Rob Wiblin

What sort of cyclical meeting structure do you have within the organization?

Yeah, yeah.

Yeah, we also have an appreciation section at the start of all of our team meetings.

Yeah, it makes them really fun, actually.

We both do like appreciation of things within 80,000 hours and also appreciation for like the things in the broader world, which is important to keep in mind.

Do you have all hands meetings?

Yeah.

So it's more about getting people in sync than making decisions because it'd be too big a meeting to be making decisions.

Do you have any kind of, I suppose, perhaps a cycle where you set goals for like hire a particular number of people or send a particular number of messages and then you kind of evaluate that sometime later?

Yeah, yeah, yeah.

Are there any times that you've noticed that, say, like the communication or the management structure is creating problems and then we're able to reorganize things and fix things up systematically?

staff motivation and hr systems and benchmarking and salaries and that's all something we have deliberately i think deprioritized yeah i'll do it later on we're at a bigger scale makes sense where do you guys stand on the kind of delegation centralization thing like are there areas that are just kind of handled down the line and you don't you don't worry too much about them

All right.

Well, yeah, you've exhausted all the questions that I had.

So we could wrap up.

Maybe just last one is, do you have any book recommendations for someone in the audience who has enjoyed this interview and stuck with it through to the end?

Yeah, yeah, I can second that recommendation.

Yeah, I read that 10 years ago and really loved it.

I think, yeah, we have a lot of social science-y, economics-y sort of people in the audience.

So I think, yeah, if you're one of them and you haven't read this yet, go out and get it.