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Marc Andreessen on Elon Musk: “Why don't more CEOs operate the way that he does? The top-line thing is just this incredible devotion from the leader of the company to deeply understand what the company does, and to be completely knowledgeable about every aspect of it. To be in... the trenches and talking directly to the people who do the work, deeply understanding the issues, and being the key, lead problem solver in the organization. What Elon does is he shows up every week at each of his companies, he identifies the biggest problem that the company's having that week, and he fixes it. He does that every week for 52 weeks in a row. And then each of his companies has solved the 52 biggest problems that year, in that year. He attracts many of the best people in the world to work with him."show more

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Marc Andreessen on Elon Musk: “I think probably the single biggest question in all of business right now is: why don't more CEOs operate the way that he does?” "The top-line thing is just this incredible devotion from the leader of the company to fully, deeply understand what the company does, and to be completely knowledgeable about every aspect of it." "To be in the trenches and talking directly to the people who do the work, deeply understanding the issues, and being the key, lead problem solver in the organization." "What Elon does is—he shows up every week at each of his companies, he identifies the biggest problem that the company's having that week, and he fixes it. He does that every week for 52 weeks in a row. And then each of his companies has solved the 52 biggest problems that year, in that year." "The side effect of it is—he attracts many of the best people in the world to work with him. Because if you work with Elon, the expectations are through the roof in terms of your level of performance." Source: Marc Andreessen 🇺🇸 on Chris Williamson

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After working closely with Elon Musk over the last couple of years, Marc Andreessen realized something fascinating: Elon doesn't operate like any other modern CEO. In fact, Marc argues that to find leaders who run a business the way Elon does, you have to look all the way back to the legendary industrialists of the 1800s and 1900s. We're talking about ruthless, hands-on titans like Henry Ford, Andrew Carnegie, Thomas Watson, and Cornelius Vanderbilt. What makes Elon's method so different? Pure, incredible devotion. Elon doesn't sit in a corner office looking at high-level spreadsheets. He gets deep in the trenches. He insists on talking directly to the people doing the actual work, fully understanding the nuances, and acting as the LEAD problem solver for the entire organization. Here is the exact, relentless weekly playbook Marc observed: - Elon shows up at each of his companies. - He ruthlessly identifies the absolute biggest problem they are facing that week. - He fixes it. "And then he does that every week for 52 weeks in a row, and then each of his companies has solved the 52 biggest problems that year."

After working closely with Elon Musk over the last couple of years, Marc Andreessen realized something fascinating: Elon doesn't operate like any other modern CEO. In fact, Marc argues that to find leaders who run a business the way Elon does, you have to look all the way back to the legendary industrialists of the 1800s and 1900s. We're talking about ruthless, hands-on titans like Henry Ford, Andrew Carnegie, Thomas Watson, and Cornelius Vanderbilt. What makes Elon's method so different? Pure, incredible devotion. Elon doesn't sit in a corner office looking at high-level spreadsheets. He gets deep in the trenches. He insists on talking directly to the people doing the actual work, fully understanding the nuances, and acting as the LEAD problem solver for the entire organization. Here is the exact, relentless weekly playbook Marc observed: - Elon shows up at each of his companies. - He ruthlessly identifies the absolute biggest problem they are facing that week. - He fixes it. "And then he does that every week for 52 weeks in a row, and then each of his companies has solved the 52 biggest problems that year."

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Marc Andreessen on what makes Elon impossible to compete with “I’m not aware of another CEO who operates the way he does.” Marc believes you have to go back in history to the industrialists of the late 1800s and early 1900s to find founders comparable to Elon Musk (e.g. Henry Ford, Andrew Carnegie, Thomas Watson, Andrew Mellon, Cornelius Vanderbilt). “Those guys ran very similar to the way Elon runs things… The top line thing is just this incredible devotion from the leader of the company to fully, deeply understand what the company does, to be completely knowledgeable about every aspect of it, and to be in the trenches and talking directly to the people who do the work to deeply understand the issues. And then be the lead problem solver in the organization. Basically what Elon does is he shows up every week at each of his companies, identifies the biggest problem the company’s having that week and he fixes it. He does that every week for 52 weeks in a row and then each of his companies has solved the 52 biggest problems that year.” Marc juxtaposes this process with more conventional CEOs who respond to problems with planning, meetings, and reports. The other crucial factor in Elon’s success that Marc points to is his ability to attract incredible talent: “Many of the best people in the world want to work with him because if you work with Elon the expectations are through the roof in terms of your level of performance. And he is going to know who you are and what you’ve done. He’s going to know what you’ve done this week and if you’re underperforming. And he may fire you in the meeting if you’re not carrying your weight. But if you are as committed to the company as he is, and hard working and capable, many people who have worked for him say that they had the best experience of their lives.” Marc recalls a famous line from somebody who joined SpaceX from another aerospace company and said, “It’s like being dropped into a shocking zone of competence. Everybody around me is so absolutely competent.” And lastly, as Marc argues, Elon’s technical ability is another competitive advantage versus non-technical CEOs: “When he identifies the bottleneck, he goes and talks to the line engineers who understand the technical nature of the bottleneck… He’s not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that’s to be reviewed in three weeks. He doesn’t do that. What he does is he goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. And again, this is why he inspires such incredible loyalty from especially the technical people who he works with. They’re just like, ‘Wow, if I’m up against a problem I don’t know how to solve, freaking Elon Musk is going to show up in his Gulfstream and he’s going to sit with me overnight in front of the keyboard or in front of the manufacturing line and help me figure this out.’” Video source: Chris Williamson (2024)

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Marc Andreessen on what makes Elon impossible to compete with “I’m not aware of another CEO who operates the way he does.” Marc believes you have to go back in history to the industrialists of the late 1800s and early 1900s to find founders comparable to Elon Musk (e.g. Henry Ford, Andrew Carnegie, Thomas Watson, Andrew Mellon, Cornelius Vanderbilt). “Those guys ran very similar to the way Elon runs things… The top line thing is just this incredible devotion from the leader of the company to fully, deeply understand what the company does, to be completely knowledgeable about every aspect of it, and to be in the trenches and talking directly to the people who do the work to deeply understand the issues. And then be the lead problem solver in the organization. Basically what Elon does is he shows up every week at each of his companies, identifies the biggest problem the company’s having that week and he fixes it. He does that every week for 52 weeks in a row and then each of his companies has solved the 52 biggest problems that year.” Marc juxtaposes this process with more conventional CEOs who respond to problems with planning, meetings, and reports. The other crucial factor in Elon’s success that Marc points to is his ability to attract incredible talent: “Many of the best people in the world want to work with him because if you work with Elon the expectations are through the roof in terms of your level of performance. And he is going to know who you are and what you’ve done. He’s going to know what you’ve done this week and if you’re underperforming. And he may fire you in the meeting if you’re not carrying your weight. But if you are as committed to the company as he is, and hard working and capable, many people who have worked for him say that they had the best experience of their lives.” Marc recalls a famous line from somebody who joined SpaceX from another aerospace company and said, “It’s like being dropped into a shocking zone of competence. Everybody around me is so absolutely competent.” And lastly, as Marc argues, Elon’s technical ability is another competitive advantage versus non-technical CEOs: “When he identifies the bottleneck, he goes and talks to the line engineers who understand the technical nature of the bottleneck… He’s not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that’s to be reviewed in three weeks. He doesn’t do that. What he does is he goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. And again, this is why he inspires such incredible loyalty from especially the technical people who he works with. They’re just like, ‘Wow, if I’m up against a problem I don’t know how to solve, freaking Elon Musk is going to show up in his Gulfstream and he’s going to sit with me overnight in front of the keyboard or in front of the manufacturing line and help me figure this out.’” Video source: Chris Williamson (2024)

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Marc Andreessen went on Chris Williamson's podcast and broke down exactly how Elon Musk runs multiple companies at once No other CEO on Earth does this: 1. Every week, Musk shows up at each of his companies, identifies the single biggest problem that company is having that week, and fixes it. Then he does that for 52 weeks in a row. At the end of the year, each company has solved its 52 biggest problems. Meanwhile, most large companies are still having the planning meeting for the pre-planning meeting for the board presentation with the compliance review and the legal review attached. 2. This is not a new operating method. It is actually how the great industrialists of the late 1800s and early 1900s ran their companies. Henry Ford, Andrew Carnegie, Thomas Watson, who built IBM. Total devotion from the leader to fully and deeply understand what the company does, be in the trenches, talk directly to the people doing the work, and be the lead problem solver in the organization. Andreessen says he is not aware of another current CEO who operates this way. 3. The framework Musk uses is the bottleneck. In any manufacturing chain, there is always one thing holding everything up. Sometimes it is raw materials at the start. Sometimes it is warehousing at the end. Sometimes it is in the middle. The job is to find it and remove it. Musk has universalized this concept across every company he runs. In any given week, there is one main bottleneck. He micromanages the solution to that one thing and delegates almost everything else. 4. Musk delegates almost everything. Andreessen is clear about this. He is not involved in most of what his companies are doing. He is involved in the one thing that is the biggest problem right now. Once that is fixed, he moves to the next biggest problem. Everything else by definition, is running better than the bottleneck, so it does not need him. 5. When Musk identifies the bottleneck, he goes directly to the engineer who actually understands it. not the VP of engineering, not the director, not the manager. The individual contributor who has the actual technical knowledge. He sits in the room with that person and fixes the problem alongside them. He does not ask for a report to be reviewed in three weeks. he shows up at the keyboard or on the manufacturing line and works through it overnight if necessary. 6. This is why technical people who work for Musk say it was the best experience of their lives. Andreessen's framing: if you are stuck on a problem you cannot solve, Elon Musk is going to show up in his Gulfstream, sit with you in front of the keyboard, and help you figure it out. For an engineer who genuinely cares about the work, that is an almost incomprehensible level of support from the CEO of the company. 7. Business school teaches the opposite of this: management as a generic skill applicable to any industry. Soup company or a rocket company, the management principles are the same. process, balance sheet, meeting schedules, compliance, executive motivation, interpersonal conflict resolution. Andreessen says those skills are useful in many contexts. They just give you nothing; you need to do what Musk does. And Musk pushes as far as he can away from all of that so he can spend all of his time doing the things only he can do.

Marc Andreessen went on Chris Williamson's podcast and broke down exactly how Elon Musk runs multiple companies at once No other CEO on Earth does this: 1. Every week, Musk shows up at each of his companies, identifies the single biggest problem that company is having that week, and fixes it. Then he does that for 52 weeks in a row. At the end of the year, each company has solved its 52 biggest problems. Meanwhile, most large companies are still having the planning meeting for the pre-planning meeting for the board presentation with the compliance review and the legal review attached. 2. This is not a new operating method. It is actually how the great industrialists of the late 1800s and early 1900s ran their companies. Henry Ford, Andrew Carnegie, Thomas Watson, who built IBM. Total devotion from the leader to fully and deeply understand what the company does, be in the trenches, talk directly to the people doing the work, and be the lead problem solver in the organization. Andreessen says he is not aware of another current CEO who operates this way. 3. The framework Musk uses is the bottleneck. In any manufacturing chain, there is always one thing holding everything up. Sometimes it is raw materials at the start. Sometimes it is warehousing at the end. Sometimes it is in the middle. The job is to find it and remove it. Musk has universalized this concept across every company he runs. In any given week, there is one main bottleneck. He micromanages the solution to that one thing and delegates almost everything else. 4. Musk delegates almost everything. Andreessen is clear about this. He is not involved in most of what his companies are doing. He is involved in the one thing that is the biggest problem right now. Once that is fixed, he moves to the next biggest problem. Everything else by definition, is running better than the bottleneck, so it does not need him. 5. When Musk identifies the bottleneck, he goes directly to the engineer who actually understands it. not the VP of engineering, not the director, not the manager. The individual contributor who has the actual technical knowledge. He sits in the room with that person and fixes the problem alongside them. He does not ask for a report to be reviewed in three weeks. he shows up at the keyboard or on the manufacturing line and works through it overnight if necessary. 6. This is why technical people who work for Musk say it was the best experience of their lives. Andreessen's framing: if you are stuck on a problem you cannot solve, Elon Musk is going to show up in his Gulfstream, sit with you in front of the keyboard, and help you figure it out. For an engineer who genuinely cares about the work, that is an almost incomprehensible level of support from the CEO of the company. 7. Business school teaches the opposite of this: management as a generic skill applicable to any industry. Soup company or a rocket company, the management principles are the same. process, balance sheet, meeting schedules, compliance, executive motivation, interpersonal conflict resolution. Andreessen says those skills are useful in many contexts. They just give you nothing; you need to do what Musk does. And Musk pushes as far as he can away from all of that so he can spend all of his time doing the things only he can do.

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Marc Andreessen: Elon inspires incredible loyalty from his employees because they know he'll just sit all night with them to fix a problem. “Elon actually delegates almost everything. He's involved in the thing that is the biggest problem right now until that thing is fixed. And then, he doesn't have to be involved in it anymore, he can go focus on the next thing that's the biggest problem for that company right now. The job number one is to remove that bottleneck and get everything flowing again. I think Elon basically has universalized that concept and he basically looks at every company like it's some sort of conceptual assembly line. When he identifies the bottleneck, he goes and he talks to the line engineers who understand the technical nature of the bottleneck. If it's people on a manufacturing line, he's talking to people directly on the line. Or if that's people in a software development group, he's talking to the people actually writing the code. He's not asking the VP of Engineering to ask the Director of Engineering to ask the manager to ask the individual contributor to write a report that's to be reviewed in three weeks. He doesn't do that. He would throw them all out of the window. There's just no way he would do that. He goes and personally finds the engineer who actually has the knowledge about the thing, and then he sits in the room with that engineer and fixes the problem with them. This is why he inspires such incredible loyalty, especially from the technical people who he works with. They're like, wow, if I'm up against a problem I don't know how to solve, freaking Elon Musk is going to show up in his Gulfstream jet, and he's going to sit with me overnight in front of the keyboard or in front of the manufacturing line, and he's going to help me figure this out.” Interview of Marc Andreessen 🇺🇸 by Chris Williamson on Youtube, December 14, 2024

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ELON CLIPS

7,402,847 просмотров • 1 год назад

Telegram Founder, Pavel Durov on Elon Musk: "I believe that certain traits that Elon Musk demonstrates, that people criticize about him, are also the sources of his strength, for example, his emotionality is derived from the fact that he cares about issues deeply, and he is willing to start as many wars and as many fights as it takes to change the world in the direction that he thinks is right. If we are talking about the richest person in the world and the most famous entrepreneur in the world, you have to wonder, how does he motivate himself? It's one of the main traits of a successful entrepreneur not agreeing with things, and every time somebody like Elon Musk, but there is no somebody like him, it's just Elon. He's unique in the sense that he keeps launching new things, running them in parallel, and he doesn't seem to be stretched too thin."

Telegram Founder, Pavel Durov on Elon Musk: "I believe that certain traits that Elon Musk demonstrates, that people criticize about him, are also the sources of his strength, for example, his emotionality is derived from the fact that he cares about issues deeply, and he is willing to start as many wars and as many fights as it takes to change the world in the direction that he thinks is right. If we are talking about the richest person in the world and the most famous entrepreneur in the world, you have to wonder, how does he motivate himself? It's one of the main traits of a successful entrepreneur not agreeing with things, and every time somebody like Elon Musk, but there is no somebody like him, it's just Elon. He's unique in the sense that he keeps launching new things, running them in parallel, and he doesn't seem to be stretched too thin."

DogeDesigner

647,640 просмотров • 10 месяцев назад

MARC ANDREESSEN EXPLAINS HOW ELON MUSK RUNS MULTIPLE COMPANIES AT ONCE: • HE FINDS THE BIGGEST BOTTLENECK EVERY WEEK. • FIXES IT HIMSELF. • REPEATS IT 52 TIMES A YEAR. HE DOESN'T MICROMANAGE EVERYTHING. HE MICROMANAGES THE ONE THING THAT MATTERS MOST. THAT'S WHY HIS COMPANIES MOVE FASTER THAN EVERYONE ELSE.

MARC ANDREESSEN EXPLAINS HOW ELON MUSK RUNS MULTIPLE COMPANIES AT ONCE: • HE FINDS THE BIGGEST BOTTLENECK EVERY WEEK. • FIXES IT HIMSELF. • REPEATS IT 52 TIMES A YEAR. HE DOESN'T MICROMANAGE EVERYTHING. HE MICROMANAGES THE ONE THING THAT MATTERS MOST. THAT'S WHY HIS COMPANIES MOVE FASTER THAN EVERYONE ELSE.

Vivek Sen

24,442 просмотров • 18 дней назад

Marc Andreessen explains the "Elon Method" of leadership, and it completely contradicts how most CEOs operate today. Most leaders get bogged down trying to manage every single moving part of their business. But according to Andreessen, Elon's approach is actually the exact opposite: he delegates almost everything. He isn't involved in 99% of what his companies are doing on a daily basis. Instead, his entire focus is hunting for one specific thing: The Bottleneck. In any manufacturing chain, there is always a bottleneck keeping the line from running the way it's supposed to. It could be a lack of raw materials at the beginning, or a shortage of warehouse space at the end. Whatever it is, that bottleneck is holding everything up. Job number one is to remove it and get things flowing again. Elon has universalized this concept. He looks at every company like it's a conceptual assembly line—sometimes a literal one making cars and rockets. He knows that on any given week, there is guaranteed to be one main bottleneck holding his people back. So, what’s the secret to his management paradox? He relentlessly micromanages the solution to that one specific problem. He doesn't need to manage everything else because, by definition, the rest of the company is running better than the bottleneck. Once it's fixed, he moves on to the next biggest problem. But here is the part where most non-technical CEOs would completely fail trying to replicate this method: When Elon identifies the bottleneck, he has zero patience for bureaucracy. He doesn't ask the VP of Engineering to ask the Director to ask the Manager to ask the individual contributor to write a report to be reviewed in three weeks. He would throw that entire chain of command out the window. Instead, he bypasses the middleman completely. He goes straight to the manufacturing line or the software group, personally finds the exact line engineer who actually understands the technical nature of the bottleneck, sits in a room with them, and fixes the problem together.

Marc Andreessen explains the "Elon Method" of leadership, and it completely contradicts how most CEOs operate today. Most leaders get bogged down trying to manage every single moving part of their business. But according to Andreessen, Elon's approach is actually the exact opposite: he delegates almost everything. He isn't involved in 99% of what his companies are doing on a daily basis. Instead, his entire focus is hunting for one specific thing: The Bottleneck. In any manufacturing chain, there is always a bottleneck keeping the line from running the way it's supposed to. It could be a lack of raw materials at the beginning, or a shortage of warehouse space at the end. Whatever it is, that bottleneck is holding everything up. Job number one is to remove it and get things flowing again. Elon has universalized this concept. He looks at every company like it's a conceptual assembly line—sometimes a literal one making cars and rockets. He knows that on any given week, there is guaranteed to be one main bottleneck holding his people back. So, what’s the secret to his management paradox? He relentlessly micromanages the solution to that one specific problem. He doesn't need to manage everything else because, by definition, the rest of the company is running better than the bottleneck. Once it's fixed, he moves on to the next biggest problem. But here is the part where most non-technical CEOs would completely fail trying to replicate this method: When Elon identifies the bottleneck, he has zero patience for bureaucracy. He doesn't ask the VP of Engineering to ask the Director to ask the Manager to ask the individual contributor to write a report to be reviewed in three weeks. He would throw that entire chain of command out the window. Instead, he bypasses the middleman completely. He goes straight to the manufacturing line or the software group, personally finds the exact line engineer who actually understands the technical nature of the bottleneck, sits in a room with them, and fixes the problem together.

Ian Miles Cheong

71,460 просмотров • 3 месяцев назад

BERNIE SANDERS: ELON IS A BRILLIANT INNOVATOR “I am no great fan of Elon Musk, especially in the role that he's playing right now in Trump's campaign. But is he a brilliant guy? Of course, he is. Does he work like a dog? Of course, he does. Does he come up with these incredible innovations in companies? Yes, he does. Does he deserve credit for that? Yeah. He does. But, you know, even in terms of encouraging innovation, I would hope that we are focusing on the important issues. I would love to see great innovators figure out how we build the affordable housing that we need, come up with the great drugs that we need to solve many of the terrible illnesses that plague people.” Source: Lex Fridman , Elon Musk

BERNIE SANDERS: ELON IS A BRILLIANT INNOVATOR “I am no great fan of Elon Musk, especially in the role that he's playing right now in Trump's campaign. But is he a brilliant guy? Of course, he is. Does he work like a dog? Of course, he does. Does he come up with these incredible innovations in companies? Yes, he does. Does he deserve credit for that? Yeah. He does. But, you know, even in terms of encouraging innovation, I would hope that we are focusing on the important issues. I would love to see great innovators figure out how we build the affordable housing that we need, come up with the great drugs that we need to solve many of the terrible illnesses that plague people.” Source: Lex Fridman , Elon Musk

Mario Nawfal

1,210,738 просмотров • 1 год назад

What does Amazon Founder & Executive Chair Jeff Bezos predict that AI’s biggest impact will be? He tells Italian Tech Week the scope of AI's ability to raise productivity and quality across every industry will be its biggest effect. “It will impact every company in the world,” he says. "By every company, I mean every company." #ITW25

What does Amazon Founder & Executive Chair Jeff Bezos predict that AI’s biggest impact will be? He tells Italian Tech Week the scope of AI's ability to raise productivity and quality across every industry will be its biggest effect. “It will impact every company in the world,” he says. "By every company, I mean every company." #ITW25

Amazon

76,741 просмотров • 10 месяцев назад

Albanese tells the press that he wants people to engage and talk to each other like he did at the start of his political career. What exactly does he think it is that people do on social media?! He then goes on to reveal the real reason for the current attack on social media which is that people have anonymity! The government doesn’t know who you are and they don’t like it! By the way…. Is he drunk??

Albanese tells the press that he wants people to engage and talk to each other like he did at the start of his political career. What exactly does he think it is that people do on social media?! He then goes on to reveal the real reason for the current attack on social media which is that people have anonymity! The government doesn’t know who you are and they don’t like it! By the way…. Is he drunk??

Miss Madeleine

267,357 просмотров • 1 год назад

Asmongold calls out Hasan Piker, saying that everything he does is in service of te*orism. This is the core, in the centre of his ideology. All other values, viewpoints, and opinions come out of that ideology, and they all work to serve that ideology. That is the only thing that he will never compromise 👀😳 “Every other belief works in service to manifest the increase in Islamic te*rorism. This is what he does you guys can just listen and pay attention to this”

Asmongold calls out Hasan Piker, saying that everything he does is in service of teorism. This is the core, in the centre of his ideology. All other values, viewpoints, and opinions come out of that ideology, and they all work to serve that ideology. That is the only thing that he will never compromise 👀😳 “Every other belief works in service to manifest the increase in Islamic terorism. This is what he does you guys can just listen and pay attention to this”

Prism

19,668 просмотров • 1 месяц назад

The Supreme Leader of the Islamic Republic of Iran, Ayatollah Khamenei, told Air Force officers today that he does not believe negotiating with the United States would be wise, especially given that the U.S. has backed out of treaties in the past. It’s important to note that this is almost always the posture he takes publicly while granting permission to Islamic Republic officials to negotiate. His remarks last year, in which he appeared to open the door to negotiations, were very rare. Khamenei, who has not left Iran since 1989, is deeply mistrustful and suspicious of the United States. He does not just hold this position publicly to stay in power—it is fundamentally what he believes.

The Supreme Leader of the Islamic Republic of Iran, Ayatollah Khamenei, told Air Force officers today that he does not believe negotiating with the United States would be wise, especially given that the U.S. has backed out of treaties in the past. It’s important to note that this is almost always the posture he takes publicly while granting permission to Islamic Republic officials to negotiate. His remarks last year, in which he appeared to open the door to negotiations, were very rare. Khamenei, who has not left Iran since 1989, is deeply mistrustful and suspicious of the United States. He does not just hold this position publicly to stay in power—it is fundamentally what he believes.

Yashar Ali 🐘

21,791 просмотров • 1 год назад

Why Elon didn't want to be CEO: "[Elon] is at core, an engineer and a product guy. He has this great line where he said: "I realized you couldn't be fully in control of the product unless you were also in control of the company." He says he made a moral error, early in Tesla, where he was trying to have his cake and eat it too. He wanted to control the company without running the company. And that was the 2002 to 2008 era, where Tesla was just off to a really messy start. He was providing the funding. He was chairman of the board. But Martin Eberhard was CEO. Eventually, when Tesla was on the verge of death in 2008....Elon was pushed into the position of: "I have to be CEO. I don't want to be. It comes with a lot of chores. It comes with a lot of responsibilities. But if I want this company to be successful, I have to fully internalize and take responsibility for it." And that's what he did, even though he was also in the same position at SpaceX. The fact that these companies are improbable, iconic, and that he funded and led them both in parallel...it's like running a two minute mile twice at the same time. It is such a higher degree of difficulty than most people can conceive of, and the fact that it worked is still unbelievable."

Why Elon didn't want to be CEO: "[Elon] is at core, an engineer and a product guy. He has this great line where he said: "I realized you couldn't be fully in control of the product unless you were also in control of the company." He says he made a moral error, early in Tesla, where he was trying to have his cake and eat it too. He wanted to control the company without running the company. And that was the 2002 to 2008 era, where Tesla was just off to a really messy start. He was providing the funding. He was chairman of the board. But Martin Eberhard was CEO. Eventually, when Tesla was on the verge of death in 2008....Elon was pushed into the position of: "I have to be CEO. I don't want to be. It comes with a lot of chores. It comes with a lot of responsibilities. But if I want this company to be successful, I have to fully internalize and take responsibility for it." And that's what he did, even though he was also in the same position at SpaceX. The fact that these companies are improbable, iconic, and that he funded and led them both in parallel...it's like running a two minute mile twice at the same time. It is such a higher degree of difficulty than most people can conceive of, and the fact that it worked is still unbelievable."

Ti Morse

47,497 просмотров • 3 месяцев назад

Former SpaceX employee: I think Elon is smarter than Einstein. “SpaceX is special forces. We take on the missions that others deem impossible. This will be the hardest thing you will ever do in your life. It is the kind of personality that wants to be a Navy SEAL, the engineering equivalent of that. It will be bruising and punishing and uncomfortable every day. Growth is rarely comfortable. If you are comfortable, you are probably not growing. To work for Elon is to be comfortable in a constant state of discomfort. He has 10,000 times more what the average person has streaming through their brain any given time. Our ability to think about and analyze a problem is nothing compared to how his brain works. Elon aspires to be the greatest engineer in the history of the world. He does have the cognitive horsepower of the geniuses that we have seen come before us. I think he is smarter than Einstein.” Dolly Singh in BBC's documentary The Elon Musk Show, 2022

Former SpaceX employee: I think Elon is smarter than Einstein. “SpaceX is special forces. We take on the missions that others deem impossible. This will be the hardest thing you will ever do in your life. It is the kind of personality that wants to be a Navy SEAL, the engineering equivalent of that. It will be bruising and punishing and uncomfortable every day. Growth is rarely comfortable. If you are comfortable, you are probably not growing. To work for Elon is to be comfortable in a constant state of discomfort. He has 10,000 times more what the average person has streaming through their brain any given time. Our ability to think about and analyze a problem is nothing compared to how his brain works. Elon aspires to be the greatest engineer in the history of the world. He does have the cognitive horsepower of the geniuses that we have seen come before us. I think he is smarter than Einstein.” Dolly Singh in BBC's documentary The Elon Musk Show, 2022

ELON CLIPS

263,540 просмотров • 1 год назад