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Description
Related to: https://www.youtube.com/watch?v=IFBj9KQSQXA
A
So
the
question
just
was
before
we
do
livestream
with
everybody.
What
what
can
we?
What
can
I
learn
about
your
practices
so
that
it
helps
inform
me
as
we
do
our
livestream
with
everybody
and
I
was
talking
about
how
it
seems
nowadays,
there's
a
cluster
of
you
know.
Major
league
remote
companies,
I
was
just
at
an
event
earlier
this
week,
where
automatic
had
somebody,
and
we
were
on
the
same
panel.
There's
you
there's
hashey
Corp
zapier
is
now
getting
bigger,
and
then
there
are
so
many
smaller
companies
now
as
well.
B
A
A
B
Think
it's
much
harder
to
do
both.
So
it's
pretty
doable
to
be
a
co-located
company.
It's
pretty
doable
to
be
an
old
remote
company.
I.
Think
it's
pretty
hard
to
be
a
hybrid
company
because
you
kind
of
have
to
combine
both
practices
and
it's
hard
to
get
stay
disciplined
so
I
think
that's
that's
gonna,
be
a
distinction.
That's
gonna
become
more
profitable
over
time.
A
B
B
A
A
To
the
sex
and
the
idea
being
that
we
we've
key
to
a
rolling
time
zone
across
at
least
the
United
States,
where
you
know
in
principle,
no
one
would
start
to
too
early
and
no
one
would
end
to
too
late,
but
that
it
that
obviously
breaks
down.
When
you
look
at
time
zones
outside
of
the
United,
States
and
and-
and
you
know,
Central
South
America,
so
we
haven't.
Yet
we
don't
expect
people
in
Australia,
for
example,
to
key
to
10:00
to
6:00
Eastern
Time,
but.
A
B
B
Sense,
yeah,
you
think,
since
it's
mostly
meeting
related
you're,
not
gonna,
meet
eight
hours
a
day.
Now
is
the
more
you
the
tomorrow,
the
bigger
the
window,
the
easier
it
is
to
schedule
with
multiple
people
who
might
be
in
different
meanings
each.
But
do
you
think
you
need
an
eight-hour
window
for
meetings.
A
Well,
we've
asked
that
question:
we've
asked
the
question
ourselves
and,
generally
speaking,
I
would
say:
most
meetings
still
fall
in
the
centre
of
that
time
period
and
we've
found
that
giving
people
a
guidance
reference
about
when
you
know
you're
expected
to
be
available
is
help
more
helpful
than
giving
none.
So
now,
obviously
you
know
each
year
we
think
about
how
to
make
that
work
with
now
an
increasing
non-us
population
and
ultimately,
how
do
we
make
that
work?
A
Early
and
then
potentially
working
even
later
so
I
would
say
the
most
important
thing
about
that
is
just
trying
to
give
people
a
framework
to
work
top
right
in
where
they're
they
know.
Ok,
if
I'm
asked
to
be
on
like
like
I,
might
have
to
join
a
7:30
meeting
on
the
west
coast,
but
I
shouldn't
have
to
join
a
5:30
a.m.
meeting.
You
know,
as
opposed
to
it's
just
giving
a
little
bit
of
a
boundary,
but
I
would
certainly
say
it's
a
it's
a
it's
a
it's
a
loose
and
relaxed
policy
more
than
a
yeah.
A
So
even
before
we
began
to
create
entities,
so
we
have
a
number
of
entities
outside
the
United
States
now,
where
we're
hiring
into
those
entities,
but
so
we've
already,
we've
always
had
a
decent
population
even
from
the
beginning,
who
is
not
us-based,
so
we
have
a
good
Canadian
sized
population
of
employees.
We
have
people
Netherlands
UK
Ireland
Australia,
but
it's
never
been
a
strategy
up
until
I.
Recently
we
began
to
go
to
market
in
those
places
and.
B
B
A
B
B
A
B
A
Wouldn't
say:
that's
not
that's
not
the
case
exclusively,
meaning
there
are
people
who
have
roles
that
plug
into
product
marketing,
etc.
But
majority
of
those
roles
are
going
to
be
more
frequently
working
with
people
who
are
in
market,
so
they'll
be
they'll,
be
pulled
by
meetings
in
market
as
opposed
to
pull
back
by
the
US
time
zones.
A
A
Often
times-
and
maybe
the
same
metaphor
holds
in
terms
of
when
you
fall
down
on
fresh
powder-
doesn't
hurt
so
bad
when
you
fall
down
on
a
completely
groomed
run,
it's
a
lot
more
painful,
so
the
humility,
I,
think
about
what
we
know
about
all
remote
is,
is
because
we've
made
mistakes
and
just
have
made
them
and
figured
out
how
to
get
around
them.
So.
A
So
I
would
say
key
a
really
important.
This
is
on
your
list
of
questions,
and
so
we're
probably
is
gonna
start
going
into
a
list
of
questions,
but
a
key
learning
that
I've
had
is
how
important
it
is
to
orient
and
on
board
new
team
members
with
structure
and
rigor
and
enculturate
them
into
the
all
remote
habits,
as
opposed
to
let
them
just
kind
of
walk
into
it
and
figure
it
out
for
themselves.
You.
A
We
did
that
from
many
many
hires
at
the
beginning.
We
welcome
people,
the
team
we
ship
them
a
laptop,
and
then
we
asked
him
to
show
up
on
slacker
zoom
on
day
one
about
a
two
years
ago,
we
created
our
like
a
real
onboarding
program.
So
it's
the
first
week
of
a
new
new
team
members
journey
and
we
thought
about
it
not
only
from
what
they
need
to
know
as
most
onboarding
programs
do.
But
what
experience
they
need
to
have.
A
So
we
structured
it
around
helping
them
learn
to
work
in
an
invasion
way
when
it
comes
to
remote,
and
that
way
has
a
lot
to
do
with
being
empathetic
and
being
ones,
authentic,
self
and
being
vulnerable
and
emotionally
available.
Because
my
more
and
more
I
thought
about
remote,
the
more
and
more
I
think
that
the
the
biggest
task
for
most
people
working
remote
is
to
be
as
vulnerable
as
possible
as
early
as
possible,
because
we
don't
have
the
advantage
of
being
face-to-face.
A
A
Standpoint
means
being
more
being
more
emotionally
vulnerable
faster,
so
we
jump,
we
jump
the
deep
end
very
quickly,
so
our
onboarding
program
is
called
Xenia,
which
is
a
Greek
word
that
references
hosting
or
welcoming,
and
that
it's
a
very
particular
it's
designed
for
a
very
particular
kind
of
new
employee
experience
and
about
80
little
less
than
80
percent
actually
is
still
us.
I
was
I
was
trying
to
figure
out
in
my
head
how
many
Canadians
we've
added
recently,
but
we're
still
80/20
u.s.
and
rest
of
world
I.
A
B
Yeah
and
I
think
you
asked
the
same
question
back
so
I
think
it
get
laughs
ever
more
spread
out,
so
you
have
to
work
more
asynchronous
and
I
think
we
figured
out
a
couple
of
ways
to
do
that.
One
of
them
is
to
be
very
transparent.
So
a
lot
of
information
is
available
to
you
without
having
to
ask
someone
over
3,000
page
handbook.
You
have
a
250
point
onboarding,
if
you
put
in
250
check
boxes
before
your
own
board
it
another
thing
is
iteration.
B
We
take
many
small
steps
in
rapid
succession
and
trying,
instead
of
trying
to
do
something
very
big
and
that
reduces
the
amount
of
kind
of
functions
that
have
to
coordinate.
So,
if
you're
making
a
plan
for
next
six
years,
you
better
talk
with
everyone,
get
everyone
aligned
making
a
plan
for
the
next.
What
you're
going
to
shape
in
the
next
two
weeks.
I
would've
really
cares
that
much
to
ship
it
and
people
will
see
yeah.
So
the
smaller
your
steps
to
less
coordination
and
then
the
trick
is
to
keep
a
really
high
pace
of
stepping.
B
And
the
third
thing
I
want
to
highlight
is
the
concept
of
a
directly
responsible
individual.
So
we
we
split
decisions
in
a
data
gathering
phase
in
which
we
have
the
best
of
consensus
companies
in
that
it's
gonna
be
super.
Visible
decision
is
being
made
out
there,
mostly
in
the
open.
Everyone
can
chime
in
wet
ideas,
but
then
in
the
decision-making
phase.
It's
not
really
phase.
This
is
just
the
prisoner
us
to
do
the
work
takes
a
decision
and
they
don't
have
to
convince
anybody.
B
Not
necessarily
as
we
scale
which
is
hard
to
maintain
because
the
natural
thing
to
say
is
yeah,
we
kind
of
both
are
involved
in
this
decision.
It's
the
it's
the
easy,
it's
the
easy
out,
because
that's
that's
all
hard.
You
can
both
agree
yeah.
We
kind
of
both
share
in
this
issue.
So
it's
hard
to
say
no,
it's
your
decision.
You
have
to
do
to
work
in
I'm,
not
gonna,
be
involved
or
it's
my
to
see.