https://www.theverge.com/23940924/elon-musk-x-twitter-all-hands-linda-yaccarino-super-app
EM: Yeah, absolutely. Just heads down. Focus on improving the product.
One thing I was going to mention. This rule is sort of implicitly implemented at SpaceX and Tesla, but I’m going to be much more explicit about it and also apply at our company, X Corp. In any given meeting, make sure there’s at least one piece of bad news. You can have more than one piece of bad news. If you’re in a meeting with me, try to bring up at least one bit of bad news or more than that. My meetings at SpaceX are really good in this regard. They lead with the bad news. Generally, bad news should be loud, repeated, and immediate. Good news can be said quietly once. So just consider it mandatory to at least have some bit of bad news in any given meeting, and start with that. Another way to think of it is we’re looking for a feedback loop that is as good as possible, and sometimes it is uncomfortable to bring up bad news. We need to make it explicit that bad news should be brought up in every meeting, not just with me or Linda, but in general within the company. Basically, what do we need to improve and make better?
“We need to make it explicit that bad news should be brought up in every meeting”
LY: Right. And be open to disagree and debate. That’s where the innovation is going to happen. It might be hard to hear it, but that’s where you’re going to make a difference.
EM: SpaceX is extremely good at bringing up the bad news, because if you don’t bring up the bad news, a rocket explodes. And that’s really bad news.
LY: High stakes.
EM: Yeah. SpaceX has been traumatized. We’ve had three Falcon 1 failures [and] two Falcon 9 failures, and that is seared into the minds of people in the company. People know that bad news in a meeting is nothing compared to a rocket blowing up. So, SpaceX is very good at bad. Tesla is pretty good at it. I just want to emphasize: this is really mandatory and very important.
LY: Got it. [Four-second pause.] Thank you.
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