Highly effective people, particularly in policy, don't wait for job listings. They proactively create their own opportunities by identifying a need and proposing a new role or fellowship to an organization. This approach bypasses traditional career paths and allows for greater impact.
The "burden of knowledge" is often overestimated. By obsessively focusing on a niche technical topic and engaging with experts, you can quickly identify unsolved problems and reach the cutting edge, where even established experts will recognize your unique insights.
Donors and strategists often look for "white space"—untouched problem areas. The reality is that nearly every significant issue, from lead pollution to technological policy, is severely under-resourced and talent-constrained. Effectively, it's all white space waiting for talent to step in.
The Light Elimination Project triggered new laws in multiple countries with a simple tactic: buying lead-based paint off the shelf, testing it, and presenting the evidence to shocked regulators. This proves that impactful change doesn't always require complex, multi-year campaigns but can stem from simple, direct actions.
If your peers measure success solely by salary, it becomes difficult to sustain motivation for important, lower-paying work like public service. To tackle ambitious, long-term goals—your "water on stone"—you must surround yourself with people who value the striving and understand that progress takes time.
A tech entrepreneur entering DC was baffled by the term "policy entrepreneurship," viewing it as the default way to work. He quickly learned that most in government manage a "portfolio" of issues, rather than working backward from a specific, desired outcome they want to create in the world.
Different government offices have their own incentives. The comms team wants a great visual, speechwriters want a compelling "factoid," and event teams want a successful fly-in. An effective policy entrepreneur provides these teams with what they need, embedding their policy ideas within those deliverables.
Former Treasury Secretary Tim Geithner categorized meetings as either "We Care" (signaling engagement without a clear decision) or "We Decide" (making a concrete choice). Recognizing this distinction is crucial for policy entrepreneurs to know where to focus their energy and avoid wasting time on performative discussions.
Newcomers to policy often feel they must become the world's foremost expert before contributing. In reality, the most valuable skill is "conscious incompetence"—knowing what you don't know and being able to quickly find and synthesize expertise from others, often on a tight deadline.
Government officials are drowning in information but starved for "clean ideas"—proposals that are clearly formulated to answer key questions (what, why, how) and are ready to be inserted into a speech or budget. Think tanks often fail to translate their research into this actionable format.