Leverage

Supporting revolutionary research. Breaking hidden bottlenecks, building a positive technological future. Learning about DeSci.

[Leverage @LeverageRes]

New Leverage website, nearly 1,000 pages of original research, great new design.

Check out: https://t.co/Lt0WRWD6Wh

Great work @OliverCarefull and special thanks to @SiMaclennan and his team!

[Leverage @LeverageRes]

Leverage is running its Funder Roundtable today at 12pm ET (i.e. 1 hour) where VC, philanthropic and crypto interest as well as scientists will be discussing the funding landscape for science. DM for the invite link.

[Leverage @LeverageRes]

@calvinfroedge we do

[Leverage @LeverageRes]

YOU can determine Leverage's future priorities! Want more introspection breakthroughs, quantum biology research or history of science case studies? Join the Funder Roundtable on May 1st at 12pm ET. Collaborate with other funders and multiply your impact. DM for details

[Leverage @LeverageRes]

Leverage Weekly #73: Getting honest signals

"There are many reasons to stick to honest descriptions... If you tailor your response to someone too much, their response only tells you what they think about what you think they wanted to hear."

https://t.co/aJxqemo4qC

[Leverage @LeverageRes]

Leverage Monthly from May/June:

"The next bottleneck Leverage will try to break is in the field of nucleonics. Nucleonics is... the study of how quantum effects... show up and can be harnessed in the context of material science."

https://t.co/YVe5gtioTs

[Leverage @LeverageRes]

Leverage Weekly #72: Keeping track of history

"Organizations... are machines made from people. Alternatively, they may be thought of as pieces of software that connect people to the deeper software of society and civilization as a whole."

https://t.co/RKKim3DR3w

[Leverage @LeverageRes]

Leverage Weekly #71: Reporting to superiors

"Even designers and executives have bosses, however. In some cases, these bosses or superiors are part of the organization. In other cases, they exist outside of it."

https://t.co/Z83TWxh7kO

[Leverage @LeverageRes]

Leverage Weekly #70: The art of planning

"Rather, the most challenging part is that planning requires one to focus on terrible things that might go wrong until one finds a way to make sure those things won’t happen."

https://t.co/IzdfUbsdo2

[Leverage @LeverageRes]

Leverage Weekly #69: Sorting tasks

"[I]f a task is yours and urgent, do it. If it is yours and not urgent, plan for it. If it is not yours and urgent, make sure someone else does it. If it is not yours and not urgent, let it float away into the mist."

https://t.co/6ksTgPsvzT

[Leverage @LeverageRes]

Leverage Weekly #68: Gauging autonomy

"The biggest challenge of building a company where people have suitable roles and operate with less than ordinary oversight involves gauging the person’s capacity for autonomy."

https://t.co/jNwTpwx65x

[Leverage @LeverageRes]

Leverage Monthly from April:

"The team also planned material for presentations to QBI and speculated about long-term trends in science... New Orleans was a lot of fun with amazing food. One highlight was a spooky ghost tour..."

https://t.co/SI6qmYe95d

[Leverage @LeverageRes]

Leverage Weekly #67: Managing contractors

"Contractors are thus very different from employees. Employees are part of an organization’s culture. Contractors have their own organization and, thus, their own culture."

https://t.co/LMYHB3KH2l

[Leverage @LeverageRes]

Leverage Weekly #66: Company values

"Yet company values are actually a powerful tool that can be deployed to great effect within an organization, if one understands what they are, how they should be selected, and how they can be used."

https://t.co/lZv2jDdywx

[Leverage @LeverageRes]

Leverage Weekly #65: Learning to negotiate

"If the biggest task in negotiation is understanding the nature of the opposing party, the largest challenge in learning negotiation is finding sufficiently easy circumstances to practice in."

https://t.co/OSYqc5sMXe

[Leverage @LeverageRes]

Leverage Weekly #64: Efficiency in action

"Rather than moving quickly because its parts move quickly, an organization can do things efficiently because its parts are set up right, its parts move at the right speed, and everyone is adequately prepared."

https://t.co/ocJy6vhVM5

[Leverage @LeverageRes]

Leverage Weekly #63: Managing competition

"The question, then, is... how to channel the energy of competition, which comes in from society, in a way that helps organizations and individuals achieve their goals."

https://t.co/ViliYQmAW4

[Leverage @LeverageRes]

Leverage Monthly from March:

"[D]uring the week of the [candidate] visits, Geoff and Oliver went in person to QBI in LA. The four days were mostly science discussion, focusing on biology, physics, and the research plan."

https://t.co/03yrwmnFbI

[Leverage @LeverageRes]

Leverage Weekly #62: Organizational power

"Understanding the power of positions, therefore, requires one to understand the different possible futures for the organization and see how the positions can influence them."

https://t.co/YTl7nSSXOu