►
Description
Although it feels like a year of foundational change, the pandemic of 2020 is not the first time the world has been forced to pause and pivot. In this moment, we have an opportunity to frankly reasses the modern workplace, and to look forward to what it is becoming. From the essential concepts of remote work through the phases of transformation, let’s explore how to nurture and maintain a strong culture with the right people, how to build the processes to keep business and innovation thriving, and how to instill values that will sustain an organization across distance and through times of hardship.
A
I
would
yeah
quite
quite
promptly
I'm
hand
over
to
our
first
speaker,
which
is
actually
Jessica.
Reader
Jessica
reader
has
all
remoted
or
remote
integrated
marketing
campaign
manager
from
gitlab
and
she's.
Talking
about
the
topic,
gitlab
and
remote
work
and
yeah,
it's
going
say
a
lot
of
interesting
things
here.
So
give
me
a
second
to
set
everything
up,
so
she
can
start
with
her
presentation
only
takes
a
few
moments
and
then
we
should
be
good
to
go.
A
You
know
how
it
is.
Switching
between
all
the
windows
always
takes
a
few
moments
of
time,
but
we
should
be
there
in
a
minute.
So
there
we
go.
We
quickly
open
this
up
and
then
ya.
Think
one
last
thing
about
the
presentation
you
see
it
on
the
slide
already
gitlab
and
remote
work
and
jessica
is
going
to
present
a
holistic
approach
to
leading
enterprise
transformation,
so
jessica,
welcome
to
the
show
and
I
leave
the
word
or
the
microphone
over
to
you.
Thank
you
very
much.
Ok,.
B
B
So
I
want
to
start
by
asking
you
a
question
beyond
an
internet
connection
and
a
laptop.
What
do
you?
You
and
your
team
actually
need
to
effectively
work
remotely
now,
if
I
had
asked
you
this
question
six
months
ago,
your
answer
might
have
been
very,
very
different
from
what
you
would
say
today,
but
in
the
past
few
months
we
have
all
learned
quite
a
lot
about
what
it
really
means
to
work
remotely,
as
you'd
mentioned.
Gitlab
is
an
all
remote
company.
B
B
So
far,
we
have
over
100,000
organizations
that
co-create
with
us,
and
there
are
over
3000
contributors,
making
merge
requests
every
day
and
in
February
and
March
of
2020
we
and
other
remote
organizations
were
joined
by
hundreds
of
millions,
if
not
billions,
of
people
worldwide
who
were
suddenly
learning
to
work
outside
of
the
office
on
a
scale.
Never
before
seen
in
human
history
and
now
the
first
wave
of
the
global
pandemic
is
receding
and
some
major
companies
are
wondering
will
we
continue
to
work
remotely?
Some
of
them
are
saying:
yes,
we
will
continue
to
work
remotely.
B
So
as
many
of
these
organizations
are
making
their
choices,
their
choosing
remote
work
six
months
ago,
we
said
remote
is
the
future
of
work,
but
now
it
feels
like
the
future
has
arrived.
This
doesn't
make
it
a
simple
transition.
The
speed
at
which
we're
all
evolving
brings
many
new
challenges,
but
overall
there
are
definitely
upsides
to
having
a
fully
distributed
team
with
a
robust
strategy.
B
You
can
have
excellent
organizational
tips,
discipline
you
can
lower
or
balance
your
operating
costs
and
you
have
the
opportunity
to
recruit
the
very
best
people
from
around
the
world,
but
between
here
and
there
there's
a
lot
that
we
need
to
learn
and
change.
That
starts
with
our
understanding
of
what
an
office
looks
like
and
how
to
create
one.
If
you
don't
already
have
one,
then
we
have
to
intentionally
redesign
communication
to
avoid
in
efficiencies
and
to
make
all
of
that
happen.
B
We
have
to
be
willing
to
break
the
rules
of
business
as
usual,
but
this
is
not
the
first
or
the
last
time
that
business
and
technology
break
the
rules
and
transform
our
expectations.
So
the
eiffel
tower
is
one
of
my
favorite
of
this.
The
tower
was
originally
meant
to
be
deconstructed
after
20
years,
but
then
radio
came
along.
What
do
we
see
a
new
potential
as
a
broadcasting
tower?
The
Eiffel
Tower
gained
functional
value
in
transmitting
signals
and
that
kept
it
from
being
deconstructed.
B
Ultimately,
in
World
War
one,
it
became
instrumental
in
various
operations
in
espionage
and
now
the
tower
hosts
over
a
hundred
antennas
for
radio
and
television.
So
here's
the
radio
room
inside
the
tower
in
1914
terrible
picture,
but
look
he's
working
remotely
if
it
was
possible,
then,
is
possible
now
with
far
less
equipment.
But
my
point
is
this:
people
are
adaptable,
our
habits
are
adaptable.
The
reality
of
our
work
is
constantly
evolving
and
technology
is
merely
a
tool
that
allows
us
to
continue
adapting
experimenting
and
surviving
crisis
after
crisis.
B
I,
don't
need
to
remind
anyone
of
the
many
years
and
difficult
events
between
1914
and
now
and
again,
we
find
ourselves
in
an
unfolding
crisis.
In
this
moment
we
have
an
opportunity
to
frankly
assess
business
and
workplace
practices
and
to
look
forward
at
what
is
becoming
the
reality.
Is
this
we
don't
know
when
things
will
go
back
to
normal
and
we
don't
know
if
we
want
them
to
it's
good
for
everyone
to
develop
an
intentional
holistic
strategy
for
remote
work.
Whatever
your
current
plans
may
be
so
cooperating
a
fully
distributed.
Enterprise
is
a
learning
process.
B
It's
a
learning
process
for
everyone.
It's
a
learning
process
for
gitlab,
but
as
an
Oakland
core
organization,
we've
tried
to
document
our
approach
in
great
detail
and
we're
very
happy
to
share
our
findings
and
our
best
practices.
So,
right
now
in
this
talk,
I'm
going
to
go
over
a
few
of
the
essential
concepts
for
remote
work.
B
Our
team
handbook
is
over
3,000
pages,
but
the
most
important
information
in
it
boils
down
to
three
crucial
understandings,
first,
the
value
of
having
a
single
source
of
truth.
Second,
the
need
to
embrace
asynchronous
workflows
and
third,
the
challenge
to
build
trust
and
community,
no
matter
what
the
distance
is
between
us.
B
Let's
start
with
the
single
source
of
truth.
For
us,
this
is
the
handbook.
Remote
teams
need
one
single
place
where
people
can
find
the
answers
to
their
questions,
without
having
to
wait
for
someone
who
may
be
on
another
time
zone
to
give
them
an
answer.
A
handbook
is
for
documenting
your
best
practices
for
your
policies,
but
it's
also
for
information.
How
to
in
training.
Imagine
how
many
meetings
you
could
avoid
by
having
information
clearly
documented,
how
much
efficiency
does
that
build
into
your
operation?
Start
building
your
documentation?
B
B
So
moving
forward
asynchronous
workflows.
What
does
it
mean
to
assume
that
we're
all
asleep
what
that
means
is
that
when
you
have
a
global
team,
you
need
to
act
as
if
nobody
will
be
online
at
the
time
when
you
send
them
a
message,
so
get
used
to
adding
full
context
to
every
message
that
you
send,
so
it
can
be
read
the
next
time
your
team
member
comes
online
and
checks.
Their
messages
be
thoughtful
before
sending
the
message
breathe.
B
Think
and
then
add
a
little
additional
information.
This
is
a
screenshot
on
the
right
of
ecit
lab
issue
board.
The
entire
kit
lab
team
uses
issues
for
all
of
our
work.
This
is
how
we
do
our
work
throughout
the
company,
it's
a
single
source
of
truth
and
it's
a
functional
tool
that
allows
us
to
have
discussions
to
take
actions
and
to
share
information
without
being
tied
to
one-on-one
conversations
or
meetings.
B
When
your
team
gets
comfortable
working
this
way
when
they
get
comfortable
working
asynchronously,
they
can
then
design
their
days
and
then
you
can
design
your
day.
Your
work
hours
become
flexible
to
reflect
your
lifestyle,
they
suit
your
family's
lifestyle
and
your
family's
schedule
and
they
suit
your
own
internal
rhythm,
it's
better
for
mental
health,
it's
much
better
for
productivity
and
it
increases
job
satisfaction.
B
Next,
the
big
one,
we
hear
a
lot
from
companies,
a
question
that
we
often
often
get
right
now
is
how
do
you
know
when
your
employees
are
working,
that
I
ask?
Why
do
you
want
to
know
when
your
employees
are
working?
Why
does
it
matter
how
many
hours
they
work
or
at
what
times,
when
what
you
really
want
to
ask
is:
are
they
reaching
their
objectives?
B
Building
trust
in
remote
teams
goes
both
ways,
so
you
can
empower
your
team
by
letting
them
set
their
own
hours,
give
them
clear,
transparent
goals
and
metrics,
so
that
your
work
is
not
measured
by
whether
you
attended
work
or
when,
but
by
whether
you
were
effective
one
of
the
biggest
challenges
in
remote
work.
On
top
of
that
is
loneliness
people
miss
each
other.
They
missed
the
chance
to
socialize.
They
missed
the
chance
to
network,
so
build
a
human
interaction
into
your
process.
B
So
earlier
I
mentioned
that
it
can
be
challenging
to
break
the
rules,
but
we
do
have
to
do
it.
So
these
are
a
few
simple
transformative
actions
that
you
can
start
doing
today.
The
first
every
answer
should
be
a
link.
This
means,
if
someone
asks
you
a
question,
don't
just
give
them
the
answer
tell
them
where
they
can
find
the
answer.
It's
not
rude,
it's
inclusive,
it's
efficient
and
it
supports
good
documentation.
B
Next,
stop
doing
work
in
your
chat
tool.
I
think
we
all
find
ourselves
doing
most
of
our
work
where
we
can
find
people
the
most
quickly
right,
but
that's
not
an
effective,
asynchronous
or
sustainable
way
to
do
work,
use
project
management
tools
use
an
organized
system
of
documentation.
Hopefully
both
we
actually
automatically
set
our
slack
messages
to
expire
after
90
days,
and
what
that
does
is
it's
a
forcing
function?
It
forces
slack
to
be
only
useful
for
informal
communication
and
it's
useless
then
for
synchronous
work.
B
Next,
don't
make
it
easy
to
call
a
meeting,
make
it
difficult
for
someone
to
organize
a
meeting
think
twice
before
breaking
everyone's
flow
with
something
that
could
have
been
discussed
in
writing
require
every
meeting
to
have
an
agenda
and
allow
people
to
decline
the
meeting
or
allow
them
to
stop
paying
attention
in
the
middle
of
the
meeting.
If
it's
not
relevant
and
not
moving
their
work
forward.
B
B
This
is
a
big
one
for
us
reimburse
co-working
spaces
and
offices.
Sometimes
people
want
to
work
outside
of
their
home
and
if
you
don't
have
an
office,
then
it's
good
for
you
to
provide
a
space
for
them.
It's
inclusive.
It
gives
people
an
atmosphere
where
they
can
work,
someplace
that
they
feel
comfortable,
and
sometimes
it
replaces
those
social
interactions
for
them
so
build
that
into
your
approach,
and
this
last
one
is
probably
the
most
difficult
I
personally
struggle
with
it
and
I
know
many
people
do
sharing
work
before
it's
finished.
B
To
make
work
happen
most
efficiently,
especially
in
an
asynchronous
flow.
You
need
to
get
used
to
doing
the
smallest
thing
possible
and
getting
it
out
as
quickly
as
possible.
So
if
you
have
a
10
step
process
start
with
step,
1
then
get
some
feedback
and
then
iterate
on
it.
These
are
just
a
few
things
that
you
can
start
trying,
but
I
guarantee
you
that
they
will
be
challenging
and
that
they
will
be
transformative.
But
what
about
the
big
picture?
What
is
remote
transformation?
Actually
look
like
on
the
organizational
level
advocate
lab.
B
We
talked
a
lot
about
the
various
phases
of
transitioning
to
remote
work.
However,
we
are
all
now
working
remotely
so
that
transition
is
effective.
Now
we're
starting
to
think
about
transitioning
back.
Will
we
go
all
the
way
back
to
the
things
were
way.
Things
were
with
just
at
the
office,
or
will
we
stop
somewhere
along
this
continuum?
Let's
look
at
some
of
the
options
so,
for
the
purposes
of
this
discussion,
I'm
going
to
work
backwards
from
a
fully
remote
toward
fully
in
the
office
all
remote.
B
This
is
the
highest
stage
of
remote
operation
and,
to
be
honest,
even
if
your
team
is
currently
working
remotely
right
now,
you
might
not
be
in
this
stage
for
various
reasons,
for
a
company
to
be
all
remote,
it
must
not
have
an
office.
Employees
might
use
co-working
spaces,
but
there
is
no
official
location.
Work
is
done.
Asynchronously
and
individuals
can
choose
when
and
where
they
work
because
of
this
people
can
live
anywhere
on
any
time
zone
and
still
be
fully
actualized.
Member
of
the
team.
B
When
the
world
began
working
from
home
due
to
kovat
19,
many
companies
went
to
this
model
remote,
but
with
a
bias
toward
a
specific
time
zone
or
a
set
of
time
zones.
This
might
be
simply
a
result
of
people
living
in
the
same
area
or
it
might
be
intentional.
So
as
an
example
of
intentional
envision,
which
is
a
company
based
in
New
York
requires
its
employees
to
have
some
overlap
with
eastern
us
hours.
This
can
be
a
very
effective
way
to
run
a
fully
remote
organization.
B
Many
companies
right
now
are
currently
operating
as
hybrid
remote
teams
and
as
soon
as
this
pandemic
subsides,
and
we
start
to
go
back,
many
companies
will
shift
into
a
hybrid
remote
model.
There
are
endless
ways
to
do
this,
so,
for
example,
a
construction
oriented
company
could
have
its
management
working
remotely,
while
its
crews
are
on
the
site
or
a
product
company
might
have
its
core
team
in
the
office
together
with
remote
resellers
around
the
world.
This
is
by
far
the
most
challenging
model
to
use,
and
yet
it
is
the
most
common.
B
We
see
many
many
risks
with
doing
it
this
way,
but
the
largest
one
is
that
employees
become
dissatisfied
because
they
can
sense
or
perceives
that
there
is
unequal
treatment
between
people
who
are
in
the
office
and
people
who
are
out
of
the
office.
We
don't
recommend
using
a
hybrid
model
in
the
long
term,
think
of
it
as
a
transitional
stage.
B
So
perhaps
you'll
go
back
to
this
model
where
there
is
an
office,
but
people
are
allowed
to
have
telework
days.
This
is
also
highly
highly
common.
Even
the
United
States
government
did
this
before
the
pandemic
and
I
expect
that
after
the
pandemic,
they'll
return
to
it.
It's
easy
to
execute,
because
you
don't
have
to
change
very
many
of
your
practices.
Of
course,
there
are
limitations.
The
main
limitation
is
that
employees
still
must
live
near
one
of
the
offices
and
the
next
another
one
is
that
they
still
have
to
commute
which
they
hate.
B
So
this
is
something
that
is
very,
very
close
to
being
fully
in
the
office
I'm
not
going
to
actually
discuss
being
fully
in
the
office
and
I
hope
that
one
of
these
models
will
work
for
you.
As
you
choose
the
model,
it
really
depends
on
what
is
up
to
your
team's
preferences.
Your
needs
your
business
operations.
B
Once
you
decide
what
model
you
want
to
go
for,
we
have
guides
that
are
available
on
the
git
lab
website
to
help
you
put
together
your
strategy,
but
these
are
just
a
few
of
the
key
moves
that
you'll
need
to
make
to
get.
You
started
so
first
get
the
executives
out
of
the
office.
If
you're
going
remote,
the
executives
and
leadership
go
remote.
First,
communication
and
culture
follow
leadership,
so
lead
by
example.
B
B
Everything
happens
over
zoom
or
phone,
otherwise
people
will
continue
to
be
in
the
office
or
they
will
start
to
feel
that
things
are
unequal,
ensure
that
everyone
has
a
suitable
work
environment
away
from
the
office
and
that
they're
fully
functioning
before
you
can
transition
and
then
finally,
iterate
iterate,
iterate
iterate,
you
didn't
build
an
office
overnight.
You
didn't
build
a
team
or
a
company
overnight
and
you
won't
go
remote
overnight,
again
be
transparent
about
your
process,
where
you're
going
we're
proud
of
what
we've
accomplished.
Agate
lab.
B
We
have
an
85%
employee
retention
rate
and
we've
been
named
on
multiple
lists
of
best
places
to
work,
but
it's
been
a
learning
process.
We
hope
that
we
can
help
you
to
learn
from
our
stumbles.
We've
published
a
playbook
for
remote
work
that
has
much
more
information
than
you
heard
here,
and
over
20,000
people
have
already
downloaded
it.
So
I'll
share
the
link
here
and
please
help
yourself
to
the
playbook.
Things
will
never
go
back
to
the
way
that
they
were
six
months
ago,
but
that's
never
happened
anyway.
B
Thanks
for
listening
and
please
get
involved,
help
yourself
to
any
of
the
information
available
online
and
please
share
your
progress
and
your
lessons
learned
with
us
on
social
media
and,
lastly,
please
feel
free
to
get
in
touch
with
me
for
future
discussions.
I'm
always
happy
to
hear
from
people
thanks
so
much
and
now
open
it
up
for
any
questions.
A
Thank
you
very
much
Jessica
for
the
presentation,
I
think
now
we
would
have
some
time
for
the
Q&A
left
thinking.
She
was
also
supposed
to
be
here
to
take
over
the
questions,
but
we
lost
her
for
a
minute.
Maybe
we
can
give
her
a
few
seconds
to
join
us
again,
as
I
can
see
her
now,
but
I
already
saw
that
we
got
some
questions.
So,
let's,
let's,
let's
wait
a
second
until
she
joins.
A
In
the
meantime,
until
she's
there
I
think
she
will
be
there
for
Q&A
as
well.
I
think
we'll
take
a
couple
of
minutes
until
she's
back
in
the
meantime,
what
I
can
show
you
is
something
else,
for
example,
already
what
is
coming
up.
Let
me
quickly
go
back
to
my
screen
sharing
and
back
to
the
agenda.
So
there
we
are
there.
You
go
yeah,
I!
Think
after
her
know,
a
few
minutes
of
Q&A
as
she's
there,
oh
she's,
coming
perfect
I
think
there
was
a
slight
slight
connection
problem.
A
B
Is
a
difficult
question
because
I
think
there
are
many
people
who
are
resistant
to
the
remote
work
approach.
It's
not
easy.
It's
not
an
easy
transition
for
anyone
and
a
lot
of
the
resistance
may
come
from
leadership
as
well
as
employees.
It's
a
big
change
for
people,
so
I
think
that
the
realistic
approach
for
something
like
this
is
to
be
patient
and
kind
and
to
make
people
feel
supported.
So
how
do
you
make
them
feel
supported?
I,
think
that
you
know
that's
an
answer
that
we
know
right.
B
We
know
that
people
need
to
know
that
their
job
is
safe.
They
need
to
know
that
they
will
be
taken
care
of
in
case
any
problems.
They
need
to
know
that
they
will
be
accepted
and
that
they'll
fit
in
so
I
think
that
those
are
the
things
that
need
to
be
covered
so
that
people
can
get
over
their
resistance.
So
one
thing
that
we
advise
definitely
doing
is
bringing
people
on
well
ahead
of
time,
preparing
them
well
ahead
of
time.
B
That
said,
if
people
are
highly
resistant
well
into
the
process,
then
it
becomes
an
individual
matter
right
because
then,
usually
you
have
one
or
two
people
who
are
really
uncomfortable
and
then
that's
a
management
issue
that
needs
to
be
dealt
with
directly
with
them
and
that's
up
to
your
own
management
processes.
Sometimes
that
still
happens.
There
will
always
be
people
who
are
concerned
about
changed
and
what
that
means
for
them.
There's
no
great
answer,
but
it's
usually
an
individual
process.
When
you
get
to
that
point,.
A
B
Classical
parts
of
the
workforce
that
are
hard
to
convince
to
transition
to
remote
work,
you
know
I
think
the
I'll
say
that
there
are
parts
that
are
easy.
Generally,
your
engineering
team
and
your
developers
are
pretty
easy
to
convince
to
go
remote.
Most
of
the
time
some
developer
teams
are
used
to
brainstorming
in
a
room
together,
but
generally
people
are
comfortable
doing
their
independent
work
in
focus.
B
So
then,
what's
the
flip
side
of
that,
it's
usually
the
people
who
have
a
lot
of
meetings
and
who
are
very
concerned
about
wanting
to
make
sure
that
their
meetings
go
well.
So
I
would
say:
that's
often
leadership
middle
management.
Those
can
tend
to
be
people
who
get
the
most
worried
about
whether
they'll
be
able
to
do
their
work.
A
Alright,
thank
you
very
much
for
this.
One
I
think
the
other
one
that
I
have
here
is
well
I.
Guess
you
can
say
yes,
but
I.
Ask
it
anyway.
Are
you
getting
feedback
from
other
companies
on
this
all
remote
approach,
especially
doing
this
time
with
the
pandemic?
Are
you
getting
feedback
from
companies
that
are
asking
you,
for
example,
hey?
How
do
you
do
this
and
that
how
can
we
maybe
also
apply
these
principles.
B
Yes,
we
are
getting
a
lot
of
feedback,
so
we're
working
with
companies
constantly
on
this
we're
consulting.
We
are
meeting
with
leaders,
we're
hosting
a
lot
of
sessions
and
we
are
hearing
all
sorts
of
different
stories,
so
some
of
the
questions
that
we
get
they're
generally
very
specific
to
people's
experience.
So
a
company
that,
for
example,
has
always
had
one
office
in
one
town
and
they're
deeply
connected
in
their
local
community.
B
Do
they
go
remote
and
at
that
point,
do
they
lose
the
sort
of
local
flavor
that
they
have
and
the
connection
that
they
have
in
the
community?
What
happens
to
their
business
reputation
when
they're
stopped
when
they
stop
being
supported
by
the
community
where
they're
located
I?
Think
that's
a
really
interesting
question
and
I.
Don't
know
that
we
know
the
answer
to
that
one.
B
Yet
I
think
that,
in
addition
to
that,
there
are
a
lot
of
questions
about
how
do
we
know
that
our
employees
will
do
their
work
if
we
can't
see
them
working,
that's
a
huge
question:
it
comes
up
all
the
time
and
I
think
I
addressed
this
in
the
talk,
but
the
answer
is
generally
figure
out
how
you
can
measure
results
instead
of
attendance,
and
that's
our
biggest
answer
for
that.
One.
A
B
There's
a
sense
of
disconnection
that
happens
when
people
are
remote,
and
you
want
to
make
sure
that
you
counteract
that
with
a
lot
of
personal
connection
and
the
feeling
of
being
supported.
Other
pitfalls
that
can
happen.
Communication
is
a
huge
one.
So
remote
communication
is
difficult.
It
is
subtle.
It
is
easy
for
people
to
get
lost
and
left
out.
So
a
classic
pitfall
is
having
some
information
given
to
some
people
and
not
given
to
everyone
who
needs
it
or
leaving
some
people.
B
A
B
So
we
at
first
there
was
a
communication
strategy
of
let's
make
sure
that
everyone
at
gate
lab
knows
that
they're
supported
that
people
know
that
they
can
take
time
off
if
they
need
to,
and
so
some
announcements
were
made
and
communications
were
done
to
let
the
team
know
listen
if
you
need
to
take
time
and
go
be
with
your
family,
that's
a
priority
right
now.
Please
go
be
with
your
family
ahead
of
time.
Don't
wait
for
this.
B
You
know
things
to
fall
apart,
be
proactive
and
take
your
time
off,
but
that
didn't
happen
and
what
you
know
what
I
think
happens
is
that
we're
all
home
we
don't
have
anything
to
do
but
worry
so
we
choose
to
work.
Instead,
it's
easy
to
work.
Your
computer
is
right
there
in
front
in
front
of
you
and
I
know
that
I
did
this.
It
made
me
feel
better
to
be
distracted,
I
might
work
instead
of
being
distracted
by
the
world.
B
So
after
a
couple
of
months,
our
CEO
said
noticed
that
productivity
was
up
throughout
the
company,
which
is
not
exactly
what
he
had
expected
and
in
this
case
he
thought
this
is
probably
not
a
good
thing.
I
want
to
make
sure
that
my
team
isn't
burning
out,
and
so
in
the
end
he's
given
us
two
company-wide
shutdown
days
and
that's
been
a
great
decision.
B
So
once
in
May
and
once
in
June,
the
entire
company
has
been
shutdown,
no
work
happens
for
one
day
and
that
was
really
effective,
I
think
in
helping
people
to
understand
that
they're
allowed
to
take
time
off
and
that
it's
healthy
to
take
time
off
and
as
we
all
did
it
together,
there
was
no
pressure
for
anyone
to
work.
The
only
pressure
was
to
not
work,
which
was
a
good
reminder.
A
Alright,
thank
you
on
this
one.
Actually,
we're
still
getting
questions
and
we
have
a
few
minutes
left
so
I
would
say:
let's,
let's
we
all
go
on.
Let's
continue,
and
you
mentioned
that,
allowing
people
to
decline,
meetings
and
even
to
stop
paying
attention.
If
it's
not
relevant,
maybe
this
could
create
kind
of
tension
or
what
would
you
here
to
suggest
or
recommend
as
a
good
practice.
B
Yeah,
that's
always
a
controversial
one.
The
meeting
question
it
can
feel
very
rude
for
people
to
decline,
a
meeting
when
you
want
them
to
be
there
or
to
stop
paying
attention
in
the
middle
of
the
meeting,
but
isn't
it
more
rude
to
call
a
meeting
when
it's
not
needed?
That's
the
question
that
you
have
to
ask
yourself
so
when
I
first
started
at
gait,
lab
I
was
hosting
a
weekly
stand
up,
call
for
my
project
and
it
was
going
great.
There
was
a
high
attendance
over
time.
B
There
was
a
little
bit
of
attrition,
but
there
came
a
date
when
all
of
a
sudden
a
lot
of
people
stopped
showing
up,
and
for
me
that
was
a
signal.
Does
this
meetings
still
need
to
happen?
Should
I
be
calling
it
off
and
I
determined?
Yes,
this
can
be
called
off,
and
so
we
stopped
having
to
stand
up
and
we
switched
to
asynchronous
text
communication
about
it.
It's
a
question
of
efficiency
right,
so
efficiency
is
one
of
get
labs
values,
but
it's
also
generally
a
business
value,
and
so
is
it.
B
How
can
we
meetings
be
done
as
efficiently
as
possible?
Is
the
question?
Are
they
more
efficient?
If
everyone
is
there,
probably
not?
Are
they
more
efficient
if
people
are
there
because
there's
something
that
absolutely
needs
to
be
discussed
by
those
people
in
that
time?
Yes,
that's
very
efficient.
So
the
other
side
of
this
choice
is
that
we
record
all
of
the
meetings
so
that,
if
somebody,
if
there
is
a
meeting
somebody
wanted
to
attend
it,
but
they
couldn't,
they
can
always
watch
the
recording
later.
B
B
We
are
using
our
time
the
best
way
we
can
and
I
think
that
feels
good
for
everyone,
who's
involved,
so
think
of
it.
That
way,
instead
plan
your
meeting
fully
ahead
of
time.
What
do
we
actually
need
to
discuss
and
how
can
we
do
it
the
best
way
possible
and
at
that
point,
invite
the
people
who
need
to
be
there?
B
So
could
you
move
some
of
this
discussion
to
an
asynchronous
discussion,
or
could
you
discuss
it
first
in
the
meeting
and
then
move
it
into
the
project
management
tool
really
take
the
time
to
rethink
the
whole
meeting
experience
one
thing
that
you'll
find
in
remote
work
that
probably
everyone
is
already
finding
is
that
there
are
tons
of
meetings
it
creates
so
many
more
meetings
than
were
previously.
That's
why
we
have
a
lot
to
say
on
this
subject
and
why
we're
very
firm
about
the
need
for
efficiency,
so
really
I
recommend
rethink
the
whole
thing.
B
A
Well,
technology,
sometimes
no
I
was
I
was
saying.
Well,
that's
a
very
fair
point
from
you
for
the
answer
on
the
last
question,
and
now
the
next
question
so
I
think
it's
the
last
one
that
we
got
for
now,
which
also
fits
time
final
timing.
How
good
would
you
say
our
or
do
mythology's
like
agile
and
value
streams,
fit
with
the
whole
remote
working
approach
so.
B
I
love
agile
in
remote
I'm,
a
big
fan
of
agile,
agile,
myself,
I
just
think
that
it's
a
wonderful
and
modern
and
very
efficient
process
and
I
think
that
efficiency
transfers
over
to
remote
very
well
so
I
think
that
you
know
the
question
of
mythology
is
a
good
one,
because
if
we
get
too
hung
up
on
a
concept
and
we
don't
work
on
the
execution,
then
we
run
into
problems.
So
I
think
that
that's
a
well
framed
question.
B
There's
the
mythology
of
it
versus
the
actual
value
that
the
system
delivers
and
I
think
that
there's
a
lot
of
value
in
customizing.
Your
approach,
customize
it
for
your
team,
customize
it
for
your
experience
for
your
environment
right,
but
in
the
end
those
underlying
concepts
are
about.
You
know
getting
the
most
value
out
of
the
experience
and
out
of
people's
time,
and
that
is
a
good
approach.
So
ultimately,
I
would
say
you
know
start
with
those
as
a
foundation,
but
use
your
best
judgment
and
feel
free
to
customize.
I.
B
Think
one
thing
that
you'll
run
into
with
some
of
those
highly
efficient
business
processes
is
that
they
don't
allow
for
human
interaction
and
communication
and
they
don't
allow
for
time
to
breathe,
for
people
to
have
their
own
experience
and
I.
Think
that
that's
something
that's
worth
building
in
in
remote
work,
because
if
we
focus
solely
on
efficiency,
then
we
lose
our
humanity
and
ultimately
we
lose
people.
And
so
then
you
have
human
attrition
and
then
you're
less
efficient.
B
So
take
the
time
to
build
in
some
time
for
people
to
have
fun
to
have
interaction,
personal
connection,
something
that
isn't
super
highly
efficient.
You
can
still
have
a
great
strong,
vibrant
process,
but
if
you
make
room
for
people
you
will
ultimately
be
better
performing
and
more
efficient.
In
the
end,
all.