Keith Coleman: evaluation

Transcript context

…Yeah, like it's working, why would we mess with that? And it's important, and it keeps us from having to hire tens of thousands of people to fact check. The interesting thing about that is no one ever asked us or brought up or seemed to care about anything related to cost savings in this process. And I think that's an assumption people have outside the company, that this must have been a reason there was interest in it. But that was never a goal, it was not at all why the project was started, it was not why people were excited about the project. And I think that's also, for people outside who maybe don't see the conversations, it's kind of a heartening thing to know, is that the focus was always on solving the problem. The other approach is even if you had 10,000 people doing it, the real issue is that they don't work that well because they're not trusted or they don't scale or they're too slow. And so the goal was really always just help people stay informed at scale. Let's build an internet scale solution to an internet scale problem that people like. Something I heard about you, Keith, when I was asking people about how this worked and why this worked so well is that they describe you with having a very low ego, and that allowed you to give up this whole team and power and influence and just the name, forget it, whatever you want, we'll call it Community Notes, great. Is there anything in there you can share of just how you think about that and how important that is as a product leader to have a low ego?…

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