Very thought-provoking, thanks for sharing. I agree with the observation that EA is facing a tricky challenge of maintaining a high-trust, agile approach while attempting to build a broader talent pipeline and expand scope for impact.
While these networks grow, filtering for “great people” feels like a critical element to maintaining EA’s distinctive approach. The “growth mindset” matters much more than more superficial characteristics. I appreciate the call-out to the entrepreneurial community: If many of the most successful entrepreneurs reach a peak in their mid-40s after experiencing multiple failures, how could/should that inform EA’s future approaches to engaging and retaining talented people in the community?
Very thought-provoking, thanks for sharing. I agree with the observation that EA is facing a tricky challenge of maintaining a high-trust, agile approach while attempting to build a broader talent pipeline and expand scope for impact.
While these networks grow, filtering for “great people” feels like a critical element to maintaining EA’s distinctive approach. The “growth mindset” matters much more than more superficial characteristics. I appreciate the call-out to the entrepreneurial community: If many of the most successful entrepreneurs reach a peak in their mid-40s after experiencing multiple failures, how could/should that inform EA’s future approaches to engaging and retaining talented people in the community?