The Sustainable CO-OP Store weekly meeting #7

I'll pick Wonder Woman. I don't know if she's Marvel or DC.

She's Marvelous. Marvelous.

Who's next?

How about Ani?

Yeah, I'm also from the crew of no superheroes, but yeah, I used to watch this cartoon Captain Planet. Anyone here?

Yeah, Captain Planet, of course.

Water, fire.

Yeah, that, that's a classic. I love it. Great answer.

Everybody knows Russell wants to change this to Captain Planet.

Your kids, do your kids know him? I don't know.

I don't think the new generation.

You think so?

New kids know?

I did. They might. I don't know, they know about a lot of memes that I'm surprised they know about, but they don't really know it the way we would.

They tag deeply.

Yeah, deeply. Cool.

So mine is Batman because he doesn't have any powers. He's like self-made.

Yes, I like Batman too.

Awesome.

Great.

So I guess we're move on. Is that everybody? I think that's everyone for now.

At least we could have this thing that we, whoever's late, we can ask them this at the end. You know, it's nice to get to know other team members.

You don't get out of it just by showing up late.

Yeah, someone's late, we could ask them this same question at the end.

Yeah, be like, quick superhero. Yeah, sounds good. So the next, the next phase of this meeting, we're going to move into figuring out the agenda and just solidifying the agenda and making sure that we have all the things we want to talk about. And if there's anything we want to add, please call it out before we begin the meeting. And so we're going to look at Miro if you want to look at Miro, otherwise I can share my screen as well.

I should get up here. Are you able to share your screen, Russell? All right, cool.

There it is.

All right, so read the agenda, add to the agenda. So next would be commitments updates. We're trying to allocate 20 minutes. Shared objective updates, we're going to try to add allocate 25 minutes. Mission statement update, we're going to try to allocate 25 minutes. And then where next, about 10 minutes. And then how did this meeting go, about 5. And then we'll choose our next facilitator, icebreaker, and minute keeper.

We want to— what item do you want to do?

The form?

Oh yeah, yeah. Oh, that's, that should be there. Read agenda, icebreaker, commitment update. That's a commit— that's a commitment update.

It's coming up next.

It's one update, but I do want to add one thing I'd like to add is the to-do list. I mentioned it on Slack, but I want to just sort of talk about it as a group. So ideally, if you can add that to the agenda, then that'd be awesome.

Okay, we'll do that before where next.

Cool.

If I can figure out how to edit it.

I wouldn't stress too much about it. Yeah, we can, we can all try to remember.

I got it, don't worry, we can move on. So if that's the only thing we're going to add to the agenda, we can begin by moving over towards the commitment update. Does anybody, does anybody want to share their screen while we discuss that besides me?

Yeah, right, me, right? You want me to share?

But like, I think the commitment option was like the big board and everybody shared their commitment.

Oh yes, sorry, sorry. Uh, that's true. We can do— try to do both.

Yeah, I found the board. It's down here, right? Okay, I'll go to it in a minute. Let me finish what I was writing. This was to-do. You said it was to-do, Vivek?

No, no, there's, there's a section.

Oh, what do you want to call it?

Yeah, yeah, to do, to do list.

Yeah, to-do list. See, my computer doesn't like this program. It's so glitchy. I think I need a better video card. Okay.

Add that to the budget.

Yeah, right? Yes. I just moved somebody's text. Ctrl+Z. All right, come over here. So do we want it? Okay, there we go. I figured it out.

Yeah.

All right, so are we going to be going over this as a group?

How do you— yeah, how do we want to do it, Ani?

Or do you want me to stop sharing and you guys can talk and control, or would you prefer to me to continue facilitating the—

I think it was just important for us because at the end we will do a self-assessment, or even I think it was important for all of us to know what is our commitment, why are we here, and how many hours a week so we don't expect too much from each other. Because if you only can do 3 hours a week versus 20 hours a week, then it's different expectations. So I'm not sure if there's necessary— I'm not sure if we should present anything in the meeting rather than just take that mission to read through each other's personal motivations and yeah, how many hours a week and so on. And it also helped us see what skills we have. Exactly. And the team already, yeah. So I think this was like just like a foundation for also what's coming up next because at some point when we break down into committees, we already kind of listed out things that we want to do, things that we don't like to do. I think there's a few people, maybe, you know, Adam, I think maybe, well, maybe that's right, maybe for next time. But yeah, my intention was just that, that we always have that to come back to it, to know, like, you know, and we can also modify it. Let's say we, we start with a few hours a week and then we grow into it and we get more.

Yeah, I think definitely the hours were important, or the dedication time, and then the skills for later on, but even now because we know what we're liking, or like what people are doing.

Yes. So maybe—

Should we take 5 minutes or 10 minutes and just like, you know, to read it? It might be— I think we had a bit of time dedicated to this, maybe unless people disagree, we could take the time to, to read other people's, what they've shared. And then that could be helpful and just like getting to know what skills and— is that a good idea?

Yeah.

So let's take a few minutes. Let's take like— Russell, you want to like put a timer for like maybe 10 minutes or something and then we'll check back. We can just check back in.

Yeah, so we're going to silently read. Is that what we decided? Yeah. Okay, so we'll start. We'll come back at 19:26.

I can't see this.

If it's too small, let me try to figure out how to zoom in better.

No, I pulled it up on my computer.

Yeah, okay, as long as everyone's got something they can use.

Bro! Oh boy. Yeah, yeah. No, it was moving. I think, Jennifer, you were moving the whole board, but now it's fine.

Oh, sorry.

Yeah, it's pretty easy to do.

Yeah, it's like when you're trying to move around, you totally can grab stuff. It feels like— I'm not sure why. I think I'm doing something wrong. I've noticed that if I use middle click, it allows me to pan.

Oh, I didn't even get that.

Because if I started trying to grab, like, not objects, I would always end up grabbing an object and then—

Yeah, that works.

I know not all mouses have middle click, but I think sometimes two-finger clicks will do it as well. All right folks, we got about 2 more minutes. Is it like locked? Can I edit this one still?

Did it let you do it?

I don't know how to do it.

If you double-click on it, will it let you? Let me see if I can edit mine. I just double-click twice. You still do it?

Yeah, yeah, maybe we can unlock.

All right, so yeah, why don't we just have— save 1 minute to talk about what we've, what we've read and what we've— yeah, go ahead. Do you want to start? You want to talk first?

Uh, yeah, Annie.

Oh yeah, and my life. Yeah, so I mean, it's really nice actually to see. Yeah, we, most of us have something, uh, to solve with in unfairness and with plastic. So we're trying to solve the plastic solution, at least like there are 4 of us. We have nature girls here. So I think also was nice to see a little bit of the personality. So each of us that reflects through, through our personal whys. And in terms of time committed, yeah, it's also most of us, I feel like we are around, you know, like a little, a little bit more than 5, like around 5 for now. Maybe in time it's gonna get expanded. Except Vivek, which is still our leader, and he's willing to put in up to 20 hours.

He just has more hours in a week than we do.

But still, still, because it's like, yeah, it's still his vision. And I think at the beginning, at least, he will put a lot of effort to bring this to a point where it gets more independent and autonomous. So I think it would help us just, yeah, to understand our commitments in general, like, from week to week, no?

Yeah, I mean, it would be cool if we could try to keep this like a living document where as our desires change, we can shift it around. Try to become more concise as we figure out our own personal visions, right? We can put our personal vision here and then these can kind of describe how we fit. Yeah, that's kind of cool. And then like how much time we can allocate as well. Yeah, that's cool.

The things that we, we can do can increase or decrease. Exactly.

Well, I think speaking to that, Erica, should we, should we share? Yeah, so we're gonna like, hope you guys don't mind, we're gonna combine something for some reason was missing in the agenda. So, you know, maybe it's my bad on the minutes last week, but I don't know if there's, you guys remember that forum that Erica and I worked on, you know, was sort of trying to keep track, it was like, we're trying to figure out a mechanism of keeping track of everyone's contribution week after week and And also thinking about getting feedback to people. And we got the message from everybody, I think. We went back to the drawing board of how we are trying to figure out an alternative. Did I get this? For some reason, Erica, I didn't.

You didn't get it?

I didn't. You sent me something else.

So just for the record, Vicki, you're proposing we, we transition to that, to describing that part of the project? Yeah, I think that's a good idea.

Yeah, Russell, actually, could you— I'm gonna, I'm gonna share my screen now.

Um, yep, I'll stop sharing. Go ahead.

Cool. So yeah, I did get it, uh, Erica. Sorry, my mistake. Uh, cool. So this is another take on, um, uh, Oh yeah, this is not perfect, but I didn't get a chance to— sorry, sorry, Erica. Erica and I were just like working on this like last minute, and I'm kind of— yeah, anyway, so we decided to try to break up the form into two things. So this is the first half of it. The first half of it is thinking about self-weekly feedback, or reporting actually, probably the better way to put it. At the end of the day, when I was thinking about it and Erica and I talked about it, it's like, let's be honest, we're at the end of the day, we're owners of this thing. So if we can't be honest of our own contribution, then like, what can we be honest about? Right. And I think there was a degree of trust that we need to put into each other's hands. So the form is meant to just for each of us every week to like put in the date. This actually should probably be like a yes/no question. Did I meet my responsibilities for the co-op this week? It should be just like a yes and no. And then lastly, or not lastly, just put in like approximately the number of hours. Like, it's not, it's probably will not be tied to like any financial component. It'll just be more of a data point to gauge like how much is, are we each like putting into a week each week. Maybe, maybe later on we'll have this data and we can, we can take an average like, oh, on average, you know, people were doing, you know, 7 hours of work, so we'll give everybody 7 hours worth of credit when we are more profitable. And actually, and more importantly, which I actually thought this was also important, is like if someone has, you know, is putting a lot more time, like 10+ hours, this might be like a good way for all of us to like see, hey, like, look, who was putting 10+ hours, maybe there's some work that we can take off of her shoulders. Maybe I think someone has their— so I think someone's unmuted, if you guys wouldn't mind muting yourself. Yeah, someone is like has 10+ hours and maybe, you know, A, we could perhaps take some work off her shoulders. Maybe we can find out what is like taking so long for her and see if like if any of us can help her on that particular thing. I like, for example, I definitely could speak for myself on this matter. You know, I've been definitely spending a lot of time and I'm trying to continuously think about how can I see if there's other ways for other people to take on different work from me. And so this data point, just having this data point might be useful that way. And then lastly, just any additional notes on the work you did this week, whether you want to share what you did, problems you faced, maybe something that happened during the meeting you didn't like and you would like to provide some input. And so it's like a self-reported document, and we would just fill it in once a week. So that would be the first document. And then there's a second doc to split it. Like I mentioned, we were trying to split up the feedback and sort of reporting hours would be a separate doc, which we didn't get a chance to create, but it would be pretty simple. Oh, you did? You sent that too?

Yeah. Well, you look for it. I can show it. Yeah. So yeah, basically, we split the hours and work accountability, to put it one way, and the feedback, like the feedback between each other. And we thought that the feedback form could be filled up once a month. And we could also figure out a rotation scheme. So you give feedback to 2 people every month and so on. Because we still think it is important to give each other feedback, but not definitely on our— on like if we fulfill our commitments, if we met our commitments, but on our how was like— like just anything, like, oh, I really like this presentation you did, or like this was very helpful, or if there's something like that we need to say, like, oh, I didn't like maybe the way you handle this, like any feedback is like constructive in the end. So we thought that it was still important to give each other feedback, but not to account for our hours or work because that should be personal. And I feel like we all agree that we should trust each other as we mentioned. And for the The other— then the new form, we thought that maybe if we reach consensus, we can try for a month filling our self-weekly feedback, it's like report.

Yeah.

And then at the end of the month, see if the data that we collected is valuable, if it's worth doing it, and see if we move on with it.

Yeah, I think, yeah, that's, that's, um, basically, and, uh, the, the feedback we would get, like, 2 people would rotate to give, like, each of us our own feedback once a month. It's, yeah, like, I think Erica said, it's just like an opportunity for all of us to continue to feel comfortable, confident. Sometimes we judge ourselves, um, can be, we can judge ourselves pretty harshly, uh, and not realize that we're doing good work, uh, and sometimes we can also have blind spots and, um, miss things that we can improve on, and this is like just an opportunity to for, uh, this form is ideally an opportunity to, to highlight both those things or help on both those things. Um, and then like I said, the other form is a weekly thing just to keep as a data point. And, and, um, we can do, we can do both for like a month and then, um, and see how, how, uh, it goes. And if we have problems with it, we can always, um, adjust it and talk about like anything. This should be also something living and breathing, uh, not like static.

Yeah, and as I was telling Vivek, like sometimes you don't know when you're collecting data what you're gonna do with it. Maybe we find something interesting, like he said, like this task is taking too much time, maybe it should be divided between two people, or we don't know. We don't know what we're gonna find out. So the proposal is to fill out the weekly form, a weekly reporting form for each of our self-reporting form for one month And at the end of the month, fill out the feedback form for each other.

Yeah. To, to do two for one person.

Mm-hmm.

Yeah.

And then after that week when we fill it out, have, uh, as an, as an item in our agenda, just discuss it if it was worth it, if you wanna go on with that.

Any questions, concerns? Is this, this was this a better take than last week, Ulla? And you were like, pretty against the one last week. Was this a better approach to it? Like, what's your thought?

But this is actually—

it was kind of my idea.

I think I proposed it first, no? Like self-assessment.

Yeah, yeah.

I take credit for it.

Um, so do we, do we want to try to see if we can reach consensus on that proposal?

Well, I think I just wanted to just before we even try to do that, let's just— I'm trying to hear if anyone— Jennifer, what about Jennifer?

Yeah, like, I'm, I'm gonna sit this one out. I don't, I don't want to— I'm not crazy about the idea, but I don't want to block it.

You mind sharing what your concerns are?

Um, it's— I hate paperwork.

Like, I think I wrote that too down, didn't I? That was one of mine. That was one of my—

yeah, yeah.

Every week is 3 questions.

Yeah, I think it's much better. I think the combination of like, of tracking the hours plus like more like there's subjective and objective data in there that we're putting in. And I think that'll be handy, like to see going forward. And I think we'll try it out for a month. And I think that's a really good plan. I like the 1-month plan. And then reassess.

Yeah.

Yeah. Also, I think like maybe when the monthly one could be every 2 months, depending, you know, because collecting lots of data, then That takes somebody's time. I mean, if we find it's really useful, but I don't know, like it's very frequently to do it every month, I feel like. But maybe—

Maybe we start it where we are, when we're compelled to, like when we are excited to give someone feedback or if we really do think that they need constructive feedback. That would be the time.

Maybe after this meeting, I feel to give feedback about one person and like nobody has to keep track of. Then we'll see like how it goes actually. We can try to see how it goes.

Well, my problem with that is it becomes this like situation where, you know, like you have to like, you get really passionate about something or not, you know, and versus like, it's just like automatic and it's like, there's no thinking about it. It's like kind of, it lacks any sort of passion. It's just like, this is what we do. And it's an opportunity for like both positive and negatives. And sometimes we can forget like about both, you know, sometimes we can try to like, and I think this loses, it creates an opportunity where people are, you know, not getting good feedback maybe, 'cause like, you're just like, you inherently think you're doing a good job maybe, or that you think that person knows they're doing a good job. And then B, like, you know, maybe you feel uncomfortable or you don't want to bring up feedback.

And this like takes away all that and says like, This is a system.

I wouldn't like people getting more feedback than others either.

Yeah.

Yeah, and that's a good point. And also, if it's monthly, it'll get us in the situation where we're practicing that muscle. So it becomes really easy to just quickly get one done for somebody, hopefully. I would just say, like, we're allowed— I forgot. Where are we allowed to pick who we choose, like pick when our time comes, we just pick 2 people or is it 2 assigned or did we get into that yet?

It would be assigned kind of like what we want to do with the meeting roles, just like next month you do the other 2 and so on.

I think that makes sense. I think if we, I think since our group is still small and we are all already working like together so much, I think it makes sense. I think it eventually, it would have to be like podded up some, like pods, like I'm sure our company is going to break up into pods and we're going to need to pod up and that will be something that the pod does internally. Right. But yeah. Okay, cool. I mean, I, the, my only other objection would be. Sorry, I got a little one ran through.

Would be—

Spotted him.

Yeah. Would be just I'm bad at doing things that are regular, so I would forget, or I'm not sure how I would get prompted to do it. And maybe that's something that we just do on Fridays or—

How about if you bring it in the meeting? For like 2 minutes, you report, you write your—

Yeah, we can do that too.

Okay. I like that.

The end of the meeting, or the— Yeah, we can, we can, we can do this for previous week. Adam, you haven't said anything about it. Any, any thoughts, or—

Um, I'm kind of like, I'm not very passionate about this issue. But it did seem like last week one of the concerns was, um, I guess that it was, uh, I don't know the right word, complicated or too much or whatever it is. And it seems like this is more than the last week's proposal, um, doubles it. Um, so might be something to think about, but, but yeah, I'll go with the flow on this one for sure.

I also want to add to it. I mean, I would like to like test it for a couple months or so and then see if we are really using this data. Because just to write it, to write it, and then it will, you know, take our time. That's it. That doesn't make sense, makes it really like bureaucratic. But if we use the data for something, then sure.

Yeah, the proposal is just for one month and see what data we collect, if it's valuable, if it's worth our work. And if it's not, yeah, then we figure something out.

So one month.

Okay, so as a facilitator, I'm gonna say, can we, can we try to get consensus right now on this, please?

Did you want to be voting in the chat?

Yeah, let's vote in the chat. Actually, do we get— do we capture the chat? Because that's I'm not sure if that's something we—

we do.

Okay, I'm going to share my screen just so it appears in the video. Oh, not this screen though.

What's going on?

Why did that happen to me? Where'd my chat go? When I share, my chat goes away.

Yeah, it probably doesn't want you to share your chat just in case there's like private messages. Or something.

Can you see it now?

No.

Can you see the chat now? No. Oh, that's lame. I'll take a screenshot.

Well, everyone actually can see the chat, so.

Yeah, but for the video or something.

Ah, yeah.

Thank you.

Nobody records? It records. I think it records my screen.

Okay, well, whatever.

I'm pretty sure it does. I'm pretty certain it does. I could be wrong, but I have it open.

So anyway, 1, 2, 3, 4, 5, 6.

Does the minute taker rule also make a note of this too?

So, but by the way, is my meeting taker up to date today? I haven't really checked in on meeting taker today.

Uh, I'm taking that. Do you say meeting taker or minute taker?

Minutes. Notes.

Minutes. All right, I'm both of those.

Yeah.

Thanks, Adam. Great, looks like we passed it.

Cool. Nice.

Awesome.

We got something done, guys. That's great. Congrats.

Wait, are we doing it for the— during the meeting as Annie proposed? Proposed, or are we doing it on our own as the original proposal?

We're doing it how we described, how we agreed on during this meeting, and we got it on recording.

I would say like the cell form would be what— I don't want to put Friday, but one day of the week that we can choose now, and the month, uh, each feedback form, uh, during their last meeting.

Like, of the month.

But since we're starting mid the month, in the middle, so we would have to do today.

We can, yeah, we can start the form. We didn't, we didn't send out enough forms. We didn't create enough forms for everybody anyway. So we'll, what we can do is we'll, we'll send it out.

We'll start in April.

Well, we know we can start this week.

Okay.

Right, it's a weekly thing, so we can start this week, set out this week, um, and then have Action item.

You need different forms for the self-reporting. Yeah, for everyone.

No, no, you should be— I think we should be tracking individually.

Ah, I think—

okay, because later on it could be quite—

no, if you have it in a spreadsheet, then you can like, uh, cut, you know, you can just select by person, filter. So maybe an action item for us Yeah, since we came with the proposal is to figure out the logistics.

Yeah.

And, and just share them with everybody.

Yeah.

Okay.

All right, so the only action item is Vivek and Erica will figure out logistics and then they'll follow up with the group. Yep.

Cool. Great.

Okay, we can, we can move on to the next topic. Which was— I'll share my screen again. Oh, come on, zoom in. Holy crap, it zoomed back out again. Why did it do that? Honestly, I wasn't holding— I wasn't touching the keyboard or mouse. Jesus Christ, I quit.

We can just look at it, or I can look at it too and I can just tell people.

Yeah, just announce it. Sorry.

Oh good. Oh good.

Statement or objectives?

Shared objectives update. Yeah.

Yeah, so why don't you share, Vivek?

Yeah, yeah, cool. Pull this up. Okay. Okay, cool. Yeah, so I, I, I did my darndest to try to take everyone's input. This is, I think I showed you guys this last week. So this was like basically the, what I call like raw data, everyone's like input. And then I, I took it and then I tagged it, quote unquote, like put tags next to it and added Duani at the very end. And I, these tags basically like or just like little ways for me to like see where there's overlap, you know, environmental education and education or service goals and things like that. Like see if there was like overlap, it was easier just to, to like see these tags. Then I took those tags and then I started compiling them into groups. So basically, so I, I would, I wrote these objectives and then I put them, so like like, what did the person write to fulfill, like, to fall under this objective? So, and I put, like, what people wrote and their names next to it, so that's very clear. Actually, I'm going to send this to you guys. One second. There's a chat. Good chat. Where do I— ah, here we go. So yeah, this is the Google Doc.

You can—

you guys can— I just sent it via chat. You can see it more closely. And this— yeah, so at the top you have each of the objectives. Right now there are 6 objectives. I think actually, sorry, 7 objectives. I think one of them there's a little bit less support, but we wanted to sort of— I'm going to present them and walk you guys through them, and then we can talk about it. So very first one is a workplace for long-term employment where each member owner can do the best, do their best life's work in a healthy, fun environment while fairly compensated. So yeah, this, like, a bunch of people sort of wrote to. So that's the first one. Ideally, at the end of this, I would like to— I don't think it may be wise to do a vote on this. Maybe we can get, like, a gauge of people's interests are. But I think actually in some ways it might be more helpful if we all took some time to perhaps think about it and then come back next meeting and then vote on it. These are— it's somewhat important. This is sort of like connects us to the organization on a high level. So I would like maybe perhaps people to have a little bit of time to breathe and like think about it and make sure that they feel comfortable. The second one is, um, a thoughtful education and community strategy to cultivate more environmentally informed consumers and a greater environmental action in society. Um, a lot of people wrote towards this as well. As you can see, um, 3, make shopping for sustainable products mainstream. Number 4, create a positive shopping experience in which both we and the customers feel absolutely confident that the products purchased has been sustainably sourced, free or as close as possible to any plastic packaging, and uses the most environmentally sustainable materials possible. So also, once again, you can see your name and find it, you know, how this sort of connects. And then, um, there's these two that are last three kind of Russell was like pushing for a little bit more, and they sort of didn't fall into anything. But I thought, um, definitely the first one I'm really supportive of. The second one, I was— I wanted to hear Russell's feedback. We talked about it. He's going to share his input on it. But the first one is, we prefer self-renewing systems, sustainable harvest, organic, and regenerative practices. Um, and I think that comes in regards to like, you know, produce that we, we purchase and we would be sharing mostly. Um, and then the next one, Russell, you want to talk about this one perhaps? And then—

yeah, yeah, I can just, um, I'm not sure if people know about growth mindset or lack mindset, but in It's a mindset that you can kind of get yourself into or out of. And you can always, you can be either or when you're going about your day and you can have a growth mindset in some areas and a lack mindset in others. But having the consciousness of that sort of thing that like psychology that's going on in your head. As long as we all like kind of come together trying to grow like as people and also as an organization, I think that's really powerful. And it feels like that would be something that we could potentially have. But I—

Well, so can you explain what a growth mindset is? Like what is precisely when you say that, what do you mean?

Yeah. Sure, we all have our innate abilities. You know, some people are great readers, some people are great musicians inherently, others work really hard to get, to get what, what they've learned. And so, so there are natural abilities, but depending on your mindset, if you think that you're either born with it or you're not, you're either, you either have it or you don't. It's kind of like a defeatist type of way of going about things versus saying, no, I didn't get it. I wasn't successful now, but I can grow and we can try again next time. It's all about trying and growing and accepting that failure is going to happen. And that's okay because as long as you have a growth mindset, you can always do better the next try, the next loop. Through the iteration or whatever.

So I like that. Maybe that sounds a little bit closer to maybe like a value. Like maybe we want to think about that as in terms of like team values, like company values, versus like an actual, like an additional objective as an organization.

Yeah. Should we make a note?

Is that maybe like something we can make a note of and we can, or you can keep a mental note of. And when we, get to the values section of like the organization, we can perhaps, uh, yeah, yeah, I'll bring it, I'll bring it back up.

Yeah, it sounds like more like part of our strategy instead of like an objective. I agree with that. Yeah, okay.

Yeah, and I, I actually, when talking, talking in private with Vivek, I was trying to delete that, uh, but he suggested that it would be better to bring it up just so I could describe what it is so that we all kind of know a little more. So cool.

And then the very last one, Russell and I actually worked on this one together. Um, Russell had initially this, this thought and I helped like flesh out the wording for it. So to treat all stakeholders, employees, producers, customers, investors, and more with respect and to work towards maximizing the overall benefit to each party without jeopardizing the company's long-term viability. So this one speaks to— I'll let you also, Russell, talk to this, but this also speaks to a concept that I've mentioned in passing a few times. You might have even heard on the very first call, Tammy talked a little bit about it. It's called a multi-stakeholder cooperative. So we're a worker cooperative, we're working towards becoming a worker cooperative at least, but long-term I've always envisioned us becoming a multi-stakeholder cooperative. And a multi-stakeholder cooperative, as it sounds, is there's other stakeholders that sort of own the cooperative. And those can be customers, it can be the producers or vendors, they could be investors to some degree, but not typical equity investors, but investors that give us some debt money, they have some sort of voice in the organization. And there's lots of great examples of this all over the world. It's pretty well documented. It's a little tricky to pull off from the very start, from scratch. So I've been hesitant to try to complicate this any more than it is. But I think in long term, I'd like us to work towards that. And the main reason is, you know, sort of put in these words, but I think oftentimes there's an opportunity, even though we're a worker cooperative, there's always an opportunity where we could, you know, try to screw over our customers, where we could try to screw over our vendors and other parties that are connected to this company. And by working towards becoming a multi-stakeholder cooperative, it sort of bakes into the DNA of the organization this ability that where we cannot screw anyone over because the vendors, the customers have some sort of board seat and they have some voice. It doesn't mean that they trump the workers. The workers usually in these situations always the workers have the largest voice because they're the largest group, but they do have a voice. So there's a bit of a, you have to like, we try to work together to come to consensus. Anyway, it's a shared, that's one of the shared objectives I like the one. I wanted to present. Russell, I'll let you also speak to it.

Yeah, that's really just it. And that the part that's at the bottom is key, is where it's without jeopardizing. So we want to be— we want to maximize the benefit of everybody. So like, if we could pay grocers double what Walmart does, triple what Walmart does, we're going to do it. We're going to try to find a way to do that. You know, if that means If we have the money, if we've gotten to the point where we can afford to share the wealth, then we should, as long as it's not jeopardizing the company's long-term viability and specifically growth, because we want to grow for sure. So it's kind of finding that balance is key. 'Cause we can do a lot by sharing the wealth, but also at the same time, we can do a lot by doing research and development and pouring it in that way. So how do we figure out how to spend the money when it does start flowing in to maximize going the distance, right? 'Cause that's what we need to do.

It's about sharing the pie, right? Presuming that we're gonna be a successful organization. And I've read a fair amount about this. I even sent a large PDF on Slack one time. I don't know if anyone got a chance to check it out, but it really, it goes through tons of examples of these such organizations. I know, Brad, maybe you may have glanced at it a little bit, but yeah, it goes through a ton of examples and where oftentimes like two parties, whether it be the, the producer and the customer, whether it be the creditor and the person taking out the credit, whether it be the parent and the service provider of a child's studio or something like that, you would think they would have some sort of opposing values where like one wants the most money and the other wants the cheapest, but oftentimes a better result comes out of it when you're thinking about all parties combined. So anyway, these are the shared objectives that basically came through to the group. I think personally my take on it, unless others would like to take an alternative, maybe we take a moment, like just, let's like maybe give ourselves like just 5 minutes to quickly review this. And if people have questions, we can talk about it. And then otherwise, and then my thought is maybe next week we can just vote whether we want to keep all these or, well, it seems like the number 6, maybe we remove that. Removed, but other than number 6, whether we want to keep them. So maybe we— is that cool with everybody? We take just a few minutes, just like read them quickly and internalize them and ask questions or concerns or anything. I'm going to take the silence as a yes. Okay, I'm going to take— keep the time.

Thanks. How much time do we want to allocate?

I think 5 minutes.

It's too far for you.

Hey, Vivek, we're still watching your screen. Would you mind panning over to the right a little bit? Thanks.

I'm not sure in my screen, but the link is in the chat, so sorry guys. Hopefully I didn't make this really annoying.

Insertion.

Good. Yeah, right. Was that enough time, everybody, or we, uh, anyone need more time?

Oh, good for me.

Maybe give it just a few seconds more. All right, cool, guys. By the way, just on just like a side note, like this, the practice of reading these things in meetings, while sometimes can be annoying, it's actually a good habit because sometimes people don't have the time to prepare. They always think they'll do stuff after the meeting. And they, or do something before the meeting, but they don't get a chance to. It's actually like a skill that I, or a practice I stole from Amazon. Amazon does this, like they— yeah, they do this thing called study hall. They realize that the presenter in meetings usually has the advantage. They're like presenting something. They're oftentimes presenting something fast. And so for the audience, it's really hard for them to keep up. So what they generally do is they actually don't even do presentations. They like, literally the presenter, quote unquote, the presenter has to like write full sentences, like a document with full sentences, no bullets. Like, and basically explain the concept. And then the first like 15, 20 minutes of the meeting, literally everyone who's attending is silently reading and then taking notes and so forth so that they can come back with thoughtful questions. And so this is like a little trick that I was trying to utilize here. While maybe different than typical meetings, I hope would be helpful for us as well so that we're mindful. I don't want my presenting skills to influence people. I'd like you guys to be making your own thoughtful decisions, or any of us making our presentation skills influencing others.

Let's not adapt all the habits.

Yeah, we're not going to. You know, get her private yacht. Maybe not.

All right, everybody. So the next agenda—

any questions?

Yeah.

Any— yeah, yeah. Anybody want to say something? Yeah.

So yeah, the only thing, like, like an objective 4 and 5, I mean, if we just— if we say that we prefer self-renewing systems, sustainable harvest, organic and regenerative, and on the other side, we say that We want to be confident about products that are sustainable source. I feel like these two can be combined.

Ah, okay.

Organic and regenerative practices. And also I wanted to ask, like, kind of like, what do you mean by when you say like that we can be confident in other products? Because we should, we should have already a strategy, we should be confident, no? Like, yeah, because it says like create a positive shopping positive experience in which both we and the customers feel absolutely confident that the products— so how the positive experience will make us confident that they are— because it's because we should know, like we should know where we're sourcing. So for us, it's not the experience that we're creating, is it?

We create a positive shopping experience, which both we— it's more for the customers.

Yeah, because we should have a strategy, I think. And like we select the producers and standards. Yeah, we already go by some standards, or maybe we go by labels like regen organic label or organic label.

Yeah, I guess the shopping experience is more for the customer, but just creating a, you know, just more for us to create that experience for them. So that—

so, so yeah, sorry to interrupt. So I would put then just— I would keep objective for focus on the customer, the like create the experience for them to feel confident. And objective 5, focus on us. We follow, we follow some standards. Okay, we make sure that we— okay, that we get sustainable harvest, organic regenerative practices.

Okay, cool. So like, split it up. Okay, cool.

That was my—

thanks.

Yeah, I think it is like understood that sustainable source is always with that. Yeah, at number 5. Yep.

Is that cool with people? Any other comments?

I think they look good.

Yeah, I like it.

Jennifer, Adam?

Yeah, it looks good.

Cool.

Awesome.

All right.

Okay, so action item for this is, um, um, uh, we all review it and then vote next week.

Yeah, and then also I have to fix— I'm gonna fix, uh, uh, a shared objective 4 and 5, uh, based on Ani's feedback. I, I, I have a mental note for it.

Yeah, and the wording maybe like we should want like 2, 2, 2 objectives.

Yep. Okay, cool. Yeah. So if maybe I'll put, I'll, I'll share them during the week and maybe I'll show them again during the week after I like sort of fine-tune them a little bit and maybe people can make some time. You can maybe add them, you can, yeah, just add it to the shared objective too, or sort of the action item to just review and provide it for everybody. From everybody. Thank you, man.

All right, if there's nothing else, we can move on to the next agenda item, which is going over the, the mission statement update. Yeah, Adam presented.

Yep.

Let me share my screen.

Yes, Calvin just said hi. But he had a crazy day, so he— but he'll join us for the next call.

Okay, unmuted, probably. So as you remember, last week we went over— I started with hitting a couple of just generic mission statements from random companies. Oh, by the way, how are we on time, Russell?

We're doing great.

Okay, 6:10, or—

Yep.

My time. Okay, I shouldn't be too long though. Anywho, I went ahead and kind of found a few missions of companies that were more specific to the, you know, the plastic problem, sustainable problem, groceries, etc. I thought we'd review those real quick, and then we'd review some examples I wrote, and then my thought was that we would do a similar thing this week, review it, and Maybe vote next week or something like that. I don't know. The process is what I'd like you guys to definitely comment on at the end of this thing. So let's get in.

Is it possible to share your link? I think for some people it's a little hard for them to see it. Maybe bigger on the screen.

Yeah, I'll make it bigger.

Thank you.

Yeah, you got it.

Is that better?

Thanks. Good.

Should I go bigger? Okay.

Um, do you want to Amazon it, or do you want me to read through some of these things?

Amazon. You're reading.

Oh, okay. Yeah, got it, got it.

I like hearing your reading. It's great.

Oh, lovely.

Okay.

Okay, so I just want to hit this. This is Earth Hero. They're a sustainable plastic-free shop online, and like their mission seems right up the Vakes alley. It's to make sustainable shopping so easy everybody does it. Boom, simple, whatever. Among that, they always pair it with their vision here, and that's kind of something like I'm gonna suggest that we do is like we'll have a— our literature will have multiple things. But yeah, their vision is that they're on a quest to make sustainable, Earth-friendly commerce the new normal. We inspire conscious commerce by offering trusted, high-quality goods that create authentic, positive impact. Together, we aim to learn, share, and celebrate a healthier planet. Okay, so vision paired with mission in that scenario, and then I'll go through a couple more of these. Zero Grocery is based in California, and so you could kind of feel that, their vibe in their— in how they write. The zero mission is simple: if 90% of global plastic waste comes from food consumption, then let's change the way we consume food. We architected a way to save the oceans while eating cleaner, healthier, and cheaper than ever before. We are leading the zero plastic movement one pantry at a time. Everyone tells us that convenience and environmentalism don't go together. We are fighting against that notion. Zero proves that you can have what you want when you want it without ruining the planet. Okay, so they took it as like you know, a longer explanation, less of a one-liner. But both of these companies, I feel like they're kind of right up our alley. Obviously we need to distinguish ourselves some way, but I thought those are two great examples.

This—

let's see, this one I didn't like as much. I'm gonna pass it. Drops: we harness the power of nature to make products that are convenient and not really clean. By using drops, you are helping turn the tide against toxic pollution, plastic waste, and animal cruelty. Life Without Plastic: Our vision is a world without fossil fuel-derived plastic, period. Zerovana— this one's pretty good— to make it easy for everyone to find sustainable and reusable alternatives to single-use plastics and and disposables. So enough of those examples. I thought some of them were great and kind of exactly what I wanted for us. So it was kind of hard to be novel, but I, from commentary from last week, I just wrote 9 or 10, examples and of just the mission, not like the larger vision statement. So let's go through those real quick and then we could talk about how we want to move on from there. So this is our writing. Oh, did, did anyone try to send me a mission statement because that I missed? No, okay, no worries. Okay, option A, our mission: to protect the planet by providing an easy way for all people to avoid single-use plastics. Now this one is assuming we're gonna focus on plastics. Don't know where we're gonna evolve there, but try to keep it simple. Option B: Our mission is to build an ethical and environmentally conscious consumer goods delivery network for the masses by engaging in honest, fair, and cooperative business practices. A little wordy, but the idea is to add the co-op part into it a little bit. And when I do share these this week, the thought is, like, when you— when, say, we are voting on each one, No stress on like if you don't like a few words in it, like the idea is to pick one that's closest to what you want to work from and then we could work from it. C is to fundamentally change the way consumer goods are delivered for the sake of our planet. Okay, I got a bunch of them. To enable and embolden all people to consume with less environmental impact. Impact and to create an equitable working environment that facilitates cooperation, transparency, and fairness for our members and customers. Period. Keep going. To inspire and enable all people to consume with less environmental impact.

Okay.

To give the planet the, the opportunity to shop plastic-free.

Okay.

Our mission is to make buying environmentally friendly products easy for the masses.

Totally love that.

Okay.

Our mission is to solve the world's plastic problem through cooperation and fair practices. And then option I, to reduce the environmental impact of consumer goods delivery. Okay, so that's, that's what I got right now. And my thought before we went through the last shared objectives thing was to have people kind of look at it on their own time after the meeting, but I'd love to hear commentary on how you'd like to— how would you like the logistics to work out with regards to pushing this to the next step?

I personally like E a lot. I, I really like to include the word plastic for, for a reason, because I feel like energy goes where attention goes. So I wouldn't want to mention the word. I would like to mention more like the solution that we're focused on. So I really like E, the inspire, like to inspire people and enable to. And we found the word word that we were looking for, like, because we talk about less impact, but like impact could have been positive or negative, and environmental impact is the word that, that was missing. I really like that one.

Great.

Okay, anyone else?

These are awesome. I really like so many of them for like lots of reasons. I mean, for example, I really like even H, um, Because I think we're talking about— we think often about shopping, but I think like this is like— I've been saying from the get-go, I see us being a movement. Like I really see us— I see like, I hope that our stores and online platform one day become like hubs where like people come and connect and they are out there trying to address sustainable products and plastic and living more sustainably in many different ways. And we're just like this place that they can gather, they can buy some products, they can eat well, and then they can also connect with people. And it feels like That each feels like we're like a more like aspirational mission, sort of like even Google, like I think their mission is like to make all the world's information searchable or something like that. You know, it's, you know, that's pretty obviously like making all the world's information searchable, like that's pretty beyond like what a typical like startup search engine was thought of when they first started. And so I like that one. I mean, there's a lot of other ones I really like, so I think you're on the right track and I'm excited to like just look at them thoughtfully and on my own and meditate on it. Nice. Russell?

Yeah, I'd just like to say that I like the more open-ended ones where we could— it's like an ongoing, like, this is what we're going to be working towards. This is what we're gonna toil over. We're not gonna stop until we're done, until we finished and we're not really doing the bad stuff anymore. So I like those open-ended ones where the moon is the limit or further.

Okay, keep it ambitious.

Moonshot, yeah.

Anyone else wanna comment on any of the options here before we talk quickly about follow-up?

I'm liking the shorter ones, E, the shorter ones at the end. I don't know if you thought of those in like a separate, if you like set, you know, you came back to it and thought of those other ones. I was like the E to the end, E through I or whatever. And H, I mean, H, I think I might be leaning toward H too. I think that one's pretty good.

Okay.

But I think the shortness makes it, it's like more focused. It's like very clear, the purpose is clear.

Okay.

Yeah, I also like, yeah, I like the idea of making something possible for the masses. Like, yeah, that's something that I like. I mean, as you said, not focusing on words, so I'm sure that you can like, they can be combined, but I like also short and like, yeah, really providing solution for The masses.

Okay.

I feel like the shortness is important because like, let's say we're in a meeting and then we are forgetting our mission or whatever, and then we could just have it written somewhere, you know, like big, and it would be easy to turn around and see, oh, that's our mission, right? Like, and then how— then you can elaborate through the— that's the larger vision, these are the shared objectives.

Okay, well, I felt like this last time, but I like went to some companies, not sustainable companies, just different companies, what kind of vision and mission they have, and they actually have something more descriptive and more detailed. So how last week I was more for the short ones, but this is more like a slogan. But when you actually read, what is it, vision or mission?

Vision.

Machines or other companies, they are— they don't have to be— not always, but often they are descriptive, even if it's 2 lines, it doesn't have— but sometimes it's even longer. So I changed my mind and I actually like the longer ones that, yeah, they actually say a little bit more and our slogan can be this punchy short thing, but that's just I mean, would you consider a format where we incorporate the vision statement as a way to expand on the mission statement?

Baby, I asked you a question.

No, I didn't hear because you were talking here. Can you repeat?

Sorry.

Would you consider a format where we use the vision statement as a format to expand on the short Poppy mission statement?

Yes, yeah, I think so. That's why that's—

because I wouldn't like to lose on it, and I feel like if we only write this small sentence, I mean, it doesn't tell much.

But at the same time, like, it's like we can go in many directions and not make much progress, although we have like one, like, mission. That's why it's called mission, right? And it's like Simplify, we can be more focused on what we're really trying to accomplish.

Cool.

OK. Jennifer, what about you?

We didn't hear from you.

But great job. I really liked many of them. Yeah, so yeah, thank you.

I don't find one really jumping out at me. I liked what Erica said. Said about— I forget how she put it, but your attention goes to where you put it or something.

Attention. Yeah.

So I think for me it's about more than plastic. So I like it— the one without— that Erika mentioned. I think it was E.

Okay, great. Um, okay, so, uh, are we cool with, um, I'll share this list with you. Um, my thought was, uh, each person could rank their top 5 or something. Um, if you wanted to add your own brand new one, like, please do that earlier in the week. Um, that'd be great. Um, and, um Yeah, I'll follow up and I'll figure out a way to do that.

Maybe Miro, right?

Can we put it to Miro? Yeah, that'd be easier.

I can work with you, Adam, maybe to do it in Miro if you want.

That'd be great, yeah. And it would be nice if we could do that before the next meeting, just so we could at least whittle them down. And if we need to, like, totally, like, reword them and stuff, and then maybe next meeting just—

We should, we should, should we set a deadline, Adam, maybe so you have a couple days to, to assess and maybe like, you know, iterate on based on our feedback? Should we set a deadline maybe like Saturday, Sunday, like one of those days so you have a few days?

Um, yeah, I'm just gonna share this as is and then, um, uh, we want to do it on Miro, right?

So that you can, we can vote.

Until when would you like to have it?

That's what you're asking.

Oh yeah, when does— when should we get you the feedback by so you can be like taking it and that could be like actionable? So it's like if we got you the feedback by Saturday, is that like enough time for you to like look at our input and then—

Yes, that'd be great, especially if like maybe like if people aren't working on Saturday, they'll have time. So Saturday night or Sunday night, I'm not sure what people's schedules are like.

Is Saturday evening, guys, like reasonable for everybody?

Yeah.

Yeah.

Yeah.

All right.

Okay, so we'll say by Saturday night, like, please respond with like your— you could rank your top 5 maybe. I don't— and then we could work from there. And if you're going to add your own one that like try to do that by like Friday.

Is that cool? Or maybe Saturday, right?

No, no, well, let's just have one deadline.

No, no, but if— okay, so if you're gonna add a brand new one, I would like everyone to be able to see it before they make their decisions.

Ah, I see.

So if you want to make a brand new one, please do it sooner than later, like by Friday.

Oh, cool.

Yeah.

And then everyone, if you could like, yeah, vote by Saturday and then we could work from there. That, I think that might make sense. Cool.

Sounds good. Okay, great. And so we're gonna transition unless anybody has any other questions. All right, we're switching.

Like, you guys, like, we can Do you have like a, like you, Miro's like super powerful, so you can like leave like little notes or comments on, on, you know, these like particular ones beyond just like voting. If you like, like a certain aspect of one and maybe you want to combine it with another one, you can like leave little notes and comments. And if you're not sure how to do that, you know, reach out to myself or Ulla or Ani or somebody. One of us who maybe has a little bit more experience with Miro. And, you know, don't let the technology stop you from being able to share your input. Everyone's input is often so valuable in so many different ways. So I'd like to hear it.

Yeah, thanks for that. All right, so next step is we're going to say where next. Do we have anything else, any other action items that we think we should be doing that we're not doing?

Yeah, so, um, maybe— I think you're sharing your screen still, is that correct?

Am I?

No, no, you're not.

Sorry.

Uh, no, you're not.

Do you want me to? I can share my screen.

That's okay. Uh, So the, I guess, I think the one action item I wanted to talk about in terms of like next steps is the to-do list that we've put on Miro. Maybe, yeah, maybe just pan down to that.

Okay, so you do have it up?

Yeah, I can, I can put it, I can do it.

Okay, you share your screen unless you're not having, unless you're not having a good, is it not working for you?

Yeah, he's, he's, he's good. He's looking for it.

Yeah, you just tell me where it is and I'll go.

Just keep scrolling down or zoom out.

Can I just zoom to you? Let me— you guys just teach me how to use it correctly.

Go to you.

I'm not on it right now.

Are you on? This looks like it.

I have like, I have it on the tab.

Okay, is it— does this look like it, guys?

I took over.

Oh.

Because I created it, or why? Okay, so anyway, you switch and then you can show it again.

Okay, I'm following you.

Yeah, can you guys see my screen? All good?

I got onto Miro, so I'm, I'm following that right now.

I'm assuming everyone can. Brad, maybe, or somebody give me a thumbs up.

Yeah, I can see your screen.

Yeah, so we created this— actually, I shouldn't take credit. Lila created this, and it's just like a basic to-do list type of thing. It sort of resembles a little bit of what a Trello board looks like. And, you know, the idea of this was, A, I mean, I think there's people saying— they are not— I think I know people who are saying in meetings that they wanted work, they wanted to like, you know, take some work on. And then secondly, I just try to think about how to be an efficient organization. We're obviously not in the same physical space, and we're doing all this digitally, and we're starting to get to know each other and what people are capable of, what people are not capable of. It creates a lot of complexities in some ways, but I think we can try to work together. And so if we were in the same physical space, or if we were like, I don't know, I used this example with Hoola was like, if we were in a kitchen trying to make, you know, working on an industrial kitchen, you know, for a restaurant, you know, you would see each other working on making a dish or washing dishes and you would just like move and help where you could. You would just pick up stuff and like pick up a task. But obviously when we're like completely digital, that's, it's trickier. You don't know what work can be done or how you can help. So what I've been trying to do recently is just like anything that I think about wanting to do or I need to do, I try to put it on this to-do list. I try to provide some context. There's a title, and then if you hit this expand button, it like provides more context on it. And then people can, like if someone wants to, like if they have a spare hour, they're like, I got an hour today, I could do some work. I'd love to help out in the co-op store. They could just grab something. I think we're all, like I keep telling all of us, we're owners. We don't have particular roles yet. One day we will. We'll probably have very particular roles, but right now we're all trying to learn and do. And so we could just grab something and try to work on it and do it and solve the problem.

Assign, right?

You can assign yourself. I actually did one thing I didn't notice about it. I thought it would actually show, but it doesn't, is like who wrote this. So like for me, I wrote this and I don't think it says that. And I don't know if we can add that feature to it, but if we can't, maybe I would like add it like a little note, like from the bake, and that way if you didn't know how to do it, you could just like send a message to me and ask me, and I would provide contacts. And then anyone can do this, like anyone, but ideally long-term, this would like, you know, me or anybody wouldn't be like a bottleneck. And right now I oftentimes feel like I'm the bottleneck. And so I'm trying to, I was trying to like use this as a tool to give opportunities for people to take up work if they felt so much the urge and had the time. So I want to present that and see what people's feedback or suggestions or whatever it was.

So just like quickly, I made it as an example. Okay, we can do it different way, but my example was like Annie and me, we did something like last week. So for example, like Annie did create commitment screen, right? So I already put it straight to done, and then I tag her. So you tag someone here. Oh, sorry, no, this is tag— assign, right? So I think that's assign. So whoever wants to grab the task can assign this to themselves. If it's something bigger, it can be very more people. You can add due dates to it, um, and then if whoever created it, I think we would have to add the name in parentheses or something like that to know confused, right?

So just so that you can ask a question, if, if like, if Jennifer adds something and she has like, you know, and I don't know how to do it, but like I take up the task that she provides and I can always like ping Jennifer like, oh, like what do I do in this scenario or something, right?

And can be also like self-to-do list. Yeah, something that you think that you want to do for the co-op and you just put it there. Yeah, with the idea that you're gonna do it. Maybe somebody's faster and they pick it up, but you can also pick it up whenever you have the time. Yeah, like actually this one, I keep track of them.

Yeah, exactly like the one I did.

So it's good. Yeah.

So yeah, when you expand this, it's like a lot of space to write, right? So I wrote that actually for myself, created this to-do list. The members can put in tasks, pick a task, work on it, ask questions. Move to done and add the due date and add tags. So actually, yeah, people can add tags. So then later, let's say we would— I put just work and team members. Later, if we can search it also— can I close this? You can search like here.

Do you see me going on?

And you can like put work And it's going to show you where it is, right?

Cool.

So it's picking up on your tag.

Yeah, cool.

I use the tag just also to just label it in case people were like, you know, what, you know, thinking about like what this task entails, if they like just from quickly reading the title. I use this as like quote unquote titles. And then expansion provides more detail on it. So if they're just quickly glancing and they're picking stuff, they can sort of get a gauge. This one right here is like on my changing the roles for meetings. Maybe that's like a tech solution. I'm imagining maybe there's some script or something, and I just tagged it that way.

And Annie just showed me if you click the search button.

Yeah, yeah, that's what Ulla was showing.

That's why the tags are actually very useful if you quickly want to search, because now we don't have so many boards, but later when this grows—

Later we're probably going to have also by committee or something that we can work on.

Yeah. What do you guys think?

I think it might work. I'm just concerned with the sprawl that Miro could eventually become? Because I'm like, I'm not sure how, how it's— how far it scales. Like, I know it says it's infinite, but like, how much stuff can you actually put on it on one board, right? Before it's like—

well, it's— you can put a ton of stuff, but how is it— how easy is it to find?

Actually, one of, one of the action items is to like one of us to learn about Mirror and then we can show each other how to keep it organized and everything. And I volunteer for that task.

Yeah, I put my name too, but totally, if there's more people because there's lots of frames.

So maybe you can show the frames that when we're going to have a lot of content, we can search by frames.

Well, I think the— hold on one second. I think the question that Brad and Russell are trying to get at is like, As we get more and more stuff on this board, I mean, I think that's a more broader question to Miro in general, less to do with the to-do list, unless you guys think there's an issue with the to-do list on Miro, but assuming that that's not your concern, like, yeah, I think—

That kind of actually is my concern. Like, so I think Trello would be better for to-do lists and we already had that working. And as a team. So, but I do see the value in Miro because it's already proving that it's like pretty awesome to facilitate a meeting with it. So I'm just trying to figure out where we have a balance because it seems like Miro could, could try to do everything. Sorry, go ahead, Yulia.

Yeah, I hear you. Just for example, exactly this board, it's like Trello. So for me, why I actually like this tool, because everything is together, right? Instead of going to Slack, to email, to Trello, and to Miro, for me it's just easier to find the right board, which you can find on the side. I don't know, maybe because I'm more visual.

What about other people? Do you guys Would you guys prefer to have an independent Trello board, like separate of the way we were using it before, which was great, but maybe just like using it purely for a to-do list? And then, or can we, or can we try to give it a try with just within Miro and see if we, if it works and scales?

I think it's working now with everything in Miro. I kind of suspect we're gonna have to move to a couple different tools eventually, but I think we should stick with it. I mean, my opinion is we should stick with it until we get there.

I'm feeling like the only column that will get overpopulated will be the done.

You can probably archive that.

You can just archive it or like just delete it. It's done, like after a while. Yeah, the other ones they should keep They should be in balance now because we're not going to have a million tasks from one week to another. And then you actually move one card to the other, right? Yeah, that's cool. I like that.

Yeah, but I think Russell meant that how many things we want to actually include in Miro, right?

Right, because Miro could do, like, could try to do it all, but that's, that's all right. Um, That's— I think that we should continue with this to-do list where it is just because it's already done and we can see if it works. But I don't know if we should necessarily say like that's where all to-do lists go at this point is my only thing.

I have— anyone been on Trello in the past week?

We haven't really used it.

We haven't needed to use it.

I don't think that's the right question, but so, so right now, like, I think the, the, so Jennifer or Adam, what's, what's your input on the to-do list? If you have concerns about Miro and the to-do list, that's fine. But I think more to the point was, um, was like, does this feel like a, like a, like a decent way to sort of keep track of to-do items and, um, with like a natural flow be for you to come every other day, every day, or whatever it is and check it out? Or what are your thoughts about utilizing this as a way to grab tasks and be able to take work up?

I personally would need to educate myself more on Miro and see what the alerts systems are like. And how I could really engage with the entire thing. For example, I missed like the last 5 minutes, the last meeting, but I didn't even know the shared objective board was on Miro. So, but like we already had that information in the, the whole Trello board. So I would love to just like nail down— maybe I'd be down to just go 100% at Miro and try to push it as hard as we can. So yeah, so I would defer to whoever has more experience on it with regards to this to-do list, because I'm happy to follow.

So separate of the Miro component though, do you think it's like, assuming that you could, like, you knew how to navigate it pretty well, and there's literally a task I put on there, like someone becoming a Miro pro, which Erica and Olav agreed to take up. But, uh, it is like, assuming that like we, we got pretty good at it, like they did like a tutorial with the team or something and you got pretty good at it. Do you think this would be like a, like a handy way or for you to grab tasks? Uh, and it sounds like you would want to know like ways to get notified so that you can be proactive. Is that what you said? Is that kind of what you—

Yeah, I would just have to learn what, if there are notifications and all that. Um, I, I've I just work in like Google Docs because it's easy, and I see you do the same thing, but then obviously we try to come together with this Miro. So if Miro could do it, I'm down to learn.

Cool. Jennifer?

Yeah, I like the to-do list idea of being able to come there and what can I do? And there's a list. That's nice.

Yeah, yeah, cool. So, so, so is it— should we try to like just like— you want to go like try to, um, reach consensus on this? And so maybe like get once again to like give it a try for, for a month, and also knowing that Eric and Ulla are going to work towards towards trying to guide us on how to use it effectively in the next week or 10 days or something like that? Is that— should we try to reach consensus? Is that cool, guys? Or Russell, what do you think? You're the facilitator. I'll defer to you.

Yeah, we could try to reach consensus. Let's try— I guess— We should try to see if this works for a week. Like, why don't we try that? Like the to-do list, see if it's useful for communicating between, uh, teammates. Okay, do we want to try to get consensus on that for one week? Try to use to-do list. Okay, vote in the channel, everybody.

For me.

All right, um, yep, we're good. Cool, so it was passed.

Do we?

Now we really— now we really— good job, everybody. Now we really are going to next things.

Cool. I mean, that sort of falls into it. And then the other next thing was, yeah, we're super close to working on the business model canvas. That's sort of the next item. Brad, I know, is already thinking a lot about it and has talked a lot about it on Slack. Do you want to speak to it, Brad, maybe?

Yeah. So I guess since we have a couple minutes, you know, it's like something coming up probably in the next couple weeks, and it's kind of, I think it's kind of a big task, so I wanted to see what people thought of how we could break it up into individual pieces, if it's best to break up into teams and take, so the Business Model Canvas is broken up to, I think, maybe you want to pull it up?

We can share your screen, maybe that might be helpful. We have time, right, Russell? Like, is there anything else besides—

Yeah, we have time. Let's continue, please. Yep.

Okay, um, let me do the one because I think I put one together. Hold on, let me get— I can share the one that I had thrown together a little bit ago, possibly. There we go, this is it. Okay, I think it's actually pretty full then. So let me—

okay, now I'm going to share my screen.

Screen, I'm going to press that button and this button, this button.

Okay, cool.

Everyone see it?

I'm going to go—

let me see if I can go full screen here and that'll get rid of some of the Chrome and Okay, so we won't have to dig into each of these, but I think there's 9, 3, 3, I think there's 9 boxes. So we could do, I guess there's like a couple ways we'd do it. We could take like 1 or 2 of these a week and kind of go that route or each person Each person kind of takes one and fills it in themselves, and then we come together and combine it.

Just maybe like also, can we step back a little bit more? Just like everyone has like a little bit of like a context of what this document's for and how it'd be handy if you feel comfortable like talking to it, Brad.

Sure, sure. So this is like a, it's like one step closer to like like a business model plan from the, like, it's from like the—

Can you zoom in one more time, Brad? Sorry.

Zoom in? Oh, shit.

Yeah, we have a few blind people. Sorry, teasing and teasing. Don't take me too seriously, guys.

Oh, too much, too much. Hold on. Can I just do a little bit?

It's like a business plan on a— yep, we can see it's like a business plan on a poster board.

Yeah, so, and you kind of like, you get the bullet points for your business plan together and you can see it, it's more visual. So that's kind of the idea. And the way it's organized too, you should be able to like think, like the partners should connect to your should be related to your activities and resources and the cost. And then the customers are going to be using the— you're going to define the relationship and the channels that they're going to use on the right side there. So it's a little bit, you know, organized in that sense. And like, obviously the partners are going to— the activities are going to create the value proposition that the customers will want. But yeah, so it kind of gives also some structure to like filling in gaps that you might have. Like if you don't really have that much for one of these, you know, like you should kind of have like, you should be kind of filling up the boxes basically. Like if you don't have any, you know, if you don't, can't fill in the box of revenue streams, you kind of have to like rethink how you're going to make money. That's, you know, it's just kind of like, it makes it more clear. Clear once you see it. And then from here, you know, if you go to like writing a business model, it's actually like pretty simple. You just kind of expand on all the points you put in here.

Yeah, precisely. That's why after this we would sort of dig into our feasibility study, and then that feasibility study would allow us to pretty easily put into like a formal document that we would use to show investors, like debt investors, or maybe use on a Kickstarter or something like that. Yeah.

And a lot of the stuff kind of fits in already. Like, I think we've been talking a lot about the value proposition that kind of fits right in the middle, which is usually a good place to start. And then you can kind of work out, you know, you kind of take the value proposition in each point, you say, okay, what activities do we need to do to give the to like give that value, and then you can say, okay, that for one activity, what partners do we need for that one activity? And it kind of— you kind of work your way around from there. So it is a little tricky because you kind of— all the things should work together. Like, you're not just gonna— it's not just gonna be a list of partners. The partners have to be connected to the activities, and the resources need to be connected to the value, and Everything's going to be like kind of very tightly connected. But, you know, I guess like the way we've been going is like one or two people kind of go off and kind of propose this thing. And I think this is too much for like two people to do the whole thing, I guess. So I wanted to see what people thought if it's— if we wanted to each take a piece and then come together and try to stitch it together. Or if it's best to do a couple together, have like 2 or 3 people work on a couple of these and then come up with like a proposal and then we'll vote on it and then do another couple.

I have a question. So is the goal to have us eventually at the end to have a single business canvas or is— Or could we, could we have multiple depending on like the business units or whatever, or does it not necessarily get broken down like that?

Well, I would think for us we'd want one, no larger. Like, you know, if it was a larger business, I think you could feasibly have multiple. Um, but I think for where we're at, you know, we want to start with one that like has everything in it.

And is this like 5 years? 10 years, 1 year, or is it like right now, today?

Yeah, um, I would say— well, I mean, uh, that's— I guess that's kind of tricky. We haven't talked too much about that. Um, I would say whatever is like that first— I would think we'd want to focus on that first like product, whatever that first thing that we hand over to a customer that they're paying for is. And if that's like a couple, you know, products, if we want to have like a couple products together, if we want to do like a whole grocery store, or if we want to do like we're just going to focus on really sustainable cheese or something, you know, we could— I mean, that's like one decision we can— we'd have to figure out, but Okay. But keeping it small is probably good, I guess. And maybe, you know, we haven't talked about time too much, so probably keeping it open-ended time-wise.

I think, I think from what I understand, these, like, when doing these, yeah, it's more thinking about sort of the, you know, what you're going to go to market with. Um, because these things will, like, beyond that, it's, it could it can vary, but also if there's some shift, if there's some like shift that's going to occur, you should understand why that's occurring and perhaps try to figure out how to be mindful of that within the context of this document, right? Like we shouldn't be thinking 20 years down the road because that's like a—

Yeah, that's fine.

But if like, for example, like I think I can think of one good example of this, right? So I certainly think when we launch, let's just like assume that our go-to-market is like the vision we talked about, we don't do anything smaller to get to that market, but let's just say for that, for the sake of argument, that's what we launch with. And obviously, or not obviously, but I think the customers that we probably think about would be like the folks that are very mindful of this type of things and are really interested in this type of products with the long-term objective that we will, those type of customers will help us, you know, reach out to a broader and broader segment of individuals, you know, and so like our core customer base may be like the tree hugger, the hippie type of person who's like really into this type of stuff, but, you know, as we sort of build greater and greater awareness, prices also will hopefully come, continue to come down, we can be a broader and broader community.

Great. Yeah, yeah. And I think what you're just describing really is the, that customer relationship block right there. Yeah. And we have to, like, we'd have to figure out all of these and how they interconnect. So yeah, I think, I think that's, I think we need to figure out what our next actionable piece is that we want to bite off as a team.

We can, you can share this with us and we can like kind of study it and then next meeting we can decide how we want to tackle it. If you want to, like, as you mentioned, want each of us take one block or by pairs, but I would like to like be able to, yeah, study it. Cool.

Yeah, I agree.

Brad, I also, I sent you a video of, um, on YouTube. Uh, sorry.

Yeah, I just had to—

Oh, you did?

Um, I sent it to you on Slack. I replied to your thread and, um, and it was like, uh, this organization, it's kind of like ICA Group, but they're in the, they're in the Northwest of the US. I forget the name of the organization. They did like a YouTube 1-hour tutorial. I think they went through a business model canvas. And maybe there's some hints of suggestions of how we can build this out in a cooperative way. So, okay.

So do you want me to put together a plan for which blocks we'll start with, which order we will take?

Yeah, I don't see what— yeah, because I don't think— I think, I think you have to lead us. I think you're the one that was the most experienced, so that wouldn't hurt to try to break it up.

And maybe, maybe do like Adam did with the mission statement, like perhaps come, you know, he, he'd like really, you know, shared some thoughts of like how to like tackle the mission statement so that we could be more thoughtful when like analyzing it. Maybe you I don't know if you want to take that task up. If you do, if you don't, like, that's fine, but—

Of filling in like one of the blocks at a time, is that what you—

Or just like a strategy for us, how do we approach doing this as a group?

Okay.

I'll do some more research. I haven't seen the video you sent, so I'll do some more research and watch that.

Can you just give me a broad idea of how much detail you see in each of these items?

Yeah, I guess it kind of depends. Well, yeah, from my experience, it kind of depends because you can keep it very high level here, but obviously eventually you want to go into more detail. But eventually pretty much all these you need to go into pretty detail. So you can either do it now and start to map a lot of stuff out or keep it high level. You can go either way.

Because I see areas like cost structure. And which are the most expensive, which activities are the most expensive. And that you could, you could guess, or you could get real with the numbers. And like, those— it's either a 20-minute project or like a 10-month project.

So yeah, I mean, for the cost and revenue, I think you, you probably want to get good enough, like actually have numbers. Now, you know, how much detail you want to back that up with is where you kind of have to decide.

Cool. Well, let's get— let's try to wrap this meeting up. So where we are here is I think we need to do a little bit more research. Also, this almost seems like it is another living document for us. Like, we're going to learn and our partners might change, our customer relationships might change depending on what we learn, our channels might change. So I see this as a living document. So cool. We have a lot of time to work on that. So finally, We did have an action item in the to-do list for figuring out how to automate the facilitator and all that. Usually that's what we've been doing at the end of the meeting. So I think, do we wanna like have consensus that that's a ticket item someone needs to pick up for next meeting or how do we wanna do that part?

Yeah, it would be effective to have that. I personally can't. I mean, maybe we can create like a simple sheet, I think, with all of the names, and then you do the facilitator, like, okay. For now, we don't need a script. I think it would be awesome to have a script.

Oh, I thought maybe like Russell or Brad could just like pop one of those out.

I think there's probably a Slack bot out there, but I don't I don't really want to work on it, but if you think a spreadsheet or whatever, yeah, whatever you think, that's great. So if you want to tackle that as an action item.

Yeah, for sure.

Okay, cool. She's going to erase the tech label.

Okay. Super tech.

For now, I can be— it's my turn to be minute taker.

Oh, is it? Okay. I haven't been the facilitator, so I can do that for for next week.

Great, guys. Well, how did everyone—

icebreaker?

I'm done.

Jennifer, Jennifer, have you done one?

Have you done it?

I can do the icebreaker next time.

Cool.

Awesome.

And so how did everybody like this meeting? I think, I think personally we did great, but I'm willing to hear about everybody else. So go ahead. Let's start with Brad.

I think this has been our most productive meeting. I think it went really well. I think we covered a lot.

Yeah. You want to pass it?

Oh, yeah, Adam, your thoughts?

Yeah, it was good. It's exciting to see that, that business model canvas that you created, Brad, because yeah, it's going to be fun to get into that. How about Ulla?

It was, I think it was very good. Went quickly. I think we are working together like smooth, in a more smooth way. It's more relaxed. And yeah, we are on time. So that's also good, you know, with everything. So I think that matters. Yeah, it was great.

Jennifer, do you think?

Yeah, I thought it was good. No complaints.

Want to pass it, Jennifer?

Oh, sorry. How about Erica?

The same.

I felt it was very productive. We were on time. No task felt overwhelming. Renault item. Yeah, and money. Oh, that's really nice. I have to show you guys our, our professional. We have a microphone and everything. There you go. Hello, friends.

So it was really nice.

It was really nice to be here, all of us. And yeah, I also think that we are pretty creative with the methods, and we, we make room for everyone to feel heard. And yeah, it's productive, good. I feel there's progress. Let's keep up the good work.

Awesome. I think that was everybody, so thanks everybody. Oh, go ahead, Vic.

No, I, I— yeah, I thought this was a great meeting, uh, again. Yeah, I think Russell did an awesome job as facilitator. You really kept us like on track and I think set a really good bar for like how facilitators should like be very focused on timing and making sure things are moving along. So yeah, definitely. I think we have— we saw obviously solve lots of problems like people said, and we're learning to work together. Yeah, so I felt it was a great meeting. And yeah.

Russell checking with Anna if he was like, yeah, uh, like if he was okay with the notes. Like, I don't know how you put it, but like he checking with the minute taker to see.

Oh yeah, yeah, yeah.

So I like that live, live feedback.

Yeah, he's playing, he's playing Minecraft over over here. He's like, what are you doing, Dad?

So Russell, you know, you'll send the follow-up stuff, I guess. You know what to do.

Sure. Okay.

Because you actually— Russell asked, um, on Slack if we should— like, what does the facilitator is doing with the follow-up email. And we were actually talking here, do we really need all of those emails?

Should we cut some?

The follow-up email?

One, one, but then do we need the one to kind of remind, like the reminder, like pre? I don't think so.

Do you guys need a reminder email the day of? I think that's what Ulla's asking. Is that, do we need the facilitator to do that job or? Or can we skip that now that we have a sort of like a tighter group?

I think it's good. It'll keep me coming here.

Uh-huh.

So you want it?

Yeah, I think so. What about, what about the, um, the after the meeting one? Like the, when we send, do we send out meeting minutes? Like that's facilitator as well.

Yep.

That sucks. Okay, so I have to get it— get with Adam then.

Well, I'll write them for you. Yeah, so no stress there.

He'll send you the minutes, Ulla will send you the video, and you can just send the—

okay guys, sounds great. So just tell me what to do in Slack and I'll make sure it's done.

Just look at the previous one and kind of like it's a pattern, you copy it, just change the agenda and Yeah, got it, understood.

Yeah, cool.

Just—

all right, bye everybody.

Great week, guys.

See you.

Bye, see you later.

See you guys.

It, it, it—

how good you look, because I have