possible. That's what question the requirements means. And then the second thing is to try to delete whatever the step is, the part, or the process step. It sounds very obvious, but people often forget to try deleting it entirely. And if you're not forced to put back at least 10% of what you delete, you're not deleting enough. And it's somewhat illogical, people often, most of the time, feel as though they've succeeded if they've not been forced to put things back in. But actually, they haven't because they've been overly conservative and have left things in there that shouldn't be. And only the third thing is to try to optimize it or simplify it. Again, these all sound, I think, very obvious when I say them, but the number of times I've made these mistakes is more than I care to remember. That's why I have this mantra. So in fact, I'd say the most common mistake of smart engineers is to optimize a thing that should not exist.”

Elon Musk’s Elon Musk first principles algorithm: “Well, it's easy to say simplify and it's very difficult to do it. You know, I have this very basic first principles algorithm that I run kind of as a mantra, which is to first question the requirements, make the requirements less dumb. The requirements are always dumb to some degree, so you want to start off by reducing the number of requirements. And no matter how smart the person who gave you those requirements, they're still dumb to some degree. You have to start there because otherwise you could get the perfect answer to the wrong question. So try to make the question the least wrong possible. That's what question the requirements means. And then the second thing is to try to delete whatever the step is, the part, or the process step. It sounds very obvious, but people often forget to try deleting it entirely. And if you're not forced to put back at least 10% of what you delete, you're not deleting enough. And it's somewhat illogical, people often, most of the time, feel as though they've succeeded if they've not been forced to put things back in. But actually, they haven't because they've been overly conservative and have left things in there that shouldn't be. And only the third thing is to try to optimize it or simplify it. Again, these all sound, I think, very obvious when I say them, but the number of times I've made these mistakes is more than I care to remember. That's why I have this mantra. So in fact, I'd say the most common mistake of smart engineers is to optimize a thing that should not exist.”

Beanie👾

271,244 Aufrufe • vor 6 Monaten

Elon Musk's Elon Musk Five Step Improvement Process: 1. First, make your requirements less dumb. 2. Try very hard to delete the part of the process. 3. Only the third step is to simplify or optimize. 4. Accelerate cycle time. 5. Automate "Everyone's wrong. No matter who you are. Everyone's wrong some of the time. The most common error of a smart engineer is to optimize a thing that should not exist. I have personally made a mistake of going backwards on all 5 steps. Multiple times." Elon is so real & authentic! 💯🙏

Elon Musk's Elon Musk Five Step Improvement Process: 1. First, make your requirements less dumb. 2. Try very hard to delete the part of the process. 3. Only the third step is to simplify or optimize. 4. Accelerate cycle time. 5. Automate "Everyone's wrong. No matter who you are. Everyone's wrong some of the time. The most common error of a smart engineer is to optimize a thing that should not exist. I have personally made a mistake of going backwards on all 5 steps. Multiple times." Elon is so real & authentic! 💯🙏

Colene Copeland-Kruszynski👾

12,008 Aufrufe • vor 7 Monaten

Elon's Algorithm: 1. Make Requirements Less Dumb 2. Delete the Part or Process Step 3. Optimize 4. Accelerate 5. Automate "The Algorithm is a five step process that [Elon] installs at all his companies — it's his method for breaking bottlenecks. It starts by questioning the requirements. Question every requirement. It doesn't matter how smart the person is. Accept no requirements from departments, they must have a human name attached to them. The second step is to delete and simplify. Delete anything you possibly can. The most useful heuristic is you have to over-delete. If you aren't adding back at least 10% of what you deleted then you haven't been deleting enough. The reason to simplify is that you get both reliability and low cost. You want fewer parts and fewer lines of code. Complexity is recursive...each additional element causes more complexity and more work. Those first two steps carry 80% of the weight. Number three is optimize which is typical engineering work. The forth is accelerate which is just...go faster. And the fifth is automate. The problem is almost everybody does these five steps in reverse order."

Elon's Algorithm: 1. Make Requirements Less Dumb 2. Delete the Part or Process Step 3. Optimize 4. Accelerate 5. Automate "The Algorithm is a five step process that [Elon] installs at all his companies — it's his method for breaking bottlenecks. It starts by questioning the requirements. Question every requirement. It doesn't matter how smart the person is. Accept no requirements from departments, they must have a human name attached to them. The second step is to delete and simplify. Delete anything you possibly can. The most useful heuristic is you have to over-delete. If you aren't adding back at least 10% of what you deleted then you haven't been deleting enough. The reason to simplify is that you get both reliability and low cost. You want fewer parts and fewer lines of code. Complexity is recursive...each additional element causes more complexity and more work. Those first two steps carry 80% of the weight. Number three is optimize which is typical engineering work. The forth is accelerate which is just...go faster. And the fifth is automate. The problem is almost everybody does these five steps in reverse order."

Ti Morse

40,328 Aufrufe • vor 1 Monat

Elon Musk explains his 5-step process for running companies: "First, make your requirements less dumb. Your requirements are definitely dumb. It does not matter who gave them to you. It's particularly dangerous if a smart person gave you the requirements because you might not question them enough. Everyone's wrong no matter who you are. Everyone's wrong some of the time. So make your requirements less dumb. Then try very hard to delete the part or process. This is actually very important. If you're not occasionally adding things back in, you are not deleting enough. The bias tends to be very strongly towards let's add this part or process step in case we need it. But you can basically make in-case arguments for so many things and for a rocket that is trying to be the first fully reusable rocket. There's never been a fully reusable rocket. People don't understand. This is like the holy grail of rocketry. So you've got to delete the part or process step. Super important. You can't hedge your bets. That's why the grid funds, for example, do not fall down because that's a whole extra mechanism that we don't need. Also, whatever requirement or constraint you have, it must come with a name, not a department. Because you can't ask the department. You have to ask a person. That person who's putting forward their requirement or constraint must agree that they must take responsibility for that requirement. Otherwise, you can have a requirement that basically an intern two years ago randomly came up with off the cuff and they're not even at the company anymore. These things are often just way more silly than you think. So step one, make your requirements less dumb. Step two, delete the part or process step. If you're not adding things back in 10% of the time, you're clearly not deleting enough. And then only the third step is simplify or optimize. The third step, not the first step. The reason it's the third step is because possibly the most common error of a smart engineer is to optimize a thing that should not exist. Everyone's been trained in high school and college that you've got to answer the question. Convergent logic. So you can't tell the professor your question is dumb. You'll get a bad grade. You have to answer the question. So everyone's basically, without knowing it, they've got a mental straitjacket on. They'll work on optimizing the thing that should simply not exist. And then finally, you get to step four, which is accelerate cycle time. You're moving too slowly, go faster. But don't go faster until you have worked on the other three things first. You can always make things go faster. And then the final step is automate. Now, I've personally made the mistake of going backwards on all five steps multiple times. Literally, I automated, accelerated, simplified, and then deleted. One example I've talked about before is there were these fiberglass mats on top of the Model 3 battery pack that were in between the floor pan and the battery. And it was at one point choking the battery pack production line. And I was basically living on the battery pack production line trying to fix the line. It was choking the entire Model 3 production program. So the first mistake was I tried to fix the automation, like make the robot better. So automating was a mistake. Then accelerating was a mistake. Then optimizing was a mistake. And finally, I said, what the hell are these mats for? And I asked the battery safety team, what are these mats for? Are they for fire protection or something? They said, no, they're for noise and vibration. Then I asked an NVH, a noise, vibration, harshness team, what's it for? They said fire safety. So literally, it was like being in a Dilbert cartoon. Actually, I feel like I'm in a Dilbert cartoon quite frequently. So then finally, OK, great, let's try a car with the fiberglass mats and without. And they put a microphone to both and see if you can tell the difference. In fact, I was like, which one is which? So we just deleted them and just bypassed this $2 million robot cell. It was just a complete pile of nonsense."

Elon Musk explains his 5-step process for running companies: "First, make your requirements less dumb. Your requirements are definitely dumb. It does not matter who gave them to you. It's particularly dangerous if a smart person gave you the requirements because you might not question them enough. Everyone's wrong no matter who you are. Everyone's wrong some of the time. So make your requirements less dumb. Then try very hard to delete the part or process. This is actually very important. If you're not occasionally adding things back in, you are not deleting enough. The bias tends to be very strongly towards let's add this part or process step in case we need it. But you can basically make in-case arguments for so many things and for a rocket that is trying to be the first fully reusable rocket. There's never been a fully reusable rocket. People don't understand. This is like the holy grail of rocketry. So you've got to delete the part or process step. Super important. You can't hedge your bets. That's why the grid funds, for example, do not fall down because that's a whole extra mechanism that we don't need. Also, whatever requirement or constraint you have, it must come with a name, not a department. Because you can't ask the department. You have to ask a person. That person who's putting forward their requirement or constraint must agree that they must take responsibility for that requirement. Otherwise, you can have a requirement that basically an intern two years ago randomly came up with off the cuff and they're not even at the company anymore. These things are often just way more silly than you think. So step one, make your requirements less dumb. Step two, delete the part or process step. If you're not adding things back in 10% of the time, you're clearly not deleting enough. And then only the third step is simplify or optimize. The third step, not the first step. The reason it's the third step is because possibly the most common error of a smart engineer is to optimize a thing that should not exist. Everyone's been trained in high school and college that you've got to answer the question. Convergent logic. So you can't tell the professor your question is dumb. You'll get a bad grade. You have to answer the question. So everyone's basically, without knowing it, they've got a mental straitjacket on. They'll work on optimizing the thing that should simply not exist. And then finally, you get to step four, which is accelerate cycle time. You're moving too slowly, go faster. But don't go faster until you have worked on the other three things first. You can always make things go faster. And then the final step is automate. Now, I've personally made the mistake of going backwards on all five steps multiple times. Literally, I automated, accelerated, simplified, and then deleted. One example I've talked about before is there were these fiberglass mats on top of the Model 3 battery pack that were in between the floor pan and the battery. And it was at one point choking the battery pack production line. And I was basically living on the battery pack production line trying to fix the line. It was choking the entire Model 3 production program. So the first mistake was I tried to fix the automation, like make the robot better. So automating was a mistake. Then accelerating was a mistake. Then optimizing was a mistake. And finally, I said, what the hell are these mats for? And I asked the battery safety team, what are these mats for? Are they for fire protection or something? They said, no, they're for noise and vibration. Then I asked an NVH, a noise, vibration, harshness team, what's it for? They said fire safety. So literally, it was like being in a Dilbert cartoon. Actually, I feel like I'm in a Dilbert cartoon quite frequently. So then finally, OK, great, let's try a car with the fiberglass mats and without. And they put a microphone to both and see if you can tell the difference. In fact, I was like, which one is which? So we just deleted them and just bypassed this $2 million robot cell. It was just a complete pile of nonsense."

Founder Mode

73,176 Aufrufe • vor 2 Monaten

Elon Musk: The most common error of a smart engineer is to optimize a thing that should not exist. “The most common error of a smart engineer is to optimize a thing that should not exist. Why would people do that? Everyone's been trained in high school and college to answer the question. Convergent logic. You can't tell the professor your question is dumb, or you'll get a bad grade. You have to answer the question. So, everyone basically, without knowing it, got mental straitjacket on. They'll work on optimizing the thing that should simply not exist.” Starbase Tour with Everyday Astronaut, 2021

Elon Musk: The most common error of a smart engineer is to optimize a thing that should not exist. “The most common error of a smart engineer is to optimize a thing that should not exist. Why would people do that? Everyone's been trained in high school and college to answer the question. Convergent logic. You can't tell the professor your question is dumb, or you'll get a bad grade. You have to answer the question. So, everyone basically, without knowing it, got mental straitjacket on. They'll work on optimizing the thing that should simply not exist.” Starbase Tour with Everyday Astronaut, 2021

ELON CLIPS

298,611 Aufrufe • vor 1 Jahr

Elon Musk: The most common error of a smart engineer is to optimize a thing that should not exist.

Elon Musk: The most common error of a smart engineer is to optimize a thing that should not exist.

ELON CLIPS

887,433 Aufrufe • vor 1 Jahr

If you're drowning in bureaucracy at work, your company probably isn't following Elon Musk's five-step process for improvement. Here are the highlights: "Everybody's been trained in high school and college that you have to answer the question. It's convergence logic. You can't tell a professor '"your question is dumb" or you'll get a bad grade. You have to answer the question. So without knowing it, people have mental straight jackets on. They will work on optimizing the thing that should simply not exist." "It's particularly dangerous if the smart person gave you the requirements because you might not question them enough." "If you're not occasionally adding things back in, you're not deleting enough process. The bias tends to be very strongly towards adding things." (These quotes are paraphrased to make them easier to read).

If you're drowning in bureaucracy at work, your company probably isn't following Elon Musk's five-step process for improvement. Here are the highlights: "Everybody's been trained in high school and college that you have to answer the question. It's convergence logic. You can't tell a professor '"your question is dumb" or you'll get a bad grade. You have to answer the question. So without knowing it, people have mental straight jackets on. They will work on optimizing the thing that should simply not exist." "It's particularly dangerous if the smart person gave you the requirements because you might not question them enough." "If you're not occasionally adding things back in, you're not deleting enough process. The bias tends to be very strongly towards adding things." (These quotes are paraphrased to make them easier to read).

David Perell

376,471 Aufrufe • vor 2 Jahren

Elon Musk literally gave the 5-step process on how to build better 1. Question the requirements 2. Remove unnecessary process steps 3. Optimize 4. Accelerate time-to-learning 5. Automate

Elon Musk literally gave the 5-step process on how to build better 1. Question the requirements 2. Remove unnecessary process steps 3. Optimize 4. Accelerate time-to-learning 5. Automate

Min Choi

39,216 Aufrufe • vor 6 Monaten

Revel Founder & CEO Scott Morton spent 9 years working at SpaceX / Starship for Elon Musk: Biggest lesson? "Elon Musk is really good at is asking engineers to go further than they otherwise would have." i.e. Push past the first “no.” - Avoid incremental thinking. - Question every requirement & constraint. - Force one more round of thinking. - Breakthroughs often follow discomfort. Ref: Walter Isaacson's Biography on Elon: “1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify & optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out.” . . . Scott Morton (Scott Morton) Founder & CEO of Revel (Revel.io) "Oh man, I have so many stories. But actually, there’s a good one here. I think what Elon’s really good at is asking engineers to go further than they otherwise would have. One of the most interesting examples was the first orbital flight of Starship. We had this maneuver to separate the booster from the ship. We called it the “twig snap.” It essentially looked like a twig snapping in space, and it was a very inefficient way to do it. For the next flight, he was like, “We’re going to do hot staging,” which is where you literally start the Starship engines while it’s still connected to the booster and just blast off. Coming out of that, we all thought, “Okay, cool. We’re going to do the same exact conceptual operations for the next flight. Of course. We’re just going to go nail it this time, right?” And he was like, “No, we’re going to do hot staging on the next flight.” I was actually sitting outside. I wasn’t in the Elon meeting, but I was outside. I saw everyone walk out, and they were all just like, “Oh my God. How are we going to do this?” That week, screenshots started getting shot around. I’m sure everyone was thinking, “Oh, this is going to be really difficult.” But then, throughout the course of the week, some really awesome ideas started coming up. It started to look more and more feasible. Then it became, “How would you manufacture this? How would this all go together?” They ended up inventing, just out of nowhere, a new stage that would sit between the booster and the ship called the hot stage. It would take the blast, and then it would get ejected on reentry for the booster. It worked first shot. That’s insane. I just remember the vibes at SpaceX were like, “Oh my… how in the hell are we going to go do this?” But I think the big lesson there, and something I’ve pulled forward to Revel, is that when engineers come to you and say, “Hey, we just can’t get this to work. This is not possible,” you push them and say, “Well, why don’t you spend two more days thinking about it? Let’s see what comes up. And if nothing, we’ll think about it then.” Engineers really underestimate their ability to creatively problem-solve and come up with new ideas they otherwise never would have thought of when they’re presenting what they think is possible in the moment. I’ll say, “Okay.” They’ll say, “This just isn’t working. We don’t think this is a path.” And I’ll say, “Okay, let’s spend one more day thinking about it.” Oftentimes, there’ll be some breakthrough that no one saw coming. I don’t know how someone hasn’t made a movie about this. There are just so many stories. I mean, early Starship, back in the Hopper days, it was like…"

Revel Founder & CEO Scott Morton spent 9 years working at SpaceX / Starship for Elon Musk: Biggest lesson? "Elon Musk is really good at is asking engineers to go further than they otherwise would have." i.e. Push past the first “no.” - Avoid incremental thinking. - Question every requirement & constraint. - Force one more round of thinking. - Breakthroughs often follow discomfort. Ref: Walter Isaacson's Biography on Elon: “1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify & optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out.” . . . Scott Morton (Scott Morton) Founder & CEO of Revel (Revel.io) "Oh man, I have so many stories. But actually, there’s a good one here. I think what Elon’s really good at is asking engineers to go further than they otherwise would have. One of the most interesting examples was the first orbital flight of Starship. We had this maneuver to separate the booster from the ship. We called it the “twig snap.” It essentially looked like a twig snapping in space, and it was a very inefficient way to do it. For the next flight, he was like, “We’re going to do hot staging,” which is where you literally start the Starship engines while it’s still connected to the booster and just blast off. Coming out of that, we all thought, “Okay, cool. We’re going to do the same exact conceptual operations for the next flight. Of course. We’re just going to go nail it this time, right?” And he was like, “No, we’re going to do hot staging on the next flight.” I was actually sitting outside. I wasn’t in the Elon meeting, but I was outside. I saw everyone walk out, and they were all just like, “Oh my God. How are we going to do this?” That week, screenshots started getting shot around. I’m sure everyone was thinking, “Oh, this is going to be really difficult.” But then, throughout the course of the week, some really awesome ideas started coming up. It started to look more and more feasible. Then it became, “How would you manufacture this? How would this all go together?” They ended up inventing, just out of nowhere, a new stage that would sit between the booster and the ship called the hot stage. It would take the blast, and then it would get ejected on reentry for the booster. It worked first shot. That’s insane. I just remember the vibes at SpaceX were like, “Oh my… how in the hell are we going to go do this?” But I think the big lesson there, and something I’ve pulled forward to Revel, is that when engineers come to you and say, “Hey, we just can’t get this to work. This is not possible,” you push them and say, “Well, why don’t you spend two more days thinking about it? Let’s see what comes up. And if nothing, we’ll think about it then.” Engineers really underestimate their ability to creatively problem-solve and come up with new ideas they otherwise never would have thought of when they’re presenting what they think is possible in the moment. I’ll say, “Okay.” They’ll say, “This just isn’t working. We don’t think this is a path.” And I’ll say, “Okay, let’s spend one more day thinking about it.” Oftentimes, there’ll be some breakthrough that no one saw coming. I don’t know how someone hasn’t made a movie about this. There are just so many stories. I mean, early Starship, back in the Hopper days, it was like…"

Molly O’Shea

90,303 Aufrufe • vor 3 Monaten

Rich Roll on why waiting to "feel like it" is a trap: "You can't think your way into the mood that you seek or the state of mind that you aspire to inhabit. Action is the only thing that can trigger that change." Rich uses running as the perfect illustration of this principle. Imagine you wake up in the morning and you're supposed to do a run because you're training for a race. You don't feel like it. So what do most of us do? "We all resort to that state where we think, 'Well, I don't want to do it right now. I'll just wait until I feel like doing it and then I'll do it then.'" But here's the problem with that logic: "If you're waiting until you feel like doing something, chances are you're probably never going to get to it." The mood you're hoping will arrive on its own? It's not coming. Not without action first. "To take the action despite how you feel about it is the thing that catalyzes the state change." You don't run because you feel motivated. You feel motivated because you ran. He points to what every runner knows from experience: "When they finish the run, they're always glad that they did it. They don't generally regret it. And then they feel better." Notice the sequence. The good feeling comes after the action, not before it. The state change is the reward for showing up, not the prerequisite. And this isn't just about running. As Rich puts it: "That example is applicable to all areas of life." The workout you're avoiding. The conversation you're delaying. The project you're putting off until you're "in the right headspace." You're waiting for a feeling that only exists on the other side of doing the thing.

Rich Roll on why waiting to "feel like it" is a trap: "You can't think your way into the mood that you seek or the state of mind that you aspire to inhabit. Action is the only thing that can trigger that change." Rich uses running as the perfect illustration of this principle. Imagine you wake up in the morning and you're supposed to do a run because you're training for a race. You don't feel like it. So what do most of us do? "We all resort to that state where we think, 'Well, I don't want to do it right now. I'll just wait until I feel like doing it and then I'll do it then.'" But here's the problem with that logic: "If you're waiting until you feel like doing something, chances are you're probably never going to get to it." The mood you're hoping will arrive on its own? It's not coming. Not without action first. "To take the action despite how you feel about it is the thing that catalyzes the state change." You don't run because you feel motivated. You feel motivated because you ran. He points to what every runner knows from experience: "When they finish the run, they're always glad that they did it. They don't generally regret it. And then they feel better." Notice the sequence. The good feeling comes after the action, not before it. The state change is the reward for showing up, not the prerequisite. And this isn't just about running. As Rich puts it: "That example is applicable to all areas of life." The workout you're avoiding. The conversation you're delaying. The project you're putting off until you're "in the right headspace." You're waiting for a feeling that only exists on the other side of doing the thing.

Kevin Tanaka

10,256 Aufrufe • vor 1 Monat

🔥ELON MUSK’S 5-STEP RULE FOR RUNNING COMPANIES: QUESTION EVERYTHING, DELETE WHAT YOU CAN, SIMPLIFY WHAT’S LEFT, THEN SPEED IT UP, AND AUTOMATE.

🔥ELON MUSK’S 5-STEP RULE FOR RUNNING COMPANIES: QUESTION EVERYTHING, DELETE WHAT YOU CAN, SIMPLIFY WHAT’S LEFT, THEN SPEED IT UP, AND AUTOMATE.

Coin Bureau

109,273 Aufrufe • vor 1 Monat

Elon Musk: It should be harder to establish a rule than to remove it. “I'm not completely libertarian in the sense I don't think there should be regulations at all. I just think that the natural bias of regulations is to last forever. You have to actively delete a regulation or a law, the way things are set up in most laws. Some laws have sunset provisions. And the problem with that is you get vested interests who like that law, and there's an inertia around it. And so over time, the body of law and regulations grows and grows and grows. It is something that I think is not ultimately good for society. So, in fact, I think it would generally be a good idea to have it such that it's hard to establish a rule and easy to remove one.” Montana Job Summit, September 16, 2013

Elon Musk: It should be harder to establish a rule than to remove it. “I'm not completely libertarian in the sense I don't think there should be regulations at all. I just think that the natural bias of regulations is to last forever. You have to actively delete a regulation or a law, the way things are set up in most laws. Some laws have sunset provisions. And the problem with that is you get vested interests who like that law, and there's an inertia around it. And so over time, the body of law and regulations grows and grows and grows. It is something that I think is not ultimately good for society. So, in fact, I think it would generally be a good idea to have it such that it's hard to establish a rule and easy to remove one.” Montana Job Summit, September 16, 2013

ELON CLIPS

32,677 Aufrufe • vor 8 Monaten

.Second Lady Usha Vance responds to a student's question about how to be the best Second Lady: "I think they key thing, for anyone who is in this kind of role, is to try to just continue to be yourself. You have to do the best job that you can. And there are some responsibilities that come with it...you don't always choose what you are doing...But the most important thing is to remember the kind of person that you were before it, and the kind of person you want to be. If you can do that all the way through, then you can have a lot of fun — and maybe be helpful. You don't want to just start thinking of yourself as the Second Lady, because then you're probably not that fun a person anymore."

.Second Lady Usha Vance responds to a student's question about how to be the best Second Lady: "I think they key thing, for anyone who is in this kind of role, is to try to just continue to be yourself. You have to do the best job that you can. And there are some responsibilities that come with it...you don't always choose what you are doing...But the most important thing is to remember the kind of person that you were before it, and the kind of person you want to be. If you can do that all the way through, then you can have a lot of fun — and maybe be helpful. You don't want to just start thinking of yourself as the Second Lady, because then you're probably not that fun a person anymore."

Mary Margaret Olohan

1,111,670 Aufrufe • vor 9 Monaten

Elon Musk: We have to have free speech in order for civilization to advance. “It's a bigger deal than you'd think. It's the kind of thing that you don't know what you're missing until you don't have it. In a lot of places, people don't have it. It's important to bear in mind that the nature of free speech is, the acid test for it is, are people you don't like allowed to say things that you don't like? Otherwise it's not free. It can't be just be things that you like because eventually somebody's not going to like what you say and they're going to shut you up. That's the essence of free speech. That's why it's the First Amendment in this country. And if we lose that, I think we lose the bedrock of democracy.” From: NBC Universal Marketing Conference, April 18, 2023

Elon Musk: We have to have free speech in order for civilization to advance. “It's a bigger deal than you'd think. It's the kind of thing that you don't know what you're missing until you don't have it. In a lot of places, people don't have it. It's important to bear in mind that the nature of free speech is, the acid test for it is, are people you don't like allowed to say things that you don't like? Otherwise it's not free. It can't be just be things that you like because eventually somebody's not going to like what you say and they're going to shut you up. That's the essence of free speech. That's why it's the First Amendment in this country. And if we lose that, I think we lose the bedrock of democracy.” From: NBC Universal Marketing Conference, April 18, 2023

ELON CLIPS

33,631 Aufrufe • vor 1 Jahr

🇺🇸 ELON: STOP TRYING TO OPTIMIZE SOMETHING THAT SHOULDN’T EXIST “Everyone’s been trained in high school and college that you answer the question — convergent logic. You can’t tell the professor 'your question is dumb' or you’ll get a bad grade, you have to answer the question. So everyone, without knowing, basically has this mental straight jacket on and they’ll work on optimizing the thing that should simply not exist.” Source: Startup Archive, Everyday Astronaut

🇺🇸 ELON: STOP TRYING TO OPTIMIZE SOMETHING THAT SHOULDN’T EXIST “Everyone’s been trained in high school and college that you answer the question — convergent logic. You can’t tell the professor 'your question is dumb' or you’ll get a bad grade, you have to answer the question. So everyone, without knowing, basically has this mental straight jacket on and they’ll work on optimizing the thing that should simply not exist.” Source: Startup Archive, Everyday Astronaut

Mario Nawfal

4,424,615 Aufrufe • vor 1 Jahr

Jordan Peterson: "If you can't fix your room, you can't fix your life" "Why should you even bother improving yourself? The answer is something like: so you don't suffer anymore stupidly than you have to. And maybe so others don't have to either. It's not some casual self-help doctrine. If you don't organize yourself properly, you'll pay for it. In a big way. And so will the people around you." Peterson continues: "You can say, 'Well, I don't care about that.' But that's actually not true, you do care about it. Because if you're in pain, you will care about it. It's very rare that you can find someone in excruciating pain who would say, 'Well, it would be no better if I was out of this.' Pain brings the idea that it would be better if it didn't exist along with it. It's incontrovertible." On how to start: "Look around for something that bothers you and see if you can fix it. You can do this in a room. Sit in your bedroom and think: 'If I wanted to spend ten minutes making this room better, what would I have to do?' You have to ask yourself that, it's a genuine question. And things will pop out. There's a stack of papers bugging you. Some rubbish behind your computer monitor you haven't attended to for six months. Cables tangled up." He explains why this matters: "If you were coming to see me for psychotherapy, the easiest thing would be to get you to organize your room. You think, is that psychotherapy? It depends on how you conceive the limits of your being. Start where you can start. If something announces itself as in need of repair that you could repair, fix it. Fix a hundred things like that, your life will be a lot different." On fixing what you repeat every day: "People tend to think of their daily routines as trivial. You get up, brush your teeth, have breakfast. Those probably constitute 50% of your life. People think, they're mundane, I don't need to pay attention to them. No, that's exactly wrong. The things you do every day are the most important things you do. Hands down. Just do the arithmetic." On staying within your competence: "Sometimes you don't know how to fix something. Imagine you're walking down the street and there's a guy who's alcoholic and schizophrenic and has been homeless for ten years. That's a problem. It would be good if you could fix it, but you haven't got a clue. You walk around that and go find something you could fix. Just because something announces itself as in need of repair doesn't mean it's you, right then and there, who should repair it. You have to have some humility. You don't walk up to a helicopter that isn't working and just start tinkering away." Peterson shares the key insight: "As soon as you give your mind a genuine aim, it'll reconfigure the world in keeping with that aim. That's actually how you see to begin with. You've all seen the video where you watch basketballs being tossed back and forth, and while you're doing that, a gorilla walks into the middle of the video and you don't see it. If you thought about that experiment for five years, that would be about the right amount of time to spend thinking about it." He explains what it reveals: "What it shows you is that you see what you aim at. If you can get one thing through your head, that would be a good one. You see what you aim at. One inference you might draw from that is: be careful what you aim at. What you aim at determines the way the world manifests itself to you. So if the world is manifesting itself in a very negative way, one thing to ask is: are you aiming at the right thing?"

Jordan Peterson: "If you can't fix your room, you can't fix your life" "Why should you even bother improving yourself? The answer is something like: so you don't suffer anymore stupidly than you have to. And maybe so others don't have to either. It's not some casual self-help doctrine. If you don't organize yourself properly, you'll pay for it. In a big way. And so will the people around you." Peterson continues: "You can say, 'Well, I don't care about that.' But that's actually not true, you do care about it. Because if you're in pain, you will care about it. It's very rare that you can find someone in excruciating pain who would say, 'Well, it would be no better if I was out of this.' Pain brings the idea that it would be better if it didn't exist along with it. It's incontrovertible." On how to start: "Look around for something that bothers you and see if you can fix it. You can do this in a room. Sit in your bedroom and think: 'If I wanted to spend ten minutes making this room better, what would I have to do?' You have to ask yourself that, it's a genuine question. And things will pop out. There's a stack of papers bugging you. Some rubbish behind your computer monitor you haven't attended to for six months. Cables tangled up." He explains why this matters: "If you were coming to see me for psychotherapy, the easiest thing would be to get you to organize your room. You think, is that psychotherapy? It depends on how you conceive the limits of your being. Start where you can start. If something announces itself as in need of repair that you could repair, fix it. Fix a hundred things like that, your life will be a lot different." On fixing what you repeat every day: "People tend to think of their daily routines as trivial. You get up, brush your teeth, have breakfast. Those probably constitute 50% of your life. People think, they're mundane, I don't need to pay attention to them. No, that's exactly wrong. The things you do every day are the most important things you do. Hands down. Just do the arithmetic." On staying within your competence: "Sometimes you don't know how to fix something. Imagine you're walking down the street and there's a guy who's alcoholic and schizophrenic and has been homeless for ten years. That's a problem. It would be good if you could fix it, but you haven't got a clue. You walk around that and go find something you could fix. Just because something announces itself as in need of repair doesn't mean it's you, right then and there, who should repair it. You have to have some humility. You don't walk up to a helicopter that isn't working and just start tinkering away." Peterson shares the key insight: "As soon as you give your mind a genuine aim, it'll reconfigure the world in keeping with that aim. That's actually how you see to begin with. You've all seen the video where you watch basketballs being tossed back and forth, and while you're doing that, a gorilla walks into the middle of the video and you don't see it. If you thought about that experiment for five years, that would be about the right amount of time to spend thinking about it." He explains what it reveals: "What it shows you is that you see what you aim at. If you can get one thing through your head, that would be a good one. You see what you aim at. One inference you might draw from that is: be careful what you aim at. What you aim at determines the way the world manifests itself to you. So if the world is manifesting itself in a very negative way, one thing to ask is: are you aiming at the right thing?"

Jaynit

68,332 Aufrufe • vor 1 Monat

Elon Musk: "If you haven't thought until your brain hurts, then you haven't tried hard enough." Asked what it takes to do things the way he does, Elon Musk (CEO of Tesla and SpaceX) points first to mastering technology. "If you want to do things like me, you have to learn how to be good at technology. So study engineering, physics, that kind of thing. Understand how the world works, and try to be as accurate as possible about that." But knowledge alone isn't the point. The second ingredient is creativity: "Also try to be creative, which means just try to think of things that haven't been done before, but that would probably make the world better." Elon Musk is candid that none of this comes easily. Pairing technical accuracy with genuine originality demands enormous mental effort: "It requires a lot of mental effort to do that. I don't just combo stuff willy-nilly. I mean, occasionally, but it's rare." And that's where his standard for effort comes in. For Musk, the feeling of mental strain is the bar you're supposed to clear: "You really have to think until your brain hurts. If you haven't thought until your brain hurts, then you haven't tried hard enough."

Elon Musk: "If you haven't thought until your brain hurts, then you haven't tried hard enough." Asked what it takes to do things the way he does, Elon Musk (CEO of Tesla and SpaceX) points first to mastering technology. "If you want to do things like me, you have to learn how to be good at technology. So study engineering, physics, that kind of thing. Understand how the world works, and try to be as accurate as possible about that." But knowledge alone isn't the point. The second ingredient is creativity: "Also try to be creative, which means just try to think of things that haven't been done before, but that would probably make the world better." Elon Musk is candid that none of this comes easily. Pairing technical accuracy with genuine originality demands enormous mental effort: "It requires a lot of mental effort to do that. I don't just combo stuff willy-nilly. I mean, occasionally, but it's rare." And that's where his standard for effort comes in. For Musk, the feeling of mental strain is the bar you're supposed to clear: "You really have to think until your brain hurts. If you haven't thought until your brain hurts, then you haven't tried hard enough."

Big Brain Business

37,335 Aufrufe • vor 10 Tagen

Elon Musk: I'm not completely libertarian. I just think it should be harder to establish a rule than to remove it. “I'm not completely libertarian in the sense I don't think there should be regulations at all. I just think that the natural bias of regulations is to last forever. You have to actively delete a regulation or a law, the way things are set up in most laws. Some laws have sunset provisions. And the problem with that is you get vested interests who like that law, and there's an inertia around it. And so over time, the body of law and regulations grows and grows and grows. It is something that I think is not ultimately good for society. So, in fact, I think it would generally be a good idea to have it such that it's hard to establish a rule and easy to remove one.” Montana Job Summit, September 16, 2013

Elon Musk: I'm not completely libertarian. I just think it should be harder to establish a rule than to remove it. “I'm not completely libertarian in the sense I don't think there should be regulations at all. I just think that the natural bias of regulations is to last forever. You have to actively delete a regulation or a law, the way things are set up in most laws. Some laws have sunset provisions. And the problem with that is you get vested interests who like that law, and there's an inertia around it. And so over time, the body of law and regulations grows and grows and grows. It is something that I think is not ultimately good for society. So, in fact, I think it would generally be a good idea to have it such that it's hard to establish a rule and easy to remove one.” Montana Job Summit, September 16, 2013

ELON CLIPS

51,729 Aufrufe • vor 11 Monaten

💬: what’s jungwon’s way of taking care of his mentality? 🐈: admitting differences, and if i’m wrong, admitting that i’m wrong. that’s where it all starts. i feel like that's something i really learned while working. 🐈: being different and being wrong are not the same thing, you know? if you can't admit that you're different from others, or that you're wrong, there's no next step. 🐈: but there are always people like that, right? just take a good look at them. you'll see they don't have many people around them. 🐈: when it comes to managing your mental state... in the end, you have to solve the problem for things to get better. to solve it, acknowledging it is really important. if you messed up, you have to admit it. you get what i mean, right? #정원 #JUNGWON ENHYPEN

💬: what’s jungwon’s way of taking care of his mentality? 🐈: admitting differences, and if i’m wrong, admitting that i’m wrong. that’s where it all starts. i feel like that's something i really learned while working. 🐈: being different and being wrong are not the same thing, you know? if you can't admit that you're different from others, or that you're wrong, there's no next step. 🐈: but there are always people like that, right? just take a good look at them. you'll see they don't have many people around them. 🐈: when it comes to managing your mental state... in the end, you have to solve the problem for things to get better. to solve it, acknowledging it is really important. if you messed up, you have to admit it. you get what i mean, right? #정원 #JUNGWON ENHYPEN

cel

39,807 Aufrufe • vor 9 Monaten

Elon Musk: We shouldn't be afraid to delete too many rules and regulations. “People are often afraid to delete things. I'm like, well, let's just go ahead and do it. If you're not putting a little bit back in, you're not deleting enough. I think this is a very big deal. [You should] over-delete rules and regulations, and you'll end up putting a few back, and that's fine.” Cato Institute, June 12, 2024

Elon Musk: We shouldn't be afraid to delete too many rules and regulations. “People are often afraid to delete things. I'm like, well, let's just go ahead and do it. If you're not putting a little bit back in, you're not deleting enough. I think this is a very big deal. [You should] over-delete rules and regulations, and you'll end up putting a few back, and that's fine.” Cato Institute, June 12, 2024

ELON CLIPS

256,097 Aufrufe • vor 1 Jahr