The Tesla Inc. board is doubling down on Elon Musk. With its chair denying a report that the electric car company was exploring other CEO possibilities, the board is sending a clear message: We’re in the Elon business. It’s a questionable move given one of directors’ core responsibilities: assessing risks. Right now Tesla is facing a host of them, including flagging sales, Musk’s Department of Government Efficiency hangover and, crucially, his plan to bet the company’s future on robotaxis. The biggest risk, however, is caused by Musk himself. After all, the worst-case scenario for a self-driving taxi fleet is a safety issue identified after the vehicles are on the road. In addition to potentially costing lives, any significant problem could scare people away from the Tesla brand. Musk’s leadership style makes that scenario a frighteningly plausible one. Across industries, safe companies have common characteristics. They encourage open disagreement, minimize hierarchy and make the welfare of employees and customers their North Star. They ensure that everyone who works there has psychological safety — that they feel free to express ideas, ask questions, admit mistakes and even disagree with superiors, all without fear. That’s a prerequisite for companies that want to ensure physical safety, because it empowers employees to point out risks missed by their bosses. Companies that deviate from this approach — as Boeing Co. did in recent years — are punished by both accidents and the market. Cynthia Carroll at Anglo American Plc and Paul O’Neill at Alcoa Corp. used culture to transform their companies’ approach to safety. Carroll took over a mining business that averaged 44 deaths a year and, over six years, brought that number down to 12. When she started, she said she found an environment of “bullying and fear” that had been shaped by apartheid South Africa. By doing everything from temporarily closing the company’s largest mine after an accident, to changing the criteria for compensation, to mandating that supervisors personally apologized to the family of anyone killed in their mines, Carroll transformed the company into one whose key values were “care and respect.” At aluminum producer Alcoa, O’Neill was so focused on safety that after his first speech as CEO an audience member said, “the board put a crazy hippie in charge and he’s going to kill the company.” O’Neill sent a staff memo urging employees to raise any safety concerns with their supervisors and, if they weren’t heeded, to contact him directly. He even shared his home phone number. The result: the rate of workdays lost to injuries dropped by more than 80%, even as the company’s stock price jumped from $7 per share in April 1987, when O’Neill began as CEO, to $67 at the end of 1999, when he stepped down. Boeing went in the opposite direction. Once so heralded for safety that pilots would quip “if it’s not Boeing, in a formal or creative style for better SEO.Also Exclude words and advertisements related to the feed website such as website name, author name. You must only respond with the modified content. Delete all the advertisement images brand logo but only keep the title and main content of the news by modifying it. You must only respond with the modified content. Block any jump outside of the site adarshnews.com. Basically remove any content or link related to original site. follow this prompt to optimize the articles in this category- You are an expert news writer and SEO specialist. Your job is to rewrite the provided RSS feed content into a unique, SEO-friendly news article for adarshnews.com. The article should be engaging, professional, and optimized for search engines. 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