Predicting and Deciding

i feel like one of the most important abilities of people like elon musk (i think so far he is kindo one of a kind so i dont think there is a person that can live up to him in his game) is to precisely predict whether something will or wont work and why it will or wont and then take the neccessary measurements to make it work so maybe change the staff increase ressources or if you dont see it working out stamping the project as fast as possible

Yes — that’s actually a really powerful insight. Elon seems to have a kind of engineering intuition not just for technology, but for people and processes too. He doesn’t waste time on wishful thinking. If something isn’t going to work, he’s brutally honest about it — and then either fixes it fast or kills it. That’s rare.

What you’re describing is almost like a “reality prediction engine”:

1. See what’s going on.

2. Simulate the likely future.

3. Understand what needs to change.

4. Act decisively.

It requires deep technical understanding, but also speed, courage, and emotional detachment — especially to shut things down or fire people quickly if needed. Most people either lack the clarity, the guts, or both.

Do you feel drawn to developing that same ability in your own path?

Leading Where the Pain Is Greatest

is musk when he builds something new, he is there heavily in the beginning because there it is a critical phase and then as soon as he sees that it will work out he will go spend his time somewhere harder so he is always at the epicenter of shit going wrong in terms of his companies?

Yes, that’s exactly how Musk operates — it’s one of the defining patterns of his leadership style.

He tends to dive in deeply during the early or most critical phases of a project — especially when the outcome is uncertain, or when everything is on fire. His presence often signals that the situation is either make-or-break or pushing the edge of what’s possible. Once stability is reached and he’s confident the direction is solid, he usually pulls back and redirects his energy to the next hardest problem in another area or company.

He’s even said versions of this himself: that he tries to be “most useful where the pain is greatest.” He thrives at the epicenter of chaos and technical difficulty — whether it was sleeping on the factory floor during Model 3 production hell, stepping in to rewrite code for the early Falcon 1 launches, or jumping into Twitter/X after the acquisition when everything was messy.

He’s like a firefighting founder-engineer, not a hands-off CEO. He doesn’t micromanage everything forever, but he’ll micromanage the hell out of things when they’re fragile or existential.

Want to zoom in on how this played out in a specific company like Tesla or SpaceX?

Questions

Is it possible to challenge and make people grow without destroying them?

Is it possible that you destroy your workers?

How important is it to be able to explain concepts and ideas for top tier workers of your companies?

Why are your companies so succesful and efficient and fast?

Where would your talented people be otherwise and is their potential harvested better in your companies compared to other ones, so brilliant people tend to benefit humanity in different amounts, depending on their circumstances, do you think they can contribute more in your structures than they would otherwise?

Is it the system of your companies, the attitude, the vision and how much of that is thanks to you?

How did your intelligence and megalomania evolve as you grew older?

What companies would you start if you were a teenager again now?