See also previous trips.

• Over 2500 kilometers through France, Switzerland and (a touch of) Italy.
• New record with a single charge: 324km in Italy. Not planned, but forced by an incident next to an intermediary supercharger. Supposed to arrive with only 7% battery, made with 9% thanks to 90kmh driving in the trucks lane.
• Impressed by the regenerative energy feature: during the Switzerland to Italy pass, I was down to 7% battery and the system was telling me I will arrive with 8-10%. I arrived with 14%, but not looking forward to do it again.
• So the battery is still going strong.
• Can’t say the same about the AC compressor, which failed a couple of weeks before the road trip. Fortunately I was able to replace it on time.

Looks like the end of the road for Tesla Model S (at least in Europe)

Some bits from the book “Leadership Strategy and Tactics: Field Manual”, by Jocko Willink:

The body language and tone of voice are important. A leader must be articulate.

The leader always puts themselves at the bottom of the priority list. The manipulator has one ultimate priority in every move they make: that priority is the manipulator.

Subordinate your ego. Your ego could get in the way; don’t allow it to happen.

You need to tell the truth. Always. You can soften it (ex. wrap it nicely), but never hide it.

Stay humble, and always learn.

“I told the CEO of an equipment manufacturer that he should go and build a product from beginning to end at least once a month so he was always in touch with the process; that way, he would understand the challenges his frontline workers experienced firsthand”. Listen to your subordinates.

Teams are built on relationships. Relationships are built on trust. Trust goes up and down: ask Fred to do something, he will trust you and ACK. But if Fred says ‘negative’, you will trust him and abort.

If you want to have influence over others, you need to allow them to have influence over you.

Use decentralized command.

Extreme ownership: the leader is responsible for everything. Absolutely everything. This means there are no “buts” to taking Extreme Ownership. The moment a leader decides he is going to allow excuses, it opens up the door to shift blame onto others. That leads to failures.

“There are no bad teams, only bad leaders.”

When you are a leader and someone blames you for something going wrong, you accept the blame. If you are a subordinate: any leader wants people on his or her team that step up and take ownership. So be one of those people.

Your team wants you looking up and out, not down and in.

It is almost always preferred for the leader to lead from the rear, to allow the troops to take the lead on the plan and to take ownership of it. The best ideas often come from the people on the team who are closest to the problem. Don’t inhibit them; instead, allow them the freedom and authority to create and execute new plans and ideas. They have the knowledge. Give them the power. Don’t feel the need to always lead from the front. Take a step back and let your team lead.

A good leader cannot simply apply leadership tools universally; a leader must apply them to teams and individuals with tact, diplomacy, prudence, and subtlety. Everyone is different.

12 fundamental leadership rules

1. Be humble.
2. Don’t act like you know everything. You don’t.
3. Listen. Ask for advice
4. Treat people with respect. Regardless of rank, everyone is a human being and plays an important role in the team.
5. Take ownership of failures and mistakes.
6. Pass credit for success up and down the chain.
7. Work hard. As the leader, you should be working harder than anyone else on the team.
8. Have integrity. Do what you say; say what you do. Don’t lie up or down the chain of command.
9. Be balanced. Extreme actions and opinions are usually not good.
10. Be decisive. When it is time to make a decision, make one.
11. Build relationships. That is your main goal as a leader.
12. Lastly, get the job done. That is the purpose of a leader—to lead a team in accomplishing a mission.

No words, just tears.