What we’re sharing below is some conclusions from two ongoing pieces of research, Community Reflections (via Governance Team) and Recelerator Reflections (via Recelerator Team), plus a Community Workshop with members on 11th May where two potential pathways for Season 3 were shared. Feedback from all of the below inputs have made clear our need to go deeper into good growth, to make it more clear, tangible and measurable for members and the team. Check out our plans for Season 3.

These insights have been drawn from

  1. We need to go deeper into Good Growth. During the Recelerator, 1 of 6 workshops was focussed on Good Growth Strategy - mid way through the program we realised that more workshops on Good Growth would have been a big value add and would lean on our Community’s knowledge more. Upon considering this, we realised our members still didn’t have enough knowledge and understanding of what good growth means and how to use it (’45% don't have good GGth understanding / alignment’, via Community Reflections), despite it being one of key reasons for being here.
  2. Come for web3 learning and vibes, stay for the people and purpose. Top 3 reasons members chose to stay at Community was people (92%), learning (67%), GGth mission (58%). It’s clear we’ve built a community of value-driven, highly capable members, we should look to harness this as we move forward. Additionally, expert input throughout Recelerator was incredibly valuable (Dave’s legal in-particular!), showing the ability of our Community to bring in highly valuable voices.
  3. Sync is hard. Finding times for project leads to sync with experts, plus a time that worked for most members made it tricky to find a good time. Getting commitments upfront for consistent times would have alleviated this. However, the core team are mostly based in Europe, so scheduling times that worked for project leads and US based members was tricky.
  4. Where is the money at? Contributors (team leads and core contributors) signalled that they needed clearer guides on compensation and budgeting. For Season 2 a budget was allocated to project leads but was not clearly allocated/communicated to teams. It’s important that these details and guides are set up early to allow for Contributors to do the work they need to do.
  5. Team Leads can move to planning over doing. From experts to facilitators Team Lead capacity was stretched throughout the whole of Season 2, as they attempted to power through the abundance of ‘to-dos’ and requests that faced them. Correlated with this, was feedback that bounties were too big without clear enough expectations. Moving forward Team Leads can look to focus on project management and planning to ensure there is a steady, and clear line of work ready to go. It’s fair to note that this is a catch 22 scenario and failing to plan early on spirals into constant overload - Season 3 is an opportunity for a new slate.