Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future

by Ashlee Vance

“The best minds of my generation are thinking about how to make people click ads,” Jeff Hammerbacher, an early Facebook engineer, told me. “That sucks.”

“Elon is not someone who would say, ‘I feel you. I see your point of view,’” said Justine. “Because he doesn’t have that ‘I feel you’ dimension there were things that seemed obvious to other people that weren’t that obvious to him.

“I’m not sure why I’d want to talk about extremely sad events. It does no good for the future. If you’ve got other kids and obligations, then wallowing in sadness does no good for anyone around you. I’m not sure what should be done in such situations.”

That ability to stay focused in the midst of a crisis stands as one of Musk’s main advantages over other executives and competitors.

“We knew it could be done,” Musk said. “It was a question of how hard it would be and how long it would take us to sort it out.”

These are people who in childhood exhibit exceptional intellectual depth and max out IQ tests. It’s not uncommon for these children to look out into the world and find flaws—glitches in the system—and construct logical paths in their minds to fix them.

“I don’t think we’re doing a good job as a society deciding what things are really important to do,” Page said. “I think like we’re just not educating people in this kind of general way. You should have a pretty broad engineering and scientific background. You should have some leadership training and a bit of MBA training or knowledge of how to run things, organize stuff, and raise money. I don’t think most people are doing that, and it’s a big problem. Engineers are usually trained in a very fixed area. When you’re able to think about all of these disciplines together, you kind of think differently and can dream of much crazier things and how they might work. I think that’s really an important thing for the world. That’s how we make progress.”