Elon Musk

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 and 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.

The family adopted a motto: “Live dangerously—carefully.

If you were negative or thought something couldn’t be done, you were not invited to the next meeting,” Mueller recalls. “He just wanted people who would make things happen.

The people who are crazy enough to think they can change the world are the ones who do. —Steve Jobs

Physics could teach everything about the universe except why. That led to what he calls his adolescent existential crisis. “I began trying to figure out what the meaning of life and the universe was,” he says. “And I got real depressed about it, like maybe life may have no meaning.

The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

Separating the design of a product from its engineering was a recipe for dysfunction. Designers had to feel the immediate pain if something they devised was hard to engineer.

Optimism, pessimism, fuck that,” Musk answered. “We’re going to make it happen. As God is my bloody witness, I’m hell-bent on making it work.

Reading remained Musk’s psychological retreat. Sometimes he would immerse himself in books all afternoon and most of the night, nine hours at a stretch.

This is how civilizations decline. They quit taking risks.

Musk had a resistance to regulations. He did not like to play by other people’s rules.

Step one should be to question the requirements,” he says. “Make them less wrong and dumb, because all requirements are somewhat wrong and dumb. And then delete, delete, delete.

maniacal sense of urgency is our operating principle,

Musk took an iterative approach to design. Rockets and engines would be quickly prototyped, tested, blown up, revised, and tried again, until finally something worked. Move fast, blow things up, repeat. “It’s not how well you avoid problems,” Mueller says. “It’s how fast you figure out what the problem is and fix it.

As Shakespeare teaches us, all heroes have flaws, some tragic, some conquered, and those we cast as villains can be complex. Even the best people, he wrote, are “molded out of faults.

The important thing with Elon,” he says, “is that if you told him the risks and showed him the engineering data, he would make a quick assessment and let the responsibility shift from your shoulders to his.

Musk has a rule about responsibility: every part, every process, and every specification needs to have a name attached. He can be quick to personalize blame when something goes wrong.

He went to the Palo Alto public library to read about rocket engineering and started calling experts, asking to borrow their old engine manuals. At a gathering of PayPal alumni in Las Vegas, he sat in a cabana by the pool reading a tattered manual for a Russian rocket engine. When one of the alums, Mark Woolway, asked him what he planned to do next, Musk answered, “I’m going to colonize Mars. My mission in life is to make mankind a multiplanetary civilization.” Woolway’s reaction was unsurprising. “Dude, you’re bananas.

Never ask your troops to do something you’re not willing to do.

When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant.

This is how civilizations decline. They quit taking risks. And when they quit taking risks, their arteries harden. Every year there are more referees and fewer doers.” That’s why America could no longer build things like high-speed rail or rockets that go to the moon. “When you’ve had success for too long, you lose the desire to take risks.

By sending their factories abroad, American companies saved labor costs, but they lost the daily feel for ways to improve their products.

Most PhDs are irrelevant. The number that actually move the needle is almost none.

A pattern was set: try new ideas and be willing to blow things up.

If your hand is on a stove and it gets hot, you pull it right off, but if it’s someone else’s hand on the stove, it will take you longer to do something.

How is this a business?” he asked. Later Hoffman would realize that Musk didn’t think that way. “What I didn’t appreciate is that Elon starts with a mission and later finds a way to backfill in order to make it work financially,” he says. “That’s what makes him a force of nature.

Do not fear losing. “You will lose,” Musk says. “It will hurt the first fifty times.

A maniacal sense of urgency is our operating principle.

I thought about the things that will truly affect humanity,” he says. “I came up with three: the internet, sustainable energy, and space travel.