John McNeill

And they would order one up.

Whereas the Tesla people were like...

No, like to get range out of the car, like we got to completely rethink the way this wiring harness works.

And so they had completely redesigned the wiring harness to save weight.

And Farley said that is the example of why like having non-car people involved makes sense because these people had come from building phones and laptops.

where the weight really matters.

And so they thought about like how to be super efficient with the electronics they were designing.

And that's just one small example of how orthogonal thinkers can be really productive.

So there are a couple of kinds of meetings when it comes to Tesla.

And I do think this aspect that you're pointing to, Lynn, is the, I think this is the thing that people will come to understand and probably write about decades from now in terms of what makes him such an effective leader of fast-moving companies.

He picks like the one or two things that are existential to the company, and then he only works on those.

And they become the focus of his time at the company.

For example, right now at Tesla, that is autonomy and robotics.

So he'll show up and he's only working on those two issues.

And the teams that are working on those issues have to report weekly progress to him.

And if you're a team meeting with the CEO, you do not bring your B game.

You bring your A game.

And if something's going south, he knows every week.

It allows him to keep momentum up.

And so, Elon can allocate capital where it's needed super quickly because he's seeing it firsthand.