"There is something indefinable in an entrepreneur, and I saw that in Steve," he said. " He was interested not just in engineering, but also the busi… - Walter Isaacson

If you act like you can do something, then it will work.

Pretend to be completely in control and people will assume that you are.

Pretend to be completely in control and people will assume that you are.’

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out.

Leonardo had almost no schooling and could barely read Latin or do long division. His genius was of the type we can understand, even take lessons from. It was based on skills we can aspire to improve in ourselves, such as curiosity and intense observation. He had an imagination so excitable that it flirted with the edges of fantasy, which is also something we can try to preserve in ourselves and indulge in our children.

One mark of a great mind is the willingness to change it. We can see that in Leonardo. As he wrestled with his earth and water studies during the early 1500s, he ran into evidence that caused him to revise his belief in the microcosm-macrocosm analogy. It was Leonardo at his best, and we have the great fortune of being able to watch that evolution as he wrote the Codex Leicester. There he engaged in a dialogue between theories and experience, and when they conflicted he was receptive to trying a new theory. That willingness to surrender preconceptions was key to his creativity.