The following video transcript is generated automatically by a computer algorithm that learns and gets better on a daily basis. Please accept our apologies if some content below doesn’t make sense:
Actually, it’s a great question on how you phrase it, because I think, generally speaking, micromanagement is bad.
You should build the processes are also the atmosphere within the organisation so the ideas can the best ideas can go flourish and go all the way up and make, you know, these diverse set of groups. And that will eventually improve their workings based on the output of the company. That’s. With that said, though.
Certainly in this case, broadly, it will be different.
He’s one of a kind and also something that many people don’t realise is that he is a top engineer as well. So he knows what he’s talking about, even if he’s wrong. He will be many times wrong. But he will make himself accountable for that. So I think he is self critic. He also has a lot of information. So probably way more information than anyone else in that company, because he not only runs that company, he runs many other companies. So he and he’s involved in all the manufacturing, all the design, all the engineering and the business. And so he he wants to he also has a very proven like understanding how to sell.
He has got better at that. He went from being a super nerd, very introverted to. Now he’s kind of charismatic when he talks and he’s having a great time because of that.
Can now see that his companies are working his home fund. So also he has this this huge company. So operations are complex and he doesn’t have much time to explain you why he’s making that decision. Yeah, that’s why I think in this case, he’s just, you know, going just pushing downstream decisions that maybe people would not like. But if you cheque the pace that this guy is working and making decisions. So. So Tesla is not only a U.S. company, they have jigga factories in China. They have a Jigar factory now in Berlin. So I was he was there like I think this week or last week. I saw some videos of him. So he goes there in person. He gets involved into the details on how is that new factory work. And by the way, that factory, it’s different from the other two factories. So he’s always you know, it’s not that he said that this is the way to do it. He’s always seeking how to do it the best way. And listening to people and maybe he you know, he started with one concept in the US and then went to Germany and they do it better.
And he comes back and say, no, let’s do it this way. He doesn’t have time to explain why. So certainly the company could be overvalued, but he has done a great job.
So I think probably with Elan, he could be potentially exempted from that. But does this general rule micromanaging people? It’s to use for those people you will struggle to attract talent because they would not like to be micromanaged and you will starless entrepreneur to build a company from there. So also, it will narrow it will drag you down from making other important decisions.
So hiring more. Yeah. A long term view on where this should go. So that’s my my take on this at the moment at least.
Yeah, I, I agree. I think a big mistake that people tend to make in life in general, I think not just in sort of entrepreneurship and businesses to try. They go too far to try and learn specific, detailed lessons from very successful individuals like the top peak individuals. So if you look at people like Steve Jobs, like people you know, absolutely class people absolutely adore Steve Jobs and how he went about his business. People you know, Jeff Bezos as well. You know, people people who have created amazingly successful businesses. Steve Jobs with Apple and like Pixar, for example, you know, Jeff Bezos, Amazon, Elon Musk, Space X and Tesla, et cetera. They are they are almost the exceptions to the rule. Like, say, usually the rule is, you know, bad things happen when you micromanage. But I think in Alan’s case, it’s like, sure, he micromanages. But that’s just a small. Problem, problematical part you get as part of this greater hole, which causes the company to be more successful with his presence presence than otherwise. I’m sure there have been certain occasions where his micromanagement have led to suboptimal outcomes in certain areas. But his presence in general means that the outcomes are going to be greater than they otherwise would be. And also that these people don’t approach this in the same way, you know. So, for example, Jeff Bezos is very famous delegator. You know, he he’s not a micromanager in the slightest. He is very much kind of. Okay, I’m going to build a team. To go away and do this thing over here and I’m going to hold them to account, but it’s very much. That’s the task I want doing. You need to go and do that. I’m going to make sure that you are performing, you know. Oh, I’m going to hold you to account to performing at that level, but you got to go and do that. So all of the business and all the sections of business and Amazon all have their own CEOs and they’re called CEOs because they are the people who are running those parts of the business. It’s not him in there in the weeds doing this, that and the other. Someone makes a good point in the thread under the tweet, which is. Sort of product creative product leaders tend to be very micromanaging, so Steve Jobs was infamously micromanaging, like he would go and, you know, berate people about individual pixels on certain designs and all that cost. I mean, really down in the weeds kind of stuff, because he was a creative, perfectionist product kind of person. And I think Elon Musk as well, being an engineer is very much a product person. Right. So or all of Tesla and SpaceX exes and all these other companies like marketing and everything is all very much like product and engineering led. Right. You know, he doesn’t they don’t have sort of, you know, masterful advertising or marketing teams. They let the product sell itself. And he’s a, you know, part of that sort of showmanship that he’s about is like letting the product speak for itself. We’ll talk about the how much better order of magnitude better the product is than competing products. So I think the lesson is, is it’s the same in sports, for example, you know, if you want to get good at basketball, then you shouldn’t model yourself on specific parts of Michael Jordan’s character, because Michael Jordan was just like a phenomenal talent at basketball and was successful partly because some of his personality quirks, but also some of his personality quirks, which just happen to be there along for the ride as well. Same with Steve Jobs, right? You know, he was an absolute arsehole as by all accounts, you know, and a very unpleasant person, but. That wasn’t the thing that made him successful. That just happened to come along with a package and so like modelling yourself just completely on arbitrary parts of someone’s personality or just in. That’s like cargo. Colting, you know, that’s like just, you know, just eat. You’re not getting the right lessons from that. So I think the wrong lesson to get from Elon Musk is that micromanagement is a good idea for sure. But I think that micromanagement is just a part of him and it comes with the package. And, you know, you’d far rather have him here micromanaging, you know, all over the place and helping you be successful than not having to.
Yeah, that shows us well, in contrast to other CEOs, he’s highly committed.
So, yeah, that’s very important for the company. Yeah. Yeah, absolutely.