►
From YouTube: GitLab Values and Culture Interview, Darren & Sid
Description
Sid (co-founder and CEO) and Darren (Head of Remote) discuss GitLab's values and culture.
➜ Learn more about GitLab's values: https://about.gitlab.com/handbook/values/
➜ GitLab's value hierarchy: https://about.gitlab.com/handbook/values/#hierarchy
➜ Learn more about GitLab's all-remote culture and processes: https://about.gitlab.com/company/culture/all-remote/
➜ GitLab's biggest risks: https://about.gitlab.com/handbook/leadership/biggest-risks/
➜ The importance of living out GitLab values and maintaining companywide support at scale: https://youtu.be/oRbEuSYwBAg
➜ Discussing GitLab Sub-values — 'No Ego' and 'Low Level of Shame': https://youtu.be/n9Gfe9p1tmA
➜ Associated merge request documenting takeaways from this interview into relevant places in the GitLab handbook: https://gitlab.com/gitlab-com/www-gitlab-com/merge_requests/37695
✪ A list of questions and topics covered are below ✪
1. Were all six values documented at GitLab’s inception?
2. While the top-level values are somewhat common across organizations, the sub-values strike me as highly unique and serve to describe the nuance in what makes GitLab unique. Would you agree with that?
3. “Loss of the values that bind us” is in our Biggest Risks. We’re working to surface them as early as possible to applicants and make sure that new hires are given time to ingest them, but what else do you think the company needs to do as we scale?
4. Do you feel that all departments are given equal opportunity to internalize the values during onboarding? How are those in sales, compensated based on quota, encouraged to take time learning values rather than jumping straight into sales?
5. I was shocked at how real the values felt when I joined. Many feel like traps. Embracing GitLab values could get you blackballed or terminated at other organizations. How can we ensure that people give themselves permission to drop prior organizational baggage and embrace a fresh start and new values?
6. What’s the recommended approach for speaking up when you feel that values aren’t being lived (or they simply aren’t understood/someone isn’t aware of them)?
7. Many of the values seem to express a desire to not pass judgement on colleagues. In prior organizations, I’ve felt that a lack of perfection could lead to reprimand — that every move would be heavily judged. Is it intentional that GitLab’s values promote a less judgmental and more trusting atmosphere? What benefits have you seen from this, and why don’t more companies do this?
8. Does the Values Hierarchy exist to resolve disputes when two or more values could be argued to support two different outcomes?
9. Do you have a desire to see other companies copy and implement GitLab’s values? Have you seen any companies do this to date?
10. Have investors or outside parties remarked on our values in meaningful ways that you’d like to share?
11. Have you thought about new ways to reinforce our values? How would you recommend a team member propose new ways to reinforce values? An MR to our values page?
A
Hey
this
is
Darren
head
of
remote
at
gitlab
and
today,
I'm
being
joined
by
our
CEO
and
co-founder
Sid,
and
we're
gonna
talk
about
company
values
and
the
culture.
That's
derived
from
that,
so
get
labs,
values
are
very
unique
and
the
way
that
they
are
revered
and
respected
here
is
also
really
unique,
and
especially
for
new
hires.
A
A
B
Evolved
and
they're
still
evolving
our
values
page
is
a
living
document.
In
the
beginning,
we
had
no
documented
values.
First,
we
have
to
learn
the
lessons
as
a
company
that
kind
of
had
you,
your
values
are
kind
of
what
what
you
do
when
things
are
tough
and
things
are
hard
and
then
we
wrote
them
down
and
we
had
13
values.
That
was
a
bad
omen,
because
most
most
people
only
could
remember
to
her
free
values
without
looking
at
the
page.
So
too,.
A
B
A
How
early
in
the
company
were
those
values
derived?
You
said
they
weren't
documented
at
the
beginning,
but
for
many,
including
myself
and
though
outside
of
the
company,
it
seems
that
documentation
has
been
core
to
get
lab
from
the
very
very
start.
So
I'm
curious
when
the
light
bulb
went
off
that
we
should
actually
document
these
yeah.
B
A
A
So
the
the
top-level
value
saw
I'll
read
those
out
and
I'm
also
going
to
link
them
in
the
YouTube
description,
but
the
top-level
values
right
now.
Our
collaboration
results,
efficiency,
diversity
and
inclusion,
iteration
and
transparency,
and
so
together
they
spell
credit,
and
in
our
handbook
page
we
say
that
we
give
each
other
these
by
assuming
good
intent
and
those
top-level
values.
They
seem
like
words
that
you
may
hear
at
other
companies.
A
A
There
are
things
like
short
toes
and
no
ego
and
blameless
problem
solving
and
it's
impossible
to
know
everything
I
mean
the
fact
that
this
is
written
down,
that
it's
impossible
to
know
everything
when
I
first
read
this:
it's
like
it's
incredible
that
this
is
formalized,
because
it's
one
of
those
things
that
everyone
knows,
but
in
some
places
it's
taboo
to
even
say
that.
So
do
you
think
the
the
sub
value
describes?
The
nuance
in
what
makes
gitlab
unique
do
you
agree
with
that
and
how
have
the
sub
values
evolved
over
time?
B
I
think
that
the
sub
failures
came
about
because
we
had
questions
about
the
values
and
we
talked
about
them
and
we
came
to
conclusions
and
we
be
documented
those
and
like
values
of
like
bristles
collaboration
like
yeah.
That's,
that's,
not
really
special
other
companies
have
those
same
values,
and
so
it's
not
in
the
word
collaboration.
It's
how
we
have
what
we
derive
from
that,
what
what
make
it
make
it
specific
and
so
I
think
we
need
a
framework.
B
That
is
the
credit
framework,
but
those
sub
values
are
really
our
set
of
values
we
just
and
we
try
to
give
them
catchy
names.
Like
short,
oh
so,
they're
easy
to
refer
to.
That's
that's
a
substance.
Otherwise,
if
you
don't
specify
values,
they're,
just
words
and
they're,
much
more
open
to
interpretation
and
they're,
much
less
useful,
less
like
the
distributed
decision
framework,
they
are
today.
Yes,.
A
A
If
you've
come
from
a
place
where
collaboration
was
a
value,
but
maybe
it
was
twisted
to
support
a
certain
agenda
or
only
applied
in
certain
instances,
if
you
come
here
and
you
see
collaboration,
but
there's
no
sub
values
to
define
it,
you
may
simply
bring
along
that
default
definition
of
collaboration
and
then
try
to
use
that
here.
So
it's
it's
that's
an
interesting
way.
I
haven't
really
thought
about
some
values
as
the
defining
or
the
defining
terms
of
that
overarching
term,
but
you.
A
B
A
A
good
point
because
sub
values,
there's
there's
a
connotation
there,
that
they're
beneath
the
the
overarching
value,
but
in
practice
they
they
serve
to
substantiate
and
and
give
context
it's
it's
actually
a
lot
easier
to
recognize
people
for
living
out
a
sub
value.
At
least
I've
seen
it's
easier
to
recognize
that
someone
lived
at
a
sub
value,
sometimes
than
even
the
top-level
value,
because
it's
pretty
easy
to
see,
bleh,
less
problem-solving
or
short
toes
I
love.
A
So
let
me
I
want
to
just
go
back
a
bit
to
your
answer
there.
You
said
we
just
discussed
what
the
sub
value
should
be
to
substantiate
what
the
overarching
value
terms
were.
How
long
ago
was
that
who
is
the
we,
everyone
at
gate
lab?
Has
the
ability
to
make
a
proposal
to
change
or
add
to
a
value
I'm
just
curious
who
the
we
you're
referring
to
is,
in
that
instance,
yeah.
B
So
what
many
companies
do
is
they
say?
Oh
we're,
gonna
define
our
values,
they
go
work
on
it
for
a
week.
They
define
it
and
that's
it.
That's
never.
How
there's?
No,
how
get
lab
works?
We
never
had
this.
Oh,
let's
work
on
our
values
for
a
couple
of
hours
or
a
couple
of
days
and
they've
liked
everything
we
iterated
on
them
and
they
continually
improve
and
you
still
see
sub
values
being
added
by
people.
A
Yeah,
that's
that's
important.
I've
spoken
with
others
outside
of
gitlab
and
one
of
the
things
they
have
they
have
they
struggle
wrapping
their
mind
around.
Is
that
values
or
things
related
to
a
handbook?
Don't
have
to
be
this
one
and
done
thing
so
a
lot
of
people
get
anxiety.
Oh
I
have
to
have
everything
packaged
up
so
on
on
the
first
of
the
year.
We
can
e-mail
this
out
to
the
company,
and
this
is
what's
going
to
stand
until
we
do
another
kind
of
annual
review
of
something
like
that
and
I
just
think.
A
A
Yeah
agreed
so
the
the
I
want
to
dive
into
the
biggest
risks
of
the
company,
so
we
published
what
we
perceive
as
the
biggest
risk
to
get
lab
and
the
loss
of
the
values
that
bind
us
as
a
company.
It's
actually
in
that
biggest
risk
list.
So
we're
working
to
surface
these
values
as
early
as
possible
to
applicants
and
we've
we've
moved
it
up
high
and
the
onboarding
issue,
and
we've
created
additional
handbook
pages
to
kind
of
really
reinforce
the
reading
through
the
values
and
ingesting
them
is
not
something
that
should
be
viewed
as
skippable.
A
So
if
you
come
in
and
you're
onboarding
into
a
new
company,
it
may
seem
like
oh
yeah
yeah.
The
values
page
like
I,
just
know
where
it's
at
I'll
go
reference
it.
When
crisis
hits
and
I
really
need
it.
But
we
want
to
make
it
obvious
to
people
that
it's
something
you
you
really
need
to
dive
into
and
ingest,
because
it's
actually
dramatically
different,
most
likely
than
where
you've
come
from
I'm.
Just
curious
on
what
the
thought
there
is
on
losing
the
values
that
bind
us
like
as
we
scale
as
a
company.
B
A
B
Think
you
lose
that
ability
to
coordinate,
for
example,
take
iteration
if
one
person
is
iterating
and
have
a
really
minimal
ugly
feature,
they
want
to
add,
and
the
other
person
comes
from
another
company
says
well,
this
is
nowhere
near
finished.
We
make
more
UX,
we
make
more
this
any
other
person.
Well
you're
right.
This
needs
more
work,
but
we
can
ship
this
it's
right
now,
customers
don't
have
anything,
it's
not
confusing
anyone,
it's
not
a
security
or
a
data
rich
at
risk
or
anything
else.
I
agree.
B
It
needs
more
work,
but
let's
get
this
out
and
see
what
what
people
where
people
want
to
take
this
from
here.
If
the
other
person
is
not
familiar
with
iteration
they're
gonna
have
a
conflict
and
and
it's
not,
that
one
is
better
than
the
other
like
at
stripe.
They
ship,
beautiful,
finished
products
and
a
very
competent
people
work
there.
It's
just
not
how
we
work.
So
you
set
the
company
up
for
a
lot
of
conflict.
If
you
don't
have
shared
value,
yeah.
A
It's
a
great
point:
it's
not
about
right
or
wrong.
Necessarily
it's
just
about
committing
to
doing
it.
One
way
or
the
other
I'm
curious
it.
What
we
can
do
as
a
company
to
after
onboarding
to
ensure
that
people
are
reminded
of
things
like
you
just
mentioned,
is
it
simply
managers
living
it
out
and
bringing
them
up
on
a
day
to
day
basis,
I
mean
it's
like?
It
seems
like
the
simple
answer
is
just
keep
living.
It
I
think.
B
Values
are
what
you
hire
for
it
or
you
praise
people
for
it
and
what
you
promote
them
for,
by
definition,
what
you
do
there
are
your
values
and
know
what
you
say:
they
are
know
what
not
all
the
all
the
other
stuff
we
do
for
our
values.
What
we
do
there
is
the
most
crucial,
so
values
I
think
should
be
explicitly
part
of
our
hiring
process
and
I
draw
profiles,
and
our
tree
succeeds.
B
B
A
Do
you
feel
that
all
the
all
of
the
departments
that
get
lab
have
an
equal
opportunity
to
internalize
the
values,
especially
early
on,
and
so
the
example
that
that
came
up
in
questions
was
for
sales,
for
example,
maybe
compensated
based
on
quota
of
verses,
a
flat
salary.
They
may
come
into
an
organization
and
feel
pressure
to
jump
straight
into
selling,
because
it's
directly
tied
back
to
their
personal
compensation.
How
do
we
reconcile
that
I.
B
Do
think
that
all
departments
have
that
opportunity
and
the
sales
there
is
that
pressure
of
a
quota
and
that's
why
we
rent
that
quota
up
gradually
and
give
you
the
chance
to
spend
time
on
onboarding
yourself
and
studying
everything
you
don't
start
off
with
a
hundred
percent
quota.
It
ramps
up
over
time
and
that's
based
on
our
experience
with
people
that
took
the
time
to
study.
If
you
want
to.
If
you
want
to
go
fast
and
become
really
great
at
something,
you
do
have
to
study
the
materials
yeah.
A
Understood
so
I
was
personally
shocked
at
some
of
the
values
when
I
joined
and
to
be
totally
Frank.
Some
of
them
felt
like
traps
and
I
think
embracing
gitlab
values
actually
could
get
you
blackballed
or
reprimanded,
or
even
terminated
at
other
organizations.
I've
actually
seen
the
conflict.
Other
other
ways
of
working
versus
the
way
get
lab
work
works,
so
it's
jarring
in
all
the
best
ways.
But
how
do
we?
A
How
do
we
ensure
that
people
give
themselves
permission
to
drop
any
prior
organizational
baggage
that
they
may
have
and
embrace
a
fresh
start
and
new
values
and
trust
that
these
values
aren't
traps
and
that
people
actually
assume
positive
intent
and
they
they
want
to
rally
around
them?
I
think
for
a
lot
of
people.
There's
an
internal
battle
on
I,
see
these
values.
I
appreciate
these
values.
I
want
these
values
to
be
real,
but
my
prior
experience
says
that
that
might
not
serve
me
in
the
best
possible
way.
Was.
A
Some
of
them
are
short
toes
was
a
good
one
and
allowing
other
people
to
contribute
to
your
domain.
So
stay
in
your
lane
is
a
very
popular
corporate
term.
I
mean
if
you
veer
too
far
into
someone
else's
Lane.
There
can
be
consequences
for
that,
but
here
people
genuinely
want
others
to
add
in
science
and
contributions
to
make
them
better,
but
that
can
feel
at
odds
with
where
they
may
have
come
from
yeah.
B
The
best
way
we
can
show
that
is
by
talking
about
it,
it's
great
that
you
bring
it
up,
but
also
true,
transparency
and
I.
Think,
for
example,
our
issue
tracker
is
a
really
powerful
way
to
show
like
yeah.
That's
really
everyone
in
the
organization
giving
opinions
on
things
and
maybe,
in
short
toast
we
can.
We
can
link
that
much
request
where
I
wanted
to
rename
team
member
to
tanuki
and
I
got
voted
down
forty
to
zero,
and
things
like
that
I,
where
yeah
here
are
people.
B
Helping
out
giving
suggestions,
oh
and
here's
an
example
of
a
person
completely
not
responding
to
any
suggestion,
mate
and
just
making
a
decision,
and
that's
okay
too
right,
because
the
only
way
that
works
everyone
can
contribute
the
only
way
it
works.
If
we
also
respect
that
people
take
a
different
decision
than
what
we
suggested,
that's
the
magic
that
makes
it
work,
not
inviting
people
to
contribute,
but
not
not
having
to
convince
all
of
the
people
who
left
the
suggestion
right.
B
Up
say
something
in
a
polite
way
like
link
to
the
relevant
value,
the
relevance
of
value
quote
from
it,
and
if
there's
disagreement
or
confusion
about
the
values
feel
free
to
like
talk
about
it.
If
you
work
it
get
up,
you
could
go
to
our
values
channel.
If
you
don't
work
at
it,
like
you
can
add,
mention
us
on
Twitter
or
my
cell
phone
Twitter,
so
you
had
to
talk
about
them
and
almost
every
time
we
face
a
hard
decision
at
gate
lab
it's
because
values
are
in
conflict,
and
so
it's
it's.
B
A
B
Think
negative
feedback,
not
anything
negative
like
we
deal
with
negative
all
the
time
and
give
up
like
yes,
there's
so
many
bugs
in
the
product
there's
so
many
like
almost.
If
it's
not
a
problem,
then
why
are
we
discussing
it
like?
We
shouldn't
be
discussing
anything
that
isn't
a
problem,
so
everything
is
broken
all
the
time
we
just
try
to
fix
it.
So
we
deal
with
negativity
a
lot.
That's
also
part
of
our
ambition
like
if
you
want
to
get
better,
you
talk
about
what
you
can
improve,
so
we're
totally
allowed
to
discuss
negative
things.
B
It's
it's
not
positive,
that
we
disagree
on
the
color
of
your
door
or
something
much
more
substantial,
but
that's
different
then,
and
Darren
I
I
think
you
I
asked
you
to
study
the
values
page
and
you
still
haven't
done
so,
and
I'm
now
I'm
losing
confidence
in
your
ability
to
follow
up
on
on
a
green
of
things.
We
agree:
that's
that's
negative
feedback,
which
is
very
different
from
like
a
conversation,
I
don't
know
whatever
you
should
do
this
discount
or
not
yeah.
A
Get
input
but
it's
the
negative
feedback
person
specifically
giving
feedback
to
another
person
where
you
would
want
to
take
that
to
a
private
channel.
That's
a
that's!
A
good
change!
I'm
gonna,
go!
Take
a
look
at
the
handbook
page
and
see
if,
because
I,
that
wasn't
super
clear
to
me
so
I'm
gonna
see
if
there's
anything
we
can
do
there.
I
think
maybe
using
the
term
conflict
like
conflict
is
fine
to
talk
about
in
public
and
I.
B
Disagreements,
instead
of
conflict,
because
if
disagreement
is
about
substance,
is
about
to
work,
a
conflict
very
frequently
is
between
two
people.
Okay,
should
we
go
left
or
right?
That's
not
a
conflict.
That's
a
disagreement!
God
do
I
still
enjoy
working
with
you
or
not.
If
I
no
longer
enjoy
working
with
you,
that's
that's
a
conflict,
so
I
don't
think
we
encourage
conflict.
I.
Think
we
encourage
disagree.
B
A
Sense
so
many
of
the
values,
in
my
opinion,
they
they
seem
to
express
a
desire
to
not
pass
judgment
on
colleagues
and
in
other
organizations.
I've
seen
that
a
lack
of
perfection
could
lead
to
reprimand
like
to
your
point,
stripe
insist
on
shipping
perfect
products,
so
there
are
a
lot
of
companies
that
that's
simply
the
way
they
work,
but
in
some
organizations,
if
you
don't
ship
something,
that's
perfect,
then
you
just
you
get
judged,
but
a
good
lab.
We
want
you
to
ship
smaller
things
so
that
that's
kind
of
a
it's,
a
very
it's.
A
B
B
If
you
spent
a
week
developing
that
page
I'm
gonna
evaluate
it
completely
different
than
if
you
spent
nine
months
and
what
we,
what
we
encourage
you
to
do
is
to
ship
it
after
a
week,
whatever
you
have
and
then,
if
you
still
want
to
work
on
it,
improve
prove
it
improve
it
instead
of
not
shipping
the
page
for
nine
months,
but
in
the
end,
we
still,
we
kind
of
expect
you
to.
If
you
spend
an
equal
amount
of
time
of
it.
If
you
do
in
another
company,
we
expect
an
equal
or
even
better
output.
A
B
Yeah
I
wouldn't
say
collab
as
a
company
of
low
expectations.
I
think
Caleb
is
a
company
of
very
high
expectations,
but
we
do
we
do.
We
do
explicitly
acknowledge
that
there's
there's
a
time
like
how
much
effort
you
put
into
it.
So
if
you
had
less
time
for
it,
obviously
you
you
can
you
can
do
the
same
amount
of
work
in
it
in
a
shorter
time.
So
that's
that's
I
thinking
how
far
I
would
go.
I
think
we
live
in
it.
We
work
in
a
very
high
expectation,
environment
and
results.
B
A
Me
I
think
that
nugget
there
was,
when
you
mentioned
that
if
you
have
a
shorter
time
scale
to
do
something,
then
obviously
the
expectations
of
what
will
come
from
it
in
that
time
scale
are
different,
I
think
it's
some
organizations.
It's
we
want
the
nine-month
product,
but
in
a
week,
and
thus
the
conflict
on
the
person
trying
to
do
the
work
is
how
do
I
get
a
nine
month
project
shipped
in
a
week
and
the
the
difference
here
is
you
know
you
had
a
week
to
do
it?
A
That's
a
realistic
expectation
of
what's
going
to
come
from
that
amount
of
work
in
a
week,
and
then
you
can
iterate
on
it.
So
I
think
for
me
at
least
that's
that's
kind
of
the
difference
there.
Why
don't?
What
do
you
think
more
companies
don't?
Well?
Maybe
they
do
do
other
companies
have
the
MVC
mindset
or
are
most
companies
looking
for
longer
term
only
shift
things
that
are
perfect
and
polished.
My
impression
is
that
get
lab
is
one
of
the
few,
where
the
exception
not
the
norm,
but
maybe
I
just
haven't
looked
around
enough.
A
B
Companies
MVC
thing
sometimes
internally,
where
they
quickly
iterate
every
week
they
have
a
sprint
and
they
present
the
demo.
The
hard
thing,
the
really
hard
thing
about
iteration:
it's,
not
the
iteration.
If
you
change
something
or
until
something
it
has
to
go
to
the
end
user,
and
that
requires
a
lot
of
comfort
with
having
the
user
see
things
that
are
the
coop
that
are
obvious,
that
there's
there's
still
improvements
possible
and
we
do
that
in
to
believe
that
the
user
is
going
to
provide
the
best
feedback.
B
So
it's
do
you
want
feedback
from
like
the
demo
and
the
people
wrote
early
thought
about
it
or
your
co-workers,
or
do
you
want
it
from
the
user?
We
want
the
feedback
from
the
user
and
we're
prepared
to
live
with
the
low
level
of
shame
that
comes
with
shipping,
something
that
isn't
up
to
where
we
eventually
want
it.
Yet
yeah.
A
It's
a
good
point
and
low
level
of
shame
is
another
one
of
those
sub
values
that
it
means
a
lot
to
me.
I'll
make
sure
to
link
that
in
the
YouTube
description
speaking
of
Link's
I'll
also
add
one
to
get
lapis
values,
hierarchy
and
I'm
curious.
If
that
exists,
to
resolve
disputes
when
two
or
more
values
could
be
argued
to
support
two
different
outcomes.
Yes,.
B
B
If
you
think
of
values,
as
some
logic,
binary
thing
that
that's
not
going
to
work,
there's
always
going
to
be
interpretation
and
there's
always
a
magnitude
of
certain
things,
but
we
we
did
make
a
hierarchy
like
to
make
sure
that
it's
clear
in
the
end,
the
result
matters
most
like
we're,
not
gonna
we're,
not
gonna
be
transparent.
Just
for
the
sake
of
being
transparent.
I
people
talk
about
radical
transparency.
Look
we're
not
we're,
not
radical
in
our
transparency.
B
B
B
Very
welcome
to
its
Creative
Commons.
You
can
probate
them
copy
them.
I!
Think
we'll
see
people
start
companies
after
get
lab,
that
we'll
start
with
just
for
Batum,
taking
our
values
and
then
improving
on
them.
I
would
love
for
other
companies
that
took
part
of
our
values
to
contribute
their
improvements.
Back
to
us.
I
bet
they're
served
values.
Other
people
are
developing
that
we
haven't
seen
and
I
know
of
a
few
companies
that
that
verbatim
copied
our
values,
there's
a
starting
point
and
we
very
much
encourage
people
to.
A
I'm
curious,
if
investors
or
any
other
outside
parties,
if
they've
remark
taun
our
values
in
meaningful
ways
or
do
you
have
any
anecdotes
there
where
people
have
come
to
you
and
said
a
certain
thing,
maybe
your
values
have
influenced
a
certain
thing
or
it
brought
up
a
certain
discussion,
I'm
just
kind
of
curious.
How
far
and
wide
they're
gone,
they've.
B
Gone
pretty
far
and
wide
I
think
a
lot
of
people
report
that
they've
looked
at
a
certain
section
of
our
handbook
and
they
forward
it
to
colleagues,
and
they
did
that
like
five
times
and
then
they
were
like
well
I,
better
just
joined
get
lot
because
I
work
directly
with
it
I
don't
have
to
convince
my
colleagues
first
that
this
is
how
you
should
run
a
marketing
campaign
or
something
like
that,
especially
our
compensation
calculator
is
getting
pretty
popular
where
people
say.
Oh,
we
pay,
according
to
the
give
up
compensation
calculator.
B
The
best
investor
feedback,
I
had
is
I,
think
a
tweet
from
Kelly
ill
Jeff
that
he
almost
had
a
heart
attack
when
he
saw
that
we
published
our
okrs
again
and
he's
like
yeah
it's.
So
it's
so
strange,
like
people,
companies
guard
these
things
very
very
closely
and
and
so
strange
with
gillip,
seeing
them
out
there
in
the
open,
but
he
recognized
it.
It
really
helps
us
in
in
various
ways,
including
attracting
yet
the
best
talents
who
realize
those
okay,
ours.
A
Yeah
I'm
actually
curious
do
do
you
see
most
other
companies
publishing
their
values
now
that
I
think
about
it,
I'm
not
sure
that
many
companies
do
that.
We
were
actually
having
this
conversation
earlier,
where,
when
you
think
about
applying
for
a
company,
it's
a
bit
odd
that
there's
strategy
and
I
guess
sometimes
their
values
or
all
internal.
And
it's
one
of
those
things
that
you
don't
have
a
full
grasp
on
until
you
start
working
there,
which
kind
of
makes
no
sense,
because
you
don't
know
him
to
be
fully
aligned,
they.
B
Asked
you
to
write
a
blank
check,
come
join
our
organization
and
when
you're
in
the
organization
you
need
to
subscribe
to
our
values,
our
way
of
working
and
our
strategy
is
really
important,
that
you
do
that
and
it's
very
essential
and
it's
a
it's
part
of
our
identity
and
how
we
work,
but
they
don't
give
you
the
opportunity
upfront
to
evaluate
it.
It
doesn't
make
any
sense
to
me
if
it's
so
important
that
people
share
your
values
have
them
out
there.
B
I
bet,
there's
a
ton
of
people
who
look
at
gitlab
and
say
what
iteration
the
level
of
shame.
I'm
gonna
apply.
It's
right,
I
want
to
make
something
beautiful
I
want
to
ship
something
beautiful.
You
can
make
something
beautiful
to
get
laughs
just
the
first
iteration
won't
be
that
and
that's
totally
cool
like
we
don't
need
the
entire
world
to
work
here
and
the
same
bit.
Our
strategy
I
bet,
there's
people
who
look
at
her
straight.
B
A
If
you
think
that
values
could
be
one
of
those
things
that,
because
we
make
them
public,
if
people
see
them
and
they
they
disagree
with
them
or
they
don't
think
they
could
align
with
them,
so
they
choose
to
go,
apply
somewhere
else,
because
it
work
the
other
way
around
where
people
that
do
apply
the
people
that
that
do
make
their
way
through
and
start
working
here.
Is
there
an
expectation
that,
since
these
were
public,
we
we
expect
you
to
have
a
level
of
understanding
and
actually
live
those
out
from
the
get-go.
When.
B
A
I've
seen
them
just
in
a
lot
of
applications
where
people
will
specifically
cite
those
because
it's
their
day
to
day
work
is
somewhat.
You
can't
possibly
know
what
your
day
to
day.
Tasks
are
and
I
look
like
in
a
year
or
two
or
three
in
the
actual
granular
things
you
do,
but
the
values
the
foundation
of
the
work
environment
is
something
that
you
can't
count
on.
So
it's
something
that
people
place
a
high
degree
of
value
on
I've
been
asked.
A
But
if
a
team
member
has
a
proposal
for
a
new
way
to
reinforce
values
or
an
evolution
on
values,
is
it
as
simple
as
making
a
merge
request
on
the
values
page
or
there
anything
else
that
you
think
may
be
more
innovative,
that
we
should
be
thinking
about
new
ways
to
to
live
out
and
reinforce
our
values
on
an
ongoing
basis.
Yeah.
B
I
think
now
we
have
a
level
ways
to
reinforce
that
value
and
I
look
forward
to
20
ways
in
in
a
couple
years
from
now,
and
it's
only
going
to
happen
because
people
make
my
request
and
Sheridan
Twitter
slack,
please
it
meant
to
me
and
I
think,
there's
a
ton
more
ways.
We
can
do
it
and
that
we
haven't
discovered.
Yet
the
only
thing
I
can
think
of
that
switch
those
custom
emojis
for
default
emoji.
So
we
can
use
them
on
any
platform,
but
there
must
be
many
more
ways
to
reinforce
our
values.
Well,.