“What I didn’t appreciate is that Elon starts with a mission and later finds a way to backfill in order to make it work financially,” he says. “That’s what makes him a force of nature.”

This emotional shutoff valve could make him callous, but it also made him a risk-seeking innovator. “He learned to shut down fear,” she says. “If you turn off fear, then maybe you have to turn off other things, like joy or empathy.”

As the Model S production line ramped up, he spelled out his creed in a quintessential email to employees, titled “Ultra hardcore.” It read, “Please prepare yourself for a level of intensity that is greater than anything most of you have experienced before.

Musk found Agrawal to be likable. “He’s a really nice guy,” he says. But that was the problem. If you ask Musk what are the traits needed in a CEO, he would not include “being a really nice guy.” One of his maxims is that managers should not aim to be liked.

Do the audaciousness and hubris that drive him to attempt epic feats excuse his bad behavior, his callousness, his recklessness? The times he’s an asshole? The answer is no, of course not. One can admire a person’s good traits and decry the bad ones. But it’s also important to understand how the strands are woven together, sometimes tightly. It can

“I know that I can take a risk as long as I’m prepared,” she says.

The filmmaker Jonah Nolan, who was documenting the mission, had a maxim that the most ironic outcome is the most likely. Musk added his corollary: “The most entertaining outcome is the most likely.”

The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse o

The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.