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with Musk will attest to his abilities to absorb incredible quantities of information with near-flawless recall. It’s one of his most impressive and intimidating skills and seems to work just as well in the present day as it did when he was a child vacuuming books into his brain. After a couple of years running SpaceX, Musk had turned into an aerospace expert on a level that few technology CEOs ever approach in their respective fields. “He was teaching us about the value of time, and we were teaching him about rocketry,” Brogan said. In regards to time, Musk may well set more aggressive delivery targets for very difficult-to-make products than any executive in history. Both his employees and the public have found this to be one of the more jarring aspects of Musk’s character. “Elon has always been optimistic,” Brogan said. “That’s the nice word. He can be a downright liar about when things need to get done. He will pick the most aggressive time schedule imaginable assuming everything goes right, and then accelerate it by assuming that everyone can work harder.” Musk has been pilloried by the press for setting and then missing product delivery dates. It’s one of the habits that got him in the most trouble as SpaceX and Tesla tried to bring their first products to market. Time and again, Musk found himself making a public appearance where he had to come up with a new batch of excuses for a delay. Reminded about the initial 2003 target date to fly the Falcon 1, Musk acted shocked. “Are you serious?” he said. “We said that? Okay, that’s ridiculous. I think I just didn’t know what the hell I was talking about. The only thing I had prior experience in was software, and, yeah, you can write a bunch of software and launch a website in a year. No problem. This isn’t like software. It doesn’t work that way with rockets.” Musk simply cannot help himself. He’s an optimist by nature, and it can feel like he makes calculations for how long it will take to do something based on the idea that things will progress without flaw at every step and that all the members of his team have Muskian abilities and work ethics. As Brogan joked, Musk might forecast how long a software project will take by timing the amount of seconds needed physically to write a line of code and then extrapolating that out to match however many lines of code he expects the final piece of software to be. It’s an imperfect analogy but one that does not seem that far off from Musk’s worldview. “Everything he does is fast,” Brogan said. “He pees fast. It’s like a fire hose—three seconds and out. He’s authentically in a hurry.” Asked about his approach, Musk said, I certainly don’t try to set impossible goals. I think impossible goals are demotivating. You don’t want to tell people to go through a wall by banging their head against it. I don’t ever set intentionally impossible goals. But I’ve certainly always been optimistic on time frames. I’m trying to recalibrate to be a little more realistic. I don’t assume that it’s just like 100 of me or something like that. I mean, in the case of the early SpaceX days, it would have been just the lack of understanding of what it takes to develop a rocket. In that case I was off by, say, 200 percent. I think future programs might be off by anywhere from like 25 percent to 50 percent as opposed to 200 percent. So, I think generally you do want to have a timeline where, based on everything you know about, the schedule should be X, and you execute towards that, but with the understanding that there will be all sorts of things that you don’t know about that you will encounter that will push the date beyond that. It doesn’t mean that you shouldn’t have tried to aim for that date from the beginning because aiming for something else would have beenPDF Image | SpaceX and the Quest
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