I would like to remind you that you are a strategic player of this platform.
I propose to the Hive strategic leaders and users a regular meetup between meetup organizers, witnesses and guests under the name 
When/How should we plan it?
A first preparation-meetup will be a held on the 29/01 at 15h CET to plan a 1st edition.
It is important to have an organ like this composed of both sides for the community but also independent and external participants to be more strategic in our action and follow a common roadmap to mainstream adoption.
INTRODUCTION
My name is Jean Marteau, I am a solution architect, creative director, ethical and humanistic speaker, people manager, leadership coach specializing in advising executives, business owners, senior managers, high-level influencers, entrepreneurs, engineers, researchers and strategists. From a very young age, I had the chance to lead high-level hackers and development units, to work with extraordinary artists, change-makers around the world, European, Chinese and Japanese institutions, to gain knowledge in media, telecom, energy, upstream and IT groups, but also to cooperate with several youth and humanitarian organizations for many years before starting the profession I have been practicing with great pleasure for more than twenty years now in organizations and companies of all sizes.
Most of all I am an Ethical Heart & Social Hacker.
One of my adoptive father - RIP.
Perhaps it is because I was adopted by a loving single father who dedicated his life to others that I have so much empathy for people. However, I love even more to understand what may be driving their motivation, their lack of motivation and what brings that motivation back. In my work, getting to the root causes and going beyond traditional understanding and thinking is essential to the sustainability and leadership of my clients. By traveling and systematically stepping out of my comfort zone, I have learned about an unimaginable number of personalities and lifestyles. What has touched me the most is the people's sense of value, transmission and encouragement of youth. However, I was able to observe closely the realities of many professionals in many sectors, teachers, social workers, but also strategists, researchers and leaders, which made me contribute to the theory of 'Communication for Development' (presented at the UN assembly in 2001) of G. Drouet and a few years later I undertook to write 'The Theory of Everyone' with the aim of understanding how to create the magic pill against collaborative diseases and proposing a large number of people to contribute. A novel theory for which I developed tools and a methodology that we applied iteratively for several years across many organizations that use them for their own community issue while experimenting, validating or adjusting their adaptation methods.
A few weeks ago, another Hive meetup organizer asked me to help to communicate what he said during #hivefest where he represented our team.
His ideas have been applauded but not implemented since. This person was my companion when I first joined Hive who honored me with the title of his mentor.
It’s my turn now to give him a hand because when I first joined Hive I was lucky enough to be warmly welcomed by the Austrian and German communities.
To stay ahead, human-centric care is key but @HiveEurope community’ research suggests a gap between what Hivers hospitality, financial security and what facing High Reputation Score makes while they can give the impression of inaccessible ends if they focus purely on consensus mechanics, complex rules or finances.
Even if covalence principles could appear omitted, Hivers and Hive #PowerHouses can overcome challenges by collaborating to enhance the Community Management role, get talent governance right and create a human-centered culture which can both bring more new users, give old timers reasons to stay which are not only money related and or bring others back while cooperating on the development of proper regulatory consensus with partner organizations.
As disruption is now a modern-day constant, organizations across all industries must go through wave after wave of transformation – and talent plays an integral part in every challenge they face. It is the same here on Hive as we are collecting the reasons why only 1/3 of Hivers are staying active on the platform (even less if we refer to this article).
As a result, Meetup Organizers and their equivalents have had to think how to move far beyond traditional human resources territory; to support and advise the broad public and hivers on Hive transformation and growth agenda. But to attract, retain and deploy the best talent, today and into the future, Hive must accept that skilled Hivers now hold much of the bargaining power.
As ever, Hivers need to oversee the talent agenda in a way that reflects the current dynamic. That means making sure that talent remains a top Hive priority and the community maintains its design principle. It also involves supporting the community in listening to Hivers and influencing the community to create a human-centered culture and a more personalized user experience.
For this first article in the series “The HiveEmbassy”, I’ve interviewed and surveyed hivers and former hivers to better understand why the relationship between the boards of Meetup Organizers and the Witnesses is increasingly important. We’re now suggesting through our partners how to enhance this dynamic and ways of working to further unlock the strategic value of the HiveEmbassy role. By doing so, communities and platforms can use the current, unprecedented workforce trends to create a competitive advantage, rather than simply mitigating the risks or police users in a non legit way.
The Hivers – Human Resources, witnesses, community managers, moderators, curators or equivalent (in many organizations, the Chief People Officer or CPO) have always been responsible for everything related to people in the platform. That includes developing and implementing a strategy for how the platform attracts, onboards, develops, rewards, engages and retains the talent that the community needs to succeed. It also includes C-suite succession, executive compensation, change management, and diversity, equity and inclusion (DE&I) initiatives on a transparent basis for their backers in order to get their support, even if we are not on a traditional business, it stays a business in a business world. We need to keep in mind what this system is and what brings us here : a decentralized system with an amalgam of portals each with their communities each with their ambiances, atmospheres but also with their "hidden rules".
Today though, the role also encompasses factors that have become critically important to hivers. These include culture, well-being, and purpose, which increasingly encompasses reducing social and environmental harm. They also include access to meaningful work and development opportunities, more autonomy and flexibility in ways of working.
As a result, the role has been elevated from technological support function and user to highly strategic leader. In fact, some would even argue that it’s now as important to the CEO as the Chief Financial Officer (CFO) and top decision makers in a traditional business.
Layer 5 : Hive Participatory Intelligence Model.
PART I : Coordination
It is more important to explain how it works rather than what is in it. People don't need to understand the rules, they need to have real benefits, then it becomes easier to adopt.
conclusion : Bring 
PART II : Communication
Organize 
PART III : Implementation
Bridging buddies to newcomers through 
PART IV : POWER
Program 
PART V : EMPOWER
PART VI : BUILD & SHARE
Challenges via 
"THE PESSIMIST SAYS: I WILL BELIEVE WHEN I SEE IT."
"THE OPTIMIST SAYS: I WILL SEE IT WHEN I BELIEVE IT."
For the
Jean
