As someone who occupies a ‘leadership’ position in EA, what is your mentality and approach to fostering a new generating of EA leaders, and making sure that we have a bigger, stronger and more diverse group of ‘leaders’ within the community?
*I don’t necessarily love the use of the words leader and leadership, but think it is a helpful and simple shorthand in this instance.
Thanks Akhil! Fostering a new generation of leaders in the EA community is something I think about often, and it’s something I feel is critical for the continued growth and impact of EA principles.
Firstly, I wholeheartedly agree that we need a more diverse and broad group of people in leadership positions within the community.
Here are some ways I try:
Promoting a wide array of voices: At GWWC, we regularly highlight various members of our community through our member stories and ambassador program. This helps spotlight the work and ideas of individuals who might not otherwise have a platform, while also broadening the range of voices and perspectives being heard.
Hiring diversely and inclusively: We hire from anywhere that has an internet connection and give weight towards candidates who can bring fresh and unique perspectives to our work. We also prioritise providing employee benefits that help retain and nurture talent.
Facilitating opportunity and growth: When I become aware of opportunities such as job openings, speaking events, or grant possibilities, I proactively refer individuals who I believe are suitable. I aim to open doors for those who might otherwise be overlooked, providing them with opportunities to grow, learn, and eventually lead.
Expanding the ecosystem: I believe that diversity and strength in leadership come from having lots of organisations working on a wide range of issues in various locations. That’s why, both personally and through GWWC, I work to grow the EA and EG ecosystems. We do this at GWWC by promoting effective giving globally and by supporting and incubating new projects and initiatives.
Stepping back and putting forward: Several times I’ve stepped back from things to create an opportunity for someone else (which also has a nice side-benefit of taking things off my plate), this requires first building trust in people and processes so that you feel comfortable in stepping back. Secondly, putting forward other people (e.g. specific team members with specialist knowledge) for opportunities (e.g. giving a talk) is often something I do.
It’s not without challenges, of course. Often, opportunities tend to favour those who already have a strong presence or reputation. We’re sometimes faced with situations where individuals or organisations specifically request for established figures like Will or Toby, and if we suggest alternatives, they decline.
If anyone has recommendations of people that would be suitable for any particular types of leadership please don’t hesitate to reach out, I have a pretty open door policy (especially for things like this).
As someone who occupies a ‘leadership’ position in EA, what is your mentality and approach to fostering a new generating of EA leaders, and making sure that we have a bigger, stronger and more diverse group of ‘leaders’ within the community?
*I don’t necessarily love the use of the words leader and leadership, but think it is a helpful and simple shorthand in this instance.
Thanks Akhil! Fostering a new generation of leaders in the EA community is something I think about often, and it’s something I feel is critical for the continued growth and impact of EA principles.
Firstly, I wholeheartedly agree that we need a more diverse and broad group of people in leadership positions within the community.
Here are some ways I try:
Promoting a wide array of voices: At GWWC, we regularly highlight various members of our community through our member stories and ambassador program. This helps spotlight the work and ideas of individuals who might not otherwise have a platform, while also broadening the range of voices and perspectives being heard.
Hiring diversely and inclusively: We hire from anywhere that has an internet connection and give weight towards candidates who can bring fresh and unique perspectives to our work. We also prioritise providing employee benefits that help retain and nurture talent.
Facilitating opportunity and growth: When I become aware of opportunities such as job openings, speaking events, or grant possibilities, I proactively refer individuals who I believe are suitable. I aim to open doors for those who might otherwise be overlooked, providing them with opportunities to grow, learn, and eventually lead.
Expanding the ecosystem: I believe that diversity and strength in leadership come from having lots of organisations working on a wide range of issues in various locations. That’s why, both personally and through GWWC, I work to grow the EA and EG ecosystems. We do this at GWWC by promoting effective giving globally and by supporting and incubating new projects and initiatives.
Stepping back and putting forward: Several times I’ve stepped back from things to create an opportunity for someone else (which also has a nice side-benefit of taking things off my plate), this requires first building trust in people and processes so that you feel comfortable in stepping back. Secondly, putting forward other people (e.g. specific team members with specialist knowledge) for opportunities (e.g. giving a talk) is often something I do.
It’s not without challenges, of course. Often, opportunities tend to favour those who already have a strong presence or reputation. We’re sometimes faced with situations where individuals or organisations specifically request for established figures like Will or Toby, and if we suggest alternatives, they decline.
If anyone has recommendations of people that would be suitable for any particular types of leadership please don’t hesitate to reach out, I have a pretty open door policy (especially for things like this).
I think this is such an important question that I gave it a strong upvote!