Ivanka Trump

In the circumstance of a 1,000-year storm, you will have the exact perfect temperature if there's a massive blizzard or if it's unbearably hot. But 99.9% of the time, you'll never need it. And so I think it's just an enormous waste of money.

And so he kept asking that guy questions, and we ended up overhauling the design pretty well into the process of the whole system, saving a lot of money, creating a great system that's super functional. And so I learned a lot, and that's just one example of countless. That one really sticks out in my head because I'm like, oh my gosh, we're redesigning the whole system.

And so he kept asking that guy questions, and we ended up overhauling the design pretty well into the process of the whole system, saving a lot of money, creating a great system that's super functional. And so I learned a lot, and that's just one example of countless. That one really sticks out in my head because I'm like, oh my gosh, we're redesigning the whole system.

And so he kept asking that guy questions, and we ended up overhauling the design pretty well into the process of the whole system, saving a lot of money, creating a great system that's super functional. And so I learned a lot, and that's just one example of countless. That one really sticks out in my head because I'm like, oh my gosh, we're redesigning the whole system.

You know, we were actively under construction, so it was... But I would see him do that on a lot of different issues. He would ask people on the work level what their thoughts were, ideas, concepts, designs. And there was almost like a Socratic sort of mindset.

You know, we were actively under construction, so it was... But I would see him do that on a lot of different issues. He would ask people on the work level what their thoughts were, ideas, concepts, designs. And there was almost like a Socratic sort of mindset.

You know, we were actively under construction, so it was... But I would see him do that on a lot of different issues. He would ask people on the work level what their thoughts were, ideas, concepts, designs. And there was almost like a Socratic sort of mindset.

first principles type of way he questioned people, trying to get down to sort of trying to reduce complex things to something really fundamental and simple. So I try to do that myself to the best I can. And I think it's something I very much learned from him.

first principles type of way he questioned people, trying to get down to sort of trying to reduce complex things to something really fundamental and simple. So I try to do that myself to the best I can. And I think it's something I very much learned from him.

first principles type of way he questioned people, trying to get down to sort of trying to reduce complex things to something really fundamental and simple. So I try to do that myself to the best I can. And I think it's something I very much learned from him.

And it's oftentimes not the architecture, the engineers, it's in Elon's case, probably the line worker who sees things more clearly. So I think making sure it's not just that you're asking good questions, you're asking the right people those same good questions.

And it's oftentimes not the architecture, the engineers, it's in Elon's case, probably the line worker who sees things more clearly. So I think making sure it's not just that you're asking good questions, you're asking the right people those same good questions.

And it's oftentimes not the architecture, the engineers, it's in Elon's case, probably the line worker who sees things more clearly. So I think making sure it's not just that you're asking good questions, you're asking the right people those same good questions.

It's super difficult to deconstruct that as well once it's in place, right? It's circumventing layers and asking questions, probing questions of people on the ground level is a huge challenge to the authority of the hierarchy. And there's tremendous amount of resistance to it.

It's super difficult to deconstruct that as well once it's in place, right? It's circumventing layers and asking questions, probing questions of people on the ground level is a huge challenge to the authority of the hierarchy. And there's tremendous amount of resistance to it.

It's super difficult to deconstruct that as well once it's in place, right? It's circumventing layers and asking questions, probing questions of people on the ground level is a huge challenge to the authority of the hierarchy. And there's tremendous amount of resistance to it.

So it's how do you grow something in the case of a company in terms of a culture that can scale but doesn't lose its connection to sort of real and meaningful feedback. It's not easy. Yeah.

So it's how do you grow something in the case of a company in terms of a culture that can scale but doesn't lose its connection to sort of real and meaningful feedback. It's not easy. Yeah.

So it's how do you grow something in the case of a company in terms of a culture that can scale but doesn't lose its connection to sort of real and meaningful feedback. It's not easy. Yeah.

Not only do they not want that, but the one person who comes in and does that puts a massive target on their back and is ultimately seen as a threat. I mean, nobody really gets fired for maintaining the status quo, even if things go poorly. It's the way it was always done. Yeah.