It can be difficult to construct and maintain co-leadership roles.
This might generally be true, but some of the more prominent EA organisations have successfully pulled this off, with Rethink Priorities having both Peter and Marcus as Co-CEOs or Open Philanthropy with their temporary Co-CEO split.
Counterpoints: - limited data available (Co-CEOs still in the minority, few successful case studies of Co-CEO partnerships that lasted decades, not just years) - RP splits their portfolio and so does OP, so a split in executive leadership seems reasonable—I’m unsure what such a split might look like for CEA
This might generally be true, but some of the more prominent EA organisations have successfully pulled this off, with Rethink Priorities having both Peter and Marcus as Co-CEOs or Open Philanthropy with their temporary Co-CEO split.
Counterpoints:
- limited data available (Co-CEOs still in the minority, few successful case studies of Co-CEO partnerships that lasted decades, not just years)
- RP splits their portfolio and so does OP, so a split in executive leadership seems reasonable—I’m unsure what such a split might look like for CEA