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Each facet of Musk’s life might be an attempt to soothe a type of existential depression that seems to gnaw at his every fiber. He sees man as self-limiting and in peril and wants to fix the situation. The people who suggest bad ideas during meetings or make mistakes at work are getting in the way of all of this and slowing Musk down. He does not dislike them as people. It’s more that he feels pained by their mistakes, which have consigned man to peril that much longer. The perceived lack of emotion is a symptom of Musk sometimes feeling like he’s the only one who really grasps the urgency of his mission. He’s less sensitive and less tolerant than other people because the stakes are so high. Employees need to help solve the problems to the absolute best of their ability or they need to get out of the way. Musk has been pretty up front about these tendencies. He’s implored people to understand that he’s not chasing momentary opportunities in the business world. He’s trying to solve problems that have been consuming him for decades. During our conversations, Musk went back to this very point over and over again, making sure to emphasize just how long he’d thought about electric cars and space. The same patterns are visible in his actions as well. When Musk announced in 2014 that Tesla would open-source all of its patents, analysts tried to decide whether this was a publicity stunt or if it hid an ulterior motive or a catch. But the decision was a straightforward one for Musk. He wants people to make and buy electric cars. Man’s future, as he sees it, depends on this. If open-sourcing Tesla’s patents means other companies can build electric cars more easily, then that is good for mankind, and the ideas should be free. The cynic will scoff at this, and understandably so. Musk, however, has been programmed to behave this way and tends to be sincere when explaining his thinking—almost to a fault. The people who get closest to Musk are the ones who learn to relate to this mode of thinking.22 They’re the ones who can identify with his vision yet challenge him intellectually to complete it. When he asked me during one of our dinners if I thought he was insane, it was a test of sorts. We had talked enough that he knew I was interested in what he was doing. He had started to trust me and open up but wanted to make sure—one final time—that I truly grasped the importance of his quest. Many of his closest friends have passed much grander, more demanding tests. They’ve invested in his companies. They’ve defended him against critics. They helped him keep the wolves at bay during 2008. They’ve proven their loyalty and their commitment to his cause. People in the technology industry have tended to liken Musk’s drive and the scope of his ambition to that of Bill Gates and Steve Jobs. “Elon has that deep appreciation for technology, the no-holds- barred attitude of a visionary, and that determination to go after long-term things that they both had,” said Edward Jung, a child prodigy who worked for Jobs and Gates and ended up as Microsoft’s chief software architect. “And he has that consumer sensibility of Steve along with the ability to hire good people outside of his own comfort areas that’s more like Bill. You almost wish that Bill and Steve had a genetically engineered love child and, who knows, maybe we should genotype Elon to see if that’s what happened.” Steve Jurvetson, the venture capitalist who has invested in SpaceX, Tesla, and SolarCity, worked for Jobs, and knows Gates well, also described Musk as an upgraded mix of the two. “Like Jobs, Elon does not tolerate C or D players,” said Jurvetson. “But I’d say he’s nicer than Jobs and a bit more refined than Bill Gates.”* But the more you know about Musk, the harder it becomes to place him among his peers. Jobs is another CEO who ran two, large industry-changing companies—Apple and Pixar. But that’s where the practical similarities between the two men end. Jobs dedicated far more of his energy to Apple thanPDF Image | SpaceX and the Quest
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