Decoding 'Big Bosses' Who Communicate While Under Pressure. A Rebuttal to the "Insider"

The [Business] Insider...

Mr. Tim Levin, at the Insider, first and foremost, after reading the article you published, titled "'I've got to launch the f------ rocket!': Elon Musk's fits of rage against employees documented in new book about Tesla's history", sadly, I realized that it is an article that just wants to promote itself (collect hits) via using "Fox News" type misleading drama that does not add any intentional clear value outside of taking matters out of context: "yellow journalism," at best.

That being said, I still found some value in it that I can extract, and will... I will address, and shed some light on, some of the issues that you presented, and the root-causes that seemed to elude your mind.

Your article demonstrates that you have very little understanding of the passionately aggressive, time-sensitive, stimulant-driven, world of bringing innovation (new ideas) to profitable production (such as in Elon Musk/Tesla's case), or what it takes to lead mission-critical teams under threat and pressure of maintaining your long-term survival (as a business), and preventing the loss of billions of already invested dollars—if said quest is not taken seriously, especially when the casino of Wall Street is betting against you!

So, until you gain experience in the field, I hope that you will study such first, so to be able to add balanced content and context to the article, and maintain an even keel (if that is your objective)... for that, you do not need an interview with Elon Musk—as you seem to be alluding to.

Moving on...

It clearly seems that you (like some of the people in these stories) are not capable of interpreting CxO language (verbal/nonverbal) and translating them in to actions to be executed properly by every team involved; no problem... even the actual Nikola Tesla and Thomas Edison, among others, had to contend with the same challenge. Allow me to demonstrate using behaviors you noted:

• "Sometimes employees drew Musk's ire for seemingly no reason at all..."

Really?! No reason at all?! Man! There is ALWAYS a reason, and those impacted by it need to find out what it is, whether through using the corporate-ladder communication channels, or directly from the source where and when possible.

Unfortunately, the path most followed by subordinates of executives is the one of [seemingly] least resistance:

1. "keep your head low, and kiss arse where needed so to maintain employment and keep getting paid,"
2. or just quit (of course, like monkeys, they don't let go of one branch until they've got their hand on another), irrelevant of the impact of taking such an action will have on the rest of the team and the success of the effort at hand... bona-fide selfishness, which is the dominant culture in most corporations—regardless of the touchy-feely BS they promote on social media, etc..

Anyone who leads/manages an employee who say's, or thinks, the aforementioned (that the exec "is acting with no reason"), should loose their job! Why? Obviously, that manager has failed at clearly communicating the vision, mission, business plan, and/or challenges, at hand to their subordinates; and, unfortunately, that is typical in the corporate world, because most so-called managers are in the job to make themselves look good just to get the paycheck, not to necessarily deliver on the said objectives, or even promoting the growth and success of the teams entrusted to their leadership... "each on their own... swim or sink... it's your problem."

• "Asking Musk his opinion on the sedan's suspension — should it be sporty, like a BMW, or cushy, like a Lexus?"

Back in the latter 1990s, when I ran my first global-serving business, an IT consulting gig, Zyforia?, I had one of the partners I was leading walk into my office and present me with a "problem;" I asked: 'and?'... he remained silent as he stared at me expecting me to provide the answer...

I paused to raise my eyes form the documents I was intently studying and I glanced at him, then I politely asked that he leave the office, return to his desk, find a few solutions to propose to tackle the problem he is presenting, then to return to discuss it with me... I said, afterwards—before he left: 'brother, I beg of you, never come into my office to present me with a problem that you have not yet thought through and considered prospect solutions for to present me with... never. Thanks.'

As the leader or proprietor of a business, I have tons of challenges that most 'partners' and staff have no idea about (above their pay-grade), moreover they—more often than not—have no interest in learning about anyway.

The reason I hired them onboard is to carry a load off my shoulders (using their knowledge/experience [SMEs]), not to pile more challenges on top of my shoulders for me to solely address! If that was the case—where I have to do their job on top of mine, then I have no need for them, and they are welcome to leave, or, alternatively, I will dismiss them and hire someone who can do the work.

Choosing not to do the latter mentioned decision, once, cost me a contract worth tens of thousands of dollars, which I could have used during the inception of my consulting business... a lesson I learned "the hard way," and will never forget.

So... back to the scenario you presented, if I was the engineer in question, I would have:

1. created reports/demos of all applicable types of suspensions, then compared them to each-other (pros 'n' cons), and
2. then I would have aligned the results with the outcomes of the market research ("best-in-class" competitor's analysis) done by the company's marketing department demonstrating what the typical target end-customer would prefer, so to make a viable business case for the solutions at hand, then
3. I would have presented the stakeholders (Elon) with an executive report so he can either make a choice, ask for more details, or where he can offer an "out of the box" idea that can also be considered—ex. an electronically controlled suspension system that can emulate all optioned types of suspension (which actually exists);
4. after all that, I would have the stakeholder(s) sign-off on the choice(s) approved before I move on forward to the next challenge/iteration at hand.

• "Musk called a group of engineers tasked with making the Model 3 assembly line work into a conference room. He told them their work was "complete s---" and asked that they each tell him "who the f--- you are and what the f--- you're doing to fix my goddamn line." One engineer quit on the spot."

That reminds me a bit of one of my idols (in many ways), Mr. Howard Hughes. If the details are complete in the Insider's article, then here is a proposal for the adult engineer who quit: let me find you a wet nurse who is willing to breast-feed you!

The stakeholder (Elon) rejected the deliverables (that were apparently way off the mark and subpar), and demanded transparency, accountability, and a gap-bridging action plan (how to deliver what he wanted vs. the "shit" that was delivered) from those who were in charge and attending the meeting.

That being said, the attention to the mentioned "shit" would have NEVER reached his level (as a deliverable) if the project, and program, managers had done their jobs right, and had the needed stakeholder approvals at every phase/iteration of the project milestones.

The latter is where I have a pit-peeve with most so-called "PMP certified" PMs (PjMs & PgMs), agile trained or not, whom I've picked-up after their work... most have no leadership skills!

As I have stated before in many of the articles I published and shared herein on LinkedIn: outside of the first project I lead in my career—the programming and implementation of a system I created at Allstate, 100% of the other the project challenges I was hired to solve were created by the "certified" PMs themselves and their immediate managers... they were weak as water!

In cases where I had the backing of my managers (some of the greats: Kelly Argwal, Mike Agar, Conway Norwood, Cynthia Lloyd [managing stakeholder], David Argabright, Kevin Martin, Glenn Jackson, etc.), we, as part of the team, were able to turn things around relatively quickly; on the other-hand, where the managers were part of the obstacle (they were sycophants to those above them in the hierarchy, and just wanted to cover their own derrieres), most of us lost, and the projects ended-up hemorrhaging further significant resources.

If you can't take the heat in the kitchen, then get the flip out! ... Lead, follow, or get out of the way!... that is what I say!

• "Musk's outbursts extended beyond his own staff. When a lobbyist for franchise dealerships approached Musk about abandoning Tesla's direct-sales model for one that involved traditional dealerships, Musk cut the meeting short."

While there is no context presented in your article pertaining to the history of this issue, what else did you expect?

He expected the team to be working on realizing the [promoted] differentiating business model (direct-sales), and then this fool (lobbyist) walks in to tell him... to tell Elon... how to do his job! To abandon the [major] differentiator he demanded to be created...

... Did you expect him to use foul language to admonish the said 'ID10T?' To scream at him? To sit and stare at him? To oblige him...the one who is probably looking to follow the path of least resistance? All this considering that each hour of Elon's business-hours is worth more than US$20,000,000 (my compensation is 0.0004-0.0006% of his)?

Seriously? Of course not! I would not waste my time, either... I would have walked out too! He did the most diplomatic thing he could under the circumstances... very MacArthurisc! The silence speaks volumes in this case. So, I have nothing to add to addressing this bullet, for if you still do not get it, well, it is truly not worth my time explaining it.

• "He would now berate employees of any rank — and not behind closed doors as he used to."

I left this bullet for last, because such an action is against what I consider constructive and productive, in any way—with a very few strategic exceptions.

Whether you are dealing with a human child, or adult, to quote my dear friend, and retired leader, Kevin Parish: "always admonish in private, and recognize and reward in public." Kevin is right... of course he is!

When you do otherwise, you put most people on the [emotional] defensive, which renders them no longer [logically] focused on the actual issue at hand, and are focused on "saving face," which can also build resentment in people of lesser EQ (you certainly don't want them "going postal" on you!)...

... Hence, from my logical perspective, admonishing subordinates publicly, again, with a few strategic exceptions, can be damaging, and, from the perspective of a results-oriented professional, should be corrected.

On a parallel note, no action to admonish a human (adult or child) should go without a clear and empathetic logical explanation to why they are being 'chastised' so that it can be a learning experience, not a session in bullying.

"always admonish in private, and recognize and reward in public." —Kevin Parish

That being said, not saying that Elon Musk is an angel by any means, or that I agree with all his views and approaches to running a business team, or appreciate all of his personal mannerisms (I don't), but, in this case, the article, as it stands, is fishing for attention. In this case specifically (the latter bullet above), does not define, or demonstrate, how he is "berating..." Is it in the ways I discussed herein?

If so, well, I touched on those... if in other ways, then it behooves the author of the Insider's article, Mr. Levin, to elaborate... I know... he can't... he is just stirring the pot so a spotlight can be shone on him, not on the Tesla employees or Elon Musk... hence, why I perceive the Insider's article as if in the style of yellow journalism. What do you think?

PS: Mr. Levin, you mentioned the "rocket" in the title, yet you didn't make the connection anywhere in the article... what the hey?! Lastly, and respectfully, I'll take Elon Musk's direct approach (as a leader), over using/following your demonstrated behind-the-counter style any day of he week... I like clearly knowing where I stand in any environment, then, again, that's me. ??