►
From YouTube: Book Club - Better Work Together - Meeting #3
Description
Discussion issue: https://gitlab.com/gitlab-com/book-clubs/issues/7
A
Okay,
so
I
hope
you
all
enjoyed
your
holidays
and
that
the
great
starting
to
the
new
year
I
will
start
with
one
question:
is
it
alright
if
everyone,
if
I
start
uploading
the
recordings
to
YouTube
I,
just
felt
if
I
wait
until
the
end,
I'll
probably
spend
the
whole
day
just
uploading,
so
anybody's
any
concerns?
Just
let
me
know,
I'll
probably
start
doing
that
next
week,
okay
and
the
other
than
that
shown
left
a
few
comments.
I
also
added
some
quotes
that
stood
out
to
me
at
some
points.
B
A
B
C
A
A
Say
five
saying
yes
to
purpose
so
yeah?
This
was
just
the
code
that
stood
out
to
me.
I!
Don't
really
have
anything
to
discuss
you
like
this
time
for
collective
intelligence,
like
often
in
meetings
like
if
somebody
just
talks
a
lot,
it
gets
boring
for
everybody
and
like
I
guess.
The
advice
here
is
to
find
ways
to
make
it
more
participatory
and
engage
everybody,
and
this
is
I
find,
is
often
really
tricky.
But
this
probably
those
workshops
and
facilitation
skills.
C
I,
like
any
ethical,
just
to
get
you
out
of
your
your
mono
like
life,
is
then
there
was
said
there
was
a
study
at
Google
that
they
were
saying
that
one
of
the
biggest
like
the
biggest
factors
playing
in
an
efficiency
and
then
in
teams
in
general
it
was
psychological
safety.
From
my
experience,
that's
exactly
the
case
like
it's.
You
know
it
could
be
geniuses.
A
C
B
B
That's
one
of
my
favorite
things
about
asynchronous
communication,
actually
is
that
you
can
really
it's
not
just
fast
thinkers
and
and
folks
who
are
already
kind
of
in
the
mindset,
but
slow
thinkers
also
get
a
chance
to
kind
of
really
digest.
What's
being
said
and
I
think
things
are
more
thoughtfully
digested
and
and
also
archived
when
the
asynchronous.
So
it's
one
of
my
favorite
things.
D
The
Google's
study
and
and
the
what
was
written
about
it,
part
of
it,
really
resonated
with
me,
because
I
felt
like
it's
a
challenge
that
is
particular
to
remote
companies
when
everybody
is
working
remotely
communication
is
key
and
collaboration
is
key,
but
the
the
role
that
psychological
safety
plays
in
a
remote
only
organization.
You
have
to
make
sure
that
people
are
able
to
bring
things
up
on
their
own
without
second-guessing
themselves
or
question
whether
their
voices
is
worth
hearing
or
what
they
are
doing
is
worth
sharing.
D
For
example,
I,
since
starting
at
gate
lab
I
have
had
to
at
our
CEO
as
in
several
occasions
and
there's
always
a
certain
level
of
discomfort,
because
I
know
his
time
is
extremely
valuable,
but
I
do
feel
like
I
have
that
opportunity
and
I
can
bring
it
up
to
my
manager.
I
can
share
challenges
and
problems
transparently
with
my
teammates
I.
Think.
A
lot
of
people
in
the
tech
industry
tend
to
be
introverted,
and
so
I
do
think.
D
E
You
know
one
of
the
questions
that
I
I
think
about
a
lot
is
whether
the
level
of
transparency
we
have,
particularly
in
everything's,
you
know
open
it's.
It's
all
documented,
might
actually
hurt
some
of
that
psychological
safety,
because,
if
I
go
on
and
I
add
my
thoughts,
a
strong
opinion
to
a
topic,
it's
there,
it's
archived
my
names
on
it
and
so
I
wonder
if
that
holds
people
back
from
from
pushing
out
new
ideas
or
contradicting
other
people
and
afraid.
E
You
know
in
in
a
fear
that
there
that
that's
memorialized
right,
because
part
of
what
we're
trying
to
do
is
is
iterate
on
ideas
and
sometimes
our
first
generation
doesn't
age
well
and
we
realize
like.
Oh,
that
was
not
a
good
idea,
and
so
we
might
be
afraid
to
put
that
up
there
and
we
don't
have
any
anonymity
right,
like
all
of
our
profiles,
are
our
real
names,
our
job
titles,
so
on
and
so
forth.
So
certainly,
if
you're
anonymous
on
the
web,
you
might
be
able
to
do
that.
E
D
Definitely
agree,
I
think
thank
you
for
bringing
that
up.
I
can
think
of
several
occasions
where,
even
though
collaboration
is
one
of
our
values
and
it's
encouraged
in
in
every
way,
I
feel
if
I
was
to
comment
on
something.
That's
outside
my
area
of
expertise.
I
was
not
particularly
comfortable.
Putting
that
in
a
public
issue,
I
I
was
just
I
admitted
that
to
myself
that
I'm,
not
an
expert
in
this
area,
there
are
people
who
know
better
than
I.
C
To
change
in
this
aspect
in
my
behavior
is
the
level
of
certainty
that
I
might
have
been
imposing
on
my
teammates
in
a
previous
roles
where
it
was
just
I
was
saying
that
I,
nobody
could
actually
grab
me
by
that
word
and
say.
Last
week
you
said
that
things
are
exactly
like
this.
You
must
be
straight
in
the
eye.
C
F
F
You
know
middle
managers
executives
representing
these
different
levels
of
the
hierarchy.
I
guess
the
reason
it's
not
like
crazed
like
that
is
because
it's
about
hierarchies
in
general,
rather
than
specifically
companies
and
one
thing
I
always
find
kind
of
interesting
about.
This
is
the
tension
between.
Like
you
know,
they
talk
about
power
going
up
because
you
set
the
you
know.
You
set
the
direction.
You
set
the
strategy.
You
know
that
the
higher
up
you
are,
but
because
you're
also
not
actually
doing
the
work
that
is
executed.
F
You
are
still
relying
on
all
of
the
people
below
you,
so
I
think
having
just
a
a
single
arrow
is
useful
for
the
point
they're
making,
but
I.
Don't
think
it
is
just
a
single
arrow
right,
like
you
know
the
the
power
so
sort
of
goes
both
ways
in
a
sense
like
you
know,
Seth
is
the
only
current
manager
on
this
call,
but
you
know,
if
says,
if
your
team,
you
know
working
on
things,
that
you
don't
think
they
should
be
working
on.
You
can.
F
You
know,
work
on
that
with
them
and
ultimately
you
do
have
potentially
the
power
to
fire
them,
but
you,
you
physically
can't
make
them
do
that
work
like
you
know
you
can,
you
can
threaten
them.
You
can
encourage
them.
You
can
coach
them,
you
can.
You
know
you
have
tools
at
your
disposal,
but
you
can't
actually
you
know
make
that
happen.
So
I
think
that's
an
aspect
that
I
think
I
don't
know.
F
I
just
I
just
always
find
it
interesting
and
I
think
people
who
are
in
a
position
of
executing
stuff,
like
this
often
sort
of
under
rate
that
power
all
that
you
know,
flexibility,
that
sort
of
agency
that
you
have
there
and
then.
Finally,
to
finish,
my
monologue
here:
I
think
that
I
should
acknowledge
that
this
doesn't
necessarily
apply
to
every
hierarchy.
Like
it,
you
know
in
the
case
of
a
company,
it
really
depends
on
how
replaceable
you
are
right.
B
There's
also
the
scarcity
of
talent,
but
it's
off
I
think
it
software
development
quite
unique
in
their
respect.
In
that
it's
it's
I
mean
I'm
sure
we
probably
all
had
that
manager,
who's
gone
to
manager
school
and
does
sort
of
what
what
they
would
do
with
sort
of
maybe
unskilled
labor
I'm
not
trying
to
make
a
class
distinction
here
or
anything.
B
They
can
also
do
something
about
it
and
I
think
that
this
this
often
creates
a
large
tension
in
organizations
where
the
manager
might
be
really
good
at
sort
of
the
not
getting
the
numbers
and
all
the
sort
of
stuff
that
the
higher-ups
want,
but
they're
the
they're
alienating
the
folks
creating
the
value
and,
unlike
less
privileged
folks.
Perhaps
we
can
actually
do
something
about
that
and
we
have
a
lot
of
power
to
do
that.
B
It's
always
something
that
the
the
the
privilege
of
being
in
software
often
I,
often
think
about.
In
that
we
don't.
We
don't
million
unions
as
much
I.
Think,
even
though
I
think
unions
are
important
in
a
lot
of
ways
that
software
unions
I
feel
like
we,
the
scarcity
of
talent
and
software.
Make
puts
us
in
a
powerful
position
already.
E
Even
the
term
resource
is
like
hey,
I'm,
gonna
use
up
this
resource
and
then
throw
it
out
and
now
we're
we're
renaming
these
two
people,
ops
and
so
I
think
certainly
in
tech
were
we're
getting
smarter
about.
Understanding
like
exactly
like,
like
you're
saying,
is,
is
the
individual
individual
contributor
has
a
lot
more
power
and
a
lot
more
agency
and
and
making
sure
that
managers
and
the
management
structures,
respect
that
and
I
would
say
you
know
I
think
most
of
the
innovation
that
comes
in
the
industry
tends
to
be
at
the
contributor
level
right.
E
You
don't
have
like
some
seven
manager
coming
up
with
this
great
brilliant
idea.
It's
it's
the
contributor
who's
working
in
the
code
every
day,
saying
hey
what
if
we
did
this,
what
if
we
did
that
and
then
the
ideas
kind
of
bubble
up
from
there
and
I
think
that's
you
know
like
when
you
talk
about
facilitation
and
workshop
a
lot
of
times.
It
is
to
try
to
get
those
people
to
share
those
ideas,
because
management
beats
them
down
and
says:
hey,
don't
share
your
ideas.
F
Yeah
I
think
that
Industrial
Revolution
concept
of
how
a
company
works
is
something
I
keep
meaning
to
read
more
into
as
well,
because
they
it
feels
like
it
does
just
have
quite
sort
of
long
lasting
effects
on
how
you
know
not
just
companies
but
especially
businesses.
You
know
work
these
days
and,
like
you
know,
a
lot
of
things,
sort
of
come
from
that
model
of
sort
of,
because
I
guess
that
was
the
first
time
you
could
have
a
bunch
of
people
working
in
a
single
business.
F
E
I
think
one
of
the
reasons
do
those
models.
Kind
of
persist
is
no-one's,
really
figured
out
how
to
measure
productivity
or
output
from
knowledge
workers
right.
It's
something
that's
like
well.
How
valuable
is
that
person?
How
do
you
quantify
that?
Whereas,
if
you
have
like
an
industrial,
you
know
exactly
how
many
widgets
you
know
someone
on
the
line
made
and
you
can
fire
them
hire
them
promote
them
whatever,
based
on
how
many
widgets
are
making
the
software,
you
know,
there's
no
real
good
model
for
this,
and
no
one's
really
cracked.
The
code
on
that.
F
Even
within
that,
this
is
kind
of
off
the
topic.
I
read
a
book
recently
the
ragged
trousers
philanthropist,
which
is
about
it's
a
long
book.
I'm,
not
gonna,
go
into
all
the
details,
it's
about
a
crew
of
painters
and
decorators
in
England
in
the
early
20th
century,
and
basically
how
they
are
exploited
or
participate
in
their
exploitation
by
the
managers
of
the
company,
and
you
know
part
of
it
is
like
you
know.
F
Maybe
it
was
six
pence
a
day
for
this
type
of
work
and
someone's
desperate
for
work,
because
there's
not
much
employments,
they
take
five
and
a
half
pence
a
day
and
then
suddenly
that's
sort
of
the
benchmark
that
everyone
else
is
using,
but
also
it's
sort
of
talked
about
how
it's
kind
of
like
a
lemon
market.
In
that
the
customer
is
constantly
cheated.
You
know,
they're
not
getting
the
quality
of
work
that
they
think
they're
getting
and
that
they're
paid
for
and
so
the
incentive
for
the
company
competing.
F
Yet
so
the
companies
and
the
incentive
within
the
company
for
the
individual
supervisors.
Individual
painters
is
to
do
things
as
quickly
as
possible,
while
not
making
it
obvious
that
they've
been
done
badly,
which
is
obviously
a
terrible
and
since,
if
but
I,
think
that
comes
from
the
same
sort
of
thing
of
like
you
know
it
being
hard
to
sort
of
measure.
D
Yeah
absolutely
I,
of
course,
I
just
accidentally
closed
that
alright,
here
we
are
so
I
felt
for
si6
right
at
the
very
beginning.
There's
bold
questions
about
companies
says
you
work
for
a
company.
You
work
at
a
company.
You
work
with
a
company.
Maybe
you
own,
the
company
I
would
expect.
I
would
extend
these
questions
to
any
company.
You
don't
have
to
work
at
it
as
a
thought,
experiment
and
the
questions
they
have
are.
Why
does
this
company
exist?
How
does
it
serve
your
life?
And
what
does
it
do
so?
I
initially
thought
about
this.
D
How
I
would
answer
this
for
gitlab
and
I?
Think
my
answer
would
depend
on
how
much
time
you
have
sometimes
is
it's
great
to
have
a
elevator
pitch,
but
I
think
that
for
a
lot
of
companies,
this
these
questions
do
generate
a
lot
of
interesting
thoughts
and
allows
you
to
view
companies
beyond
just
the
revenue
and
the
stock
value
and
see
what
problems
they're
solving
and
how
it
helps
people
solve
those
problems.
A
A
All
creative
work
from
read-only
to
read,
write
and
to
media
sites
like
huge
social
implications
as
well.
So,
in
a
way
it
we
have
a
social
mission
kind
of
and
also
the
other
thing
is
our
advocacy
of
remote
work,
which
is
also
a
social
field
in
a
way
know.
So
one
of
our
it's
almost
like
I
was
hectic
initially
in
a
way,
I'm,
not
really
sure,
if
it's
explicitly
like
that.
But
this
was
one
of
the
big
reasons.
Why
actually
trying
it
like
it's?
Not
just
a
tech
company
but
billions
like
a
bigger
purpose.
E
Yeah
I'll,
say
I,
agree,
I,
think
one
of
the
things
that's
really
attractive
to
me
is
some
of
the
ideas
of
the
open
source.
The
transparency,
the
remote
work
for
me,
that
is
some
of
the
social
mission
is,
is
proving
that
it
works
and
proving
that
we
can
make
that
work
at
a
large-scale
organization
and
I.
Think
that
will
have
very,
very
large
impacts
to
the
tech
industry
and
to
kind
of
the
knowledge
working
industry
in
general
and
I.
D
I
just
wanted
to
echo
what
Seth
just
shared
and
say
that
I
am
I
was
actually
a
member
of
the
open-source
community,
a
user
of
gate
lab
for
about
two
years
before
starting
I
was
an
active
contributor
on
the
gate.
Lab
forum
and
I
had
my
first,
mr
to
the
gate,
lab
EE
codebase
before
I
got
a
job
offer
and
I
would
say
a
large.
D
A
large
reason
that
gate
lab
is
on
at
the
top
of
my
list,
for
employers
is
because
of
our
everybody,
can
contribute
and
changing
from
read-only
to
read
right
as
well
as
our
values.
I'd
say
that
is
a
driver
for
talent,
it's
a
and
if
we
have
Co
developers
instead
of
just
users,
people
take
ownership
over
our
product
and
they're
personally
invested
in
a
way
that
having
closed
source
proprietary
software,
it's
it's
just
not
option
to
contribute
to
I,
feel
tension
after
working
at
gate
lab
for
so
long.
D
F
Yeah
I
think
that's
a
good
point,
I
think
it's
because
get
labs
open
core.
You
know
I'm
kind
of
reluctant
to
speak
about
it
as
purely
open
source.
Like
the
thing
is,
you
can
still
contribute
to
the
proprietary
code
base
if
you
want
to
like
there's
I
wish
that
happened.
More
often,
like
you
know,
I
do
like
free
and
open
source
software.
I
do
especially
appreciate.
F
Say
especially
appreciate
copy
letter
software
which
get
that
isn't,
but
you
know
any
free
open-source
offer
is
good,
but
even
for
software,
that
is
proprietary,
there's
a
lot
of
times
where
I'm
like
look,
even
if
it
is
proprietary
I
just
want
I
just
want
to
help.
You
fix
this,
like
oh
I,
want
to
fix
this
because
I
need
to
I
need
this
to
work.
You
know
like
I,
don't
care
about
the
license.
F
If
you
know,
as
as
I
spent
my
time
there
so
I
think,
that's
probably
a
very
good
sign
about
how
we
work
right
now
that
like
like,
because,
like
I
said
you
know,
did
this,
this
could
have
a
huge
impact
on
how
other
companies
work
anyway,
but,
like
you
know
from
you
know,
just
for
me
personally.
If
I
move
to
another
company
I'd
be
like
what
could
we
can?
We
do
things
like
you
would
still
get
live
handbook
like
they
say
the
Loom,
your
handbook
can
be
stolen.
F
C
Yeah,
like
that,
the
bit
when
they
were
saying
that
it's
not
just
software,
but
they
are
open
sourcing,
the
processes,
which
is
exactly
what
the
kidnap
is
doing
and
what
I
haven't
heard
about
till
I,
don't
get
like
I
saw
the
handbook
and
and
now
I'm
reading
about
it
again.
It's
really
nice
to
be
transparent
because
people
can
like
read
through
it
and
give
you
feedback
even
without
working
at
the
company.
B
The
first
time
that
I
run
a
an
opensource
like
I'd
done
open
sort
of
stuff
before
but
the
first
time
I
join
an
entirely
open
source
company
was
my.
It
was
one
of
my
my
clients
back
in
like
2016
or
something
and
I
was
with
them
for
like
two
years
and
they
used
all
open
source
stuff
they
if
they
had,
if
they
use
something
it
had
to
be
free
and
open
source.
B
They
just
said
if
it's
required
here,
we
just
won't
use
it,
and
it
was
a
lot
of
anxiety
for
me
going
to
and
opens
like
putting
everything
that
I
did
open
source
cuz.
You
hear
horror
stories
about,
you
know,
I,
don't
know
I,
don't
know.
Maybe
it's
just
me,
but
like
doing
something
and
then
some
angry
commentator
is
like
you
idiot
and
there's
there's
always
that
kind
of
sort
of
risk
that
you're
putting
yourself
out
there
in
a
big
way
and
but
but
I
mean
I
I.
B
Do
that
now
and
I
think
it's
okay
and
I
and
I
love
how
we
encourage
other
people
to
put
themselves
out
there
as
well,
because
we've
got
a
culture
that
supports
that.
E
F
Mean
I'm
reading
a
paper
book
here
and
I've
got
an
e-reader
at
Christmas
and
I
was
like.
Why
didn't
I
get
one
of
these
before,
but
whatever
things
you
know,
I
do
I
do
like
physical
books,
but
what
other
things
you
could
do
with
an
e-reader
is
like
search
within
the
book
and
two
things
that
I
kept
thinking.
F
They
would
mention,
but
they're
not
remembering
seeing
the
words,
and
they
may
have
mentioned
them
and
I
just
completely
blanked
it
from
my
memory,
cooperatives
and
Mutual
organizations,
which
is
slightly
different,
I
think
they're
closer
to
a
co-op
Inspiral
for
sure,
but
I
think
they're,
both
sort
of
interesting
organization
structures
that
you
know
are
no
longer
new
but
are
still
interesting.
If
that
makes
sense.
A
So
I
actually
have
the
hippo
Croatian
as
well,
but
for
some
reason
it
doesn't
support.
Searching
it's
like
to
text
this
individual,
something
so
I
was
actually
looking
if
those
words
I
mentioned
anywhere
else,
so
I
couldn't
do
that.
But
just
just
want
to
say
from
my
author
reading
I've
done
about
inspired.
It's
definitely
like
an
inspiration,
but
we've
some
mutual
organizations
and
I
think
it's
by
foundation
itself.
It's
also
a
cover,
but
not
true,
but.
B
There's
there's
sort
of
three
layers
they
sort
of
the
friends
which
are
kind
of
people
who
are,
you
know,
context
of
the
network,
but
not
really
in
it,
and
then
contributors
who
are
kind
of
people
who
are
in
the
network
and
then
you've
got
the
members
who
are
kind
of
the
core
I.
It
may
be
different
now
and
I'm
pretty
sure
it's
it's
the
sort
of
same
structure,
but
every
member
has
one
chair.
B
So
as
soon
as
you
can
remember,
which
would
you
have
to
be
sort
of
voted
in
by
the
other
members,
so
you
get
one
share
and
then
that's
your
ownership
of
Israel,
and
so,
when
I
stopped
being
a
member
I
just
give
up
my
sharing,
and
that
was
it.
So
it
is
a
core
but
not
of
everyone.
So
that's
probably
distinction
worth
noting.
B
A
Okay,
so
let's
move
on
to
the
next
one,
so
this
was
just
a
one-pager
about
their
handbook
and
I
just
browsed
around
the
side,
a
bit
I
like
our
small.
It
is
compared
to
ours
and
they
have
one
page
of
they
called
content
dusting
like
a
regular
practice
to
go
through
the
content
and
see
if
it's.
The
current,
though,
could
be
updated
and
yeah
I
guess
we
could
use
some
of
that
and
I
think
we
in
the
process
of
building
up
and
I.
A
F
B
B
They
had
lawyers
in
the
network
in
that
so
and
those
folks
and
I
know
a
lot
of
them
personally,
who
who
were
part
of
setting
that
up-
and
they
would
have
done
so
with
this
very
deliberately
so
I
think
I'm,
not
sure
if
New
Zealand
has
a
co-op
as
a
thing
legally
but
they're,
a
New
Zealand
limited
company,
but
yeah
they
do
behave
as
a
co-op,
because
I
think
you
can
just
run
it.
However,
you
want
as
long
as
it's
in
your
Constitution.
A
And
that
the
other
section
bookable
I,
like
most
agreement
section
so
they've
like
a
dozen
formal
agreements
and
a
tip
lab
rehabs
I
mean
we
have
some
sections
in
the
input
that
are
like
more
like
agreements.
The
main
one
is
I.
Guess
is
the
code
of
conduct
that
they
actually
have
to
sign.
So
I
think
that's
the
only
legal
agreement
we
have.
B
Yeah
that
was
actually
that
was
an
interesting
thing.
That
kind
of
popped
up
was
that
sometimes
you'd
have
an
agreement
with
some
people,
and
this
is
in
any
group.
You
get
an
agreement
that
some
people
have
made
and
the
new
people
come
in.
What
if
they
don't
agree,
they
didn't
agree
to
the
ingredients.
So
what
are
they're
like
actually
I,
don't
want
to
work
this
way
or
I.
Don't
want
to
do
it
this
way.
Are
they
bound
to
the
agreement?
B
Does
it
they
didn't
sign
anything
legally,
then
you
know
you
can't
really
core
something
to
do
that,
or
you
mean
you
can
try.
We
can
use
social
means,
but
again
with
dissent.
Managing
dissent
is
a
really
interesting
process
and
it
kind
of
comes
back
to
Oh,
golly.
Sorry,
I,
couldn't
member
who
was
talking
about
the
transparency
being
a
really
tricky
thing,
because
dissent
also
becomes
a
lot
harder,
I
think
in
any
group
dissenting
already
has
a
social
cost
and
I
think
nurturing
dissent.
B
You
know
like
dissent
that
is
tactful
and
kind
and
appropriate
and
I
think
really
valuing
the
the
risk
that
the
person
took
to
to
dissent
is
a
really
important
one.
We've
had
many
many
inspire.
We
had
many
talks
about
that
me
always
had
to
kind
of
remind
everyone
sort
of
collectively.
Remember
that
you
know
just
bring
thumbing
on
a
decision.
Just
oh
yeah
sure
it's
fine,
but
it
can
be
really
hard
to
to
be
the
the
red
thumb
or
the
or
the
you
know.
B
You
know,
in
a
field
of
green
thumbs,
so
really
think
about
your
agreement,
not
just
going
along
with
whatever's
been
proposed,
but
but
also
really
being
thoughtful
around.
What?
What
do
we
not?
Well,
you
know
what
what
are
our
failure
modes?
It's,
okay,
to
think
negatively,
it's
okay
to
think
about
the
failure
modes
and
the
way
two
things
can
go
sideways.
So
that's
I,
really
like
nurturing
dissent
as
a
thing,
but,
like
I,
say
nicest
than
kind
dissent
and
appropriate
tactful,
listen.
D
A
D
If,
if
you
really
take
it
into
account
that
the
person
on
the
other
end
is
trying
to
help
our
company
and
our
users
and
our
customers,
then
putting
that
in
that
perspective,
that
perspective
can
change
how
you
would
respond.
I
also
think
that
it
is
in
our
handbook
or
values
to
give
negative
feedback
in
a
small
setting
and
share
positive
feedback
publicly.
We
have
a
select
channel
just
for
thanking
people,
and
it's
encouraged
to
do
so.
So
I
think
those
two
ways
are
some
ways
we
can
handle
dissent
without
having
to
sacrifice
transparency,
I.
A
A
F
A
They're
here,
like
the
section,
was
just
like
a
huge
connection
of
quotes,
and
each
of
them
was
interesting
in
its
own
way,
then
below
he
wrote
like
self-leadership
similar
to
Manchester
for
one,
which
is
also
something
we
call
out
in
our
handbook
like
when
we
you're
hiring
people
be
looking
for
managers
with
one
eye
and
yeah.
Just
something
else.
I
wrote
here
like
I,
sometimes
wonder
what
it
would
be
like
if
I
could
just
work
on
anything
I
wanted
and
not
really
have
like
a
team
where
we
plan
and
decide
what
everybody
rocks
on.
F
Know
I've
got
quite
a
bit
of
like
my
main
job
as
well,
actually
I'm
in
kind
of
an
unusual
position
as
a
staff
engineer,
because
I'm
there's
also
a
distinguished
engineer
on
the
same
team.
You
know:
I,
don't
have
some
of
the
responsibilities
that
sort
of
implied
by
being
the
most
senior
technical
person
on
the
team,
but
yeah
my
job
is
basically
to
because
we're
quite
a
project
focused
team,
as
opposed
to
the
product
teams,
would
sure,
like
you
know,
have
a
bunch
of
different
things
going
on
at
once.
F
A
F
Do
that,
like
you
know,
we
have
people
in
the
support
team
who
contribute
fixes
or
write
separate
tools
by
you
know
way.
Mang
in
particular
is
contributing
some
really
cool
features
and
well
as
well
as
worked
on
some
cool
tool
links
so
yeah
I.
Think
most
people
have
the
flexibility
to
do
that.
It's
just
hard
to
realize
that
you
have
the
flexibility
to
do
it
and
really
believe
that
you
have
the
flexibility
to
it.
A
lot
of
the
time
and.