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Hello everyone, this is Andrew from origami. If you can hear me, let me see your favorite emoji. There we go Lisa, can you hear me? In fact Lisa, no mind, unmute yourself. There we go. Great. I'm so glad that I've got a backup phone. Super. From the origami account.
I was not able to speak. There's a bug in Twitter and so my second phone came in handy. So for everyone who doesn't know, my name is Andrew, I'm with Oragami and what we're going to be talking about today is leadership secrets in Dowds based on research that Pancho and Lisa have done Pancho. Lisa give us a big heart so people see you.
here in the in the Twitter space. There we go. When I think about, um, Dow leadership. I'm so glad the bank list Dow is here. I think about my experience with bank list Dow. For years, I have read publications like the New York Times, the Wall Street Journal,
going back to when I was in school, I read publications like TechCrunch and I was always an outsider on these publications. Somebody who's meant to be an audience, another number for a writer who gets to feel proud for having yet another number on the readership account with Bankless.
I was a reader and then they suddenly said, you know, if you're interested, we're teaching people how to write. I go, you know, I actually do want to become a better writer. I've written a book on interviewing. I love the process. I still feel like I could be a better, better writer. I went in and I joined their free program that
people had a right. Then I expressed an interest in understanding how bankless Dow creates their content. They said, "You know we're having an editorial meeting later today. Why don't you join?" And so I joined the editorial meeting and I thought, "I'm listening to how they make the publication. This is an
unreal experience and when I think about leadership, that is leadership right there to be able to recruit someone who's interested, who's passionate, who's curious, who's not just a number, but someone who wants to be a part of the community and wants to help create the product. And that's what we're here to talk about. How do we do this right? Because truthfully, as
also been part of DAO's where I wasn't sure even what to do. Where do I talk? How do I communicate? How do I add value? How do I even, I don't know, what do I even do here? And so there's something to it. Well, there's something that don't do it well and sometimes we're mixed up both. For those of you who don't know, DAO's of course are decentralized autonomous organizations.#
big organizations that are meant to bring more people in, give more people ownership and more of a say. And we're here to talk about how to do it, right? If you would, please, if you believe in this mission, if you want to see more organizations become dows, if you want to see more dows, be better leaders, better organizers, better at building communities, hit that bottom
lab land from a standard organization and made it into a DAW. We want to see more organizations do that, whether it's with us or with other people. All right. Thank you for all of you who are sharing this. Thank you for all of you who are here. If any of the speakers don't have speaking roles, please just ask for it by requesting it the way
the tie just stayed and I'll add you the way that I just did with tie. Lisa and Pancho, I know you told me earlier today you don't want to do the majority of the talking but I'd love it if you just set up what is this research that you did that is the basis for this conversation here today.
Yes, yes, absolutely. Thank you, Andrew, and thanks to the origami team for hosting this space. So my name is Lisa Woken. I am fully doxed in the space on on all socials entered into DOWs in 2021 and it's been as many of our interviewees called it a wild ride.
ever since. And essentially my goal coming from a background of doing leadership development in these large corporate bureaucratic hierarchical organizations was to essentially come in and be a student to this space. I view Dows is truly on the leading leading edge
of what the future of work really holds for possibilities and promise and knew that the biggest thing in this space would be to do scientific, rigorous and relevant research to try to understand it a little bit more in depth that way, you know, the work that we do in this space can have a foundation.
And so that's essentially what the last year and a half has been with me at Talent Dow is working with Pancho most recently over the last six to nine months doing primary research where we interviewed 23 leaders within the space most of them had taken on founding roles of a Dow as well as many other
roles within other dows and of course lurking on numerous dows and prior to that we knew that we didn't want to just ignore what's happened in history and so I worked with another amazing researcher from the talent-dow community named Pietro or senior Nassuno who specializes in research of research where
we looked at 5,400 primary studies that were rolled up into different meta-analyses and systematic reviews, representing over 100,000 participants, really looking at the past 25 years of scientific literature on shared distributed and collective leadership. So trying to understand a little bit more about how can we build on the shoulders of giants.
And so that's that's the work we've been doing. That's why you see in the title of this Twitter space that it's based on scientific research. We've gone to the depths from a quantitative standpoint and then conducted primary qualitative research. And I personally have devoted my life and view it as my deep deep calling and passion to develop leaders for the future of work.
Hey, Lisa, thank you for the pass. Hello everyone, I'm Pancho. I hope you can hear me. I'm so excited to be here. And yes, just for you to know a little bit more about me, I've been working in the Dow space for a year. I actually got in
into the Dow ecosystem, thanks to Bangladesh. And then I realized that I found this space of researchers that we were fully allowing with the work and the values that is talent now. And now I've been working with them next month. I'm going to be working
you for a full year. My focus here as a researcher is to understand basically what is really going on in Dows because one of the things that has caught my attention is that there are so many narratives, there are so many things that
actually do not apply to the house. I mean, it seems like we are trying to build Wonderland, but the house are way more difficult than that. And of course, what we are going to present today is about leadership, which is one of the main concerns that we found that many people said
that there's code at the center and basically that machines and algorithms are going to do all the work. But if you look at the different dials, that's not the case. Humans are still doing most of the work. And of course, we're also doing some other type of work.
on inclusivity, on boarding, on communications in Dallas, but today let's focus on leadership. I'm so excited to start this conversation. So, Andre, do you think that we should bring the voices forward? Yes. Yeah. One of the things that I read in your research, and I'd love it if you tweeted it out so that I can pin it here.
is that there's a problem with onboarding that somebody will come into a discord, think, yay, I'm finally getting to be a part of this whole Dow community, and then they don't know what to do. Ty, I love it if you can unmute yourself and come and speak about this problem, and from everything that I
that I have heard you are the best at bringing people into community. You're the person who can onboard well. Let's talk about the problem before we talk about how you solved it. Yeah, exactly. Well, I am Ty or wise Ty. I've been in the Dau's Stage like since
So, I'm a community manager focused on onboarding with developer Dow. So, absolutely right with the problem setup. When I initially joined developer Dow, it was growing with a lot of numbers very quickly.
And everyone's basically joining what it seems to be like this huge party with like absolutely no context and no one greeting them at the door. Like this is like, I guess you could say like a common experience for new members maybe coming into Dows. Perhaps like not any longer, it's probably a little more structure, a little bit more
more context being shared now, but at least then early or in late 2021, this was like the experience. And frankly, it's a little bit of the experience now, even today as I explore more doubts. And it's interesting.
our communities where we are contributing to work, to a common goal. And we have numbers that are coming into DAO's that actually want to contribute, that see the vision, that see the value. And yeah, the core challenges like having the right context needed to actually
participate. And so that's like the common problem that I saw at least within developer Dow that recognized it and said hey, I'm starting to rub it. There's this huge party. People are trying to get involved with no context like let's at least begin to
give them what they need so they can become like core contributors and core numbers and receive the value that the community is offering. And yeah, I initially started off with essentially just one-on-one onboarding, like kind of like doing the things that don't scale.
really got to find the commonality amongst all the members that I onboarded one-on-one and was really able to shape the organization and the structure against that commonality, against the value that they were actually seeking from the Dow.
And I guess that's just a little bit on how I approached solving the onboarding problem within the developer doubt. And I guess it's always like, it's never like completely solved, right? Dynamics are always changing. The community
maybe changing, we're learning and iterating as we go and as a result we have to shift onboarding in our processes as we go to where it just makes sense for the community. Ty, I wonder if maybe the audio is not coming into you but here
Here's what I'm understanding for you. Somebody comes into it. Yeah, I think maybe Ty is having a hard time hearing me. Can you all hear me? Okay, give me the thumbs up if you can. There we go. So the problem that Ty's been explaining is one that we see all the time. You get into a Twitter space, you get into a discord. You don't know what's going on. You don't know who-- Can you#
We can. I'm sorry I'm muting him just because we're seeing that there's an issue where he can't for some reason hear us. So the problem is people come into discord don't know what to do and what Ty did was he decided he was going to talk to people one on one individually Lisa is this a
common thing and you recommend that leaders in communities start to talk to people with voice individually. I don't care anything. I'm fortunate. I'm going to leave and hop back in. Yeah Andrew great question as far as do we see this through
Through our interviews and also just our experience and connections of having been in the space, what's really clear is that there's a tipping point. And I would love for people since I see a lot of leaders in this space to give a thumbs up that this describes you, is that a lot of founders, they start and they meet with people one on one. It's that whole philosophy.
Philosophy of staying close to the customer and really staying connected into the community and yet what ends up happening is you reach a tipping point where that's no longer possible whatsoever and you stop meeting with people one-on-one and You as a founder at least get a little bit removed from that process and typically you're having somebody
else step into that leadership role and then having some sort of a core unit that's looking at swapping those insights of what you're learning from the onboarding one-on-ones. In general, a lot of people have said like Raid Guild as well as Cabin Dow tend to have good onboarding experiences and those have primarily been more cohort or group
onboarding sessions. So there really is a myriad of practices going around, but a lot of the people who start one on one, there's definitely a tipping point. And if you agree with that, having been somebody who's onboarded or been a founder, please give a thumbs up because that is something that came through for us is a lot of the practices of small dows are
no longer sustainable once you start scaling. What about me as a participant? Is there an opportunity for me to reach out to individual new members who come on and onboard them to offer to do a phone call with them? Like if I wanted to do a campaign to help out a dial that I'm a part of by taking on a leadership role, does that make sense?
Yeah, I mean most people who are in the community management space they're really accessible to have their DMs open and even if you wanted to start like on talent that we actually have people that'll chime in when they see the intros channel and if something resonates with them they'll help onboard them or connect to them or say like
I'm interested in that research too, we should talk. And so I think that's part of the permission list thing is you connect with people who their message and their story resonates with you. But it really is a choose your own journey and most community managers. I would still say people tend to come into a space not being sure what they can.
or can not do and so they'll connect with the community manager if they're interested in helping on board. All right. I want to bring in OX justice next. I should say to anyone who's listening to us and we have over 700 people listening here today. If you like any of what you're hearing today, this is just the beginning of a relationship with the speakers.
I urge you to follow them, send messages and connect with them. That's the way that I've met most of the people who are here that I know who are speaking. So follow people, yes, or Gami is going to get a bunch, yes, I am because I have a big loud mouth, but I'd love it if you connect it with Lisa. Oh, it's justice has a bunch of great followers join in.
with the others. But Lisa, one of the things that you said to me before we started today was that OX justice from Polygon, Vanclist reputation has been talking about a revenue model. What is it that you think is important for Dallas to know about a revenue model? And then let's bring OX justice on to speak about that.
Yeah, Justin's will definitely serve this topic well. And the part that I was sharing with you was this idea of more protocol first versus community first approach. And I have been so inspired by justice as well as the broader community dialogue debate deliberation around this.
topic and I think it's a really worthy one to be had as we wade through dows and don't necessarily have best practices but more have best for now practices and so with that I would hand it over to Justice knowing that most of our interviewees of the 23 people we interviewed said
You need to ask yourself really clearly, why are you a doll? Why are you not just like a club with vibes or a social group? Like, what is it that you're really trying to advance as a true organization? And that's why I think justice is an awesome person to have as part of this conversation. Go ahead, Justice.
Okay cool thank you very much. The few things I just want to mention that I stuck out to me in a conversation and you know this is you know there's a historical continuity and discontinuity right and so if you kind of lean too hard
And the down narrative up to this point has been so strong on discontinuity. We're going to do away with traditional work. We're done with all standard organizations that I feel like we kind of cut our legs off because we kind of lose thousands of
of years and practical learning and then we lose the ability to map things that we're doing now to how they were done before and see like, well, let's build on that and see how that could go. And so, you know, I was never interested in cars before Tesla came out and it was like, this car has an API. You know, it's electric. This is like a computer
on wheels. Suddenly, you know, there's a continuity there. They didn't reinvent the car, but they did something totally different. That's where I continuously fall back to with Dallas. And I say, well, now I call it an organizational construct. It doesn't do away with the history of startups or business development, but it does provide
some amplification and certain capabilities on steroids and even maybe some new stuff, but to see kind of the continuity there's an unlock there. And so the topic of leadership is very relevant because if you're too heavy on the discontinuity, it's like, oh, well, dals don't have leaders. And you're like, well, there's
leaders in everything, right? It's not antithetical. So maybe Dowels make it provide an opportunity for more people to potentially be leaders, right? And so we can lean on that like the anyone can speak up and yet there's still kind of prominent voices that people choose to follow and those voices maybe take greater risk or
provide some great value or service, right? And then some of the other stuff too, like, you know, we talked about the onboarding. And it's like, well, there's a whole history of kind of these organizational membranes and how permeable they need to be in order for, to be a healthy organization and what does onboarding look like? And like,
from traditional. So I'm always trying to draw from traditional and then super charge it with these new toolings. And it's almost like we talk about speed running, DeFi. DeFi started with borrowing and lending. They had to start there. They didn't start with type of financial instrument
that are literally only possible on blockchain, they have to grow into that. In the same way, I think replacing a term Dow, which is organization or business, it's going to help us a lot think about things because we can start, we can say, well, that's cool and all, we can all get together and pull money and vote on stuff.
fundamentally how does this thing sustainable? How does it make money? And we're kind of we're peeling ourselves into destruction if we say ah, it's all just public goods. You know, we did, you know, it's, you know, nonprofit, you know, it's like, well, like eight out of 10 ventures in the world are for profit ventures that