Hi all, can you hear me okay?
You can. Thank you, Bankless. OX, Justice. Thanks. I'm going to add you as a speaker right now. You were just getting going when that happened. Well, it's kind of a common thing. Crashers and other issues with Twitter spaces.
Hopefully we were able to get this going and I'm going to share this right now to make sure that people know that they could come in here and we're going to go right back into justice. Lisa, there's the link. Lisa, do you want to unmute yourself and come in?
Make you a speaker poncho. I'll make you into a co-host so you can help facilitate Thank you all for coming in here We had over 800 people and it just kept going up and then boom crashed
So painful. You can use it as a success. It was so big we crashed. I love the reframe. Yeah, that's a great leadership skill, the reframe. What's actually the opportunity in this?
Something down get really really good at you have to be crafty Well, I'll share this out if you all don't mind hitting the reshare button on the bottom right I'm gonna make sure that people see it at least as part of the previous tweets You know justice I wanted it to ask you you were talking about how
We need to have a profit or we need to think about this as a business and you're talking about how many organizations actually have a revenue I forget how you said it not necessarily a revenue model, but there's revenue in the organization. Do you have an example of a Dow or maybe two that are doing this well where there's real revenue?
revenue, there's a real model, there's real growth and real sustainability because of that. My favorite job right now from just a model standpoint is Coderina. Coderina allows basically a bunch of people, it's a platform
It's a market and this is ideally suited to Dallas is think about it. There's fundamentally two types is org structures or business types. There's pipelines which you have some secret supply or limited supply of something and you divvy it out. You know, you make iPhones you sell them. Then there's the platform which basically your supply you don't
have inventory, you take from the whole world. These are like gig economy platforms, e-bays and stuff. What they do is they say everyone wants to come in to code audits, come in and you can do these code audits and you can get rewarded. Then big companies want code auditing done. They want many eyeballs on it.
So they come in on the other side of the market, and then they have a reputation sales and built on top of that. So it's like an amazing tokenized Web 3 platform that is doing something that just wouldn't be possible in the same way without these token fundamentals.
How about another one? One that is a little maybe one that you've been more connected to. Because the more we see it, the more we learn what we can do ourselves and what we should bring back to the organizations we're a part of. I really like what people are doing with.
content as far as like forefront and metal label because you know people are creating content and it's sold and it's not necessarily behind a paywall per se but there is kind of this you know you're you're kind of sponsoring
or promoting and you get advanced access. I mean, if you think about it, B, a bankless Dow HQ does this too, but they do it through their premium membership. And so you get additional content by paying. It's not fully tokenized at the bottom, because it's separate from the Dow. But still, there's some kind of
You know a business machine there that makes money based upon people's efforts and this is this is different and you call it old school called boomer if you want but it's different from the new model which says we can accrue a bunch of money together or holders and then we can kind of pay them for better
and through the magic of like token engineering we can enter this kind of post capitalist infinite printer and just do good stuff for the world. And that's fine if that's what you want to be, but I tend to be more little more old school and say what's the fundamental, what's being sold here and how do we do with that, you know? Yeah, I'm with you.
you to and I know that one of the things Renee from talent now has been saying and then from our gami and orange is just keep thinking about the rate revenue as a way of making it making your organization more sustainable. Pancho, one of the things that you talked to me about and that you've talked about in
your research was the importance of good tooling. We have Samantha on here, but if you're on, can you just set us up and talk about why tooling is so important and what you're seeing with it? And then we'll bring Samantha on to talk about how Argon's addressing it with tools that they build.
Hey, yes, actually the tooling power is tricky and I can give an example. If Denver, I saw many presentations from different teams presenting their tools saying that there's a dashboard, there's a compensation panel. There are many different tools that people
building but tools by themselves, they don't work. I mean a tool is as effective as the people who are using that tool. So Adaus, everyone says like we need better tools but maybe it's the fact that we need people who are prepared to do that and I can give you another example with this
Lisa when we tried to pay to our contributors we actually had no idea what we were doing fortunately it came up good we paid everyone everything was good it was a happy ending but still it was a messy process so the
think that we found is that yes, tools are important, but also it's not that we need exactly better technology. We also need to prepare people and teams to use those tools in an effective way. So maybe Samantha has something else to say about that. Hey, yeah, definitely.
Thanks for having me on. Love this. Bankless down mafia. There's so many bankless people in here. It's pretty cool. So yeah, I mean, tooling is such a core part of the dowel space, which is why of course during the fair market there's a joke that there are more
or doubt tools than douse. So we're trying to figure it out. We're all working on it. And I'm definitely really excited about what's happening at Eragon right now. Of course, I'm on the growth guild at Eragon and the thing that we're building is just a way for on-chain
organizations on chain dows to be much more adaptable and modular. So what we've learned over the past like four or five years of dOW development and experimentation is that when dOWs are monolithic and hard
to change and kind of static, they often fail, they often die. And so our goal at Ergon is to make Dow's really modular on chain. So that's hard to do with smart contracts on an immutable blockchain. Things can't change very easily. So the way that we have
address that is by essentially making every Dow its own operating system. So the way it works is that at the center of your operating system, some of you saw me at ETH Denver, I've probably heard this pitch by the way, but the way that your Dow works is the operating system and there's a vault at the center
with your treasury where you store your assets, NFTs, ERC20s, whatever they may be. And then everything else is managed through plugins. So you can think of plugins kind of like apps in an app store where you can download them, you can install, uninstall, you can up
them and you use plugins to change your governance. So say you start out as a simple multi-sig doubt. You have four friends, you have an investment doubt, you're like, okay, we're gonna we're gonna figure out this doubt thing. They're just four of us. So we're just going to authorize some wallets
Let's invote as a multi-sig. But then maybe two years down the line, you want to have 100 people in your DAO actively voting. So then what you would do is you would just revoke permission to that multi-sig plugin. And then you would grant permission to that ERC20 voting plugin. And then your DAO will have adapted
on chain without needing to go to a different tool or migrate your whole treasury to something different, which is such a headache in a nightmare. So that's basically what we're doing right now, Ergon. I'm really excited about how it integrates with leaf
because I see kind of this modular plug-in approach as a way to acknowledge that DALS come in many different forms of leadership. Some DALS, it really works for them to have kind of a multi-sig at the center, have like five people.
people who are kind of that trusted core team. Some nows, that doesn't work. You know, they want to have a token, they want to have people actively voting and making decisions altogether. And some nows might do something entirely different. They might use an entirely different plugin that is built a month from now or
a year from now or five years from now that maybe is some kind of a holocarcy, some kind of a heterarchy. I'm sure Lisa and others who are involved in dow leadership research are thinking about all these exciting new ways to govern and these exciting new
fancy terms I'm throwing out that we haven't seen really implemented on chain yet. So I'm just really excited about kind of the options that we'll have and like exploring different ways of leading and governing without being pinned into, oh, we just have to do token voting or we just have to do multi-sig voting.
So yeah, that's my my my I'm going to go to Bancliffe staff who's on here and ask about their mafia. But first Samantha why what is it that the vision that you are working towards building? What is it that makes you excited enough to stick with this and to come into this space and before come into my previous space?
and to keep on working every day. Describe the vision that'll get me as excited as you are. Yeah, absolutely. So vision is to enable everyone to experiment with governance at the speed of software. So that's why Eragon was founded back in 2016. We saw the
original co-founders saw that governance is hard to experiment with. Governance is slow. It's cumbersome. When you're experimenting in the real world, there are a lot of really challenging implications to come with that. You know, violence,
There's there's not really an easy way to experiment on the ground today, but when we have software that moves incredibly fast, we can start running these governance experiments without these heavy implications that come in the real world. So I'm just really excited about
Um, kind of organizations that we can't yet imagine today being built on the blockchain. Like I, I really, the thing I really want to get across is that Dowels in five years aren't going to look like how Dowels are today. Dowels aren't going to
to be so much more expansive and just world changing. And the doubts we have today are incredibly important because they're the early experiments that are laying the foundation, but in order to kind of get to the full
ideal of what Dallas can be. We need to be running these experiments and we need to be testing and iterating and trying new things in order to get there. And what we're seeing is that already big brands want
that my mother, that my aunt, and ones that all of us interact with are now looking at dolls and they're as excited about dolls as I think the people behind bankless were a year or two ago and I'm excited to have the people who are in this
that the rest of us, that the rest of the community can learn from, Bankless, first of all, who's on the bank list to count today? Who's joining us? Hey there, everyone. It's Ornela Web 3 in this opportunity. This is a very decentralized profile. Or Nela, I appreciate it. Bankless, that has been super supportive of the work
that we've been doing at Oregon. I appreciate you coming in here. I've complemented you at the start of this Twitter space complemented bank list now for being so inclusive and allowing me to come in and participate in others. I have to also bring up something that we were talking about before this whole space started, which is it can be a little overwhelming.
to join a bankless discord. There's so many channels, so many people already talking. There's a big history of conversations there. And what Lisa told me to check in with you on is Contacts. She said the keyword is Contacts. How do you at bankless use Contacts to make it a little bit less overwhelming for
Overall, yes, definitely. This core, 100% is huge. It's been getting better every time. I've been in the end of the day for a year and a half now, and it's certainly an issue. Right now, things are much better
because within this last six months, I say, we've seen more cooperation between guilds and projects. And this has helped separate, not separate, like eliminate silos, which in the end helps also have like a better
configuration or structure between the different guilds and projects. So I think to not be overwhelmed, I think that goes very well in the hand with onboarding onboarding and also have a kind of a member role
map. Like obviously not telling exactly people what to do, but not also like leaving them on their own 100%. You know, there's a big difference between holding hands with someone, right? Like come this way, come this way, this is the way, right? Instead of
That's different. What we try to pursue is like, hey, like this is a hint here. You can have these are some tools that you can use and then we seek We would like for people to like spark their creativity and
Go through that road with hands right like to to empower themselves and just make sure that I that I go deeper into what you're bringing up or Nella do you at bank list on board new members in the Dow how do you do it right?
Oh, as you mentioned, and Sammy knows a lot of this because I actually was very inspired by her work as talent coordinator. It's one by one. It's one by one. Like all the time there's different talent coordinators in each guild department and you actually have a call with each
person that joins and you show them like first obviously mission vision values, there's a lot of active listening as well because in order to help people get more involved it's important to listen what they're looking for their expectations or their curiosity
like so you know like different uh what did they like what is their superpower I like to say uh so that they can develop themselves within this space so uh it's uh it's definitely one-on-one and a lot of kudos and congratulations to every talent coordinator that there has been ever in the back of the style history
So basically what Wise Thai said earlier and I see you raising your hand Thai so jump in and unmute yourself. And or now, please stay in the conversation. Yeah, Thai, what's up? Yeah, I just wanted to, yeah, note that it was something similar to what I
mentioned something that I've had to do because that's how I initially started was the one-on-one really getting to know them, understanding what their needs are and again like servicing them as best as I can. But as Alisa mentioned was like the scale-ability problem.
It's at least like with developer Dow with it growing so fast It was really difficult to obviously get everyone on boarded one-on-one We had to shift to group onboarding calls and of course I do the one-on-ones on top of that like if someone can't make it but is
Is that something that you see as well or do you see or yeah, I guess that's my question is like how are you dealing with the scaling problem or is there one and onboarding one on one? Sure, sure. 100% scaling obviously is the issue.
I when I say when I'm honest, just like like not one person, but sometimes it is like a group onboarding, but since there are so many guilds, let's say I don't know exactly how the exact number of let's say there's like 15 guilds, there's like 15 talent coordinators. So I understand probably in your case, it was like you
probably one or two more coordinators like for the entire Dow in this case it's a parallel work between all of the time coordinators of each of each area so it's a group effort very decentralized group effort nice awesome yeah exactly you nailed it too we scaled to like maybe
I'll galvanize maybe like five or six members to do this on boarding with me. And yeah, that's great though. It's great here. And also, my, my, I got that the season, the season, the, the terms that we have like every few months is also like an opportunity to change
telling coordinators so like new people step into the role so it's not like you don't get burned out for like having one on one calls for like a year unless you're probably do the role in two seasons but that that that helps a lot with avoiding burnout. Yes, I have to chime in.
here because burnout was one of our biggest themes from our 23 interviews that we conducted. So many people brought up just how the Dow Space is ripe for burnout and when it comes to leadership, one of the things that became very clear from our study was especially if you worked in a traditional organizational context.
where things are more clearly mapped out that the ability to set your own boundaries and your own priorities of what you will and will not do in a Dow or how many Dow's you contribute to, it's like I'm completely amplified compared to a more traditional track. And so having the ability
And the ability to prune and be selective was one of the things that brought people out of their lull that almost inevitably happened as people would come into the space, be excited about possibilities, and then realize that Dow and they personally have limitations. And what got them through kind of that valley where some people took sabbaticals, some people just expressed
out or depression, what got them through was this ability to create greater context for themselves and others, be aware of where they want to contribute and then practice deep selection. And I think if you look at a lot of people in this room, I see a lot of time you're people, I know
based on the interviews and many conversations that this tends to resonate with people's experience of how they come into DAO's. And the best thing you can do is to find your tribe, find your people, practice selection, and have clear boundaries for yourself because the DAO is not going to give them to you. Just had to add. You know what? As long as you've got your mic on.
is what Thai and what Bankless has been experiencing and ornela explained. Is that common where an individual will be there to talk and guide members? - I think we have Gloria still here that I'd love to hear. - Yes, I wanted to talk to Gloria about Getcoin because they're this instructor. - Are you still there? - Yes.
Sorry, I think that she's not hearing me. I don't know if you're all hearing me. We talked specifically about knowing your experiences and you can feel free to correct me where I'm wrong, but get going super mad. Oh my gosh. Also, you just speak so many languages and are an incredible
human being. So I'm just so thrilled that you're joining this conversation. And one of the things that I would be curious to get your take on, but feel free to shed whatever insights you'd want to on leadership, given that you are somebody who's been, you know, a contributor to our study and just been such a great leader in this space is
You know, this whole idea of structure like we talk about this need for setting up the perfect Dow and one of the things I really loved from your insights with this idea that there is no real perfect. There's no one way and flexibility is key, but I'd love for you to talk a little bit more about what your specific experiences or stories have been.
around how you've seen things structured and what works and what doesn't. Yeah, can you hear me Nalisa? Yeah, perfect. Great. Yeah, you know, I think from my days with both get coined out and some of the early like charity dolls that we're going through, where is that
But it's important when starting to have a general structure, but not to lose sight of the mission and to keep moving forward, and to believe that the way that it starts, don't be too tied to that, because it could totally iterate in a totally different direction that aligns better for the community.
I also think like for me being that I was in get coined very early I knew a lot of different people and I knew what they were doing or what was working on or I was the person who knew how to do the thing or who to talk to to do the thing. And so it was important that when onboarding
I think more people that I stayed open and accessible as much as possible so that people could get the information or I would have to remove potential roadblocks when I saw them and at least allowed them to voice the concerns.
I kind of saw was that in order to do some of the things like I had to let go of me being like the YouTube person and whatnot and if someone had a better idea of how to deal with YouTube and wanted to run with it, give them the access and the availability to do that so that I could then move on to
other about an ex-road blocks and keep things moving forward. And that was extremely important. And I think that one of the things that allowed for me as a leader was to step back and let other leaders step forward in the directions that they would want to go. And then really take a look at the trends that we were
whether it was like a leader emerging in the support space and then branching out like a whole new Chinese translation or things of that nature to actually, you know, taking on things that I just didn't know how to do but someone had to do it. And so I think the more
The most important aspect of leadership from the early days is to create like some type of avenue where people can contribute, have very clear documentation or places to point people, really having like a vibes check to see how people are doing where people can kind of talk, open
and discuss things and not being too like taking a back with feedback or like consenting points of view but understanding that whether a person's point of view is exactly like yours or counter to yours, they're both seeing something within the dial that needs to be
addressed and like hearing each other out. So just really having two ears to listen and one mouth to speak and rarely being focused on listening to the people within your doubt and the community. Thanks. I love that so much. I think, you know, one of the things that became so clear to us was listening.
was an incredibly important personal skill for anyone wanting to lead in this space and It's it's almost like when you enter into a party and you see a bunch of people talking in circles You don't usually just go up interrupt and start talking about whatever you want to do you usually step into that circle listen gather up
little bit of context and figure out where you want to insert yourself. And it seems very, very similar to that in the Dallas space and you can be a part of multiple conversations. So what is your personal journey became a really your question for people to be asking themselves in this because you really do have the opportunity to carve it out.
out in Dows, but that also means there's the responsibility or even the burden at times it could feel like to have to carve out that personal journey and not have anyone tell you you're on the exact right track you're supposed to be on. That affirmation can sometimes be helpful, but in Dows it's almost a different narrative we're trying to write here.
I would also on top of his name say like being okay with like having a ecosystem of failure, like the everyone's trying needs to be able to try new things in order to move the whole industry forward.
letting go of this concept of like this would be the perfect answer if we did this or this would be the perfect thing would help everybody move forward because you learned something within that failure that can help you set up better the next time around.
I really like that Gloria because on our research we find out that a lot of leaders actually were regretting that they got too defensive. When you practice listening and empathy for your contributors, you have to realize that
You as a leader don't have all the answers and that's also connected with the fact that some people were actually regretting going to doubt too fast. That means that they're trying to decentralize everything. They thought that they had the answer
of how that would look like. And that's also something that Samantha was mentioning that if you go on chain too fast, then you cannot change your structure. You cannot change the way you do things. So being open and for auto-contributions,
and for other points of view, being open to listen and to understand that you can fail and have a safe place for you as a leader, for your contributors, for the whole community to understand that we can all make mistakes and those mistakes are part of our learning process.
it's part of our Dow journey. Then of course your Dow is going to be much more, what's the word here? You're going to make it for the long run. Instead, if you get defensive and you think that you have the answers, either if you are the leader of your job
a new contributor. You're going to create these conflict and tension points that are not going to allow your doubt to move forward. Liza, this is with Lightning Round where we give everyone a chance to give us one tip for either
are being better leaders than we already are or if we're in a community, if we're in a doubt and we want to start taking on some leadership roles, how can we do it? And I'll start with you, Gloria, and then we'll end with Poncho and Lisa based on their research. But Gloria, what's one thing that we could take action on?
I always say share the knowledge whether you're like a note taker or translating notes or anything like that sharing the knowledge is the best way to if I could get more people knowledge sharing and not only the knowledge of themselves I think the whole space would be much much better so when we're sharing to wear
So if I'm taking notes on a meeting that someone invited me to, where would you suggest that I post that? Yeah, I think it's going to be different for each doubt. So like public newsletters are great, especially if your doubt is public facing and wants some interaction, making sure that
those notes are great. Even getting those notes to like a translation team so that your translations, your notes can be translated into a language that is very, you know, native to the people who are speaking it. But it's not just notes. Sometimes it is just making sure like the recorded video sessions get up
on their YouTube or wherever your videos happen. So just thinking of knowledge sharing in a multifaceted way would be really helpful. And then letting the contributors know where that knowledge is actually stored. So that's the second piece that's helpful. I love that because that's something that any one of us can do. Quick action.
and quick results and help build momentum. Justice, do you want to jump in next? What's one thing that we could take action on now if we want to become leaders or become better leaders in the hour of the hour? Yeah, if I had to throw out two top points, I would say the first one is on Servant Hood. So coming in and offering to take note.
cleaning up proposals like offer no co-auth like doing this stuff that you know we all want to come in and make a big splash and be recognized but coming on that servant side to build rapport build relationships and be helpful and to show kind of senior year there
for the mission and with the people so that servant side and then the other side on the leadership side is I would say take risk you know physiologically if you think about what a leader is it's like you know you think like a person who's further up further up beyond the pack and they're kind of following them
right, which means they take on the risk. And it's possible to, you know, kind of turn this whole movement into an echo chamber. And so if you see something, you're like, but I'm not hearing this. And this is the way this is supposed to work, but I'm finding it's not working, then they have the courage to speak up. And that's a part of
being the leadership and I don't mean be contrarian, but stick your neck out and make suggestions or have ideas that may not be popular and you'll learn from those. So between those two, those would be my two biggest recommendations. - Those are really helpful. Let's go to our Nella next from Benclistow. Thank you, Justice.
Yeah, definitely. I think, um, can you guys hear me? Uh, yeah. Okay. Um, I think that one of the main key points is to be humble, uh, to be open and to help guide people with confidence.
and also documentation. Documentation of everything. As Doria said, sharing the knowledge so that then other people can take initiative and move forward. Where do you document a bank list? Is it in a notion?
For some things we use drive, but now we use notion for everything it's like our Wiki for all things. So things get discussed on the channel, they get voted on and once they go on notion, then it's like official.
for us as documentation. Samantha will go to you next and then poncho and then Lisa. Samantha what's one tip you could give us? Yeah I would just say finding a way to be helpful rather than trying to like ask people
for work, just finding something that needs working on, something that you have a skill in, that you can really add value. And if you can just show that you're adding value from day one, your path is going to be a lot easier. Thank you.
Pancho based on all your research what's one tip you could give us? I will say keep your feet on the ground we love visionary leaders and you can move faster than your community but you cannot move 10 times faster than your community
you're going to lose it. So when I say, "Give your Fin on the ground," it's like, "Yes, you can be visionary, you can plan for the future," but you have to understand what your community is going, what your community is expecting, what are your tools, what are your resources, what is your capability, right?
So you can plan ahead, you can dream for a better future, you can dream about very exciting things, but never lose sight of what you have right now and what the rest of your team is able to do with you. So keep your feet on the ground.
Thank you. Lisa, it looks like you're rebooted so you can hear me. Yes. So yeah, I mean, if you've ever moved from like one home to another, you probably know this very well that you might be super excited about your new home, but that doesn't guarantee that moving day will go well. And I think many of
are really excited about the decentralized future of work and coordinating and yet that doesn't mean our path on progressive decentralization or the Dow tool we think is a great solution or the compensation model we have that people's need to transition to that understand that
convert over to using that will go smoothly and that's why leadership is so important. And so our research found that a lot of the leadership behaviors that drive desired outcomes in Dallas are not too different, although the language and the background definitely has its own unique flavor, but it
really comes back to this idea of self leadership, which I would always tell people is leading with Mojo over ego. People leadership about, and I would summarize it as appreciate to accelerate. Like that's going to be the best thing to do when it comes to your people. And then this idea of change
leadership, you need to envision and still help people see just like Samantha did earlier like what keeps us excited about being in the space. People need that gas especially in a crypto winter and to fuel them into like keep going and so we need to kind of electrify a more specific vision.
vision of what we're actually aiming to create here and how we see that panning out because we actually see being in this space so much more than what others might have. And so sharing that context is valuable. And then the last thing is conscientious and it's just the task leadership that's so important is about clarifying. If you're not saying it seven times seven different ways,
your community probably doesn't know it. And so this isn't about you pulling people in one direction. As Ornella mentioned, it's really about providing context like Mundo, for example, that puts even their core teams dialogue and discussion as read only. So yeah, it's visible to everyone in their community.
And so there's something about this idea of every now is different, but there are these principles of transparency and decentralization that matter. But the biggest thing for me is when it comes to leading and what we found through our research is come boldly with your asks and offers, know yourself and know your strengths and
We're all headed toward what we hope is a brave, bold, beautiful future. But that doesn't mean that the transition is always going to be smooth. I'll say that Bar, bear, bar, dot, eat in our audience said, wait, is everyone just recruiting from bankless
down. And that's why there's so many people from Bencliffe's down. And the truth is that the creator of Talent Dow was in Bencliffe's down and some of the people from Bencliffe's joined Talent Dow too. And this kind of thing happens a lot. What we see is at origami and I'm Andrew from origami. What we see is that there are a lot of people
people who are in Dows, who take on leadership roles in Dows, and then they have their own ideas for their own Dows, and they go up and create them, and that's been a real eye-opener for me personally. And I guess it is kind of like startups. You go work at a startup like Airbnb, and you go create your own startup based on seeing how other people do it and realizing that you could do it too.
And that is one of the most exciting parts for me about Dow leadership that people who are now leading within Dow's can end up coming up with their own Dow's and building their own visions and then bringing in more people and recruiting more people into this world that we're all fortunate to have discovered. And so we'll just keep going out there and being evangelists and teachers the way that
the way that Lisa and Pancho in the way that Samantha, Gloria and so many other people who have been here and I really appreciate you for being on here and Ornela I especially appreciate you for jumping in with the bank list out and being in some way faceless. I keep inviting you as a speaker individually to make sure to highlight you but I appreciate you coming in and representing
representing the brand, representing the community and supporting us. For everyone who's listening and for everyone who spoke, thank you so much. Be sure to follow the speakers and thank you. We'll be doing more Twitter spaces looking forward to having you in those and hopefully those will not crash, but well, we don't know. Bye everyone. See you on Discord.
Bye everyone, thanks for coming. Thanks.