Here, Graham explains why scaling companies and teams is, in her words
(and she’s putting it lightly), “crazy hard” and what you can do as an
early employee or a startup founder to make it easier on yourself and
your team. She covers what rapid scaling actually feels like as an
experience (something too few people talk about), the toughest phases of
growth and how to survive them, and — most importantly — how you can
anticipate the biggest challenges before they really hurt your momentum
and your chances for long-term success.
Carol Dweck researches “growth mindset” — the idea that we can grow our
brain's capacity to learn and to solve problems. In this talk, she
describes two ways to think about a problem that’s slightly too hard for
you to solve. Are you not smart enough to solve it … or have you just
not solved it yet? A great introduction to this influential field.
"but teams with higher average I.Q.s didn’t score much higher on our
collective intelligence tasks than did teams with lower average I.Q.s.
Nor did teams with more extroverted people, or teams whose members
reported feeling more motivated to contribute to their group’s success"
"Instead, the smartest teams were distinguished by three characteristics.
their members contributed more equally to the team’s discussions,
rather than letting one or two people dominate the group.
their members scored higher on a test called Reading the Mind in the
Eyes, which measures how well people can read complex emotional states
from images of faces with only the eyes visible.
teams with more women outperformed teams with more men. Indeed, it
appeared that it was not “diversity” (having equal numbers of men and
women) that mattered for a team’s intelligence, but simply having more
women. This last effect, however, was partly explained by the fact that
women, on average, were better at “mindreading” than men."
"This last finding was another surprise. Emotion-reading mattered just as
much for the online teams whose members could not see one another as
for the teams that worked face to face. What makes teams smart must be
not just the ability to read facial expressions, but a more general
ability, known as “Theory of Mind,” to consider and keep track of what
other people feel, know and believe."