Elon shared this at a l base camp and I think it reflects a lot of his philosophy around how he builds uh cultures and teams so you have two teams the Japanese team has four rowers and one steerer and the American team has four steerers and one rower and can anyone guess when the American team loses what do they do they fire the rower and Elon shared this example I think as a reflection of how he thinks about hiring the right people building the right people building the right teams at the right ratio from working so closely with folks like these incredible leaders what have you learned I would say definitely Elon runs his compan is in extremely unique style I don't actually think that people appreciate how unique it is you sort of like even read about in some what you don't understand it I like to say that he runs the biggest startups so he likes very small strong highly technical teams I would say at companies by default they sort of like the teams grow and they get large Elan was always like a force against growth I would have to work and expend effort to hire people I would have to like basically plead to hire people and the other thing is that big companies usually you want um it's really hard to get rid of low performers and I think Elon is very friendly to by default getting getting rid of low performers so I actually had to fight for people to keep them on the team because he would by default want to remove people so keep a small strong highly technical team uh no middle management that is kind of like uh non-technical for sure number two is kind of like The Vibes of how this is how everything runs and how it feels when he sort of like walks into the office he wants it to be a vibrant place people are walking around they're pacing around uh they're working on exciting stuff they're charting something they're coding he doesn't like stagnation he doesn't like to look for it to look that way he doesn't like large meetings he always encourages people to like leave meetings if they're not being useful so actually do see this or you know it's a large meeting and some if you're not contributing and you're not learning just walk out and this is like fully encouraged and I think this is something that you don't normally see maybe part of that also is like I think a lot of B bigger companies they like pamper employees I think like there's much less of that it's like the the culture of it is you're there to do your best technical work and there's the intensity and and so on maybe the last one that is very unique and very interesting and very strange is just how connected he is to the team usually a CEO of a company is like a remote person five layers up who talks to their VPS who talk to their you know reports and directors and eventually you talk to your manager it's not how he R companies right like he will come to the office he will talk to the engineers many of the meetings that we had were like 50 people in the room with Elon he talks directly to the engineers he doesn't want to talk just to the VPS and the directors normally people would talk spend like 99 % of the time maybe talking to the VPC he spends maybe 50% of the time and he just wants to talk to the engineers so if if the team is small and strong then engineers and the code are the source of Truth and so they have the source of Truth not some manager and he wants to talk to them to understand the actual state of things and what should be done to improve it the degree to which he's connected with the team and not something remote is also unique and also just like his large hammer and his willingness to exercise it within an organization so maybe if he talks to the engineers and they bring up that you know what's blocking you okay I I just I don't have enough gpus to run my thing and he's like oh okay and if he if he hears that twice he's going to be like okay this is a problem so like what is our timeline and when when you don't have satisfying answers he's like okay I want to talk to the person in charge of the GPU cluster and like someone dials the phone and he's just like okay double the cluster right now like let's let's have a meeting tomorrow from now on send me daily updates until cluster is twice the size and then they kind of like push back and they're like okay well we have this procurement set up we have this timeline and Nvidia says that don't have enough GP gpus and it will take 6 months or something and then you get a rise of an eyebrow and then he's like okay I want to talk to Jensen and then he just kind of like removes bottlenecks so I think the extent to which he's extremely involved and removes bottlenecks and applies his hammer I think is also like not appreciated so I think there's like a lot of these kinds of aspects that are very unique I would say and very interesting and honestly like going to a normal company outside of that is definitely miss aspects of that I don't think I hit in all the points but it is very unique uh thing and uh it's very interesting and yeah yeah uh yeah I guess that's my brand