At the risk of slightly turning the focus, I’d like to pitch for the importance of properly onboarding whoever is selected. Some of that onboarding is general in nature and could be more efficiently done at a community level—for instance, learning about the legal responsibilities of trustees in the UK or board members in the US, learning how to evaluate an executive director, etc. Some of it is probably cause-area specific and could be semi-centralized; I imagine there is a body of information that directors of AI safety organizations need to know. And some of it is organization-specific.
I speculate that the onboarding needs of open-recruitment directors and “traditionally” found directors could be different on average. The former might need relatively more onboarding of the cause-area type, while the latter might need relatively more on good governance (and specific board skills less likely to be developed through object-level work) more generally.
At the risk of slightly turning the focus, I’d like to pitch for the importance of properly onboarding whoever is selected. Some of that onboarding is general in nature and could be more efficiently done at a community level—for instance, learning about the legal responsibilities of trustees in the UK or board members in the US, learning how to evaluate an executive director, etc. Some of it is probably cause-area specific and could be semi-centralized; I imagine there is a body of information that directors of AI safety organizations need to know. And some of it is organization-specific.
I speculate that the onboarding needs of open-recruitment directors and “traditionally” found directors could be different on average. The former might need relatively more onboarding of the cause-area type, while the latter might need relatively more on good governance (and specific board skills less likely to be developed through object-level work) more generally.
100%. Very happy to share our onboarding flow for anyone who is interested