 All right, good afternoon, everyone. You've got Emily Weber with us. Yeah, so we have, so welcome to a community of practice, the missing piece of the organization. I thought I could remember that name, but I didn't at the end of the hour, so. Okay, thanks a lot, everyone, for joining in and over to you. Take it away. So, hello. I'm gonna talk about community practice, the missing piece of your adult organization. And I'm sad that I'm doing this from home and not in India, but the things are as they are. I will jump in. So, imagine if you will. You've just joined a company. You're very excited about it. You're quite nervous. It's a new role. It's something that you really want to do, but it's lots of new challenges. And the company is really big. There's lots of other people in it. There's lots of kind of groups of people that you can see. And you are, you know, Ken, you're feeling, how do I find my way around? How do I work out what's going on here? And you're put in charge of a really important product. So, you're leading something that's really important for the organization, which is, again, is brilliant. You think this is great, something that I really want to do. And the organization say to you that you're now in charge of this really important product. Don't mess it up. Putting the pressure on and off you go. You think, oh, OK, so there's a high expectation on me here to do a brilliant job. So you think, I've got all this pressure on me. I'm going to look to my team and my team will help me. And the teams say, what are we doing next? And you're thinking, ah! So this is not an uncommon situation that you join a new organization, or you join a new team, or you are in a new role, and you're feeling a bit like this. Now, sync or swim is not a good management technique. And I've seen this in lots of places. It can lead to drowning. I've seen places that think of sync or swim, you know, throw somebody into something and see what happens as a right of passage. But it won't get the best out of people. And there is a better way. We need supportive, connected organizations in order to be our best. So namaste. My name is Emily. I'm an agile and delivery consultant. I work mainly with organizations that are trying to get better at what they do in some way. And my focus, my kind of agile focus, is around people, how people work together, how they connect with each other, and how organizations can be better when they're connected. This is me. This is my Twitter address, my blog, if you want to look that up. And I have a habit. My habit is not collecting logos, which it might look like from this slide. My habit is connecting people. So on the left-hand side here is a bunch of organizations that I've worked with around the area of communities to practice and bringing people together. And I've been doing it for a while. I work a lot with UK government organizations, helping them bring people together. Some non-government organizations, some international organizations there. Intercorp is a Peruvian group of companies. And Geo is somebody that probably many of you recognize. So I won't need to explain. On the right is things that I do that are not in my consulting life or not in my paid and client life. I often set up meet-ups. So there's a bunch of meet-ups here, including Ajahn the Bench, Ajahn Leeds. Ajahn the Ether is an online meet-up that I've been running for a couple of years, as well as setting up things like forums for the area I live in or a group for people that want to get more healthy. So I really believe that we are more powerful when we are connect with other people. So this comes through into my working life and my just outside working life as well. And with these many organizations that I've worked with, I often ask people a question when I'm running workshops. And that question is, what value do you get from meeting people who do the same thing as you? Now, I've asked this question of thousands of people as probably things that might spring to your mind, just thinking very quickly about that question. What tends to come out is the same things. So here's a sample of that. So there are lots of things in here, things like people, ideas, solving problems together, confidence, share concern, getting inspired, jokes, complaining about things together. There's lots of things that come out of it. Actually, the answers that are in here are a mixture of designers in Lima, in Peru and engineers in Southwest England. So aside from the fact that there's some Spanish in here, you probably wouldn't be able to tell the difference. The answers tend to be pretty much the same. And that's because we are wired to connect with each other. We're wired to connect with people and we get huge value from doing that. So what are communities of practice? Back to why we're here in the first place, talking to you about communities of practice. So I've got a few, and I've got quite a few quotes and a few photos in this session. And these are some quotes from some community members. So things like we keep each other going. Everyone is professional, insightful, and emotionally supportive. Having kindred spirits to bounce ideas of discussed concerns or explore new ideas with is relieving and rejuvenating and they take their better self to work after the sessions. And having a real impact on confidence and capability. Now, these are the types of things, when I read these, I think, this is the type of organization I wanna work in. I wanna work somewhere where people feel supportive and I feel like my better self because I'm connected to other people. And having confidence and capability. So communities of practice can do some really wonderful things. Organizations are collections of people. Sometimes those people are organized into functions and I have worked in organizations where it's like this. In particular, there was a place that a small organization I used to work in where I was a project manager and I sat with other project managers. That was brilliant for the fact that we were always constantly sharing things with each other, sharing approaches with each other. We had difficult clients sometimes so we could console each other in the problems that we had. And we were really tight-knit group and we got loads from working together. This is really great for that but it's not very good for working on a product or a service or a project when actually you need lots of different people involved. So agile organizations look a little bit more like this. We have teams of people with different roles with multidisciplinary teams which is fantastic when you're working on an outcome together but it means that you can lose some of the value that you get from people talking, people that do the same thing, talking to each other all the time. And I think multidisciplinary teams are better but we need to recognize that we do lose some of the connections that we had between people if they are sitting in functions. And then we sometimes put programs around those teams as well. And the thing is there is we start to break more and more barriers between people that do the same thing. And this can lead to silos. Here's my picture of silos and his siloed language. So you know you have silos when people start saying things like this. Homogenous group name are rubbish at or a terrible at. And it's like the antithesis of empathy. You start talking about people as a group rather than individuals. So you might say finance are very slow at paying us or that team over there aren't very good at doing whatever. And this makes it very difficult to work together and it can sometimes pit teams against each other which isn't very good. This is actually a picture of a social graph and it shows from an organization that I was working with, it shows how people in a particular area, how often they ask each other for help. So this showed the circles are people. The bigger these nodes, these bigger the circles are, the more people come to them for help. So they're kind of key players in this social network and the lines between them are how often people talk to each other. So you can really see just here from this bunch of people and this is really fascinating to map out a network like this. How siloed people are and how knowledge doesn't travel around them. So silos of knowledge, information, expertise, learning support, work and decision-making, this isn't very good. So communities are practice groups of people who share concern or passion for something they do and learn how to do it better as they interact regularly. And it's a term that's been around since the 90s but with agile organizations and multidisciplinary teams it's really super relevant right now for us. And they look a little bit like this. So they bring people together that have the same, sometimes the same role, maybe the same concern or passion, cuts across teams, cuts across programs. And this line at the side is what you do day to day. So when you're on a team, there's some kind of outcome you're working towards together. How you do it is the approach to doing it, doing it in the best way possible. And that comes through the community of practice or community around that practice. So communities a little bit like teams except they don't have an end date, their voluntary participation and then non-hierarchical. And you may also have communities of interest. So people coming together around the topic they're interested in and you may have subgroups within communities as well. So it's just, it would just be useful for me, just chat in the chat, just if you can say if you're in a community of practice, I'm not going to read anything out but useful for each of you to see as well. And also, you know, if you're in a community, what you like about them, you just put that in the discussion window. That would be great. So you can see from each other. So I'm gonna, excuse me, I'm gonna talk to you about five benefits of communities of practice. And these are the five benefits that I talk about the most. And I'm gonna give you a couple of tips like why that's important and give you some tips within that as well. So first up is that communities of practice help support us and give us confidence and motivation. I think this is super, super important. And in a recent study that I carried out, I asked people to tell me what they most love about their communities. And about 60% said they most love the support that they got. So which echoes my experience that the supportive trusting relationship between members underpins the community. So without that support network, it's difficult. It's harder to build the other things on top of it. So that's really crucial. Feeling supported helps build confidence. It might be just that you're sharing ideas with each other or bouncing ideas off each other that helps you talk things through. And you can think about this picture, this woman here is crowd surfing. She wouldn't jump into the crowd if there was no one there to catch her. So having those people there to catch you is really important. Conversely to that absence of support can be taken as a sign of mass rejection. So if you don't feel supported by our organizations, it can sometimes feel like we're being rejected by them. And I've definitely been in situations like that. And you can really feel it, it feels very different. So it's very likely because we're wired to connect that people will be supporting each other. But not everybody has that. So it might be that people are away from each other, they're distributed. Actually, we're all being distributed at the moment, it makes it even harder for this stuff to happen. It makes it harder to bump into people. It actually increases silos and reduces that knowledge flow. But if you, sometimes when people are new, they're not in that support network. So we tend to kind of find that support networks, but not everyone has that. So it's important to get that. And I'm leaving this GIF on here for a long time because it's awesome. This is a quote here from a community of practice members and also one of my favorite photos that I've taken from a workshop about a user researcher who felt on the fringes of a community because they were distributed and really felt that having that community started to bring them in and started to really feel part of something which is important. And this quote here, which is from a designer, a community in a community of practice that just felt that because he had people that had his back and that people would support him, or if he wasn't there, people would jump in and help. It was really great for his wellbeing, stopped him from feeling overwhelmed. And he actually said that the community was one of the best things about working in that organization. So interacting regularly with each other will help to build a supportive network. The second reason is that communities of practice help us learn and grow our skills and get better at what we do together. And there are lots of different, we can think about learning as more structured or more unstructured. So you might have things like, you know, schemes of work courses, pathways, formal training at one end, deliberate practice, focus on special skills in the middle and kind of really unstructured learning on the other side. And communities can really help particularly with the deliberate practice and unstructured learning. The great thing about unstructured learning and collaborative peer learning groups is it develops other skills as well. So critical thinking, problem solving, interpersonal and communication skills. Very different from having somebody at the front of the room telling you what to do and actually having people learning what to do together. And not every day should be match day. So many of you may recognize who's in this picture. And this particular team, you know, or any cricket team or any sports team would not be as successful as they were if they didn't spend time practicing. So, you know, the Mumbai Indians don't have match day every single day. And if they did, they wouldn't be, they would be very tired and they wouldn't be as successful as they are. But when we're working, we have match day every single day. We don't spend that time to learn the things that we need to build our skills in order to be great at what we do. I love that this particular slide gets all the likes. So there are ways we can do that as communities as well, taking time out of our every day to learn things. This is a quote here that says, learning sessions allowing people to experiment and try new tools without the same concern when building code for a production environment. So trying new things out without knowing that they're not gonna go into a live environment and affect thousands of people, hundreds of thousands of people or millions of people, depending on where you're working, takes, you know, has a bit of a safety net and allows us to learn skills that when we need to use them in the real world, we already know how to. Out of that is feedback. So feedback is super powerful on learning. It helps us, if we get feedbacks to know that something is going well, we know to carry on in that direction. If we get feedback that something hasn't gone well, we know to pivot and change what we're doing. Feedback is very important. So when you have that safe environment and you can feedback on each other's work, it's a super fantastic way of learning. So deliberate practice and experimenting with new skills and getting feedback in safe environments will help to grow skills and capabilities. So communities of practice help us share knowledge and join up related work. This helps us bust those silos. There's one group of people that I was talking to and a team of iOS developers who were saying that they spent three weeks trying to work something out. They couldn't work out something that they needed to do technically. When they went and spoke to another iOS team in the same organization, they found out they had solved that problem already. There's a real value in the fact that if some of you can solve problems more easily, it actually saves a lot of money. So I like to think about knowledge as an iceberg. So at the top we have explicit knowledge and this is the stuff you can write down, the stuff that doesn't change very often, building layouts, holiday policies, that kind of thing. And under the water we have implicit knowledge and tacit knowledge. And this lives in people's approaches. It lives in our culture. It might change too regularly to write it down. It might be kind of intangible to write down. And what happens is if we don't have the mechanisms for people to talk to each other, this knowledge goes out the door when people leave. And this is from 2012, but on average people move jobs every 4.4 years. And that means that people are moving in and out. And I think it's more rapidly in tech to be fair. People are moving in and out of roles and they're taking that knowledge with them. So we need those structures in place. Add to that, things like dependencies. So this is a photo from a product managers meeting. Some of them working in the same building that hadn't met each other before. Before we had a community of practice. And also this quote from a different set of product managers, just being able to link up where their work has dependencies where they haven't been able to before. And suddenly bringing that knowledge together is really helpful. And add to that, we have things like on hand real time help and information. So having a bunch of people that you can reach out to to ask questions for on something like here is MS Teams and Slack. Just being able to do that in real time is just helps everyone in their role. And also this pictures is a great picture from a meetup that I was involved in. And this is a bunch of iOS developers sitting in an office in Mumbai. On the screen, we had iOS developers from the BBC in the UK and they're actually spread out all across the country sharing what they sharing approaches to their work across different continents. And having this meetup was fantastic because getting a view of how other people solve problems that you have in different organizations in different ways is just helps everybody. So joining up people from across your organization and supporting sharing of information will help with the flow of knowledge. Communities of practice help us scale our ways of working and share common approaches across teams. When communities own quality and standards it decentralizes assurance so that removes the need for us to have somebody in the middle telling everyone what to do because we have consistent approaches across the communities. And some people codify this. So this is at Lassian and talking about things like their brand, their marketing, their product, their common approaches to doing things that is owned and updated by the community. So this is actually, and they make that publicly available but it's available to everyone across the Lassian. Added to this, communities are an amplifier. They help you make bigger changes than you can on your own. So it's very hard to change something if you're one person, particularly if you're in a organization with thousands of people when you join up with other people and it helps you change, it gives you a bigger voice. So sharing approaches and having responsibility for quality will help to scale ways of working across an organization. And my fifth reason is communities of practice help us collaborate and create better practices for everyone. This is Alex Pentland. He has a lot of research into organizations that shows that organizations where people talk to each other are way more successful than organizations where people don't talk to each other. And he says that communities can develop a collective intelligence in it that's greater than the members' individual intelligence. Now this is because when we collaborate with each other we can build on top of each other's ideas. When we work on our own, all we can do is build on top of our own ideas and all our experience comes from what we've experienced. When we're a group of people we have tons of experience to draw from. So together we can do amazing things. And communities just being proud of collaboration between teams that have no interaction is really crucial. And I mentioned hierarchy earlier. When we have flat structures the idea that no one is more important than anyone else. We bring people together with lots of expertise and when you have lots of expertise maybe you have less experimentation when you bring together people that have lots of experimentation maybe less expertise you get this real creativity that happens in the middle. So there's some really fantastic things that can happen there. So bringing people together from across the organization to share common challenges will lead to them collaborating to make awesome things. I will share these slides earlier so I won't read through all these benefits again but these are the five benefits. And I just wanted to give you a couple of examples of communities in action and some of the things that they can achieve. So things that I've seen. So specialist training, owned, updated and delivered by communities. So real kind of money saving as well because you're not bringing external people but communities owning training and really helping to develop the capability of the organization. Things like guidance, living documents and reusable components. So here we have Google's design system. On the right we have the UK government service manual that tells government organizations how they can make successful services. And here the API page which is owned by the technology community. So they update that fantastically useful for lots of organizations. Things like capability plans. This is a group of designers creating their capability plan for design across their organization. Having a joined up approach to learning alongside their personal plans. I mentioned things like forums. So help and support through forums, physical and digital and synchronous and asynchronous. So we've got Slack channel here and also Stack Overflow which is a huge resource for developers or anyone that wants to talk about any kind of code to get help and advice from other developers. Peer-to-peer mentoring and specific support which happens across communities. When you have communities of practice it's much easier to find mentors a peer-to-peer mentoring. So organizations like Google amongst many others are big on doing peer-to-peer mentoring. It's fantastic for raising people's capability and whole organizational transformation. So there's a bank in the UK that credit their agile transformation to the community of practice as well as their strategy to transformation. So huge benefits to both individuals and the organization. So a couple of tips on getting started if you are thinking about getting started and or you're already going. It does take some time and effort. Communities go through maturity phases as they grow from potential to forming. The really crucial thing about this graph which is when I first saw the graph I adapted it from really comforted me was just this energy invisibility just after forming there's a dip in energy invisibility and often you think, oh no, the community's not working, it's failing but this is a really normal thing to happen because when something's new everyone is excited about it and then this dip happens but if you keep going, keep working through it you get to maturing where the value increases and eventually self-sustaining where the communities are just part of the organization they're just expected, they're respected. They're just there. I have 10 quick steps for successful communities of practice in this early step. So identify who wants to make it happen with you. Have an idea who the community is for who the members should be and what its purpose is. Get those members together really regularly because that regular meeting helps build those support networks. Start by sharing stories. Stories are really fantastic way of connecting with each other. So stories about what you're doing, stories about your challenges then align around some common values and goals, grow organizational support, create opportunities for learning, building trust, adding value and supporting each other, extend your reach in what you do and then see what works and turn up the good and keep going. So it does take some effort to get going and to build momentum but just keep going. It is valuable, it's worthwhile. So finally, it's moving from silos to sharing knowledge to solving shared problems, to using the collective power of the community to create better practices. I have a Venn diagram I like to use to describe this. So we have this beaver and this duck in their silos. Here they are sharing knowledge and starting to lead to sharing and reducing duplication. And then we have the magic in the middle. So something that's created that maybe we couldn't expect to happen is our communities of practice. I totally borrowed this illustration from Tenzo Graphics. Finally, I have a book, It's called Building Successful Communities of Practice. I launched a couple of years ago, it's very practical guide to doing some of these things. And thank you. And do we have time for questions? Is JD there? Yeah, hi, sorry, take the one. Yeah, sorry. Okay, I'm just gonna... Yeah, we do have a couple of questions. So... How much time do we have? Sorry, I'm lost. I think we have around just under 20 minutes. So I think we have... Okay, cool. ...to add questions. Do you want me to read them out for you? Yeah, yeah, go for it. All right, so the first one is from Bewang. How do you keep communities of practices buzzing? I have seen a number of communities successful while also seeing the other side and people start losing interest over a bit of time. So what's your experience in that? So I think it's very important to also think about sense of community. So there's a number of things. Like we know we can feel sense of community because we have it in lots of different communities because we're all members of different communities both inside and outside work. And we know kind of when they're working. And there's a number of things that help with that. And so having a safe environment is really important. So people feel safe and supported. Having one really important thing is about fulfillment of needs. So people need to feel rewarded in some way for taking part. So if they don't feel that they're getting something out of it, they will duck out of it. And actually, you can also think about that in terms of priority. So sometimes people would say, oh, I don't have time to go. But what they tend to mean is that this thing isn't as important as something else. And there might be a number of reasons for that. It might be that the work pressure is too much in which case there's an organizational cultural challenge or it might be that they're not taking parts. They don't see what's in it for them. So it's important for them to see what's in it for them and for them to get that value out of it. And that's also things like, I mentioned two things like safety and membership. So knowing the edges of the community can be very useful. Having fulfillment of needs, there's also influence. So having influence over the community, people need to feel like they can help direct it and they have some ownership over it. But they also have a shared voice and those social connections and shared history are important. So I also think mixing up what you do. So when you meet up, you're not always doing the same thing. Sometimes you're dealing with challenges, like challenges inside your work, your day-to-day, your job, those kind of things. And sometimes you're doing sessions where you're learning new things. So sometimes you're looking in and sometimes you're looking out. And having a kind of runway of those things coming up can help keep people engaged. Okay, great. Here's the next one. Hopefully that answered. All right, yeah, cool. Okay, here's the next one. It's pretty interesting by Anirudh Varma. So he says, I'm part of a community of practice and we do understand most of the advantages of it. But somewhere down the road, the importance of these communities fade out and we tend to have strict agendas and a lot of publicity to keep it moving. So what happens is the focus changes from making the community successful rather than making it collaborative or as a collaborative for. So the idea is to publicize it and make it more successful. And then get somewhere lost on the road. Yeah, and I think that's kind of the challenge that most people have when communities aren't working is around engagement. And then there's two ways that you can go about this. One is to go big and lots of publicity. The other way is to go small and let things and build really strong foundations. And that kind of grows organically as you add new things. There's two different ways. I do think it's really important to be, I guess, quite clear about what your purpose is. So if you want to inspire people to engage, then being very clear about what is it that you're trying to achieve. So what your purpose is, what your vision, what your North Star is and potentially what are some of the goals that might sit under that. I do publicity and it depends on the nature of your organization. So small organizations, the word gets round very quickly in larger organizations, it might not. Doing things like showing people the value that you have, the value that individuals have got from the communities as well as the value that the organization has got from communities. It's kind of twofold. One, the value for the organization will help the organization support you. And it's also useful to have sponsors, senior sponsors to support you as well. And the value from individuals will help bring people to you. So doing things like publicly, like doing show and tells or blog posts or showing people the, again, telling stories about the value people have, the value of the communities of practice have created can really help with that. I don't know if that answered your question, please. If not, feel free to put a follow-up question in. Yeah, do write, I mean, you can do follow-up in the chat as well if you want any more collaboration or clarification. The next one is from Shridhar. Is there a way to measure the effectiveness of community of practice sessions? How do we measure effectiveness? So, there are a number of ways that you might want to measure the effectiveness of communities of practice in general. On a session-by-session basis, it might simply be... So there's one tactic, one technique, I should say, for when you're running a workshop, for example, that when people leave the room, you might put something... I know we don't have necessarily physical rooms at the moment, but finding a way to do this, people might put a dot on a chart that says, was this worth my time? And for a session that helps you understand whether the people coming to the session, whether it was worth their time coming along, so whether they got value out of the session itself with the community of practice as a whole, there's a number of things, there's a number of potential options here. So one is that I do like to look at those five benefits and actually, I've got... I'll share it in the chat. I've got a tool that I released recently that's free. Let me find it, which helps you look at... It helps you kind of... It's a quick review on how you're doing... Oh, that's not in the right place. How you're doing as a community of practice. I'll just share that there, which just gives you a quick sense check against those five benefits, like are we a support network? Are we learning? Et cetera, et cetera. The other way to look at it from the other side is the impact that the community is having on the organization. And I'd be really careful with this stuff because what you don't wanna do is throw people into a community of practice and say you should be creating impact for the organization right now because I do really believe that creating that support network and those strong foundations are probably the most important thing to do. And then after that, seeing supporting the communities through kind of creating wide impact on the organization. So, yeah, those are the two things that I would look at when looking at the effectiveness of communities of practice in general. Right. Okay. Hopefully that answers your questions, Rida. Yeah, okay. Another one by Anirudh says that in your experience, which communities were better, structured or unstructured or a blend of both? I think communities need a little bit of both. Although it depends and I've also seen there's real value in bringing people together through communities that aren't necessarily work-related. So one organization I was working with had a flower arranging club. And the real value in that was that they were people that got together regularly and that meant that they knew each other, which meant that they can work together more effectively in the future because they're already friends with each other. So that kind of community, like getting people together that love food and want to talk about that or love films and want to talk about that is also, and those are probably more unstructured is really valuable. Having a little bit of structure and I think it's like anything that we do, it's like when we're learning how to do agile, for example, having some patterns to follow can really help us get started. And we get to the point where maybe we break out of those patterns and try things out for ourselves. So I guess a blend of both. Okay. I think we've got a few questions in the... In the audience chat. Chat as well. Yeah. Actually, what happens is the question which gets... So there's one here about... In the chat as well. Okay, I'll go on. Yeah. There's a question here about virtual community of practice. And I just wanted to pick up on that quickly because I think that's super relevant to all of us right now is that everyone is working remotely from each other or working away from each other. So in some terms, we are virtual. I think a lot of things are very similar. I've been doing some writing recently about the idea of serendipity in organizations, which is something that we're really missing at the moment whilst people aren't bumping into each other in corridors or bumping into each other in canteens or having lunch together or whatever that might be. I think there's a need in any organization and communities as well to find other ways for people to get to know each other. I think that's true in communities in general that it's not just about the meeting, there's other things as well. So I run the meetup that I run that's online. I have a, which is called Adjan Etha, it's open to anyone, anywhere. That's now become a community as well. We have a Slack tunnel with a bunch of people that have never physically met before because they live in different countries, but we support the meetups that we have with other things. So I'm a massive fan of a concept called random coffee. We have remote random coffee where people are randomly paired with somebody for half an hour just to have a chat. And it might be somebody that they've not met before. I think this is a fantastic thing to do across communities as well, is that you bringing people closer together and getting them to know each other through these conversations that are not focused on a specific outcome and having the chance to do that I think is really fantastic. And I would encourage that particularly during lockdown if you can, it doesn't have to be over video, it can't be over the phone. Yeah, I think that's really important. Do we have any... Yeah, we're just under five minutes in here. Yeah, and there are a few in the audience chat, I'll just read one out. Any quick tips for forming a community involving global teams from different cultural backgrounds? Maybe that random coffee thing might work. Yes, so... Random coffee. Do you know, I've worked in a few locations, a few different cultures, both organizational cultures and different countries. Essentially, it comes back to the fact that there's a lot that with... Although we might be different in some ways where everyone's the same in many ways, like, you know, needing to connect with each other. I think it's important for anyone to try and get to understand each other and build empathy. And so I would always say with any community anyway, and particularly if people are from different cultures, to build understanding and build empathy so that you can work together more effectively. So finding ways to do that, I think, is important. Right, okay. We probably can squeeze another one in a few minutes to go. Yeah, this might take longer than two minutes, but the question is from Pawan, how do we bring an alignment within a community when it has started so that everyone understands the intent and participates? Not an easy answer, but... So I'm going to give you a quick tip. I think it's really important to... Well, first of all, I do think it's important to have a purpose that people agree with, so I think that can help. I also think it's useful to have some shared principles and being explicit about those principles. So there's a workshop that I like to run whenever creating principles, which is called the anti-problem. And this is kind of fun workshop as well. Lots of post-it notes, I'm always using post-it notes, but you get everybody to talk about what's the worst possible something. So you say, what's the worst possible community? And it becomes a bit of a therapy session. There's lots of painful things come out. And what you can do is take the things that come out of there and say, okay, these are all the things we don't want this community to be. So often there's things like people talking over each other, people not listening to each other, people not taking part, those things, and turn those around. So you've got all like, you've brought out all the worst things and you turn those around and say, if we're not that, what is it that we're gonna be? And that helps you create a set of shared principles, which talks about how you're gonna commit to the community, what the principles of the community are and how to build some alignment between people. That's my quick tip. Right. I think, yeah, okay, probably almost at the end of our time. Thanks a lot, Emily, for doing this session for us. I think it went very well, very interactive and I'm sure a lot of people got to participate. I think everyone learned quite a few things here. So great session overall. Thanks a lot. Thanks a lot guys for joining in and interacting with us. So thank you and hopefully see you in the VIP booth in a bit.